Making Strategy Count in the Health and Human Services Sectors: Lessons Learned from 20 Organizations and Chief Strategy Officers

Making Strategy Count in the Health and Human Services Sectors: Lessons Learned from 20 Organizations and Chief Strategy Officers

by Tine Hansen-Turton, Michael Mortell

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Overview

Making Strategy Count in the Health and Human Services Sectors: Lessons Learned from 20 Organizations and Chief Strategy Officers by Tine Hansen-Turton, Michael Mortell

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 "Strategy Counts" 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

Product Details

ISBN-13: 9780826129758
Publisher: Springer Publishing Company
Publication date: 12/19/2013
Pages: 344
Product dimensions: 5.90(w) x 8.90(h) x 0.80(d)

About the Author


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. She works across the organization, but specifically oversees Management Services and the Research and Evaluation Group. She also manages organizational development and learning, regional emergency preparedness services, and mergers and affiliations, as well as the trade associations the National Nursing Centers Consortium and the Convenient Care Association. She is nationally known for her development and policy systems change work with nurse-led care as well as for expanding access to care for millions through convenient care (retail) clinics.


Michael Mortell, MS, is director of the Strategy Counts initiative at the Alliance for Children and Families. This $5.3 million grant to the Alliance by The Kresge Foundation is a multiyear project with 20 pilot sites that serves as a learning lab for accelerating the transformation of the nonprofit human services sector toward greater impact by elevating the role of strategy. Mortell came to the Alliance after directing a $5.1 million Workforce Innovation in Regional Economic Development (WIRED) grant for the Greater Milwaukee Committee, where he designed and launched the Innovation Fund to provide seed funding for regional partnerships and projects to enhance southeastern Wisconsin's economic competitiveness. For 10 years prior to this role, he oversaw operations across the multiple locations of a 12-agency human services partnership. As a senior member of the American Society for Quality, he has served as an examiner with a state-level Baldrige-based process promoting performance excellence. Mortell earned a master's degree in industrial organizational psychology and has additional training in Lean Six Sigma, organizational culture, and real-time strategic change.

Table of Contents

Contributors

Foreword by Susan Dreyfus, BS

Foreword by Guillermina Hernandez-Gallegos, BS, MPA, PhD

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


1900–1920: 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 O’Brien, 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 Circle’s Approach to Aligning Strategy and Culture


Creating an “Alloy” of Strategy and Culture at the Children’s Home of Cincinnati


Hopelink’s 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 O’Connell

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 Children’s 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 LaPollo, 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 Buyer—The 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 Town’s Role in the Strategic Effort to Reform Nebraska’s 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 Member’s 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

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