Common Program Successes

A program success is not synonymous with a program that matters. The archives of human services research are replete with examples of evidence that were not successful at the outset because they were initially refuted or ignored, only to later be rediscovered and provide a crucial link to current thinking. With a different lens, the evidence mattered, which may allow it to be redefined in hindsight as a success. The challenge in the present is to keep 'success' and 'matters' distinct and care about both. 

A common program 'success' isn't often one that matters. Meeting a program milestone or delivering a program output are often common successes required of the program team, but they often only provide a minimum view of success that allows the program team and key stakeholders to affirm that all the contractual requirements or other fundee needs were met, without ever answering whether it mattered. While it is usually necessary to achieve success in this way for the program, it is not the only consideration. 

Caring about 'success' and the 'impact' to have a program that matters necessitates program leadership (most often, but it is possible from other members of the program team) offering a broader lens to infuse the evidence from the program with story. Unfortunately, the latter process isn't common in programs, with the focus primarily on typical markers of success that are dictated by the funding organization. The latter might yield a good program, even a very good one, but it is unlikely to fall into the category of great or excellent one and usher in a new paradigm or catalyze a new line of inquiry. Applying the broader lens to infuse story is a process with tactics best applied throughout the program life cycle. While these tactics are best led by program leadership, the entire team can be empowered to identify and elevate elements of story to enhance the program impact. 

Tactics to infuse story into a program can be used during the key phases of the program's lifecycle: design, start, implementation, and end. During the design of the program there is a unique opportunity to tell the context during which the program is being created, including a plain language articulation of the solution the program is providing to the present problem. The context includes the layers in which the program operates moving out from the program team's place within the organization to the organization's place within the stakeholder community. Within each layer it is key to describe the driver behind the need for this program now and what role it is serving within each layer. A success at this phase that matters is to be able to articulate the problem/solution and the primary/secondary stakeholders in the context of external factors. 

The start of the program is an optimal time to orient the program team to the differences between 'success' and 'matters', and that this program is focused on both. Presenting the write-up from the design phase that includes the context for the problem/solution and primary/secondary stakeholders will ground the team, so program leadership can get specific about the role each team member has in successfully gathering evidence and story. Each team member is responsible for executing the program as well as possible, beign mindful of potential risks and limitations to elevate and document. Additionally, each team member is responsible for having awareness of the broader context, including noting relevant articles, activities in industry, shifts for stakeholders, etc. that effect the program's story. A success at this phase that matters is having an empowered team that is alert to the needs that drive evidence and story.

As a program gets underway and finds routine in its repetitive processes it is valuable to include a regular check-in between different levels of program leadership to maintain focus on, not only the program execution, but also the story building with the program. While each program team member is responsible for deepening the connection between the evidence and story, it is program leadership who is accountable to ensure it remains an active priority throughout the program's execution, with findings chronologically documented. This also allows program leadership to have a holistic view of the program at all times, which is imminently valuable for demonstrating program success throughout and knowing when to pivot, as needed. A success at this phase that matters includes having a regular process established to consider the program's evolving evidence and story elements.

When a program ends documenting and reporting out the successes and lessons learned is common, and to achieve a program that matters, it is also necessary to prominently showcase the story of the program. It is common to want a program that matters, it is less common to have and use the strategy and tactics conducive to achieve a program that matters. At the end of the program it is as much about the science as art. It is necessary to hold the expectation that story integrated with the evidence will yield impact. Even amidst traditional report outs, there are opportunities to creatively integrate the story of the program. It will take working differently than is typical, but it will be worth it not only for the success of the program, but also for the inspiration and meaning that the program team will yield and carry to their next program. A success at this phase that matters includes finding as many places as possible to tell the program's story--to integrate the context with the evidence, to provide stakeholders an in depth understanding of why this program matters to human services research.

Bottom line: Common program successes aren't enough to achieve a program that matters.