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Abstract: 

Organizational change was underway at Crosspoint, a relatively small but venerable organization in San Antonio, Texas, which has provided residential transitional services as well as several other behavioral health programs since 1963. A new chief executive officer had been hired in 2006 to replace a respected individual who had held that position for 17 years. Although Crosspoint had specialized in residential reentry services for federal referrals for a number of years, it had also provided residential services to various populations and continues to provide veterans services as well as outpatient treatment services. This article outlines the process used to identify the organization’s primary areas of need and build on its strengths to elevate the overall level of professionalism and prepare it for service growth and diversification. In the 22 months it took to complete this process, these goals were by and large achieved, and they prepared the organization for implementation of the three new contracts that were obtained during this period. The participants understood that this was part of a process, rather than a single event, and that these and other workgroups would have to be reconvened or developed in the future to continue organizational learning and growth. Secondary but invaluable benefits derived from taking this approach included obtaining input and consensus on policies and decisions from the broadest possible cross-section of staff. This considerably advanced the commitment and cohesion among participants in the change management process. As future strategic demands drive decisions for change, this change team experience has prepared managers at all levels for participation in the process. The process and activities outlined here will provide general guidance for other organizations facing similar challenges.

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Affiliations:  1: Crosspoint, Inc..