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With over 20 years of experience, I've led many projects that achieved their intended outcomes. I've also implemented others that did not.  What caused some projects to prosper and others to fall short?  I developed a three-part criteria that helps determine when or if you should do something—intervene—in the first place and what constitutes success. 

 

There are substantiated needs, gaps and opportunities that 

are in alignment with an organization's mission, vision, and values and can be supported by realistic existing/potential resources to implement the most appropriate one.

An intervention should be considered when:

What Makes An Intervention Unsuccessful?


Interventions tend not to be successful when one or more of the above criteria are not met. This can occur when:

  • an organization assumed or believed that their constituents should be doing something but were not

  • the need, gap, problem or opportunity was not sufficiently substantiated 

  • the need, gap, problem or opportunity was not in alignment with the organization's mission, vision, values 

  • the organization lacked realistic/potential resources to support an intervention

  • the intervention identified and implemented was not the most appropriate one

  • the organization was not agile enough to adapt the intervention, once in progress, when/if new information or changing circumstances were presented

So Hiring You Leads to Success?

 

 

While we can only know for certain if an intervention was successful after it has been implemented, my experience and expertise are critical to identify and implement the most appropriate intervention(s) likely to succeed.

Let's unpack this criteria. 

What is an Intervention?
 

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. 

An 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. ​

 

An intervention should not be pre-determined until the most appropriate one has been properly vetted.  

What Are Substantiated Needs, Gaps and Opportunities?

One of the biggest mistakes I see is the perception or assumption that there are needs, gaps and opportunities that call for an organization's intervention.  You must have sufficient evidence that they actually exist in the first place.

 

I determine if needs, gaps and opportunities are substantiated by collecting and analyzing information.  Adequate data can include conducting a needs assessment, research and/or determining if the information that has been provided to me by a client is sufficient.

 

Collecting and substantiating information does not have to be a long, drawn-out process, but it must take place to determine if there is a need, gap or opportunity worth pursuing.  

How Do You Know The Most Appropriate Intervention?

You hire me.  

How Are You Defining Success?

An intervention resulted in success if it met the substantiated need, filled the gap, or seized an opportunity with sufficient resources and engagement to achieve its intended outcome(s).

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Providing meaningful impact in + through the arts.