This is the first guide to achieving long-term impact and social change by employing critical strategies in the health and human services sector. It is based on lessons from a learning lab of 20 human services organizations and their chief strategy officers who, as part of the ìStrategy Countsî initiative, engineered significant improvements in their ability to adjust to change, reap the benefits of more data-driven decisions, innovate in ways that have meaningful impact, and establish fruitful partnerships with companies, communities, and government.
The book is based on the findings of a long-term pilot projectóthe Alliance for Children and Families Strategy Counts initiativeówhich focused on enhancing the social impact of human services organizations by increasing their reliance on strategy and its effective deployment throughout the entire organization. Included among these findings are those tools and methods that have the greatest potential to help nonprofits effectively anticipate emerging market forces and adapt strategies accordingly. Replete with lessons learned and case studies, the book will inform a great variety of human services organizations in their quest to improve the lives of children, adults, and families.
Key Features:- Comprises the first guide to using critical strategies in human service organizations to achieve transformation and long-term social impact
- Designed to foster agility in adjusting to change, reliance on data-driven decisions, and successful partnerships with companies, communities, and government
- Describes how the chief strategy officers from a learning lab of human services organizations used strategy to innovate, strengthen organizational culture, and effect meaningful change
- Based on the findings of the Alliance for Children and Families Strategy Counts initiative
Tabella dei contenuti
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Contributors
Foreword by Susan Dreyfus, BS
Foreword by Guillermina Hernandez-Gallegos, BS, MPA, Ph D
Preface
The Case for Strategy Counts
The Purpose of Making Strategy Count
Acknowledgments
1. Strategy in Nonprofits
Michael Mortell
Strategy Counts: A Learning Lab
Nonprofits: Agents of Change
References
2. A Century of Service: A History of the Sector
Patricia Winsten and Amanda Dahlquist
Pre-1900s: Early Philosophies Shape the Future
1900ñ1920: The Progressive Era Promotes Growth
1920s: Prosperity Fuels the Growth of a Movement
1930s: The Depression Era Further Defines the Movement
1940s: World War II Fuels Greater Demand
1950s: Societal Changes Mark the Advent of Service Expansion
1960s: Revolutionary Societal Changes Force Rapid Human Services Changes
1970s: Authority and Institutions Challenged
1980s: Cutbacks, Recession, and General Unease Bring New Direction
1990s: Community-Based Focus Emerges
2000s: New Millennium Begins With Tumultuous Events
References
3. Forces Shaping the Human Services Sector in the Early 21st Century
Elizabeth Carey, John Hollingsworth, and Alex Reed
Embracing the Industry of Courage
Eckerd: A Dramatic Transformation
References
4. Early Reflections on the Strategy Counts Initiative: A Pilot Site Roundtable Discussion
Elizabeth Kunde
Pilot Site Roundtable Participants
5. Reshaping Organizations Through Culture and Strategy
Kathleen OíBrien, Ellen Katz, Shannon Starkey-Taylor, Timothy Johnstone, Richard Cohen, Tine Hansen-Turton, Anne Callan, Nancy Bradberry, and Richard Benoit
Culture Eats Strategy for Lunch
Great Circleís Approach to Aligning Strategy and Culture
Creating an ìAlloyî of Strategy and Culture at the Childrenís Home of Cincinnati
Hopelinkís Strategy and Culture
Deploying Strategy to Change Culture: The Public Health Management Study
Resources
References
6. Strategy, Sanctuary, and Turnaround
Michael Mortell, Christina Gullo, Patricia Winsten, Nina Esaki, Joseph Benamati, Sarah Yanosy, Jennifer S. Middleton, Laura M. Hopson, Victoria L. Hummer, and Sandra L. Bloom
Finding Hope: A Case Study on Strategy Redesign and Turnaround
References
The Sanctuary Model: Theoretical Framework
References
7. Using Data to Drive Change and Achieve Impact
Greg Ryan, John Jeanetta, Michael Bedrosian, Francine Axler, Amy Friedlander, and Alex Lehr OíConnell
Developing a Data-Driven Culture: A Case Study
Using Data and Information Systems to Drive an Integrated Health and Human Services Enterprise: The Public Health Management Corporation Approach
References
8. Improving Organizational Capacity and Infrastructure
Jim Bettendorf, Maria Cristalli, Glenn Wilson, Rose Chapman, Denise Roberts, and Dave Paxton
Volunteers of America of Minnesota: Discovery for Transformation
Hillside Family of Agencies: Office of Strategy Management Case Study
Holy Family Institute: Implementing Strategy Using Human-Centered Design
Jewish Family and Childrenís Service of Sarasota-Manatee: A Strengths-Based View
Integrating Strategic Planning and Strategy Implementation Into Corporate Culture
Resources
References
9. Research, Evaluation, and Assessment as Key Strategic Engagements in the Nonprofit Health and Human Services Sector
Jennifer Keith, Lisa R. Kleiner, Archana Bodas La Pollo, and Lynne Kotranski
Community Health Needs Assessments
Strategic Assistance in Tobacco Control Efforts in Pennsylvania
Developing Strategy and Driving Change in HIV/AIDS Prevention and Service Delivery
References
10. Deploying Strategy to Create Purposeful Partnerships
Richard Cohen, Tine Hansen-Turton, and Glenn Wilson
Partnerships: From Collaborations to Mergers
A Tale of Two Cities: Seller and BuyeróThe Holy Family Institute and Public Health Management Partnership
11. Responding to Policy Change and Creating Policy Impact and Systems Change Through Strategy
Marilyn Mason-Plunkett, Timothy Johnstone, Barbara Vollmer, Daniel L. Daly, and Rebecca M. Robuck
Creating Systems Change and Policy Impact Through Strategy at Hopelink
Boys Townís Role in the Strategic Effort to Reform Nebraskaís Child Welfare System Through Privatization
Innovation at the Philadelphia Department of Human Services: Improving Outcomes for Children by Increasing Accountability and Strengthening Community Partnerships
References
12. Being Deliberate About Strategy Through Leadership and Governance
Richard Graziano, Vincent Hillyer, and Donald Layden Jr.
The CEO Perspective on the Role of Strategy and the CSO at The Village Network
The CEO Perspective on the Role of Strategy and the CSO at Great Circle
A Board Memberís Perspective on the Role of Good Corporate Governance in High-Performing Strategic Nonprofits
References
13. The Health and Human Services Sector Constituent Voice
David Bonbright
Constituent Voice
Constituent Voice: A Tool of Performance Management
References
14. Initial Reflections on the Strategy Counts Initiative
Laura T. Pinsoneault
From Strategic Evaluation to Evaluating Strategy
Evaluating Strategy Counts Today
Conclusions
References
Appendix: Strategy Counts Pilot Sites and Map
Index
‘Circa l’autore
Tine Hansen-Turton, MGA, JD, FCCP, FAAN, is the chief strategy officer of Public Health Management Corporation (PHMC), where she develops and supports PHMC’s overall strategy and leads partnership development around new and emerging business opportunities.
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