ReGeneration Resources


 Case Studies

Hilltop Montessori School Strategic Planning

Case Background

Hilltop Montessori School engaged ReGeneration Resources in 2014 to help guide it through a strategic planning process.

Key Challenge

  • Some tension between parents who desired increased exposure to a second language and teachers who were skeptical about the tradeoffs involved in adding second languages to the curriculum
  • Rising costs
  • A desire for increased diversity in the student population

Our Approach and the Outcome

ReGeneration Resources worked with Tamara Mount and the board of the school in designing surveys to parents and parents of families who had left the school, facilitating a feedback session with parents, interviewing all staff (either one-on-one or in focus groups), interviewing key stakeholders, synthesizing the data, and leading a day-long retreat to set the future direction of the school. The planning process resulted in:

  • A commitment to increase the school’s diversity moving forward
  • A plan to raise a $5 Million endowment to provide more aid to current students and increase student socio-economic diversity
  • A decision to use art, PE, and after school care to expose students to more languages without adding classroom time dedicated to second languages
View this strategic plan

Vermont Agency of Transportation After Action Report

Case overview

The Vermont Agency of Transportation (VTrans) contracted with ReGeneration Resources four months after Tropical Strom Irene, asking that we chair a committee charged with collecting all the innovative ways in which VTrans responded to the aftermath of the storm. This “after action report” was also charged with making recommendations for how VTrans might respond more effectively to future emergencies and in ongoing operations.

Key Challenges

  • The response to Irene involved personnel from many different state agencies and many other states. While the charge was to focus on VTrans’ response, many barriers to effectiveness were in the broader system.
  • VTrans used an incident command system to respond to the emergency. Each incident command had a different experience and some came to different conclusions as to what would be most effective.
  • Frequently, policies and governance structures did not support the use of innovation in ongoing operations.

Our approach and the outcome

ReGeneration Resources led a committee that conducted over 60 interviews and led over eight focus groups and reviewed numerous other documents. We authored a report that contained recommendations for VTrans as well as recommendations to improve integration of different state agencies. We addressed innovation and barriers to innovation in IT, workflow, communication, incident command, contract administration, training, and organizational structure. We have been told that the report is referred to frequently and was the impetus for a recent reorganization of the agency.

Business Process Analysis - Vermont State Agency

Case Background

ReGeneration Resources partnered with Epiphancy, LLC to conduct a business process analysis for a Vermont state agency. The project included analyzing the agency’s internal functions and recommending efficiencies that could be implemented to expedite processing times and reduce expenses.

Read full case study

State-wide strategic planning initiative

Case overview

The Vermont Department of Health, Tobacco Control contracted with us to lead a statewide effort to develop a strategic plan aimed at reducing tobacco use for those for whom “proven practices” were not working. The work was funded by the U.S. Centers for Disease Control and Prevention. Our task was to design and lead a process that would first select a few groups disproportionately affected by tobacco use, and then develop a strategic plan to address those disparities.

Key challenges

• Different special interest groups all wanted to be selected
• Stakeholders were located over a broad geographic area
• Stakeholders had little experience in strategic thinking and were more “action oriented”
• Stakeholders came from very different organizational cultures

Our approach and the outcome

First, we convened the group and, after some initial team building work, we had the group develop criteria for selecting groups to work with. Having criteria developed and having reached consensus on accepting the criteria helped groups that were not chosen from feeling slighted. The group also agreed that long-term plans would be developed for all groups affected disproportionately by tobacco.

We scheduled meetings every three weeks and had plenty of good food on hand to encourage participation. Seven meetings were scheduled in different locations across the state. We adjusted our normal strategic planning process to keep it simple and useful to the stakeholders.

When the group realized that many of the barriers to success had to do with cultural differences between the groups selected and the Vermont Department of Health, building cultural competency became a part of the strategic plan. The work was accomplished in seven half-day meetings and the plan was rolled out statewide.

Letter of support

School Wide Conflict Related to a Change Initiative

Case Background

Just before the termination of the school year, ReGeneration Resources received a call from a New England elementary school asking for help facilitating an all-staff meeting. The meeting was an attempt on the part of the leadership committee to resolve a deeply entrenched conflict that had developed when the school principal had unskillfully announced a change initiative three months earlier. In addition to feeling insulted by how the principal presented the change, teachers were concerned about their perceived lack of input into the change itself. It was reported that about half of the staff of 35 teachers were actively looking for new schools to work at for the following year.

Download the full document

Survey Research to Support a Change Initiative at a Psychiatric Hospital

Case overview

A New England psychiatric hospital called Regeneration Resources to assist it with a full-system change aimed at drastically reducing the use of seclusion and restraint to manage patients.

Key Challenges
• Staff at the hospital had been using seclusion and restraint for their whole careers. For many staff this had been over 30 years. They believed that the change implied the way they had always handled these situations was wrong.
• Staff historically felt dis-empowered at the hospital.

Regeneration Resources approach and the outcome

In this project Regeneration Resources helped the leadership address cultural issues, conducted assessments using both qualitative and quantitative measures, led a team building retreat, served as a process consultant, and helped the change task force address strategic questions. Using a quantitative survey that included checks for reliability and validity we learned that staffs’ beliefs about the inherent safety risk in the change predicted commitment to the change three times better than did their understanding of the change vision. This led to a shift in the change strategy which had been focused on selling the change vision.

Letter of support 1

Letter of support 2




  ..... Team




“This session was just what the doctor ordered! We covered relevant material that will enhance our staff meetings in the coming year. I appreciated Greg’s acceptance of all comments made by attendees and his ability to deal with moments of tension within the group that might otherwise have derailed all our good efforts. Thanks.”
Peg Downing, Program Director, NH AmeriCorps