13.10.4: Implementation

Once the program has been designed, it’s time to actually put it into action. Implementing a program may require many smaller administrative tasks, as well as staying organized so as to make sure that the different pieces of the program come together smoothly. For example, if personnel must be hired, it may be necessary to have the human resources (HR) department post a job description, interview potential candidates, and then finalize the hiring process. Grant funds may take time to be released, and then be encumbered (assigned) to different departments. Equipment may need to be purchased, locations and rooms may need to be reserved or rented, and staff may need to be trained. Once the program gets started these different moving parts may need to be monitored and outcomes tracked or tested at different times. Often program planners will use logic models to help them organize the steps in the process, or a Gantt chart to give them an overview of priority tasks (McKenzie et al., 2017). See Table \(\PageIndex{1}\) for an example of a Gantt chart.

Table \(\PageIndex{1}\): An example of a Gantt chart

Tasks First Year	J	F	M	A	M	J	J	A	S	O	N	D
Conduct needs assessment	x
Design program (goals, objectives, activities)		x
Create pilot program		x
Procure resources for next phase (personnel, equipment, locations)			x			x	x
Create marketing tools			x
Market program				x		x	x	x	x	x	x
Pilot test program (6 weeks)					x	x
Assess pilot program						x
Conduct phase 1 program							x	x	x
Conduct phase 2 (full) program									x	x	x	x
Assess and evaluate program												x

Running a smaller version of the program, or pilot program, can help identify challenges or issues early on. Pilot programs can be run at a single site instead of multiple locations, and include fewer participants, and be conducted for a shorter period of time. The pilot program can then be assessed, and necessary changes can be made to the program plan before expanding it to full implementation. For example, perhaps the pilot of a senior fall prevention program is conducted at a local community center, but the participants have trouble getting transportation to attend the program classes. This might inform the program planner that the location needs to be changed, or that transportation needs to be provided in order for the full program to be successful. After the pilot program and assessment, the program might have a phase-in process where a slightly larger version of the program is implemented, then expanded. Phasing-in can be beneficial on several levels: not all of the resources have to be ready at the same time, and challenges or barriers can be addressed before they affect the program at large. The process of phasing-in can be done by adding locations, by expanding the number of participants or the level of ability, and/or by adding activities of the program. For example, a smoking-cessation program might begin with support group meetings, then add stress management classes. Or a program might begin in one neighborhood park, then expand to others across the city (McKenzie et al., 2017, Seabert et al., 2021).