Making Strategy Count in the Health and Human Services Sector
Everyday issues and interruptions often take precedence over a focus on the vision and goals of many nonprofit organizations. This is the first guide to achieving long-term impact and social change by employing critical strategies in health and human-serving organizations.
Making Strategy Count in the Health and Human Services Sector is based on lessons from a learning lab of 20 human-serving organizations and their chief strategy officers (CSO), who, as part of the
Alliance for Children and Families 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 is available for purchase in a limited supply.
- $18 plus shipping and handling for Alliance for Strong Families and Communities members
- $28 plus shipping and handling for nonmembers
Start a meaningful discussion with board members. Order 10 or more copies and receive the special bulk rate of $10 per copy (members only).
The book is based on the findings of a long-term pilot project—the Strategy Counts initiative—which focused on enhancing the social impact of human-serving 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-serving organizations in their quest to improve the lives of children, adults, families, and communities.
- Comprises the first guide to using critical strategies in human-serving 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 CSO from a learning lab of human-serving organizations used strategy to innovate, strengthen organizational culture, and effect meaningful change
Table of Contents
- Chapter 1: Strategy in Nonprofits
- Chapter 2: A Century of Service: A History of the Sector
- Chapter 3: Forces Shaping the Human Services Sector in the Early 21st Century
- Chapter 4: Early Reflections on the Strategy Counts Initiative: A Pilot Site Roundtable Discussion
- Chapter 5: Reshaping Organizations through Culture and Strategy
- Chapter 6: Finding Hope: A Case Study on Strategy, Sanctuary, and Turnaround
- Chapter 7: Using Data to Drive Change and Achieve Impact
- Chapter 8: Improving Organizational Capacity and Infrastructure
- Chapter 9: Research, Evaluation, and Assessment as Key Strategic Engagements in the Nonprofit
- Chapter 10: Deploying Strategy to Create Purposeful Partnerships
- Chapter 11: Responding to Policy Change and Creating Policy Impact and Systems Change through Strategy
- Chapter 12: Being Deliberate about Strategy through Leadership and Governance
- Chapter 13: The Health and Human Services Sector Constituent Voice
- Chapter 14: Initial Reflections on the Strategy Counts Initiative
Direct questions to Strategy Counts staff.
“In Making Strategy Count, the Alliance for Children and Families and its Strategy Counts initiative pilot sites deepen our understanding of how human-serving organizations respond during times of transition. Contributors share real stories from a bottom-up perspective about hiring and integrating chief strategy officers and implementing transformational projects. They describe practical responses to shrinking resources, increasing demands for services and accountability, changing demographics, and the need to heed constituents’ voices.
—Guillermina Hernandez-Gallegos, program director of human services, The Kresge Foundation