Hi Ryan,

Like Gary, I see your first step as chopping the issue up into two
components: 1) program development, and 2) operations.  Program development
tasks are project-based and have beginning and ending dates.  Operations,
on the other hand, do not.

I suggest you consider front-loading your investment on the program
development piece, and developing your program to make the most of existing
staff resources (e.g. distributing RM tasks across the organization with
only centralized oversight, rather than centralizing the management tasks
themselves).

If developed right, your program will include an audit component that will
capture program metrics.  Then, going forward, on regular intervals (e.g.
every 1, 2, 3 or 5 years), you invest in a formal program review that
analyzes the audit results and develops improvement plans (as well as
reviews your retention schedule and updates it as necessary).

In such a scenario, it may be perfectly feasible for you to provide the
oversight of program operations in the normal course, and only bring in
help with the program reviews and resulting project-based improvements.

Hope that helps.  Good luck with whatever path you take!

Julie


-- 
Julie J. Colgan, CRM

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