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by Cory Heyman, Erin Ganju
Scaling Global Change
Cover
Title Page
About the Authors
I: Framing the Issues
1 Introduction: Go Big or Go Home
The Rise (and Often Fall) of the Entrepreneurial Social Enterprise
Who We Are
Big Ambitions
Smashing the Sophomore Slump
We Do It Because We Love It!
Note
2 Vision and Execution: Framing the Issues
Negotiating Urgent and Important Issues in Social Endeavors
The Nonprofit Two-Step (Cha-cha-cha?)
The Three-Legged Stool Supporting a Theory of Change
From Start-Up to Maturity, and Everything Between
Notes
3 Communications: Telling the Story
Planning Your Communications
Start-Up Stage: Building the Personality of Your Brand
Transition Phase: Widening the Circle
Mature Phase: Amplifying the Message
Key Takeaways
II: What We Do
4 Programs: A Theory (of Change) Is Just a Theory Until It Is Turned into Action
Starting Off Right
The Right Issues
Evolving Our Program Approach
The Right Content
The Right Approach at the Right Time
Key Takeaways
Notes
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
A Tale of Two Libraries
Overall Approach to Program Implementation
Strengthening the Implementation Chain
The Three Phases of Program Implementation
External Technical Assistance
The Pendulum Swingeth
Key Takeaways
7 People Management: Changing the World Is a Team Sport
What Is Really Core in Your Core Values
Leadership in the Social Enterprise
Attracting Top Talent
Retaining and Scaling Top Talent as You Grow
Founder’s Syndrome
Key Takeaways
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
Scale and Influence: Defining the End Game
The Unique Role of ESEs in Scaling Social Change
Expanding Room to Read’s Role as an Influencer
Influencing Governments
Networks of Influence
Key Takeaways
Note
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
Strategic Planning: Bringing It All Together
Conclusion: Wrapping It All Up
Index
End User License Agreement
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Prev
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Cover
Next
Next Chapter
Title Page
Table of Contents
Cover
Title Page
About the Authors
I: Framing the Issues
1 Introduction: Go Big or Go Home
The Rise (and Often Fall) of the Entrepreneurial Social Enterprise
Who We Are
Big Ambitions
Smashing the Sophomore Slump
We Do It Because We Love It!
Note
2 Vision and Execution: Framing the Issues
Negotiating Urgent and Important Issues in Social Endeavors
The Nonprofit Two-Step (Cha-cha-cha?)
The Three-Legged Stool Supporting a Theory of Change
From Start-Up to Maturity, and Everything Between
Notes
3 Communications: Telling the Story
Planning Your Communications
Start-Up Stage: Building the Personality of Your Brand
Transition Phase: Widening the Circle
Mature Phase: Amplifying the Message
Key Takeaways
II: What We Do
4 Programs: A Theory (of Change) Is Just a Theory Until It Is Turned into Action
Starting Off Right
The Right Issues
Evolving Our Program Approach
The Right Content
The Right Approach at the Right Time
Key Takeaways
Notes
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
A Tale of Two Libraries
Overall Approach to Program Implementation
Strengthening the Implementation Chain
The Three Phases of Program Implementation
External Technical Assistance
The Pendulum Swingeth
Key Takeaways
7 People Management: Changing the World Is a Team Sport
What Is Really Core in Your Core Values
Leadership in the Social Enterprise
Attracting Top Talent
Retaining and Scaling Top Talent as You Grow
Founder’s Syndrome
Key Takeaways
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
Scale and Influence: Defining the End Game
The Unique Role of ESEs in Scaling Social Change
Expanding Room to Read’s Role as an Influencer
Influencing Governments
Networks of Influence
Key Takeaways
Note
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
Strategic Planning: Bringing It All Together
Conclusion: Wrapping It All Up
Index
End User License Agreement
List of Tables
Chapter 2
Table 2.1 Covey Time-Management Matrix
Table 2.2a Illustrative Row in a Logic Model for a Programmatic Approach to a Room to Read Girls’ Education Program Activity
Table 2.2b Illustrative Row in a Logic Model for a Programmatic Approach to a Room to Read Literacy Program Activity
Table 2.3 Organizational Approaches and Phases of Organizational Development
Chapter 6
Table 6.1 Phases of Program Implementation
List of Illustrations
Chapter 2
Figure 2.1 The Three-Legged Stool.
Figure 2.2 Logic Model of the Programmatic Approach to the Girls’ Education Program.
Figure 2.3 Overlapping Phases of Organizational Development.
Chapter 3
Figure 3.1 Room to Read Message Map.
Figure 3.2 Proof Points.
Chapter 4
Figure 4.1 Room to Read’s Theory of Change.
Figure 4.2 Evolving Program Approach to Girls’ Education.
Figure 4.3 Evolving Programmatic Approach to Literacy.
Figure 4.4 Stages of Room to Read Programming.
Chapter 5
Figure 5.1 Room to Read Workflow Diagram.
Figure 5.2 Infographic Illustrating Lessons Learned from Monitoring and Evaluation.
Chapter 6
Figure 6.1 Example Staffing Structure for the Room to Read Global Office and a Country Office.
Figure 6.2 Room to Read’s Implementation and Feedback Chain.
Figure 6.3 Level of Influence of Room to Read Implementation.
Figure 6.4 Wave of Centralization and Decentralization in Room to Read’s Overall Program Implementation.
Chapter 9
Figure 9.1 Program Alignment and Likelihood of Adoption.
Figure 9.2 Increasing the Likelihood of Adoption.
Figure 9.3 Government Adoption Tool.
Guide
Cover
Table of Contents
Begin Reading
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