1. Finance Workgroup Phase 4
Developing Scale and Budget Estimates
Preparing for this Meeting
This PowerPoint file is to be used as a template for the second meeting of the finance workgroup. In this meeting the finance lead will review draft three-year scale and budget estimates for the selected programs. The group ends the meeting by discussing the next steps in the financing work. A 3.5-hour block of time should be scheduled for this meeting. See the Finance Facilitator Guide for Phase 4, Meeting 2 for pointers on preparing for this meeting.
To customize this PowerPoint deck, the finance lead will need to add specific information concerning the timeline for the strategic financing work.
The notes section of most slides contains talking points. These can be adapted as appropriate. Italicized text is intended to be delivered as scripted for making important points or to help make smooth transitions. Walk through the presentation with your finance coach as part of your preparation.
Materials
Flipchart and markers with a flipchart “Parking Lot” for questions.
Handouts
You will need several handouts for this meeting. The worksheets are printouts of worksheets from the Scale and Budget Tool Worksheets. The worksheets are to be printed after the relevant information has been entered into the worksheets. The document Using the Scale and Budget Tool contains directions for entering the information, and your finance coach is available to help. The handouts needed are:
Worksheet 1: Program Scale Estimate
Worksheet 2: Infrastructure Scale and Cost Estimate
Worksheet 3: Program Budget – School-Based
Worksheet 4: Program Budget – Community-Based
Worksheet 5: Total Three-Year Budget
Evidence2Success Infrastructure
Post a flipchart page in the room to use as a parking lot.
Meeting 2: Developing Scale and Budget Estimates

2. INTRODUCTIONS AND OVERVIEW
Finance Workgroup Phase 4
INTRODUCTIONS AND OVERVIEW
Welcome everyone to the meeting and introduce yourself and do a round of introductions for the group.
You all received some background information on Evidence2Success in advance of this meeting. Today we are here to learn more about the goals of the finance workgroup and the roles and functions of workgroup members. For introductions please share your name, your role and organization and what you would like to get out of today’s meeting. (Or introduce the Penny Exercise].
For groups whose members already seem to know each other well, ask each person to answer the question, “What do you want to get out of today’s meeting?” and chart their responses on a flipchart in the front of the room. You will come back to this paper at the end of the meeting to be sure that everyone’s objectives have been met.
For groups in which members are less familiar with each other, you may want to offer a simple icebreaker, such as the Penny Exercise. Distribute one penny to each member of the group. Ask people to think about one special thing that happened in that year of the penny that they are willing to share with the group. Then ask each person to introduce themselves by stating their name, position and one significant thing that happened in their life during the year on the penny. The purpose of this exercise is learn more about one another, sharing personal information to create a safe environment.
Thank and acknowledge those who have been collecting data at the agency for the time and energy they’ve put into these efforts to date.
Meeting 1: Finance Workgroup Charge and Orientation

3. Finance Workgroup Phase 4
Goals and Objectives
For selected programs, participants will:
Review and agree on
targets for the scale of program implementation over three years
key capacities to support ongoing data collection and review, partnership and coordination
Finalize detailed program budgets for school-based and community- based programs
Finalize cost estimates for Evidence2Success infrastructure
Review and agree on a total three-year projected budget for the Evidence2Success work
Understand the current funding sources and remaining gaps in funding
After introductions, review the goals and objectives for the meeting.
Participants will:
Review and agree on targets for the scale at which selected programs will be implemented over three years
Agree on the key capacities required to support quality implementation, ongoing data collection and collaboration; and estimate the costs associated with supporting the infrastructure
Finalize detailed program budgets for selected school-based programs
Finalize detailed budgets for selected community-based programs
Generate a total three-year projected budget for the Evidence2Success work
Understand the current funding sources that support identified programs and remaining gaps in funding.
Then refer participants to their copy of the day’s agenda and review it. Give the location of restrooms and share any other logistical information participants need.
Refer participants to the flipchart page you have posted to use as a parking lot.
As we are getting started on Evidence2Success, I know there are a variety of questions and aspects of the work that we are putting in place. With our time today, we want to stay focused on the scale and budget estimates. If a topic is raised in regard to broader questions and considerations of the finance workgroup or the Evidence2Success work as a whole and it feels like we are losing our focus, I will ask that we put those issues on the parking lot. At the end of the meeting, we will come back to them and determine how we will address them.
Meeting 2: Developing Scale and Budget Estimates

4. Finance Workgroup Phase 4
Our Work to Date
In our Evidence2Success effort so far, we have:
convened and oriented the community board
administered the Youth Experience Survey
identified priority outcomes, risk factors and protective factors
completed fund mapping and shared results with agencies and the community resource assessment workgroup
reviewed existing programs and services for families and children in the community that align with priority outcomes, risk factors and protective factors
identified evidence-based programs for implementation and set three-year goals for the scale of implementation
Fill in important steps your community has taken in implementing Evidence2Success to date. These should be fairly big picture: items that will give all participants in the room an overview of how the work is taking shape in your community. The items on the slide are listed as an example. Edit them as necessary.
As many of you know, we have been working hard in recent months to get Evidence2Success up and running. We have … (review items on the slide. It may also be appropriate to mention upcoming work.)
Meeting 2: Developing Scale and Budget Estimates

5. Program Scale Estimates
Finance Workgroup Phase 4
Program Scale Estimates
Program 1
Year 1:
Year 2:
Year 3:
Program 2
Program 3
To prepare this slide for use: Fill in the name of the tested, effective programs (evidence-based programs) prioritized by the community board, adding additional programs as needed. Referencing columns C, D and E in Worksheet 1, fill in the target scale for years 1, 2 and 3.
Hand out Worksheet 1: Program Scale Estimates to meeting participants. Note that total scale goals were defined by the community board and that annual scale goals are calculated assuming an even scale-up over the course of three years or, if applicable, the alternative formula you used to calculate scale goals.
The community board has prioritized [insert number] evidence-based programs and determined the target scale at which these programs should be implemented in order to affect community-wide outcomes. Using the Program Scale Estimates worksheet, I calculated the following yearly targets for scaling up those programs assuming an even scale up over three years. Do these annual targets seem reasonable for the identified programs? If not, how should these targets be adjusted?
Meeting 2: Developing Scale and Budget Estimates

6. Generating Budget Estimates
Finance Workgroup Phase 4
Generating Budget Estimates
To generate budget estimates, we have:
reviewed program developer requirements and costs
consulted national data on program costs
consulted with leaders in other communities with experience implementing these programs
consulted local providers/administrators of similar programs
Customize this slide by detailing the process used to generate budget estimates on Worksheets 3 and 4.
Now we will move to talking about the detailed budgets of each program that the community board has prioritized for implementation. In order to generate estimated budgets, I reviewed the program developer requirements and costs, reviewed national cost estimates from the developer and Blueprints and consulted local providers of similar programs [customize to reflect the process you went through to generate budget estimates]. Do you have general questions about the process used to generate budget estimates?
Now we will review three-year budget estimates for each program individually, beginning with school-based programs and then moving to the community-based programs. After reviewing individual program budgets, we will look at the infrastructure costs for the work of supporting the programs and the Evidence2Success initiative over the next three years. Finally, we will look at the total costs of all of the prioritized programs and infrastructure.
Meeting 2: Developing Scale and Budget Estimates

7. School-Based Program Budget
Finance Workgroup Phase 4
School-Based Program Budget
Program Name
Year 1
Year 2
Year 3
Startup Costs
Ongoing Costs
Total Cost
Per Student Cost
To prepare this slide for use: Copy this slide for each school based program prioritized by the community board. Referencing the relevant cells in Worksheet 3, fill in the start-up, ongoing, total and per student costs for the program in years 1, 2 and 3.
Hand out Worksheet 3: Program Budget – School-Based to meeting participants. Walk through the start-up costs (rows 3–21) and ongoing costs (rows 23–40) associated with the program noting that for most school-based programs, the majority of costs are incurred for the initial training and curricula purchases (start-up). Once staff are trained and have curricula, the ongoing costs for implementation are generally low and vary by program depending on how much ongoing training and materials are required. For any line items that were not clearly defined by the selected program, ask participants whether the estimate seems accurate.
Finally, share the total costs to support the program in Year 1, Year 2 and Year 3, as well as the per student cost.
Let’s begin by reviewing the detailed budget for [insert program name]. For school-based programs, the bulk of costs occur during the start-up phase when staff members require intensive training and implementation materials. Ongoing costs are tend to be lower and generally include refresher trainings, supplemental materials and a basic cost for consultation with the program developer. Let’s now turn to our handouts to review the specific costs associated with [insert program name].
Do these estimates seem accurate to you? Does anyone have any questions or concerns about the budget estimate for [insert program name]?
Meeting 2: Developing Scale and Budget Estimates

8. Community-Based Program Budget
Finance Workgroup Phase 4
Community-Based Program Budget
Program Name
Year 1
Year 2
Year 3
Startup Costs
Ongoing Costs
Total Cost
Per Participant Cost
To prepare this slide for use: Copy this slide for each school based program prioritized by the community board. Referencing the relevant cells in Worksheet 4, fill in the start-up, ongoing, total and per participant costs for the program in years 1, 2 and 3.
Hand out Worksheet 4: Program Budget – Community-Based to meeting participants. Walk through the start-up costs (rows 3–17) and ongoing costs (rows 19–36) associated with the program. For any line items that were not clearly defined by the selected program, ask participants whether the estimate seems accurate.
Finally, share the total costs to support the program in Year 1, Year 2 and Year 3, as well as the per participant cost.
Now we will review budget estimates for the community-based programs prioritized by the community board. Let’s begin by reviewing the detailed budget for [insert program name]. Like school-based programs, costs tend to be higher during the start-up phase when staff members require intensive training and implementation materials. However, the ongoing costs for most community-based programs include the cost of ongoing staffing and as a result tend to be higher than school-based programs that are being implemented by existing school staff. Let’s now turn to our handouts to review the specific costs associated with [insert program name].
Do these estimates seem accurate to you? Does anyone have any questions or concerns about the budget estimate for [insert program name]?
Meeting 2: Developing Scale and Budget Estimates

9. Infrastructure to Support Ongoing, Collaborative Work
Finance Workgroup Phase 4
Infrastructure to Support Ongoing, Collaborative Work
Partnerships
Recruit and engage
Convene leadership across systems and community
Provide staffing support
Data and Evaluation
Conduct surveys and assessments
Report and analyze data
Develop information systems
Continuous Quality Improvement
Monitor fidelity monitoring
House implementation data for use by systems
Strategic Financing
Collect and analyze expenditure information
Project scale and costs
Monitor budgets
Plan and Implement strategies
Advocacy and Communications
Engage and educate lawmakers, elected officials, key leaders
Develop tools and platforms
HANDOUT: Evidence2Success Infrastructure
Sustaining Evidence2Success requires ongoing support for infrastructure—all of the coordinated work that takes Evidence2Success beyond business as usual.
In addition to the costs associated with implementing the selected programs, an important set of costs to include in finance planning are the Evidence2Success infrastructure costs. These are the costs associated with convening the partners, collecting and reviewing well-being data and setting joint priorities; and support to ensure those implementing programs are collecting and reviewing data to continuously improve the quality of programs, conduct strategic finance planning and provide ongoing communication and advocacy. These costs are broken out more thoroughly in the bullet points on the handout.
Partnerships
Ongoing engagement and recruitment of public agency and community partners
Convening cross-system and community leaders to collaboratively review well-being data and set program priorities
Staffing and support for regular communication
Data and Evaluation
Planning and administering assessments in communities, schools and public systems
Analyzing and reporting assessment data
Collecting and analyzing administrative data
Developing and using information systems to house (dashboard and) results data
Continuous Quality Improvement
Review of fidelity monitoring efforts within individual programs and support for improving fidelity monitoring instruments or procedures where needed
Support for timely communication and use of program implementation data by partners
Strategic Finance Planning
Ongoing collection and analysis of expenditure information
Ongoing scale/cost projections and budget monitoring
Collaborative planning and implementing of finance strategies
Advocacy and Communications
Engagement and education of legislators, elected officials and other key champions
Development of communications tools, platforms
Meeting 2: Developing Scale and Budget Estimates

10. Finance Workgroup Phase 4
Infrastructure Costs
Infrastructure Costs
Year 1:
Year 2:
Year 3:
To prepare this slide for use: Referencing cells 11E, 11I and 11M in Worksheet 2, fill in the total infrastructure costs for years 1, 2 and 3 in the slide.
Hand out Worksheet 2: Infrastructure Scale and Cost Estimate to meeting participants. Walk through the key tasks identified within each infrastructure capacity, along with the associated FTEs and other direct resource needs. For each infrastructure capacity listed, ask participants whether the key tasks and associated FTEs and other direct resource needs seem accurate or if adjustments need to be made.
Finally, share the total costs to support infrastructure in Year 1, Year 2 and Year 3 with participants, highlighting that these are general budget estimates, especially for years 2 and 3.
Let’s now look at the infrastructure costs associated with supporting Evidence2Success over the next three years by capacity area—partnership; data and evaluation; program quality and monitoring; strategic financing and advocacy and communications.
Key tasks identified to maintain strong partnerships and collaboration included [insert key partnership tasks]. In order to complete those tasks, we estimated that it would require [insert FTE estimate and cost of other direct resource needs]. Do the key tasks identified seem right? Is there anything missing? Do the associated FTEs and other resources required seem accurate?
Key tasks identified for data and evaluation include [insert data and evaluation tasks]. In order to complete those tasks, we estimated that it would require [insert FTE estimate and cost of other direct resource needs]. Do the key tasks identified seem right? Is there anything missing? Do the associated FTEs and other resources required seem accurate?
Key tasks identified for continuous quality improvement include [insert continuous quality improvement tasks]. In order to complete those tasks, we estimated that it would require [insert FTE estimate and cost of other direct resource needs]. Do the key tasks identified seem right? Is there anything missing? Do the associated FTEs and other resources required seem accurate?
Key tasks identified to support ongoing strategic financing work include [insert strategic financing tasks]. In order to complete those tasks, we estimated that it would require [insert FTE estimate and cost of other direct resource needs]. Do the key tasks identified seem right? Is there anything missing? Do the associated FTEs and other resources required seem accurate?
Key tasks identified for the advocacy and communications work include [insert advocacy and communications tasks]. In order to complete those tasks, we estimated that it would require [insert FTE estimate and cost of other direct resource needs]. Do the key tasks identified seem right? Is there anything missing? Do the associated FTEs and other resources required seem accurate?
Adding 15% in indirect costs, that puts the total infrastructure costs for Evidence2Success at [insert total infrastructure costs for years 1, 2 and 3].
Meeting 2: Developing Scale and Budget Estimates

11. Total Three-Year Costs and Funding Gaps
Finance Workgroup Phase 4
Total Three-Year Costs and Funding Gaps
Year 1
Year 2
Year 3
Program 1
Total Costs
Program 2
Program 3
Infrastructure
TOTAL COSTS
SECURED FUNDING
FUNDING GAPS
Referencing the relevant cells in Worksheet 5, fill in the name of each program and total costs, as well as the total infrastructure costs for years 1, 2 and 3. Next, fill in the total costs for all programs and infrastructure, total secured funding and funding gaps. The secured funding will reflect the $300,000 in initial Evidence2Success funding, as well as any other additional funding that has already been committed.
Hand out Worksheet 5: Total Three-Year Budget to meeting participants.
Over the course of this meetings, we have reviewed scale goals for the program prioritized by the Community Board, draft budgets for individual programs based on those scale assumptions and estimated costs for supporting infrastructure. Based on these discussions, the total cost of implementing Evidence2 Success in year one is [insert year one cost], in year two is [insert year 2 cost] and in year 3 is [insert year three cost].
To offset these costs, Evidence2Success has [insert amount of secured funding in years 1, 2 and 3] in secured funding. $300,000 of this funding is part of our agreement with the Annie E. Casey Foundation, which matches $150,000 of local money to implement tested, effective programs.
Subtracting the secured funding from the total costs leaves a funding gap of [insert funding gaps in years 1, 2 and 3]. During our next meeting, we will discuss how the initial $300,000 in funding should be allocated, as well as begin to discuss strategies for filling the funding gaps that we have highlighted today.
Are there any questions?
Meeting 2: Developing Scale and Budget Estimates

12. Finance Workgroup Phase 4
Next Steps
Revise budget projections based on today’s conversation
Research finance strategies to fill funding gaps
Upcoming meeting dates:
Insert upcoming meeting dates and times if they have already been determined. If no further meetings have been scheduled, consider doing so in the room or be explicit about the plan to schedule those meetings.
We want to close by identifying our next steps. We hope this conversation has helped you understand the work of the finance workgroup.
Next steps that we’ve identified throughout our day include: (if the group has identified next steps related to their discussion of the data, track these throughout the day, chart them and come back to them here).
Meeting 2: Developing Scale and Budget Estimates

13. Finance Workgroup Phase 4
QUESTIONS
Use this slide to as a placeholder to field questions from meeting participants and revisit the participants’ priorities for the day and issues from the parking lot, if time permits.
Meeting 1: Finance Workgroup Charge and Orientation

14. Finance Workgroup Phase 4
Thank participants for their time and commitment.
Meeting 2: Developing Scale and Budget Estimates