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Selected Projects – Nonprofit

Jewish Family & Children Service (Pittsburgh, PA)

In February 2014, Jewish Family & Children’s Service of Pittsburgh (Pittsburgh, PA) engaged Red House Consulting in a multifaceted project to assist in updating the agency’s strategic plan. As part of this project, we executed an environmental scan of the Southwestern Pennsylvania region, conducted a baseline agency assessment, helped to articulate JF&CS’s strengths and values, and identified opportunities for the agency to expand and refine its programs and partnerships.

The environmental scan was distinctive in its forward-looking orientation. Believing that if we could understand how Pittsburgh and the surrounding region are likely to evolve over the next 5 to 10 years would help JF&CS determine how to most effectively support its mission and serve its core stakeholders. Our scan presented demographic and economic data, along with social, cultural, and other trends, to sketch a future-leaning profile for the city of Pittsburgh and the surrounding metropolitan statistical area. We used the environmental scan to foster discussion with the JF&CS executive, management, and members of the board (including the strategic planning committee and other selected members) concerning future activities, priorities, and alignment of JF&CS services, staffing, and funding sources.

Greater Pittsburgh Community Food Bank  (Duquesne, PA)

n 2014, the Red House team facilitated board and management strategic planning retreats for the Greater Pittsburgh Community Food Bank (Duquesne, PA). Outcomes of these retreats included: revised vision and mission statements, prioritized strategic issues for the Board and senior leadership, and an operational framework for accomplishing organizational goals and objectives.

In a separate Food Bank project, also executed in 2014, Red House Consulting was engaged as a business strategist to assist in the preparation of a business plan for a nonprofit grocery store intended for a USDA-certified food desert in Pittsburgh. Project deliverables included an environmental scan (other U.S. nonprofit grocery store operations), community engagement plan, a list of recommended initiative partners, and a formal business plan (with financial projections).

Try-Again Homes (Washington, PA)

Try-Again Homes, Inc. (Washington, PA) provides foster care and adoption services in West Virginia and Southwestern Pennsylvania. Red House Consulting conducted a series of interviews with staff, management, and executive director to assess the agency’s operations, programs, and organization. Participants identified opportunities for the agency to expand services and/or service areas, and shared their awareness of the competitive landscape. Red House Consulting recommended a series of strategies that could be implemented within 9 to12 months, and also provided several planning tools the executive director could use to assess the outcomes of near-term strategic planning, and to coordinate the agency’s own follow-on planning efforts. Read a client review of this successful project.

Touchstone Center for Crafts (Farmington, PA)

Touchstone Center for Crafts (Farmington, PA) had undergone big changes in the past three years, including the total changeover of its board of directors. The new board had developed a high-level strategic plan and now needed help moving forward with it. Red House Consulting facilitated a 1.5-day retreat, at which board members described key organizational successes, discussed current concerns, and recommitted themselves to carrying out specific components of the strategic plan. Participants praised Red House Consulting’s ability to manage a complex, wide-ranging discussion that produced tangible, actionable results. Read a client review of this successful project.

Washington County Health Partners (Washington, PA)

Washington County Health Partners (Washington, PA) educates, advocates, and collaborates for better health in the region. In 2009, Red House Principal Consultant Jocelyn Sheppard was invited to join the WCHP board of directors. She has been a key member of an ad hoc group tasked with refining the organization’s mission and vision statement, realigning the organization chart, and redefining the WCHP’s core programs in order to ensure the continued success of the organization in light of funding cuts from the State of Pennsylvania. Dr. Sheppard offered significant input into all aspects of the ad hoc group’s work and earned praise for her commitment, creativity, fresh perspective, and respect for stakeholders representing a wide range of medical and spiritual health and wellness organizations.

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