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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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


Foreword by Susan Dreyfus, BS

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


The Case for Strategy Counts

The Purpose of Making Strategy Count


1. Strategy in Nonprofits

Michael Mortell

Strategy Counts: A Learning Lab

Nonprofits: Agents of Change


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


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


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

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



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


The Sanctuary Model: Theoretical Framework


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


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



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


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


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


13. The Health and Human Services Sector Constituent Voice

David Bonbright

Constituent Voice

Constituent Voice: A Tool of Performance Management


14. Initial Reflections on the Strategy Counts Initiative

Laura T. Pinsoneault

From Strategic Evaluation to Evaluating Strategy

Evaluating Strategy Counts Today



Appendix: Strategy Counts Pilot Sites and Map


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