IMP LEMENTATIO N  ee 4. Building Key Relationships for further advice on cultivating S links with authorities during start-up and implementation phases. C AS E ST U DY 6.2 Sustainable Funding Sources Organizations, including microfinance institutions, pay Fundación Microjusticia Argentina (FMA) to give their clients legal advice about documentation, nationality, and other issues. The clients receive FMA services free of charge. The services provided by FMA and the microfinance institutions complement one another, as they are all aimed at better inclusion of individuals. If your program is built to last, develop long-term funding plans as early as possible. A financial sustainability plan goes hand-in-hand with effective strategic planning [see 5.1 Planning Strategically] and responsible stewardship of a program. Funding sources should be diversified. A mix of different sources of funding is a basic building block of financial health. Relying on a single income source will make your program vulnerable. For example, funding from overseas entities can change because of donor-country economic crises or political shifts. The same thing can happen with public funding. While community-contributions models may cover only a small portion of the costs—administrative fees, for example—they are frequently sustainable sources of funding. If relying on donors, aim to secure funds from different sectors, such as women’s rights, workforce development, education, and social welfare, so that your program can keep operating if donor preferences change.  any programs have created a sustainable income through M entrepreneurial activities related to the program, as highlighted in 3.2 Empowerment Approaches to Fundraising. 6.3 Growth RELATED RESOURCE Related resources to help guide organizations in decision-making about expansion: • “Scaling up Services,” Refugee Rights Toolkit, Asylum Access • See the box on Kenya’s CONCISE coalition in section 9.7 72 | You may want your program to expand, whether geographically or in terms of the kinds of problems it addresses. Programs should only expand if they are succeeding in their current form. But do not assume that previously successful strategies will be successful in other areas. Scaling up and branching out may come naturally. For example, if paralegals have served most of the existing need for birth documentation work, demand for other types of assistance may increase. Or if paralegals have been helping clients to bring claims, it may be natural to help them with appeals. Expanding services or the area served requires new training and increased communication. It may be wise to keep new types of service small at first, and then scale up. 6.4 Ending the Program Your program may wish to determine a point after which paralegals are no longer needed, or can start to focus on other justice issues. This could correspond to achieving enough change at both community and policy levels, and might be measured by: •  A certain percentage (which may not be 100) of the community having documentation. A C O M M U N I T Y- B A S E D P R A C T I T I O N E R ’ S G U I D E : D O C U M E N T I N G C I T I Z E N S H I P A N D OT H E R F O R M S O F L E G A L I D E N T I T Y