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About Our Client
Industry: Non-profit
Co size: <10 MM
Business driver:
Create a financially sustainable model to deliver community mental health services.
Accomplishments
Developed a new program for treatment-focused services through a partnership with the government agency, community leaders, board members and staff that established financial breakeven within 90 days. |
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More Operations Innovation Clients
» Community Non-Profit |
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Operations Innovation
The Challenge:
A well-established non-profit services agency suffered from mounting operational costs and increased funding restrictions year-over-year. The result led to a significant annual budget deficit, putting its future at risk. To make up for the shortfall, the agency would need to: provide a new brand of leadership, broaden its service offerings, and to deliver client care within a sustainable model.
Road Map:
The agency was largely dependent on state and local government funding. These government contract included strict guidelines (becoming more restrictive as programs mature) with little to no dollars for program launch and marketing. To meet government contract requirements, prescribed client units of services goals must also be met. A new city contract had been awarded to the agency, and the leadership team needed to devise an approach to provide excellent care with no negative budget impact. New models were needed for planning, budgeting and service delivery, or the contract would be refused by its Board of Directors.
Ignition:
A team was identified and comprised of board members, senior staff, line staff, city representatives, and partnering agencies. This stakeholder group authored and implemented a plan to provide services that complemented the range of services currently available. Financial models were created to test scenarios for staffing, community outreach and service delivery, and also considered the ability to attract private funding sources. To quickly ramp up to meet units of service requirements and to keep client outreach and acquisition costs low, partnering agencies and school districts provided access to potential clients to test service delivery assumptions before full deployment.
Acceleration:
Cross-functional teams were developed, aligned and met regularly to provide a holistic prospective around client needs, contract considerations, service delivery, and evaluation.
Early assumptions were tested and plans adjusted in order to ensure no negative cash flow at any point during deployment. Community leaders and city stakeholders contributed to the plan and granted access to additional resources to help the program’s success.
Cruise Control:
The internal and external stakeholders became an active participant in problem solving, finding new ways to support the program without the need to increase its funding.
The agency was able to fully staff in preparation for the deployment, offering more client access from existing programs to fund the startup youth program.
The programmatic approach and modeling templates are being leveraged across long-running agency services to improve sustainability. |
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