PROGRAM TIP SHEET
CONFERENCE FOLLOW-UP TOOLS
CONSIDERATIONS FOR PROGRAM
A CHECKLIST FOR MANAGERS
As managers are determining programmatic directions and organization’s short- and long-term program plans.
making decisions about applying for grants, the following
are some questions they should ask themselves: Have you developed a checklist to guide you through
a decision-making process?
Should we apply for these funds? This checklist—intended for senior managers considering
Senior managers often are forced to decide whether or not new programs—is based on a discussion with nonprofit
• To initiate, grow, or discontinue specific programs and, health service agency managers.
• To apply or respond to a specific request for a proposal
(RFP) or an application (RFA).
EXECUTIVE DIRECTOR’S AND
How do we deal with tension between growth and SENIOR MANAGEMENT’S PERSPECTIVE
equilibrium? Organizational growth for the mere sake of
growth can disrupt an agency; however, an organization Will the program be consistent with the organization’s
not prepared to develop new programs may lose out on mission?
opportunities to provide critical services to its clients.
What type of infrastructure will be required for the
What’s so important about staying focused? program?
The most critical factor determining program success is
staying focused. Everyone needs to be on the same page Can the existing infrastructure support a new program?
about the program. Executive or Program Directors should
meet with Board members, program staff, and clients Does the program address identified needs?
• To clarify specific goals for existing and future programs;
• To reinforce program development based on a strategic Does the program complement existing programs?
plan or program vision; and Will the program support existing clients?
• To ensure that the proposed program or funding
opportunity is feasible. Will the program have sufficient funding?
Are other resources needed to implement it?
Can you learn to say "No"?
Often, saying "no" to new program development and Will the funding stream be steady?
funding opportunities can be difficult. However, some Will revenues increase over the long term?
development opportunities may not help the organization
achieve its overall goals and objectives. Will other "quality" providers be displaced by the
Do you have a strong fundraising or development plan?
There will most likely always be tensions between Who will write the proposal?
competing program and fundraising needs. But bringing
everyone together to determine goals and develop a plan What types of resources or service providers are
for fundraising or program development can help prevent needed to implement the program?
tensions later. Every organization must determine
whether the immediate need outweighs the long-term How will the program fill the gap between needed and
objectives. A development plan can help managers available services?
determine whether specific program opportunities fit the
ANNIE E. CASEY FOUNDATION CONFERENCE—Neighborhood Health Partnerships: Building a Strong Future
October 29-31, 1999, Washington, DC
Based on: a workshop facilitated by Jackson Peyton
Authors: Jackson Peyton, Frank Beadle de Palomo, and Margaret Anderson
AED Center for Community-Based Health Strategies, August 2000 www.healthstrategies.org
CONSIDERATIONS FOR PROGRAM DEVELOPMENT: A CHECKLIST FOR MANAGERS 2
How will the program integrate existing staff? CLIENTS’ PERSPECTIVE
Will specialized staff development be needed?
Will additional staff be required? What is the life expectancy of the program?
Who will manage the program? What quality and degree of service will the program
Will the program create promotion opportunities? provide?
How will program sustainability be evaluated? Will there be coordination with other service providers?
Will there be a referral network?
Is the program consistent with the agency’s strategic
objectives? How will you know if clients are satisfied with the
What are the budgetary implications of the program?
Is the program’s message consistent with the
Can the agency’s current infrastructure accommodate messages of other providers?
Will the program’s services compete with existing
services offered by other providers?
BOARD OF DIRECTORS’ PERSPECTIVE
Is the need great enough to justify the program
Does the program target current clients? or is this overt competition without justification?
A new target population?
What is the client’s perception of the service provider
What type of access issues (e.g., facilities, staff) does implementing the program?
the program require?
Will the program lead to a change in the community’s or OTHER PROVIDERS’/PARTNERS’ PERSPECTIVES
in the existing funder’s perceptions of the organization?
Does the program disrupt existing clinical relations?
Is this a program that clients need?
Will it complement current program activities? How can partnerships and understandings be solidified
with other service providers?
Will the program overburden existing staff?
What new opportunities will this program create for
What type of skills sets will be required of program staff? other service providers?
Who is the program’s target audience?
Will language be a barrier?
How will the program affect staff relationships?
What are the cultural perspectives on illnesses of
How will the program affect the physical environment? clients and providers?
Will it lead to overcrowding?
Are program outcome measures respectful of client need? CULTURAL COMPETENCY PERSPECTIVES
How will I know about the program or service? How does the service provider operate in respect to
the cultural norms of its clients?
Will the program be offered to everyone, or only to Does the service provider’s staff reflect the
clients who qualify? At what cost? demographics of the client population?
Where will the program be delivered?
Current or other program site? What approaches will be used to obtain information?
How will the provider ensure that these approaches are
culturally, gender, and age appropriate?