MLD-801 Strategic Management of Nonprofit and Non-Governmental Organizations Fall 2015 Hours: Mondays/Wednesday 2:45pm to 4:00 pm Location: Harvard Kennedy School, Starr Auditorium Professor: Dr. Nathalie Laidler-Kylander
[email protected] Office Hours: Mondays and Wednesday from 10:30am to 11:30am, Belfer 126 Assistant: Lisa MacPhee, 617.495.5994 |
[email protected] TAs: Priscilla Rouyer (
[email protected]) Marshall Bizure (
[email protected])
OVERVIEW MLD-801 is a course designed for students interested in better understanding nonprofit organizations and the distinct management and strategic challenges that they face. It is anchored in the practical application of the theory and frameworks we cover and students are expected to affiliate with a nonprofit organization to write three papers analyzing that organization. Many students already have an association with a nonprofit, others may choose to affiliate with a new one to learn about a different sector or type of service. This is an advanced course focused on the challenges of leadership and senior management in nonprofit and non-governmental organizations. The course allows students to build on the conceptual and analytic foundations covered in class by applying their learning to a real “client” organization. The course draws on several analytic tools, processes, and frameworks already known to many students (e.g., the strategic triangle, theories of change, balanced scorecard, strategic positioning maps, BCG matrix…), but the focus throughout is on integrating these tools with organizational strategy and leadership. Major topics that are covered include: mission, theory of change and strategy, program management, strategic marketing, governance, performance evaluation, partnerships and collaboration. Students should be familiar with basic management concepts, either through an earlier course or professional experience. Kennedy School students who have taken MLD-101 or MLD-110 will be well prepared, as will students who have played a supervisory or management role in a nonprofit organization, or served on a nonprofit governing board.
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The course will be taught using case studies and associated readings. The cases cover a wide range of nonprofit organizations and class discussions place students in the role of the case protagonists who face complex strategic choices. Classroom discussion is crucial to the course, for it is where students combine their insights into the cases with their own experience to articulate and test more general principles of strategic management that apply across this diverse sector. Each class meeting will deal with a topic in nonprofit management, and will be organized around a case study and an associated reading. Students are expected to be prepared for, and to participate in, class discussions, and are encouraged to share their own experiences to the topics under discussion. The instructor will call on students periodically to ensure that all voices in the classroom are heard, not just those of students who raise their hands. The course will rely on a mix of cold-calling and open discussion. Students are expected to bring their name cards to class each day throughout the term.
SELECTING AN ORGANIZATION There is wide latitude in the type of organization with which students can affiliate. The only requirement is that it be a nonprofit organization where the student can establish a connection with a “champion” within the organization. The nonprofit does not have to be locally based, but it should be open to some interviews and sharing of documentation. In the past, students have worked with: charter schools; community development corporations; established organizations like The Girls Scouts of America or the Boston Lyric Opera; new organizations like On the Rise; advocacy organizations such as TAC – Treatment Action Campaign (South Africa); and an organization of their own design. To a great extent, the more diversity in organizations among class participants, the more productive class sessions will be. This year students will work on their papers in teams of two or three. Team-mates will be assigned on the basis of sector of interest. Your organization can be either domestic or internationally-based but you cannot still be working for the organization since you will be evaluating its strengths and weaknesses, and this would pose a conflict of interest. Remember, access is important. You will need to be able to access information (documents) on the organization’s mission, vision, strategy, goals, performance measurement metrics, etc and be able to conduct interviews with your organization’s staff, directors, board members, and possible partners. You should e-mail me your organization of choice no later than Wednesday, September 23rd. If you are having difficulty identifying an organization with which you would like to work, consult with the TAs, myself or contact the Student Public Service Collaborative by emailing them at:
[email protected]
1
The Student Public Service Collaborative (SPSC) is available to support your search for a client. SPSC is dedicated to integrating public service into the culture of the Harvard Kennedy School community: via programming and advocacy, SPSC works to raise the quality of the discourse on civic engagement, encourage a continuum of meaningful service opportunities, and support the pursuit of public service careers. Please email
[email protected] with your interests if you would like assistance. One of the co-directors will then reach out to you.
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COURSE REQUIREMENTS In teams of two or three, you will be asked to write three papers on the organization of your choice, applying the skills and frameworks developed and discussed in class. Each paper is expected to contain description, commentary from members of the nonprofit, analysis and recommendations. These papers address the mission, vision and theory of change; marketing strategy; and performance measurement of your organization. Students should be prepared to share their findings, if not the actual papers, with their organizations. You may want to discuss this upfront with your organization and determine what might be most valuable for them: a presentation, short written report, or some general recommendations based on your analysis. Be careful not to over-promise and under deliver! Set clear expectations from the start. If an organization is sensitive about sharing information for the papers, you may simply mark the papers confidential and they will not be used as examples or be seen by anyone but the instructor. In the past, a few students have made the organization “anonymous.” Students must observe Kennedy School and Harvard University rules regarding the citation of sources. Any sentences or paragraphs taken verbatim from the writing of (or interviews with) any other person or persons, or from your own writing that has been published elsewhere, must be placed in quotation marks and their source must be clearly identified. Changing the wording of a sentence or passage slightly does not evade the requirement for citation. Indeed, whenever you are drawing an important argument or insight from someone else, even if you reword it into your own words, a reference to the source is required. Including material from others in the assignments without appropriate quotation marks and citations is regarded, as a matter of School and University policy, as a serious violation of academic and professional standards and can lead to a failing grade in the course, failure to graduate, and even expulsion from the University.2” The assignments and due dates are as follows:
Paper #1: Mission Statement, Vision Statement, and Theory of Change, due: Wednesday, October 7th at the start of class (length: 2-3 pages) Paper #2: Marketing Strategy and Marketing Mix, due Wednesday, November 4th at the start of class (length: 4-5 pages) Paper #3: Performance Measurement, due Wednesday, December 2nd at the start of class (length: 5-6 pages).
Source: Harvard Kennedy School Course Syllabus – IGA-408M: Learning from the Failure of Climate Policy, Professor David Keith, Spring 2014 2
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READINGS Readings for the course will be available on-line through the course page. The JosseyBass Handbook of Nonprofit Leadership and Management3 is the course textbook and can be purchased at the COOP or online. Several additional copies are available in the library.
DETERMINATION OF GRADE Your grade will be determined as follows: Component Paper 1 (Mission) due Oct 7th Paper 2 (Marketing) due Nov 4th Paper 3 (Performance) due Dec 2nd Class participation throughout the semester
3
% of Semester Grade 15% 20% 25% 40%
The Jossey-Bass Handbook of Nonprofit Leadership and Management: Essential Texts for Nonprofit and Public Leadership and Management, David O. Renz (Editor), Third Edition, 2010.
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Course Outline Mission, Vision and Theory of Change Wed, Sept 2: Course Overview and Introduction FRI, Sept 4: The Role of Mission — Dana Hall: Funding a Mission (306090-PDF-ENG) Wed, Sept 9: Mission and Vision — Ashoka: Innovators for the public (SM203-PDF-ENG) Mon, Sept 14: Theory of Change — World Wildlife Foundation (HBS 9-708-417) and Greenpeace (HBS 9-708-418) Wed, Sept 16: Theory of change and Strategy — BRAC (HBS 504012-PDF-ENG)
Structure, Strategy and Program Management Mon, Sept 21: Mission and Strategy — Marketing the “$100 laptop” (A) (HBS 508065-PDF-ENG) *Wed Sept 23: Structure and Strategy — Souk el Tayeb (Rabeh Ghadban and Nathalie Kylander) Mon, Sept 28: Portfolio Management — FUTUR, Working towards Social Inclusion (SKE121-PDFENG) Wed, Sept 30: Strategic Change and SWOT Analysis — Fundacion Chile: Creating Innovative Enterprises (BAB089-PDF-ENG) Mon, Oct 5: Challenges of Scaling-up — LoveLife (HMS GHD017-PDF-ENG)
Strategic Marketing and Branding *Wed, Oct 7: Segmentation and the Marketing Mix — The Metropolitan Opera (509033-PDF-ENG ) Wed, Oct 14: Creating a Brand — The Girl Effect (Nathalie Kylander) Mon, Oct 19: Rebranding — From Mapendo International to RefugePoint (C. Walsh & N. Kylander) Wed, Oct 21: Cause Marketing—Made by Survivors (Eric Sullivan and Nathalie Kylander) Mon, Oct 26: Communications and Fundraising—Social Media and the Planned Parenthood / Susan G Komen for the Cure Controversy (HKS729-PDF-ENG) Governance and Capacity Wed, Oct 28: Board Management—One Acre Fund (KEL542-PDF-ENG) Mon, Nov 2: Managing People — Nuru International (E417-PDF-ENG) *Wed, Nov 4: Governance and Accountability — ActionAid International: Globalizing Governance, Localizing Accountability (HBS case 311-004)
Performance Measurement and Improvement Mon, Nov 9: Performance Measurement — Robin Hood Foundation (HBS 310031-PDF-ENG) Mon, Nov 16: Performance Management — Jumpstart (HBS 301037-PDF-ENG) Wed, Nov 18: Evolution of Performance — Measured Approach: TEGV Assesses its Performance & Impact (HKS)
Partnerships and Collaboration Mon, Nov 23: Multi-Sector Alliances — Homeless World Cup (E376-PDF-ENG) Mon, Nov 30: Collective Impact -- Magnolia Community Initiative: A Network Approach to Population Level Change (SM226) *Wed, Dec 2: Collaborations and Networks — Energy Foundation in China (B5820) *Assignment due
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Mission, Vision and Theory of Change Wed, Sept 2: Course Overview and Introduction Case Study
None
Discussion Questions
1) How would you characterize the nonprofit sector both in the US and internationally? How has it evolved and changed over time? What are the major challenges facing the sector today? 2) How are nonprofit organizations different from private sector or public sector organizations? What are the implications for management and leadership of these entities?
Readings
Grossman, Allen and Greckol-Herlich, Naomi. Note on the Nonprofit Sector (HBS 9-308-033), 2009 Mintzberg, Henry, Time for the Plural Sector, Stranford Social Innovation Review, Summer 2015, 13(3). Laidler-Kylander, Nathalie and Moore, Mark. HKS Note: Management and Leadership Across the Sectors, 2013 Laidler-Kylander, Nathalie and Shepard-Stenzel, Julia, “What is Driving the Paradigm Shift and Brand IDEA Framework,” The Brand IDEA: Managing Nonprofit Brands with Integrity, Democracy and Affinity, Jossey Bass, 2014. Chapter 1, pp 3-20. Oster, Sharon, “The Mission of the Nonprofit Organization,” Strategic Management for Nonprofit Organizations: Theory and Cases, Oxford University Press, 1995. Chapters 2, pp. 17-28. Up to p 21
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Fri, Sept 4: The Role of Mission Case Study
Dana Hall: Funding a Mission (A) (306090-PDF-ENG)
Discussion Questions
1) What is the role of the mission for a nonprofit organization? 2) What makes for a good mission statement? Why? 3) What are the forces and influences that are driving a reassessment of the mission at Dana Hall? 4) Should they change the mission? Should they go co-ed? Why or why not? 5) How can nonprofit organizations guard against mission drift?
Readings
Oster, Sharon, “The Mission of the Nonprofit Organization,” Strategic Management for Nonprofit Organizations: Theory and Cases, Oxford University Press, 1995. Chapters 2, pp. 17-28. Pages 21 to 28 Meehan, Willian F III, Making Missions That Won’t Creep, Stanford Social Innovation Review, Winter 2008; 6;1 Jonker, \Kim and Meehan, William F III. Mission Matters Most, SSIR, Feb 19, 2014. (http://www.ssireview.org/articles/entry/mission_matters_ most) Eric Hellweg, The Eight-Word Mission Statement (http://blogs.hbr.org/hbr/hbreditors/2010/10/the_eightword_mission_stateme.html)
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Wed, Sept 9: Mission and Vision Case Study
Ashoka: Innovators for the public (SM203-PDF-ENG)
Discussion Questions
1) What is the EACH vision? Does it inspire you or worry you? Why? 2) Do you agree with Meehan that organizational visions are redundant with missions or do you believe that an operational mission as suggested by Rangan is more useful? 3) What are the implications of this “revolution” for Ashoka’s mission, organizational strategy and success? 4) How has Ashoka managed the evolution and integration of its vision, mission and strategy since its founding?
Readings
Hildy Gottlieb, Three Statements That Can Change the World: Mission / Vision / Values (Library at Help4NonProfits.com accessed 8/18/15)
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Mon, Sept 14: Theory of Change Case Study
World Wildlife Foundation (HBS 9-708-417) and Greenpeace (HBS 9-708-418)
Discussion Questions
1. What is a “theory of change” and why is it important for a nonprofit organization to reflect on and articulate one? 2. Do the WWF and Greenpeace have similar mission statements and goals? Why are their strategies and activities so different? 3. What are the underlying beliefs and values of each organization? How do these explicitly or implicitly shape their theory of change and their activities? 4. Do you think that these two organizations are competitors? In your opinion, which organization has “got it right”?
Readings
Brest, Paul. The Power of Theories of Change, Stanford Social Innovation Review, Spring 2010 Aronson, Daniel. Overview of Systems Thinking
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Wed, Sept 16: Theory of Change and Strategy Case Study
BRAC
Discussion Questions
1) How has BRAC’s theory of change shaped the organization’s growth? 2) Why has BRAC been so successful? 3) Can BRAC expand internationally? 5) Given BRAC’s theory of change, what growth strategies should BRAC consider?
Readings
Mapping Change: Using a Theory of Change to Guide Planning and Evaluation, GrantCraft (2006) http://www.grantcraft.org/pdfs/theory_change.pdf
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Structure, Strategy and Program Management Mon, Sept 21: Mission and Strategy Case Study
Marketing the “$100 laptop” (A)
Discussion Questions
1) What is Strategy? 2) Why did Negroponte do what he did? Was it necessary? 2) What were the main challenges confronting OLPC and how well did they overcome them? 4) With the entry of low cost competitors, what are OLPC’s strategic options?
Readings
Ming Jer Chen et al, “What is Strategic Management?” Darden Business Publishing (UV 4315) Brown, William, “Strategic Management,” The JosseyBass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 8; pp. 206-227. Ten Keys to Successful Strategic Planning for Nonprofit and Foundation Leaders TCC Group (http://www.tccgrp.com/)
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Wed, Sept 23: Structure and Strategy Case Study
Souk-el-Tayeb
Discussion Questions
1) What is Mouzawak's vision and S.E.T's mission? 2) Who are S.E.T's customers and what are they "buying"? 3) What, in your opinion, are S.E.T's strengths and weaknesses? 4) What strategy would you recommend to Mouzawak going forward? Should strategy drive structure or vice versa?
Readings
Heerad Sabeti, The For Benefit Enterprise, Harvard Business Review, Nov 2011 Julie Battilana, Matthew Lee, John Walker, & Cheryl Dorsey, “In Search of the Hybrid Ideal”, Stanford Social Innovation Review, Summer 2012
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Mon, Sept 28: Portfolio Management Case Study
FUTUR - Working Towards Social Inclusion (SKE121PDF-ENG)
Discussion Questions
1) Do FUTUR’s programs complement each other? Why or why not? 2) What is the organization’s financial status? What financial analyses would you carry out? 3) What future challenges do you think FUTUR will have to face as it moves forward?
Readings
Tuckman, Howard P, “The Strategic and Economic Value of Hybrid Nonprofit Structures,” In Cordes and Steuerle, (Eds), Nonprofit and Business, (2009) Chapter 5, pp.129153. Bell, Masaoka and Zimmerman, “Identifying Core Activities: Business Lines,” Nonprofit Sustainability, Chapter 3, pp 19-26
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Wed, Sept 30: Strategic Change and SWOT Analysis Case Study
Fundacion Chile: Creating Innovative Enterprises (BAB089-PDF-ENG)
Discussion Questions
1) Do you agree with Fundacion Chile’s 1999 management that a change in strategy is necessary? Why? 2) What were the foundation’s strengths and weaknesses and how do they relate to the opportunities and threats? 3) Fundacion Chile concentrated its efforts on renewable natural resources. What in your opinion is the key to making this strategy work? 4) How might a private, for profit company compete with Fundacion Chile? Does the latter have any competitive advantages and / or disadvantages?
Readings
Thomas Steenburgh and Jill Avery, Marketing Analysis Toolkit: Situation Analysis, HBS Note, 2010 (9-510-079)
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Mon, Oct 5: Challenges of Scaling-up Case Study
LoveLife: Preventing HIV Among South African Youth (HMS GHD017-PDF-ENG)
Discussion Questions
1) How do LoveLife’s activities relate to its goals? 2) Which of the scaling strategies outlined in the reading do you think LoveLife employed? 3) How was the Kaiser Family Foundation involved in LoveLife? 4) If you were consulting LoveLife leaders following the Global Fund crisis, what would you advise them to do?
Readings
Dees, J Gregory; Beth Battle Anderson, and Jane WeiSkillern Scaling Social Impact, Strategies for Scaling Social Innovations, Stanford Social Innovation Review, Spring, 2004.
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Strategic Marketing and Branding Wed, Oct 7: Segmentation and the Marketing Mix Case Study
The Metropolitan Opera (509033-PDF-ENG )
Discussion Questions
1) What are Gelb's main objectives for the Met? Are they the right ones to focus on? To what extent do the simulcasts help him achieve those objectives? 2) Who are the different constituents or customers for the Metropolitan Opera? How are they affected by the simulcasts? 3) Should Gelb expand the number of productions involved in the "Live-in-HD" program or scale the program back to deploy resources elsewhere? How does your decision impact the current marketing mix? What would you change? 4) What should Gelb's media strategy be for the Met? How can he create the "opera equivalent of a Hollywood movie roll-out" as he puts it?
Readings
Alan R. Andreasen and Philip Kotler, “Segmentation, Targeting and Positioning” in Strategic Marketing for Nonprofit Organizations, Seventh Edition, Prentice Hall, 2008. Chapter 6 and 3, pp 137 - 165 Alan R. Andreasen and Philip Kotler, “Developing and Launching New Offerings” in Strategic Marketing for Nonprofit Organizations, Seventh Edition, Prentice Hall, 2008. Chapter 9 and 3, pp 207 – 231
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Wed, Oct 14: Creating a Brand Case Study
The Girl Effect
Discussion Questions
1) What is a brand and what role(s) might it play for nonprofit organizations? 2) What do you think were the key drivers behind the success of the Girl Effect brand? 3) Do you think that the Nike Foundation can continue to manage the brand effectively, balancing between consistency and openness? Why or why not? 4) What do you think should be the next step in the evolution of the Girl Effect brand?
Readings
Laidler-Kylander, Nathalie and Shepard-Stenzel, Julia, “What is a Brand Anyway and Ahy Should You Manage It?” The Brand IDEA: Managing Nonprofit Brands with Integrity, Democracy and Affinity, Jossey Bass, 2014. Chapter 2, pp 21-37 Laidler-Kylander, Nathalie and Shepard-Stenzel, Julia, “Why the Skeptics Have it Wrong.” The Brand IDEA: Managing Nonprofit Brands with Integrity, Democracy and Affinity, Jossey Bass, 2014. Chapter 4, pp 51-62. .
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Mon, Oct 19: Rebranding Case Study
From Mapendo International to RefugePoint
Discussion Questions
1). What drove the need / desire for the organization to rebrand? 2) Which proposals for future programs should RefugePoint choose as part of its new strategy? Which proposals should it leave behind? 3). How could RefugePoint better align its brand image and operational identity? 4). How can RefugePoint leverage its brand to further implement its mission?
Readings
Alan R. Andreasen and Philip Kotler, “Branding” in Strategic Marketing for Nonprofit Organizations, Seventh Edition, Prentice Hall, 2008. Chapter 7, pp 166-184.
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Wed, Oct 21: Cause Marketing Case Study
Made by Survivors (Eric Sullivan and Nathalie Kylander)
Discussion Questions
1) Evaluate The Emancipation Network's (T.E.N) business model. What are the strengths and weaknesses of using social enterprise to advance a social mission? How might they learn from what other players in the industry have done? 2) How can the organization increase sales? Should they pursue the fair trade approach? Why or why not? 3) What do you see as the differences between cause marketing and social marketing? Which should Made by Survivors be engaged in? 4) How could T.E.N strengthen its communication strategy? What are some of the tensions the organization needs to address?
Readings
Jocelyne Daw and Carol Cone, “From Traditional to Breakthrough Nonprofit Branding,” Breakthrough Nonprofit Branding: Seven Principles to Power Extraordinary Results, (The AFP/Wiley Fund Development Series), Chapter 1, pp 19-33. Cause Marketing: Finding Opportunities in Objectives (http://www.thenonprofittimes.com/article/detail/causemarketing-finding-opportunities-in-objectives-3936)
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Mon, Oct 26: Communications and Fundraising Case Study
Communications and Fundraising—Social Media and The Planned Parenthood / Susan G Komen for the Cure Controversy (HKS729-PDF-ENG)
Discussion Questions
1) What have traditionally been the fundraising and donor engagements models used by Planned Parenthood and Susan G Komen? 2) What role did social media play in both the controversy and its outcome? 3) What might the senior management and executive team of Susan G. Komen done differently? 4) What do you think has been the impact of this controversy for both organizations and their brands?
Readings
Julie Dixon and Denise Keyes, “The Permanent Disruption of Social Media” Stanford Social Innovation Review. Winter 2013 William Landes Foster, Peter Kim and Barbara Christiansen, “Ten Nonprofit Funding Models” Stanford Social Innovation Review, Spring 2009.
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Governance and Capacity Wed, Oct 28: Board Management Case Study
One Acre Fund (KEL542-PDF-ENG)
Case Study Questions
1) What is the role of boards for nonprofit organizations? How does the role of the board change over the lifecycle of the organization? 2) What are the benefits and challenges of founding boards? How does the role of the board change over the lifecycle of the organization? 2) What are the issues with the initial One Acre Fund’s board? Are they typical? Has the organization outgrown its board? 3) What course of action would you have advised One Acre Fund to take? 4) What changes did One Acre Fund make? Do you agree or disagree with them?
Readings
Renz, David, “Leadership, Governance and the Work of the Board,” The Jossey-Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 5, pp. 125-156 Chait, R. P., Ryan, W. P., & Taylor, B. E. (2005). Governance as leadership: Reframing the work of nonprofit boards. Hoboken, N.J.: John Wiley & Sons. (*on reserve at HKS library)
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Mon, Nov 2: Managing People Case Study
Nuru International (E417-PDF-ENG)
Discussion Questions
1) Develop key talking points for Jake’s performance review with Kevin, including responses to defenses that Kevin might set forth. be prepared to role play! 2) Assuming Rob was to handle Jon’s termination meeting, what advance steps could Jake have taken to improve the chances of a better outcome? 3) What should Jake say to Jon and to Rob after the failed termination discussion? In what order? Should Jake call Jon’s uncle? 4) As Jake, having learned about Merrill’s announcement and having heard Kim’s report described at the end of the case, prepare your remarks to the assembled directors and senior officers.
Readings
Watson Mary and Rikki Abzug, “Effective Human Resources Practices,” The Jossey Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 24, pp. 669-707 Ruth Wageman et al, “Get the Right People on Your Team—And the Wrong Ones Off.” (http://www.managementexchange.com/blog/get-rightpeople-team-and-wrong-ones)
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Wed, Nov 4: Governance and Accountability Case Study
ActionAid International: Globalizing Governance, Localizing Accountability (HBS case 311-004)
Discussion Questions
1) Imagine you are the board chair of a national affiliate (pick one from the list in Exhibit 6 for the year 2010). You will be attending the international General Assembly. How will you vote on the three motions and why? 2) What is your assessment of the new governance structure for AAI. Is this the right structure for the organization? 3) How will Action Aid know if it is making a difference? What is your assessment of its performance measurement systems?
Readings
Ebrahim, Alnoor, “The Many Faces of Nonprofit Accountability” The Jossey Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 4, pp. 101-119
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Performance Measurement and Improvement Mon, Nov 9: Performance Measurement Case Study
Robin Hood Foundation (HBS 310031-PDF-ENG)
Discussion Questions
1) Why do nonprofits engage in performance measurement? What are the key challenges in developing and implementing performance measurement systems in nonprofit organizations? 1) The head of Sunshine Homes, Mary Montreaux, was honored as a Robin Hood “Hero” for the wonderful work she had done. Now the foundation says that she has just received her last grant. This BC methodology must be incredibly smart or just plain dumb. Which is it? (also see Exhibit 4). 2) How valuable is the methodology for comparing “apples to oranges,” that is investments in different portfolios? 3) How should Robin Hood Foundation assess its own performance?
Readings
Thomas, John Clayton. “Outcome Assessment and Program Evaluation.” The Jossey-Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 15, pp. 401-430 Julie Wilson. Note on Performance Measurement. HKS
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Mon, Nov 16: Performance Management Case Study
Jumpstart (HBS 301037-PDF-ENG)
Discussion Questions
1. What do you see as the strengths and concerns of Jumpstart's Growth with Quality Plan? 2. Evaluate the Measurement and Management System. What are the different indicators being measured and how successful has Jumpstart been? 3. How could you improve on the system and/or the use of the resulting data?
Readings
Murray, Vic. “Evaluating the Effectiveness of Nonprofit Organizations” The Jossey-Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 16, pp. 431-460 Ebrahim and Rangan (2014) What Impact? A Framework for Measuring the Scale and Scope of Social Performance
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Wed, Nov 18: Evolution of Performance Case Study
Measured Approach: TEGV Assesses its Performance & Impact (HKS)
Discussion Questions
1) What is your assessment of the various performance measurement initiatives that TGEV has undertaken? How have these evolved over time? 2) In your opinion, what have they done well and where have they fallen short? Should program assessments be conducted by volunteers? Why or why not? 3) What questions and / or recommendations do you have for Kardad? What do you think he should focus on in terms of performance measurement in the future?
Readings
Eckhart-Queenan and Forti. (2011) Measurement as Learning: What Nonprofit CEOs, Board Members and Philanthropists Need to Know to Keep Improving, The Bridgespan Group W.K. Kellogg Foundation. Using Logic Models to Bring Together Planning, Evaluation, and Action: Logic Model Development Guide, 2004.
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Partnerships and Collaborations Mon, Nov 23: Multi-Sector Alliances Case Study
Homeless World Cup (E376-PDF-ENG)
Discussion Questions
1) What are the key factors that explain the growth to date of the Homeless World Cup? What are the likely growth accelerators going forward? 2) What factors may have inhibited the growth to date of the Homeless World Cup? What factors may likely inhibit growth going forward? 3) What are the benefits for a company like Nike to partner with the Homeless World Cup? What could potentially go wrong with the event? What are the associated risks? 4) Mel Young views the Nike partnership as a "jewel." Recommend a strategy to Young that makes the continued high-level involvement of Nike likely.
Readings
Austin, James, “Collaborations: It’s All About Creating Value” and “The Collaborative Value Creation Spectrum” Creating Value in Nonprofit-Business Collaborations Jossey Bass, 2014. Chapters 1 and 2, pp. 1-40 Austin, James, “Guidelines for Collaborating Successfully” The Collaboration Challenge, Jossey-Bass, 1990. Chapter 8, pp 173-188.
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Monday, Nov 30: Collective Impact
Case Study
Magnolia Community Initiative: A Network Approach to Population Level Change (SM226)
Discussion Questions:
1. How successful has MCI been and why? (why not?) 2. How accountable and to whom are the individual organizations in the MCI initiative? 3. To what extent did MCI meet the five conditions outlined in the reading on Collective Impact? How did the presence or absence of these criteria affect the success of MCI to date?
Readings
Kania J. and Kramer J. Collective Impact. Stanford Social Innovation Review. Winter, 2011
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Wednesday, Dec 2: Networks Case:
Energy Foundation in China (B5820)
Discussion Questions:
1.How did EF China build networks and collaborations? What does EF China do particularly well? What is its added value? 2. What are the challenges of having a strategy built on networks and collaborations? 3. Do you think that EF China's approach can be applied to other types of nonprofit organizations? If not, why? If so, how? 4. What were the external changes facing ER China? 5. What do you think EF China should focus on going forwards, specifically related to its network model?
Readings
Wei-Skillern, Jane and Sonia Marciano. “The Networked Nonprofit.” Stanford Social Innovation Review, Spring 2008 Wei-Skillern, Jane and Notra Silver. “Four Network Principles to Collaborations Success” Foundation Review. Vol 5, Issue 1, 2013
