Make My Program Matter

Making a program matter is a dance between the ideal and the real. Ideally, a human services program is born out of a problem that is facing society, whether it be healthcare quality or drug abuse. The human services program is then designed as a solution to a problem, which guides the progression of the program. The evidence base is consulted to thoroughly understand why and how this problem remains and to elucidate how this new program can contribute to solving the problem--how to make this program matter. Logistically, there will be an ideal distribution of resources--staff, time, and budget, to implement the program. As the program is implemented, it will continuously be guided by the problem and its role in the solution, with a balance between gathering the evidence and telling the story. 

In reality, more often than not, these ideal circumstances and program resources do not permeate across the life cycle of a program. For example, 'time' is a resource often constrained that drives a false sense of urgency to skirt around the theory connecting the problem with the solution this program will offer. This accommodation to time seeds a disconnect at the outset where some program staff see the story and other staff only have a vague notion of the story. From here the foundation of the program is already evidencing cracks that can lead to delays and course corrections later in the implementation of the program. 

Making a program matter requires constant monitoring and careful analysis of the trade offs between the ideal and the real. Think of this careful analysis as the breaths in the dance between the ideal and the real. A careful analysis is not to be confused with a lengthy distraction; rather, it can be a momentary tactical pause. When 'time' is feeling constrained, it is necessary for the program lead to pause and evaluate the cause of the pressure to determine the best mitigation. If time is limited because the human services program is needed to provide insights in a key domain to the organization's stakeholders to guide year-end decision making, then that context needs to be at the forefront of the program's implementation, with plain language direction from the program lead that begins the story by articulating the problem and solution. The pause to provide clear direction is all too often skipped, and the program implementation team lacks the unifying guidance that provides confidence and a strong program foundation.

The dance between the ideal and the real is an ongoing part of the program throughout its life cycle that does not have to be a burden. The monitoring can integrate within standard program roles and processes to ensure the evidence and story remain cohesive, as inevitable tradeoffs are made between the ideal and real circumstances of program implementation.

Bottom line: Maintain an upward look toward the ideal program outcomes, while looking outward for real obstacles to surmount.