Keeping the Door Open to Legal Services for the Homeless

Technology planning helps one organization move offices without disruption and serve their clients better than ever.

Challenge

The Washington Legal Clinic for the Homeless has provided legal services to the homeless in the District of Columbia since 1986. Despite their age and expertise, they did not have a regular source of technology support and relied instead on volunteers and expensive on-call support. In addition, the Washington Legal Clinic for the Homeless (WLCH) had older equipment that frequently broke down, impacting staff productivity.

Their technology challenge was compounded when they were given the opportunity to move to better and larger quarters on just six weeks' notice. Without the knowledge to manage the technology aspects of the move, WLCH was facing major disruption to their services.

Solution

WLCH contacted NPower Greater DC Region (GDCR) for help. NPower GDCR quickly helped plan phone systems, computer lines, and cabling for the new office. The Clinic vacated the old office on a Friday and reopened their doors to clients on Monday morning without skipping a beat. In the process, NPower GDCR evaluated WLCH's technology needs and recommended the replacement of selected equipment that would be within the organization's budget. NPower GDCR helped WLCH purchase and install new hardware and software within a tight time frame. Now, they maintain WLCH's equipment on a regular basis to keep systems up and running, and respond to emergency calls as needed.

Impact

WLCH staff understand that maintaining their computers on a regular basis is a time- and money-saver -- that it is sometimes just as costly, if not more expensive, to maintain outdated equipment as it is to invest in new technology. They have found it very helpful to have a trusted partner in case of a technological emergency, and most importantly, they are finding ways to use their new technology resources to help them do their jobs better.

"I couldn't have asked for more patient and professional assistance," said WLCH Executive Director Patricia Mullahy Fugere. "They are extremely sensitive to our needs, as well as to our very broad range of experience and comfort with technology amongst the staff. With our new-found technology, we are able stay in better touch with other agencies. We are finding it easier to collect the kind of data that we need to measure our progress with individual clients that our funders request."