Projects

Since inception, more than 800 CAP volunteers has served 154 nonprofit clients providing more than 10,000 hours of pro bono consulting annually.  We work in a variety of sectors including arts & culture, education & out-of-school time, health & human services, housing & community economic development, conservation & environment, and workforce development.

2011-2012's clients are:

  • Agassiz Village
  • Children's Advocacy Center
  • Metropolitan Boston Housing Partnership
  • Arc of the South Shore
  • Community Rowing
  • National Education for Assistance Dog Services (NEADS)
  • Ben Franklin Institute of Technology
  • Discovering Justice
  • Peabody Essex Museum
  • Bridge Over Troubled Waters
  • Jewish Women's Archive
  • Primary Source
  • Boston VA Research Institute
  • Judge Baker Children's Center
  • RESPOND
  • Community Action Partners (an internal marketing project)
  • Mass Alliance on Teen Pregnancy
  • Speakeasy Stage Company

 

  • Visting Nurse and Community Health

A few examples of our work:

  • The New England Aquarium was facing reduced revenues due to the Big Dig's impact on visitors. The CAP team proposed a new pricing strategy that, when implemented raised annual revenues by $500,000. This enabled the Aquarium to meet its bottom line commitments to its Board without having to lay-off scientists and other non revenue-generating staff.
  • Crittenton Hastings House. A cost accounting analysis of a clinical facility at this family services center led to the conclusion that the service offered was uneconomical and threatened the viability of other programs. Consequently, CHH closed the clinic so that it could better deploy scarce resources elsewhere.
  • SquashBusters was looking for ways to expand its capacity for helping inner-city kids, and sought advice on how to find the organization a new home. With the help of the CAP team, SquashBusters partnered with Northeastern University, and raised $5 million towards a shared facility on the NU campus.
  • Project Place. A CAP team helped Project Place managers prepare a balanced scorecard in conjunction with a strategic planning effort undertaken by the Board of Trustees. The scorecard became an effective tool to communicate Project Places's mission, priorities and operating objectives to staff, clients, funders and trustees.