From grassroots need-based volunteer group to structured organization and long-term commitment: Planning for sustainability and communicating change of the St. Bernard Project (SBP)

As a response to Hurricane Katrina and the levee breaks, the SBP, a grassroots organization, was founded to rebuild houses in the community. The “shoulder-to-shoulder” approach served the fledgling agency well by promoting unity of purpose. With growth, a need for more defined structure and clear areas of responsibility became evident.

SBP approached its evolution strategically and has transitioned from reactive to the immediate shelter needs of clients to proactively meeting additional needs. Furthermore, SBP has also made a commitment to ensure sustainability of the project by creating an organizational structure that does not rely on individuals and personalities, requiring fundamental shifts in the leadership model of the organization.

The proposed changes in structure were not universally accepted and led to morale problems as some viewed the proposed hierarchy as a threat to the organization's founding principles. The key issues addressed were: training and development of permanent staff, logistics for 2000 volunteers, follow up of clients before, during and after the build and importance of shared vision with staff, clients and volunteers. The SBP leadership took a systematic approach to communicating this shift in working model:

• The organization's mission was recognized as a reference point in problem solving.

• Standards of performance were established and enforced ensuring a professional office culture.

• Staff responsibilities were clarified and allowed the leadership to focus on appropriate activities.

• A plan for recognizing and celebrating successes was developed to refresh staff motivation.

• Clear communication structure was developed to ensure client satisfaction.