The situation
A facility-based program had no room to expand. At the same time, curriculum was being delivered through a recurring purchasing arrangement but left unused in boxes.
What Robert changed
Robert shifted the facility-based program to community-based delivery. He also ended the unused curriculum arrangement and moved to a digital resource.
The reported results
Participation increased by 25%, with expansion achieved at no additional cost to the organization. Separately, annual curriculum spending fell from $50,000 to $3,600—a reduction of $46,400.
Why the distinction matters
The delivery change and the curriculum change were separate improvements. The participation increase is not attributed to the curriculum switch. The financial figure describes the difference in annual curriculum spending, rather than a verified increase in net profit.
What this brings to an engagement
An inherited space limit or recurring purchase deserves examination. A practical review can explore alternative delivery models, actual resource use, and the financial implications before an organization commits to more spending.
This account reflects Robert Pate’s firsthand experience. Supporting records have not been independently reviewed for this website. It is not a Rudder & Keel client engagement.