-
- Accountability
- delegation of authority matrix tool for
- management dashboard tool for
- people management focus on
- Adaptive leadership principles
- Administration. See Program implementation
- Advisors
- All-hands staff meetings
- Ashoka
- Atlassian
-
- Bangladesh
- local social mobilizers used in
- Room to Read and State Department collaboration in
- Room to Read’s strategic influence in
- Beyond the Idea (Govindarajan and Trimble)
- BHAG (Big Hairy Audacious Goal)
- “Big box” development phenomenon
- Bill & Melinda Gates Foundation
- Board meetings
- Board of directors
- benefits of a strategic plan to
- CEO performance management
- clear structure of the
- growth mindset of
- hierarchy of the CEO and
- role clarity in the
- strategic planning by the
- succession planning
- See also Leadership; Networks of influence; Stakeholders
- Brand personality
- communicating to build your
- Room to Read’s
- Bridges, William
- British Department for International Development (DfID)
- Brookings Institution
- Brown, Les
- Built to Last (Collins)
- Bureau of Labor Statistics
-
- Cambodia
- Room to Read’s expansion (2002) into
- Room to Read’s strategic influence in
- “Writing Storybooks for Early Grade Readers” training course in
- Catholic Relief Services (CRS)
- “Cause marketing” partnership
- Change. See Social change; Theories of change
- Charity Navigator
- Chief executive officers (CEOs)
- hierarchy of the board and
- succession planning for
- See also Leadership
- Children’s reading
- “I do / we do / you do” approach to learning and
- international pressure to improve
- National Reading Panel (U.S.) on five parts to
- “reading wars” over best way to teach
- USAID’s reading project to promote
- See also Learning; Room to Read
- Civil society
- Collaboration
- to achieve overall program goals
- “cause marketing” partnerships
- Room to Read’s success with local
- See also Government funding
- Collins, Jim
- Commercial book publishing
- Communications
- amplifying the message
- to build your brand
- “cause marketing” partnership approach to
- fundraising
- key takeaways on
- people management role of internal
- planning your
- Room to Read’s message map
- strategic planning
- to widen the circle
- See also Stories
- Complex innovation project
- Computer Room Program (Room to Read)
- Conflict (functional)
- Connors, Roger
- Core values
- exercise of writing down
- noting gap between explicit and implicit
- Corporate investors
- Country management conference (CMC)
- asking country teams to describe their work
- implementation innovations coming out of
- recommended reading from
- Room to Read’s annual
- Covey, Stephen
- Covey time-management matrix
- Creating Room to Read (Wood)
- Creative Commons
- “Creative Commons BY” license
-
- Data collection
- creating a culture of
- “implementation chain” opportunity through
- incentives and disincentives for creating culture of
- protection of personal data gathered during
- research questions linked to study methods and
- Room to Read “enumerators” hired for
- Room to Read’s PIM (program implementation monitoring)
- Decision makers
- Delegation of authority matrix
- Development department structure
- importance of leadership in
- mature stage Phase III fundraising
- start-up stage Phase I fundraising
- transition stage Phase II fundraising
- Dewey, John
- DfID (British Department for International Development)
- Draper, William H.
- Draper Richards Kaplan Foundation (DRKF)
-
- Echoing Green
- El Salvador
- Entrepreneurial social enterprises (ESEs)
- amplifying the message
- building their brand personality
- comparing government contracting organizations to
- disrupting the status quo
- examining to understand success or failure of
- government adoption of programs
- leadership in the
- purpose and increasing influence of
- scaling through development phases of
- seeking to launch a movement of change
- smashing the sophomore slump of
- two different ways to approach
- unique characteristics of
- unique role in scaling social change by
- “valley of death” phase of
- widening their circle
- See also Nonprofit organizations
- “Enumerators” (Room to Read)
- Evaluations
- ethical standards for protection of personal data
- how Room to Read structures their
- research applied to
- Room to Read “enumerators” hired to collect data on
- Exit strategy
- Expansion strategy
-
- Fast Company/Monitor Social Capitalist Award
- Five Dysfunctions of a Team (Lencioni)
- Forces for Good (Crutchfield and Grant)
- Foundation Center
- Foundations
- Draper Richards Kaplan Foundation (DRKF)
- Gates Foundation
- investor
- investor differences between corporations, individuals, and
- Schwab Foundation for Social Entrepreneurship
- Skoll Foundation
- Founder passion
- Founder’s syndrome
- description and issues of the
- Room to Read’s approach to addressing
- Franklin, Benjamin
- Freire, Paulo
- Fundraising (Phase I) best practices
- connect investors to the impact
- connect with your peer group
- development department structure
- engage your personal networks
- focus on fewer types of funding
- have a clear plan
- leverage passion of the founders
- leverage power of volunteers
- tools and metrics
- underpromise and overdeliver
- Fundraising (Phase II) best practices
- development department structure
- diversify geographically
- don’t succumb to program creep
- focus on retaining investors
- hire people great at building relationships and trust
- keep communication crisp and clear
- leadership of development team
- one-to-one fundraising model
- tools and metrics
- Fundraising (Phase III) best practices
- approach every investor with respect
- be prepared to answer investor questions
- brand building
- development department structure
- differences between foundations, corporations, and individuals
- diversification of type of revenue
- evolve reporting
- finding the right level of communication
- identify ambassadors
- issues to consider
- learn as much as we can
- “no” should never be taken as end of conversation
- tailor interactions for the investor
- technology investments
- tools and metrics
- trust and transparency
- Fundraising/value proposition
- key takeaways for investors and on
- Phase I during start-up years
- Phase II during rapid growth years
- Phase III during maturing and stabilizing years
- Room for Read’s mindset and paradigm for
- top 10 tips for investors
- See also Government funding; Investors
-
- Gandhi, Mahatma
- Ganju, Erin
- attending the 2014 Siem Reap (Cambodia) meeting
- City Club fundraising presentation by
- explaining the CEO and board hierarchy
- her story on Room for Read origins
- on her time with Suma Tharu
- her use of stories to communicate the message
- Internet café (Ho Chi Minh) story of
- people management advice given to
- proud to be part of social impact movement
- as Room to Read founder
- on thinking about exit strategy
- Gates Foundation
- Gawande, Atul
- Gender differences
- Girls’ Education Program’s efforts to equalize
- in how teachers respond to students
- Girl Rising (documentary)
- Girls’ Education Program (Room to Read)
- accomplishments of
- design changes during start-up period
- early work in Nepal
- efforts to equalize girls’ education
- evaluations conducted on
- government adoption tool for
- implementation approach to
- local social mobilizers in the
- mentoring activities of the
- misassumptions about the
- mission and goals of the
- monitoring girls participating in
- programmatic approach to
- protection of personal data from
- the right issues focused on by
- through start-up, transition, and mature phases
- stories used to communicate message on
- success metrics of the
- theory of change adopted by
- See also Room to Read programs
- Global board of directors
- Global Entrepreneurship Summit (2016)
- Global impact
- government adoption for
- key takeaways on growing
- networks of influence to expand
- of Room to Read in Tanzania
- scaling for
- strategies for expanding influence and
- See also Social change
- Global Results and Impact Report (Room to Read)
- “Global Strategic Plan 2010–2014:” (Room to Read)
- “Global Strategic Plan 2015-2019: Scaling Our Impact”
- Good to Great (Collins)
- Good to Great organizations
- Government adoption
- increasing the likelihood of
- planning for
- plotting for system-level
- setting the stage for
- tool for
- zone of proximal development (ZPD) likelihood of
- Government contracting organizations
- Government funding
- “big box” development challenge of
- “complex innovation” issue of
- intellectual property issue of accepting
- key takeaways on
- limited but strategic participation in
- Room to Read’s acceptance and outcomes of
- slippery slope of
- “Triangular Partnership’s” Zambia project and
- whether to take or not decision on
- See also Collaboration; Fundraising/value proposition
- Govindarajan, Vijay
- Grant, Heather McLeod
- “Great Place to World Award”
-
- Heifetz, Ron
- Heyman, Cory
- becoming a Room to Read staff member
- his story on Room for Read origins
- international experience prior to joining Room to Read
- meeting with Tanzanian prime minister
- proud to be part of social impact movement
- Triangular Partnership work by
- Hickman, Craig
- Hiring top talent
- “I do / we do / you do” approach
- Implementation chain
- comparing Room to Read and government
- external technical assistance as part of
- how data collection opens way for the
- strengthening Room to Read’s
- See also Program implementation
- India
- Room to Read and State Department collaboration in
- Room to Read and USAID collaborative project in
- Room to Read’s data collection on results in
- Room to Read’s expansion into
- Room to Read’s “Great Place to World Award” in
- Room to Read’s strategic influence in
- tremendous poverty and challenges facing
- U.S.-India Business Council
- Innovation
- Intellectual property
- International operations
- Investors
- approach them with respect
- ask them to them make introductions
- avoid program creep with
- benefits of a strategic plan to
- be prepared to answer their questions
- connect them to the impact
- developing stewardship plan for each
- differences between foundation, corporation, and individual
- evolve reporting for savvier
- key takeaways on fundraising and for
- learn as much as possible from
- “no” should never be taken as end of conversation
- Room to Read’s categories for
- tailor interactions for the
- top 10 tips for
- work on retaining your
- See also Fundraising/value proposition
-
- Kamlari system (Nepal)
- Ketchum
- Kristof, Nicholas
-
- Laos
- investor on Room to Read’s team in
- Room to Read and CRS collaboration in
- Room to Read’s expansion (2005) into
- Room to Read’s Literacy Program results in
- Leadership
- CEO succession planning
- create time to manage
- development department
- exit strategy of
- founder’s syndrome
- growing from within
- principles of adaptive
- recommended reading on
- Room to Read’s culture and
- social enterprise
- strategic plans for
- See also Board of directors; Chief executive officers (CEOs)
- Learning
- creating culture of data collection for
- incentives and disincentives for data collection and
- See also Children’s reading
- Leaving Microsoft to Change the World (Wood)
- Lencioni, Patrick
- Linsky, Marty
- Literary Program (Room to Read)
- activities of
- bringing books to Nepal and Sri Lanka
- design changes during start-up period
- evolving the
- government adoption tool for
- implementation during start-up of
- programmatic approach to
- “reading kits” for libraries
- through start-up, transition, and mature phases
- See also Room to Read programs
- Local Language Publishing Program (Room to Read)
-
- Maldives
- Management dashboards
- Management Systems International (MSI) framework
- Managing Transitions: Making the Most of change (Bridges)
- Managing Transitions (Bridges)
- Marketing
- “cause marketing” partnerships for
- Tatcha’s “Beautiful Faces, Beautiful Futures” campaign
- Mature phase
- description of the
- Girls’ Education Program evolution through
- illustration of the start-up, transition, and
- Literary Program evolution through
- Phase III fundraising best practices during
- program implementation during
- Room to Read program design changes during
- strategic influence during
- three organizational approaches used during
- See also Organizational development phases
- Meetings
- all-hands staff
- one-on-one
- Mentoring activities (Girls’ Education Program)
- Message maps
- Messages
- amplifying the
- “Do Not Read This” video to spread the
- key takeaways on
- Room to Read’s message map to communicate the
- Millions Learning study
- Monitoring
- Room to Read “enumerators” hired to collect data on
- Room to Read’s PIM (program implementation monitoring) data on
- Room to Read’s program implementation of
- Movement-building
- Muhammad Ali
- Myanmar
-
- National Reading Panel (U.S.)
- Nepal
- bringing the magic of books to
- “Drop Everything and Read” campaign in
- earthquakes (2015) in
- government adoption of Room to Read program
- Kamlari system of indentured servants in
- Room to Read and State Department collaboration in
- Room to Read government-funded project in
- Room to Read’s expansion (2000) in
- Room to Read’s founding in
- Suma Tharu of
- Networks of influence
- critical friends and advisors
- effective management of board meetings
- increasing strategic influence through
- in international space
- See also Board of directors
- New Profit
- Nonprofit organizations
-
- One-on-one meetings
- One-to-one fundraising model
- Operational approach
- Operational structure
- program implementation role of
- Room to Read’s
- Oprah (TV talk show)
- Organizational culture
- all-hands staff meetings for building your
- core values of an
- creating a data collection
- as the fabric holding people together
- leadership in social enterprise
- never lose focus as you grow
- noting gap between explicit and implicit
- social enterprise leadership of the
- See also People management; Room to Read culture
- Organizational development
- Bridges’ “transition theory” on
- creating culture of data collection and use
- getting through sophomore slump
- never lose focus on culture during
- organizational approaches during each phase of
- Organizational development phases
- Bridges’ graphic on the overlapping
- have a hiring plan in mind for next growth
- introduction to maturity
- introduction to start-up
- introduction to transition
- research, monitoring, & evaluation (RM&E) at different
- “valley of death”
- See also Mature phase; Start-up phase; Transition phase
- The Oz Principle (Connors, Smith, and Hickman)
-
- Pedagogy of the Oppressed (Freire)
- People management
- accountability in
- attracting top talent
- founder’s syndrome issue of
- holding all-hands staff meetings
- identifying core values
- internal communications role in
- key takeaways on
- retaining and scaling top talent
- social enterprise leadership and
- See also Organizational culture
- Perlman, Jenny
- Personality. See Brand personality
- Paik, Susan
- PIM (program implementation monitoring) [Room to Read]
- Pinda, Prime Minister
- Porter, Michael
- Program creep
- Program implementation
- Programmatic approach
- benefits of using the
- description of the
- evolving your
- Girls’ Education Program (Room to Read)
- key takeaways on
- to Literacy Program (Room to Read)
- to organizations’ planning and execution
- picking the right issues
- research, monitoring, & evaluation (RM&E)
- the right approach at the right time for
- selecting the right content
- used through development phases
- See also The Three-Legged Stool
- Project Management Institute
-
- Reading Room (Libraries) Program [Room to Read]
- Reagan, Ronald
- Recruiting top talent
- Relationship building
- Relationship managers (RMs)
- Relationship Science
- Replication strategy
- Research, monitoring, & evaluation (RM&M)
- conducting evaluations
- creating a culture of data collection and use
- at different phases of organizational development
- implementation of monitoring
- incentives and disincentives for data collection
- infographic illustrating lessons learned from
- key takeaways on
- the next steps for Room to Read’s work in
- research questions linked to study methods
- Room to Read’s approach to
- workflow diagram on
- RippleWorks
- RippleWorks Human Capital Crisis Report (2016)
- Room to Read
- accomplishments of
- Charity Navigator four-star rating of
- as entrepreneurial social enterprise (ESE)
- fundraising approach by
- Global Results and Impact Report by
- government funding experience of
- “Great Place to World Award” given to
- the origins and development into a “mature” organization
- reaching an identity crisis
- Samsung KidsTime Authors’ Award to
- smashing the sophomore slump
- theory of change on local collaboration followed by
- “Triangular Partnership” experience of
- See also Children’s reading
- Room to Read Accelerator
- built into the 2015–2019 strategic plan
- government funding question on
- incorporated into implementation
- launching (2015) of the
- origins and purpose of
- Room to Read communications
- to amplify their message
- to build their brand
- “Do Not Read This” video
- Global Results and Impact Report
- internal
- message map for
- stories used as part of the
- using collected data to direct
- to widen their circle
- “Yak Bell” quarterly newsletter
- Room to Read culture
- attracting top talent that fit in
- core values of
- country management conferences (CMC) reaffirming
- development of a data collection
- the leadership and
- noting gap between explicit and implicit
- See also Organizational culture
- Room to Read events
- best practices to widen their circle through
- chapter leadership conferences (CLCs)
- “Destination Literacy” gala
- “10 millionth child” celebration (2015)
- “Room to Read Five Year Strategic Plan 2006–2010”
- Room to Read impact
- key takeaways on scaling
- networks of influence developed for
- planning for government adoption
- plotting system-level adoption
- scaling for global
- scaling social change
- setting the stage for disruptive change
- strategic influence during mature phase for
- strategic influence during start-up phase for
- strategic influence during transition phase for
- Tanzania government’s acknowledgment of
- zone of proximal development (ZPD) of
- Room to Read implementation
- comparing two school libraries and
- external technical assistance role in
- for Girls’ Education Program
- monitoring and
- operational accountability tools during
- overall approach to
- Room to Read Accelerator incorporated into
- strengthening chain of
- technical assistance practice launched by
- three phases of
- wave of centralization and decentralization in
- See also Program implementation
- Room to Read operations
- Human Resources delegation-of-authority policy
- management dashboards for accountable
- operational structure of
- staffing structure for global office and country office
- Room to Read program design changes
- coaching and support stage during mature phase
- input and output stages during start-up phase
- moving from localized to centralized programs
- the right approach at the right time
- system-level change stage during mature phase
- training/monitoring stage during transition phase
- Room to Read programs
- accomplishments of
- Computer Room Program
- evolution over time
- government adoption of
- implementation of monitoring to improve
- Local Language Publishing Program
- monitoring and feedback system in
- overall approach to implementation of
- Reading Room (Libraries) Program
- Room to Read Accelerator
- scaling success of
- School Room (Construction) Program
- See also Girls’ Education Program (Room to Read); Literary Program (Room to Read)
- Room to Read RM&E activities
- creating a culture of data collection
- at different phases of development
- Gates Foundation’s investment in
- Global Results and Impact Report on
- global RM&E team and structure of
- how evaluations are structured
- how research is conducted
- infographic illustrating lessons learned from
- integrated into all that they do
- monitoring applied to implementation
- PIM (program implementation monitoring) data
- research questions linked to study methods
- Room to Read staff
- hiring and retaining top talent
- the hope driving the work of the
- typical day in the field
- Room to Read strategic planning
- benefits of
- “Global Strategic Plan 2010–2014”
- “Global Strategic Plan 2015-2019: Scaling Our Impact”
- history of
- “Room to Read Five Year Strategic Plan 2006–2010”
- tips for managing the process
- See also International operations
- Room to Read talent
- approach to hiring
- retaining and scaling
- Roosevelt, Theodore
- Rwanda
-
- Talent
- Good to Great organizations attract
- retaining and scaling as organization grows
- Room to Read’s approach to hiring
- Tanzania
- appreciation for Room to Read’s work in
- comparing two school libraries in
- Room to Read government-funded project in
- visiting schools in
- Tatcha’s “Beautiful Faces, Beautiful Futures” campaign
- Technical assistance
- level of influence on implementation by
- Room to Read Accelerator program for
- Room to Read’s implementation using
- “10 millionth child” celebration (2015) [Room to Read]
- Theories of change
- Room to Read’s local collaboration
- rooting ESE programs in a clear
- the three-legged stool supporting
- three phases of program implementation and
- See also Social change
- Third Sector. See Nonprofit organizations
- The Three-Legged Stool
- Time management
- Covey time-management matrix for
- for negotiating urgent and important issues
- Transition phase
- description of the
- Girls’ Education Program evolution through
- illustration of the start-up, maturity, and
- Literary Program evolution through
- Phase II fundraising best practices during
- program implementation during
- Room to Read program design changes during
- strategic influence during
- three organizational approaches used during
- widening the circle during
- See also Organizational development phases
- Transparency
- “Triangular Partnership” project
- Trimble, Chris
- Trust
- but verify
- fundraising with transparency and
- hire people who can build
- 2016 Global Results and Impact Report (Room to Read)
- 2016 U.S. Global Strategy to Empower Adolescent Girls (USAID)
-
- UNICEF
- Unilever
- United Nations
- U.S. Agency for International Development (USAID)
- U.S. Department of Agriculture
- U.S.-India Business Council
- U.S. Office of Management and Budget’s Circular A-133
- U.S. State Department
- Value proposition. See Fundraising/value proposition
- Vietnam
- Internet café (Ho Chi Minh) in
- Room to Read’s expansion (2001) into
- Volunteers
- fundraising by leveraging power of
- Room to Read’s volunteer chapter model
- Vygotsky, Lev
-
- Walberg, Herbert
- Waypoints
- Wealth Engine
- Women in the World Conference
- Women’s Hour (BBC radio show)
- Wood, John
- Creating Room to Read written by
- Leaving Microsoft to Change the World written by
- as Room to Read founder
- World Bank
- “World Change Starts with Education Children” (Room to Read motto)
- “Writing Storybooks for Early Grade Readers” training course (Cambodia)
- “Yak Bell” (Room to Read newsletter)
-
- Zambia
- tension between local and bilateral support in
- “Triangular Partnership” project in
- Zone of proximal development (ZPD)
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