Lessons Learned Key Success Factors in Innovative Program Development
Think of your program innovation as a business proposal. Develop a comprehensive 2 or 3-year business plan for any new program or social enterprise. Pay particular attention to client, revenue and service projections.
Set up an evaluation framework that is reviewed with Management and/or the Board so that as you go through a first time delivery you can adjust and have your own lessons documented for next year.
Listen to the people who use your services. Their experiences on what helps and what doesn’t, and what has transformed their lives will provide valuable clues to what new programming you might develop.
Identify the cultural changes that will be needed within your agency to be successful in social enterprise. A social enterprise model will bring more emphasis on private sector metrics and accountability. Is your agency ready to embrace that without being at odds with its traditional values?
Spend time identifying the assets that your organization has vis-à-vis the social enterprise you are undertaking – include physical assets as well as knowledge based assets.
Foster an environment where people can always come forward with new ideas or to brainstorm ideas. Some of the best ideas come from people who are involved in frontline work. Invite new ideas from management, staff, the Board, your clients and others who share common interest with your organization.
Recognize successes as well as failures. It is easy to get excited when a new idea catches on. However, don’t lose sight of all of the ideas that may not have caught on. It might not mean that it was not a good idea. It might have been an issue of timing. What is important is to keep the ideas coming forward.
Seek opportunities to take your program knowledge and apply it to different groups and with different funders. Existing programs that work well for one group of clients might also work well for others.
Involve funders in ongoing discussions around needs identified. Most funders really only learn what is needed from their applicants. Seek funders who are willing to look at what may be possible and to work collaboratively with you to address the needs you have identified.
Be willing to take calculated risks, but be careful not to overextend in terms of management, staffing etc. Know your risk tolerance and what you have the capacity to deliver on. Determine how much time, money and effort you are willing to put into a particular program innovation and have an exit plan.
If you do decide to seek out a partner, look for ways to build upon the strengths of partners in program development. Building capacity in your organization by working with a partner who already has different strengths adds credibility to a proposed program and capitalizes on opportunity.
Don’t create a social enterprise solely to make revenue – identify clearer goals for the enterprise that are based on your mission, vision and values.
Don’t let the voice of ‘nay-sayers’ on your team dominate or quash your vision (but at the same time be open to constructive criticism).
While social enterprises are run based on a business model, don’t assume that they can be run strictly like a traditional business. It is also important to recognize that they continue to fulfill a training need for clients.
