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Incorporating Program Implementation Specifics In Your Project Description
Incorporating Program Implementation Specifics In Your Project Description
How will you implement with quality?
What are the Training Requirements?
What are the Appropriate Targets? o Numbers served
o Population served
Where will Referrals come from? o Referral Sources
o Schools
o Other Partners
What is the Right Size Staff and Budget
EPISCenter.psu.edu
o FAQs
o Readiness Tools
o Logic Models
o Links to developer’s websites
Blueprintsprograms.com
o Fact Sheets
• Quick facts
• Training and Technical Assistance
o Program costs
o Links to developer’s websites
http://www.nrepp.samhsa.gov
http://www.crimesolutions.gov/programs.aspx
Developer Websites
How will you ensure you are implementing the model as
it was designed?
What tools are available?
Who will do the monitoring?
How will you use the information gathered to improve the
program?
Do not shift target population from that recommended by
the developer
Follow the recommended training process
Implement in the recommended context
Contact other organizations who have implemented the
program and seek their advice
o What lessons have they learned?
o What do they wish they had planned for from the beginning?
Contact the Developer
o Is our plan realistic?
o Is there anyway to improve it?
o Can you deliver training and materials on time?
o Is there anyway we can cut costs?
How will you implement with quality?
What are the Training Requirements?
What are the Appropriate Targets? o Numbers served
o Population served
Where will Referrals come from? o Referral Sources
o Schools
o Other Partners
What is the Right Size Staff and Budget
The new program will commence July 1, 2013. BBBS has a well-developed implementation plan. The first step involves members of our Leadership Team and
Collaborative Board who work with community collaborative groups as well as governmental agencies to identify appropriate targeted areas for our programs.
Concurrently we begin work to identify the necessary resources to fund and sustain any and all programmatic commitments. Our intent is always to support every
mentoring match for as long as the match remains viable, healthy and focused on positive youth development. We take a great deal of pride in our ability to identify
funding to sustain mentoring matches and programs. Our current average length of community-based mentoring match is 29.4 months.
Once we establish an initiative, our program team takes over. We operate on a functional service delivery system, where our professional staff works in function-based
teams – each focused on a specific aspect of the mentoring model, and also the implementation plan. This system has proven to be more cost-efficient and effective for
maintaining child safety.
Overview of Function-Based Teams/Role in Implementation Plan: Recruitment Team: Responsible for raising awareness and identifying children and volunteers. For the
this program, the Recruitment Team will work directly with the Public Defender’s Office to ensure their staff have a complete understanding of BBBS’ mentoring, including
our theory of change, positive youth development framework, the role of a mentor, our match support structure, etc. Additionally our staff will work with them on a case by
case basis to identify youth, who are appropriate for BBBS’ mentors as all child referrals will come from their office. As this is a slightly different population of youth than
we typically serve, we will look for a slightly different type of volunteer. We will focus recruitment efforts on volunteer-rich organizations, especially those that employ
individuals with “helping backgrounds or professions” like teachers, social workers, law enforcement, etc., as research has suggested these individuals may be more
inclined to advocate for youth during difficult times. This will require additional recruitment staff time as the level of programmatic education being conducted by staff will
be increased.
In order to provide an additional level of support for this population and partnership, formal match support contacts will occur monthly throughout the life of the
mentor/mentee relationship. Existing practice only calls for monthly contacts during the first year of the relationship, quarterly thereafter. We believe more frequent
support in years two and beyond will help ensure child safety, improve agency affinity and ensure the perpetuation of the advocacy function by mentors beyond year one
(detailed later) Additionally the caseloads for Back on Track Match Support Specialists will be lower than the typical caseload (between 40-50 as opposed to 75-100).
This will allow for longer match support conversations and more individualized coaching while also allowing for the increased frequency of support contacts.
Sustainability Team: Our fund development team works to raise the necessary matching and sustaining funds. This is done in concert with our Collaborative Board and a
host of corporate partners utilizing an aggressive and diverse strategy. In addition to government funding, we also raise funds from two United Way agencies, multiple
corporate and family foundations, individuals and a series of special events. Our Collaborative Board is committed to helping us sustain all mentoring relationships
created through their personal affluence and influence. Upon implementation, each of the above teams begins their respective work to identify and enroll children; recruit,
screen and train volunteers; make and support mentoring relationships and raise the necessary revenue to sustain the program in perpetuity.
Reviewers are often reading many proposals
Use a Timeline Instead of Paragraphs to Highlight your
Attention to Details
o You can include this as an attachment even if an RFP does not
specifically request a time line format.
o Identify Key Mile Stones
• Hiring
• Pre/post measurment
• Fidelity Monitoring
Easy for Reviewers to Read Quickly
Target Date(s) or Time Frame Milestone Outcome Person Responsible
July 2013 Planning
Mt with key stakeholders, inform
community of grant award
Agency Director
July 2013 Hiring
Hire Project Coordinator and Case
manager
Agency Director
August 2013 Training
Proj. coordinator, Case manager, and
Facilitators will be certified in IYS
Project coordinator
August 2013 Materials Materials delivered to sites Project Coordinator
Sept 2013
January 2014 Recruitment
Recruit 20 parents each time Project Coordinator and Case
manager
Sept 2013
Jan 2013 Pre-Testing
Parents/Youth will complete Pre
tests, determine baseline
Parents/Youth &
facilitators/case manager
Sept-Dec -21013
Jan-April 2014 Implementation(s)
create changes in youth and families Facilitators
Twice per month during
each cycle Fidelity Monitoring
Insure program is implemented with
fidelity to the model, improve areas
of weakness reinforce strengths
Project coordinator and case
manager
Dec 2013
March 2014 Post-Testing
Parents/Youth complete post test
Determine if program had intended
impact
Parents/Youth &
facilitators/case manager
Quarterly
Reporting Outcomes to Funders
Quarterly report completed, prepare
data for presentation to other
stakeholders.
Project Coordinator
Quarterly at collaborative
board meetings Sharing Outcomes with Stakeholders
Increase stakeholder support,
identify needs for sustainability
and/or expansion
Project Coordinator
Will contact developer to
begin process April 2014
Developer QA Process & Program
Update
Identify areas for improvement and
areas of strength
All Project Staff
Quarterly Sustainability Planning & Fundraising Will review progress and identify
sustainability needs/next steps
Project Coordinator, agency
Director and collaborative board
Sample : Year 1 Timeline for Implementation
Template Available
http://www.episcenter.psu.edu/GrantWriting
EPISCenter
206 Towers Building
University Park, PA 16802
Phone: (814) 863-2568
Fax: (814) 865-3936
Email: [email protected]
Web: www.episcenter.psu.edu
The EPISCenter is a project of the Prevention Research Center, College of Health and Human
Development, Penn State University, and is supported by funding from the Pennsylvania Commission on
Crime and Delinquency and the Pennsylvania Department of Public Welfare as a component of the
Resource Center for Evidence-Based Programs and Practices.
