A Path to Success

With over 20 years of experience, I've created many programs and directed countless projects that were successful. The interventions I implemented were most appropriate to achieve their intended outcomes. Success!

I've also worked on projects that did not achieve their desired results. Their intent may have been worthy. There can be degrees of success and positive unintended outcomes.  But, if the goal was to enroll 100 people and only 1 did, the project did not achieve its intended outcomes.  Time for lessons learned.  

The most appropriate intervention is used to address substantiated needs, gaps and/or opportunities that are in alignment with your organization's mission, vision, values and strategic goals and can be sufficiently supported by adequate realistic or potential resources.

An intervention is the course of action you take to actually meet a need, fill a gap, seize an opportunity or solve a problem. It's an intentionally implemented strategy based on your knowledge, skills, understanding and values. 

A potential intervention can—and should—take the form of many different tactics.  An intervention may be a new strategic plan, a collaboration or partnership, an awareness or marketing campaign, providing grants, training or education, a rebranding effort, fundraising, technology, services, resources, outreach, the list goes on.  


Interventions are not siloed; they can and often overlap and include multiple strategies. ​For example, a new grant program may require fundraising, marketing, branding, education, outreach and evaluation.  

What is the Most Appropriate Intervention?

The most appropriate intervention is/are the one(s) that will most efficiently and effectively solve the problem or fill the need that's been identified to achieve your intended outcomes. You can really only know what's best based on expertise and experience. That's why you hire me

 What do you mean by Substantiated?

One of the most common reasons why clients get off track right off the bat is assuming or perceiving that there are needs, gaps or opportunities without sufficient evidence to make that determination.  It's important to prove that they actually exist in the first place before you pursue if and how to address them.

Needs, gaps and opportunities can be substantiated by collecting and analyzing information. Data can be obtained by conducting a needs assessment, implementing surveys, indirect or direct research, market analysis, interviews and more.  

  1. You assumed or perceived your constituents should be doing something and believed they were not

  2. The need, gap, problem or opportunity was not sufficiently substantiated 

  3. The need, gap, problem or opportunity was not in alignment with your organization's mission, vision, values and strategic goals 

  4. the intervention did not have sufficient support or adequate  realistic/potential resources 

  5. the intervention you identified and implemented was not the most appropriate one

  6. the organization was not agile enough to adapt the intervention, once in progress, when new information or changing circumstances was presented

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