Program Quality Improvement Project
Program leaders at a recovery housing program for women were concerned that many residents were dropping out after just a few weeks spent in the program. They knew the research showed that the more time a person spends in a recovery program, the more likely she is to make lasting changes that support her long-term sobriety. We were asked to lead a project to evaluate the program and make recommendations that would increase length of retention. The team reviewed best practice research and identified areas where the program could increase its fidelity to the best practice model. The team also analyzed program exit data and identified key factors that correlated with retention and success rates. The team also led program leaders through a prioritization process to identify adjustments to the program that were high impact, low-cost, and could be implemented and evaluated rapidly. Post-project, program leaders reported that the small, low-cost changes they made helped clients feel more supported and engaged in their recovery, and increased overall retention rates in the program.
Organizational Merger Project
The team provided project management services for a merger between two nonprofit organizations serving homeless individuals. The smaller of the two organizations was facing financial challenges and a need to reorient its services to better meet the needs of its client population. The project included the development and implementation of stakeholder communication plans, programmatic integration, policies and procedures, human resources plans, and back office integration. Post-merger, the combined organization was able to make more efficient use of its resources, increase the number of homeless women housed at the smaller organization's property, and successfully increase funding for its services.
Organizational Evaluation Project
A 25-year-old faith-based nonprofit serving homeless men and women with substance abuse disorders had recently undergone significant changes, including the closing of its transitional housing program and the departure of several key staff in its programs and fundraising departments. The new executive director wanted an evaluation of the organization’s programs and recommendations for actions that would support its future growth. Over the course of six weeks, the team toured the organization’s programs, conducted interviews with the executive director and key program staff members, held focus groups with clients, and reviewed key documents (e.g., financials, program output and outcome reports, intake screenings, and program schedules).The team made recommendations for a wide range of suggested improvements in the programs, with an emphasis on drawing on the organization’s existing strengths and assets and streamlining its processes. The team designed three different scenarios that would allow the organization to reinstitute a transitional phase in its recovery continuum using the existing staff and housing stock owned and operated by the organization. The team also proposed a streamlined intake process that would free up more program staff time to focus on counseling and community building. The organization subsequently reported excellent outcomes in sobriety, employment, and housing for its clients as measured at one year past program completion.