- Cover
- Title Page
- About the Authors
- I: Framing the Issues
- II: What We Do
- 4 Programs: A Theory (of Change) Is Just a Theory Until It Is Turned into Action
- 5 Research, Monitoring, and Evaluation: What Gets Measured, Gets Done
- Creating a Culture of Data Collection and Use
- Incentives and Disincentives for Creating a Culture of Data Collection and Learning
- Research, Monitoring, and Evaluation at Room to Read
- RM&E at Different Phases of Organizational Development
- Program Implementation Monitoring: Identifying Problems and Clues for Resolving Them
- Next Steps
- Key Takeaways
- Notes
- III: How We Do It
- 6 Administration, Finance, and International Operations
- 7 People Management: Changing the World Is a Team Sport
- 8 Fundraising: Defining and Selling the Value Proposition
- Fundraising Is Not a Dirty Business
- Phase I Fundraising Best Practices: The Lean Start-Up Years (Approximately $0–$3 Million)
- Phase II Fundraising Best Practices: Rapid Growth Years ($3 Million–$30 Million)
- Phase III Fundraising Best Practices: Maturing and Stabilizing Years ($30 Million–$100+ Million)
- Key Takeaways
- IV: Scaling for Global Change
- 9 Strategic Influence: Growing Our Impact
- 10 Government Funding: Damned If You Do, Damned If You Don’t
- The Triangular Partnership
- To Take Government Funding or Not to Take Government Funding—The Ongoing Question
- The Challenge of Big Box Development
- Limited but Strategic Participation in Government-Funded Projects
- A Slippery Slope
- A Complex Innovation
- Having Our Cake and Eating It, Too
- Early Impressions
- Who Owns It?
- Key Takeaways
- Note
- 11 Strategic Planning: Wrapping It All Up
- Index
- End User License Agreement
SCALING GLOBAL CHANGE
A SOCIAL ENTREPRENEUR’S GUIDE TO SURVIVING THE START-UP PHASE AND DRIVING IMPACT
ERIN GANJU
CORY HEYMAN, PhD
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