Embedded Files
When is a Funding to Impact Program Build useful?
Most organisations that fund or invest in research already have strategies, program guidelines, data, metrics and reporting processes in place.
But these components may have been developed at different times, for different purposes or by different teams. As a result, they do not always work together as a coherent system.
A Program Build may be useful when:
several components of a funding program are unclear or disconnected
stakeholders do not share a consistent understanding of what the program is intended to achieve
program design is not clearly connected to organisational strategy
the pathway from funding to impact is unclear or unrealistic
data and metrics are not closely aligned with the program’s intended changes
reporting creates burden without generating enough useful insight
impact communication relies heavily on activities, outputs or isolated success stories
The Funding to Impact Diagnostic can help identify where your system may need attention. However, completing the Diagnostic is not a prerequisite for a Program Build.
Align the complete system for one funding program
A strong Funding to Impact System exists when the core components of purpose, strategy, impact pathways, data, and impact narrative are individually strong and working together.
Unlike the Funding to Impact Sprint, which addresses one priority issue, the Program Build strengthens and aligns all components for one funding program.
Purpose: Clarify why the funding program exists, what it is intended to enable and whose needs it is designed to address.
Strategic alignment: Strengthen the connection between the funding program, organisational priorities and intended impacts.
Impact pathway: Develop or refine a realistic explanation of how the funding is expected to contribute to change.
Data and metrics: Identify useful evidence that reflects the changes the funding can reasonably influence.
Impact narrative: Develop a clear structure for bringing evidence together and explaining the funder’s contribution to change.
The Program Build strengthens both the individual components and the connections between them.
What your organisation will achieve
By the end of the Program Build, your organisation will have:
a shared understanding of the funding program’s purpose and intended contribution
stronger alignment between the funding program and organisational and research strategy
a clear and realistic pathway from funding to impact
clearer expectations about what the program can reasonably achieve
data and metrics aligned with the intended impact pathway
a structure for communicating the program’s contribution to impact
a program-level model that can be adapted across other funding programs.
The Program Build does more than provide an external framework or set of recommendations.
We work with your team through the important decisions so that the program-level system is understood, shared and can be put into practice.
Your organisation is left with practical outputs and stronger internal capacity to continue the work.
How it works
Phase 1. Establish the foundation
We begin with a scoping discussion to confirm:
the focal funding program
the purpose and intended outcomes of the engagement
the relevant stakeholders
the existing materials and processes
We then review the agreed program documents to understand what is already working, where alignment begins to weaken and which issues require attention.
If your team has completed the Funding to Impact Diagnostic, the results can inform this work, but they are not required.
Phase 2: Align purpose and pathway
We facilitate structured workshops with relevant stakeholders to establish a shared understanding of:
program purpose and intended beneficiaries
strategic alignment
Impact pathway
assumptions and contextual influences.
Phase 3: Align data and metrics
We examine whether current data, metrics, and reporting requirements are aligned with the intended impact pathway.
This includes considering:
what information is already useful
what is duplicated or underused
where important evidence is missing
which indicators are feasible and meaningful
how reporting burden could be reduced
Phase 4: Build the program system
We translate the agreed decisions into a coherent set of program-level outputs.
This includes the Program Impact Charter, Program Impact Pathway, Data and Reporting Matrix, Impact Narrative Framework and Implementation Roadmap.
We also develop or strengthen one agreed operational program artefact so that the approach can begin to be embedded in practice.
Draft outputs are provided to your team for consolidated review.
Phase 5: Validate and hand over
We facilitate a final validation and handover session to:
present the outputs
resolve outstanding decisions
agree on responsibilities
prioritise implementation
support internal use and communication.
The final outputs are then provided.
What you receive
Program Impact Charter: A concise statement establishing the program’s purpose, strategic alignment, intended contribution, and key stakeholders.
Program Impact Pathway: A practical and evidence-informed representation of how the funding program is expected to contribute to change.
Data and Reporting Matrix: A structured matrix connecting the impact pathway with useful and feasible data.
Impact Narrative Framework: A practical structure for showing how the funding contributes to the desired long term impact. It supports communication with boards, executives, government, donors and other stakeholders.
Implementation Roadmap: A practical roadmap setting out: immediate priorities, actions for the next 90 days, longer-term improvements, responsibilities and implementation considerations.
One operational program artefact: One existing or new program artefact is developed or strengthened to help put the agreed approach into operation.
Depending on the needs of the program, this might be: revised program or scheme guidelines, strengthened grant-application questions, updated assessment criteria or revised grant-reporting requirements
The operational artefact is agreed during scoping.
What it costs
What it costs
Indicative investment for the Funding to Impact Program Build™ is from AUD $12,000.
The final investment depends on:
program complexity
number of documents
number and size of stakeholder groups
number of workshops
maturity of existing systems
the agreed operational artefact.
Following the initial scoping conversation and assessment, Quality for Outcomes provides a tailored proposal confirming scope, deliverables, responsibilities, timeframe and investment.
A program-level build not organisation-wide implementation
The Program Build creates an aligned Funding to Impact System for one funding program and establishes the practical foundation for implementation.
It does not ordinarily include:
a formal program or economic evaluation
primary data collection
analysis of large datasets
stakeholder or beneficiary research
dashboard or software development
redevelopment of every program document
implementation of every roadmap recommendation
builds for multiple funding programs.
Where further implementation support is required, such as revising additional program materials, strengthening assessment processes, redesigning reporting requirements or adapting the model across other programs, this can be separately scoped.
Sprint, Program Build or Portfolio Build?
➡️Choose the Sprint when:
there is one relatively clear priority component
the work relates to one component of the funding-to-impact system
your team can implement the resulting actions
you need a focused decision and roadmap.
Explore the Funding to Impact Sprint
➡️Choose the Program Build when:
several components are disconnected
stakeholders do not share a consistent understanding of the program
purpose, strategy, pathway, data and metrics and narrative all require alignment
you want a complete model that can later be applied to other programs.
➡️Choose the Portfolio Build when:
you need to connect multiple funding programs
program-level frameworks or evidence already exist but do not combine into a clear portfolio view
programs use inconsistent language, measures or reporting structures
leaders need to understand collective contribution, gaps and strategic opportunities
the organisation needs a portfolio-level narrative for boards, government or donors
portfolio insight is needed to guide future investment.
Where program-level foundations are weak, the Portfolio Architecture may include a preliminary Program Build or a phased approach for selected priority programs.
Explore the Funding to Impact Portfolio Build
Need tailored support?
These options are designed to work for most organisations that fund or invest in research. If your priorities or context require something different, contact us and we can tailor an approach that best meets your needs.
Page updated
Google Sites
Report abuse