Cover -- Title -- Copyright -- Contents -- Contributors -- Foreword -- Foreword -- Preface -- The Case for Strategy Counts -- A Nonprescriptive Approach -- 20 Pilot Sites -- Chief Strategy Officer Projects -- Transformational Projects -- The Cohort Learning Group -- The Purpose of Making Strategy Count -- An Audience With a View to the Future -- References -- Acknowledgments -- Chapter 1: Strategy in Nonprofits -- Strategy Counts: A Learning Lab -- Nonprofits: Agents of Change -- References -- Chapter 2: A Century of Service: A History of the Sector -- Pre-1900s: Early Philosophies Shape the Future -- The Industrial Revolution Brings Challenges -- The Civil War Heightens Need -- Orphanages are Among the First Organized Charities -- The Settlement House Movement Takes Shape -- Volunteers' Roles Evolve to Include Professional Techniques -- A National Organization is Formed -- 1900-1920: The Progressive Era Promotes Growth -- War Leads to New Services, New Directions -- Future Scope and Policy Put the Focus on Family -- 1920s: Prosperity Fuels the Growth of a Movement -- Social Work Achieves Professional Status -- 1930s: The Depression Era Further Defines the Movement -- A Fundamental Change in the Social Services Role -- New Opportunities for Service -- 1940s: World War II Fuels Greater Demand -- The Committee on Current and Future Planning -- Expansion of Services -- An Urgent Need for Community Leadership -- A New Name Reflects a Changing Focus -- 1950s: Societal Changes Mark the Advent of Service Expansion -- Information and Education Advance the Field -- Methods Adapt to Current Needs -- 1960s: Revolutionary Societal Changes Force Rapid Human Services Changes -- Federal Funding Offers Opportunities, Challenges -- The Infusion of Public Funds Generates Explosive Growth -- National Focus and a Demonstration Project Push Aging Services.

The Civil Rights Movement is a Wake-up Call -- 1970s: Authority and Institutions Challenged -- The National Association of Homes for Children is Founded -- A Revolution Arrives: Privatization -- The Formation of the Council on Accreditation -- 1980s: Cutbacks, Recession, and General Unease Bring New Direction -- A New Leader for a New Direction -- A Volatile and Challenging Environment -- Social Enterprise -- 1990s: Community-Based Focus Emerges -- Alternatives to Residential Care -- 2000s: New Millennium Begins with Tumultuous Events -- Preparing for the Future with Lessons from the Past -- Public Policy Continues to Make Inroads -- Disruptive Forces that are Revolutionizing the Sector -- References -- Chapter 3: Forces Shaping the Human Services Sector in the Early 21st Century -- Embracing the Industry of Courage -- Beyond the Knowledge Economy -- Know Your People -- Where's the Money? -- Charitable Giving Under Pressure to Fill the Void -- Rethinking Social Finance -- Health Care and Health Reform-New Frontiers for Human Services -- Neurological Differences-Emerging and Unmet Needs -- Fresh Thinking Closer to Home -- Foster Care -- Education -- Courage in our Communities -- Eckerd: A Dramatic Transformation -- Jack Eckerd: The Genius Leader -- 1968-"It's the Kids" -- 2007-"It's the Camps" -- Transforming the Organization -- Step 1: Reaffirm the Mission and Vision and Operationalize the Values -- Step 2: Face Reality with Courage and Plant a Flag on the Moon -- Step 3: Codify Strategic Building Blocks, Execution Paths, and Measurable Milestones -- Step 4: Install Systems to Drive Execution and Perpetually Improve -- Six Years into the Journey: A Dramatic Transformation and an Exciting Future -- References -- Chapter 4: Early Reflections on the Strategy Counts Initiative: A Pilot Site Roundtable Discussion -- Pilot Site Roundtable Participants.

Chapter 5: Reshaping Organizations Through Culture and Strategy -- Culture Eats Strategy for Lunch -- Workplace Culture: People and Relationships -- Strategy: Articulating the Big Picture Direction -- Culture Eats Strategy when there is a Disconnect -- Culture and Strategy Aligned = High-Performing Organization -- Warning Signs of a Disconnect or Misalignment -- Hallmarks of an Organization With Strategy and Culture Aligned -- 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 -- Culture in the Nonprofit World -- Cultural Stress -- How Culture Becomes a Positive Force for Strategic Change -- A Nonprofit Case Study -- Lessons -- Deploying Strategy to Change Culture: The Public Health Management Story -- SWOT Analysis -- The Right Moment for a Strategy Role -- Results and Impact -- Impact on Organizational Capacity -- PHMC Board- and Executive-Level Buy-in -- Early Results -- Vision-Strategy-Space-Design-Culture: The New Paradigm -- Resources -- References -- Chapter 6: Strategy, Sanctuary, and Turnaround -- Finding Hope: A Case Study on Strategy Redesign and Turnaround -- On the Journey to Reinvention -- Why Invest in Strategy? -- Early Steps -- Forging a New Identity -- Villa of Hope's Priorities for 2013 -- References -- The Sanctuary Model: Theoretical Framework -- Implications for Practice -- History -- A Socioecological Logic Model for the Sanctuary Model -- Discussion -- Conclusion -- References -- Chapter 7: Using Data to Drive Change and Achieve Impact -- Developing a Data-Driven Culture: A Case Study -- Inception -- Expansion -- Refinement -- Conclusion -- Using Data and Information Systems to Drive an Integrated Health and Human Services Enterprise: The Public Health Management Corporation Approach -- Case Example #1.

Case Example #2 -- Case Example #3 -- Case Example #4 -- Case Example #5 -- Deep Dive: Putting it All Together and Examining Real-Time Data Across Programs With the Goal of Improving Client Outcomes -- References -- Chapter 8: Improving Organizational Capacity and Infrastructure -- Volunteers of America of Minnesota: Discovery for Transformation -- The Discovery Process: Baldridge Assessment -- New Leadership Leads to Strategy Counts Grant -- New Mission, Vision, Values, and 2020 Vision Statements -- Stakeholder Input-Clients, Employees, External Community -- Service Line Reviews and Mission-Money Matrix Development -- Programmatic Theory of Change Development -- Capital Vision, Financial Projection -- Conclusion -- Hillside Family of Agencies: Office of Strategy Management Case Study -- Holy Family Institute: Implementing Strategy using Human-Centered Design -- Thinking and Designing for a Change -- Human-Centered Design: A Strategy for Social Change -- Human-Centered Design Defined -- Using HCD to Co-Create and Execute Strategy -- Using HCD to Improve Service to Our Clients -- Conclusion -- Jewish Family and Children's Service of Sarasota-Manatee: A Strengths-Based View -- Integrating Strategic Planning and Strategy Implementation into Corporate Culture -- Assessing the Village Network -- Implementation -- Resources -- References -- Chapter 9: Research, Evaluation, and Assessment as Key Strategic Engagements in the Nonprofit Health and Human Services Sector -- Community Health Needs Assessments -- Foundations -- Hospitals -- Government Agencies -- Nonprofit Service Providers -- Strategic Assistance in Tobacco Control Efforts in Pennsylvania -- Pennsylvania Department of Health, Division of Tobacco Prevention and Control (DTPC) -- American Lung Association in Pennsylvania (ALA).

Developing Strategy and Driving Change in HIV/AIDS Prevention and Service Delivery -- Evaluation of the PALMS Project: Using Data to Demonstrate Efficacy and Reach a Wider Audience -- Evaluation of New Pathways for Women: Using Data to Ensure Sustainability -- Brothers y Hermanos: Using Local Data to Contribute to National Epidemiologic Research -- References -- Chapter 10: Deploying Strategy to Create Purposeful Partnerships -- Partnerships: From Collaborations to Mergers -- The PHMC Affiliation Model: Strategic, Purposeful Partnership -- Why Should Nonprofit Health and Human Services Organizations Affiliate? -- The Affiliation Process: How it Works -- Affiliation Impact and why Relationships Matter -- Take-Home Points about the PHMC Affiliation Model -- Affiliate Program Profiles in Order of Year of Affiliation -- A Tale of Two Cities: Seller and Buyer-the Holy Family Institute and Public Health Management Partnership -- Partnerships -- Making a Mission-Driven Decision: HFI's 9 Million Question -- Strategic Choices -- Making a Mission-Driven Decision: PHMC's 9 Million Question -- Due Diligence -- Who Needs to be on the Team? -- Sample Checklist at Transition Point -- Challenges -- Tips when Partnering -- About the Partners -- Chapter 11: Responding to Policy Change and Creating Policy Impact and Systems Change Through Strategy -- Creating Systems Change and Policy Impact Through Strategy at Hopelink -- Driving Systems Change Through Strategy -- A Case Lesson -- Policy Impact -- Boys Town's Role in the Strategic Effort to Reform Nebraska's Child Welfare System Through Privatization -- The Need for Reform -- Getting Established -- Progress and Achievements -- New Approaches -- Outcome Accomplishments: Reducing State Wards, Increasing Adoptions -- Process Accomplishments: Greater Staff Stability, Increased Family Interaction, Lower Caseload Ratios.

CFSR Accomplishments: Improved Safety, Permanency, and Well-Being of Children and Families.