A Model Program

A model program is not a fantasy, but its existence is unbelievable. We can each likely recall an example from history of a model human services program that mattered and changed the course of society. Reflecting on the qualities of that program, feelings will resonate; they come from the story that has entrenched the program as a model. There are myriad human services programs occurring at any given moment with just as many opportunities to make them matter. Often those opportunities are over looked or only considered at program transition as part of lessons learned, without a clear process to translate those lessons learned to future programs. A common reason these opportunities aren't identified and executed is because of rote processes, natural momentum, and unclear team expectations and accountability. 

A program operates within a context that brings typical processes to the phases of the program. These typical processes can be born out of organizational culture, experience in the topic area or from senior team members, and unique program features. Success may come from these typical processes, but it is less likely to also include impact and a program that matters. It is similar to education where success is often defined as the final grade, which isn't synonymous with what the impact of the course material on the students life or whether it will matter to that student beyond the course. There are typical processes to achieving a successful final grade just like there are typical processes to executing a successful program. The challenge to programs that matter is ensuring that the typical processes do not take priority over processes that lead to impact and a program that matters.

Time continues with or without us. Once a program contractually begins time will continue moving regardless of whether any activities are contributing to relevant program outputs. This natural momentum is a thorn to the execution of many programs. Time can offer a false sense of security that there are months before the final output is due, so there is no need to consider it at the start of the program. Time can create an overly burdensome pressure where team members with certain styles feel activities are "emergencies" that deserve the attention of the entire team, when in reality this is rarely the case. Time is a valuable resource and important constraint to a program. As one of the most precious program resources it must be managed carefully and not squandered (like not considering the final output until the end of the program). Time as a constraining creates necessary boundaries for the program, which dictates what is feasible to achieve when also accounting for staff and monetary resources. A program that matters leverages the natural momentum from time to motivate decisions and actions to best use time as a resource and boundary.

Team members may know in theory that the organization and senior leaders want the program to have impact and matter, but if that expectation isn't supported with concrete direction and actions, then it is less likely to be achieved. At the initial design of the program the problem/solution and who will benefit needs to be clear to all who will be involved in the program. This frame of the program's story must then become entrenched in the program's execution, so it can be expanded and developed into a story of impact that matters. Team members need to know their role in this process and be supported in the execution throughout the program's life cycle. Program leaders can articulate, model, and reinforce the expectation for all team members to participate in the process of executing a program that matters using evidence and impact. For example, if a team member elevates that a similar program is starting, then it is the responsibility of program leadership to reinforce the good work of the team member to raise the existence of the similar program, and then follow through on how it can add to the evidence or story of this program. If it cannot, then it is vital to share that information back to the team to close the loop and reinforce the process. 

In a model program typical processes are bolstered by processes specific to impact. Time is used as an asset to motivate decisions and frame expectations. Team members are made responsible for their role in the program's evidence and story through clear expectations that are modeled and reinforced. Each human services program has the potential to be a model program but only by harnessing the processes and approaches that generate evidence with story.

Bottom line: A model program must leverage impact processes, time, and team members to matter.