Making Strategy Count in the Health and Human Services Sectors 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.
Making Strategy Count in the Health and Human Services Sectors is based on the findings of a long-term pilot project-the Alliance for Children and Families Strategy Counts initiative-which 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
Table of Contents
Preface
Acknowledgments
Contributors
List of Entries
Entries, A to Z
Index
About the Authors:
Tine Hansen-Turton MGA, JD, FCCP, FAAN, is founding executive director/CEO, Convenient Care Association (CCA), Philadelphia; a national for-profit trade association of 1200+ emerging private-sector based retail clinics that provide basic primary health care to over 17 million people nationally. She also serves as vice president, Health Care Access and Policy for Public Health Management Corporation (a nonprofit public health institute with 30 years in managing and consulting for other nonprofit organizations), and as CEO, National Nursing Centers Consortium (where she oversees the growth and development of 250+ nurse-managed health centers, serving more than 2.5 million clients). Tine is adjunct faculty, Fels Institute of Government and LaSalle University. She publishes in leading peer-reviewed professional health care and legal journals and is a regular presenter at local, state and national health care conferences. She is co-author of Springer's Community and Nurse-Managed Health Centers: Getting them Started and Keeping them Going, an AJN Book of the Year Award Winner, and Nurse-managed Wellness Centers: Developing and Maintaining Your Center. Ms Hanson-Turton has received several advocacy and leadership awards, including the 2005 Eisenhower Fellowship and the American Express Next Gen Fellowship by the Independent Sector in 2010. She also recently received the Philadelphia Business Journal 40 under 40 Leadership Award and was named one of the 101 emerging Philadelphia connectors by Leadership Philadelphia.
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.
