mld-801 location: harvard kennedy school, 1 brattle st ... · the course will be taught using case...

MLD-801

Strategic Management of Nonprofit

and Non-Governmental Organizations

Fall 2014

Hours: Tuesdays/Thursdays 2:40pm to 4:00 pm

Location: Harvard Kennedy School, 1 Brattle St, Room 401

Professor: Dr. Nathalie Laidler-Kylander [email protected]

Office Hours: Tuesdays and Thursdays from 11:45am to 12:45pm, Belfer 126

Assistant: Lisa MacPhee, 617.495.5994 | [email protected]

TA: Danxi Shen, [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.

mailto:[email protected]

https://mail.hks.harvard.edu/owa/redir.aspx?C=yuqY-01kU0S1dsY_GPf41iea1D70W9AIPzjm1oFASEdBc4zDpuWy1IBUx7uqJ_irYdk_zbmeRgQ.&URL=mailto%3alisa_macphee%40hks.harvard.edu

https://mail.hks.harvard.edu/owa/redir.aspx?C=IzOU-3BLLkSed4nQsSITsofihx_riNEIowxj5sro-whPfwdT8BaRvdxeD-6Y68Y2MReGFfjfW_s.&URL=mailto%3adanxi_shen%40mail.harvard.edu

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2014

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. 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 Tuesday, September

23rd. If you are having difficulty identifying an organization with which you would like

to work, consult with the TA, 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.

https://mail.hks.harvard.edu/owa/redir.aspx?C=929981aa9bd2410bbc73ad521b145387&URL=mailto%3aSPSC%40hks.harvard.edu


COURSE REQUIREMENTS

In teams of two, 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:

Tuesday, October 7th

at the start of class (length: 2-3 pages)

Paper #2: Marketing Strategy and Marketing Mix, due Thursday, November 6th

at the start of class (length: 4-5 pages)

Paper #3: Performance Measurement, due Thursday, December 4th

at the start of

class (length: 5-6 pages).

2 Source: Harvard Kennedy School Course Syllabus – IGA-408M: Learning from the Failure of

Climate Policy, Professor David Keith, Spring 2014


READINGS

Readings for the course will be available on-line through the course page. The Jossey-

Bass 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 % of Semester Grade

Paper 1 (Mission) due Oct 7th

15%

Paper 2 (Marketing) due Nov 6th

20%

Paper 3 (Performance) due Dec 4th

25%

Class participation throughout the semester 40%

3 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.


Course Outline

Mission, Vision and Theory of Change

Thurs, Sept 4: Course Overview and Introduction

Tues, Sept 9: The Role of Mission — Dana Hall: Funding a Mission (306090-PDF-ENG)

Thurs, Sept 11: Mission and Vision — Ashoka: Innovators for the public (SM203-PDF-ENG)

Tues, Sept 16: Theory of Change — World Wildlife Foundation (HBS 9-708-417) and Greenpeace

(HBS 9-708-418)

Thurs, Sept 18: Theory of change and Strategy — BRAC (HBS 504012-PDF-ENG)

Structure, Strategy and Program Management

Tues, Sept 23: Mission and Strategy — Marketing the “$100 laptop” (A) (HBS 508065-PDF-ENG)

Thurs Sept 25: Structure and Strategy — Souk el Tayeb (Rabeh Ghadban and Nathalie Kylander)

Tues, Sept 30: Portfolio Management — FUTUR, Working towards Social Inclusion (SKE121-PDF-

ENG)

Thurs, Oct 2: Strategic Change and SWOT Analysis — Fundacion Chile: Creating Innovative

Enterprises (BAB089-PDF-ENG)

Tues, Oct 7: Challenges of Scaling-up — LoveLife (HMS GHD017-PDF-ENG)

Strategic Marketing and Branding

Thurs Oct 9: Strategic Marketing — Healthcare Center for the Homeless (910A32-PDF-ENG)

Tues, Oct 14: Segmentation and the Marketing Mix — The Metropolitan Opera (509033-PDF-ENG )

Thurs, Oct 16: Creating a Brand — The Girl Effect (Nathalie Kylander)

Tues, Oct 21: Rebranding — From Mapendo International to RefugePoint (C. Walsh & N. Kylander)

Thurs, Oct 23: Cause Marketing—Made by Survivors (Eric Sullivan and Nathalie Kylander)

Tues, Oct 28: Communications and Fundraising—Social Media and the Planned Parenthood / Susan G

Komen for the Cure Controversy (HKS729-PDF-ENG)

Governance and Capacity

Thurs, Oct 30: Board Management—One Acre Fund (KEL542-PDF-ENG)

Thurs, Nov 4: Managing People — Nuru International (E417-PDF-ENG)

Tues, Nov 6: Governance and Accountability — ActionAid International: Globalizing Governance,

Localizing Accountability (HBS case 311-004)

Performance Measurement and Improvement

Thurs, Nov 13: Performance Measurement — Robin Hood Foundation (HBS 310031-PDF-ENG)

Tues, Nov 18: Performance Management — Jumpstart (HBS 301037-PDF-ENG)

Thurs, Nov 20: Evolution of Performance — Measured Approach: TEGV Assesses its Performance

& Impact (HKS)

Partnerships and Collaboration

Tues, Nov 25: Multi-Sector Alliances — Homeless World Cup (E376-PDF-ENG)

Tues, Dec 2: Collaborations — Homelessness in Harvard Square: Multi-stakeholder Collaboration in

Action (HKS782)

Thurs Dec 4: Networks — The William Caspar Graustein Memorial Fund: Catalyzing Networks and

Collaboration (B5811-PDF-ENG)


Mission, Vision and Theory of Change

Thurs, Sept 4: 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

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


Tues, Sept 9: 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_eight-

word_mission_stateme.html)


Tues, Sept 11: 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 Rangan, Kasturi, Lofty Missions, Down to Earth Plans,

Harvard Business Review, March 01, 2004.

Mission, Vision and Values Checklist


Tues, Sept 16: 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


Thurs, Sept 18: 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

http://www.grantcraft.org/pdfs/theory_change.pdf


Structure, Strategy and Program Management

Tues, Sept 23: 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 Jossey-

Bass 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/)

http://www.tccgrp.com/


Sept 25: 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

http://www.ssireview.org/articles/entry/in_search_of_the_hybrid_ideal#bio-footer

http://www.ssireview.org/articles/entry/in_search_of_the_hybrid_ideal#bio-footer


Tues, Sept 30: Portfolio Management

Case Study FUTUR - Working Towards Social Inclusion (SKE121-

PDF-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.129-

153.

Bell, Masaoka and Zimmerman, “Identifying Core

Activities: Business Lines,” Nonprofit Sustainability,

Chapter 3, pp 19-26


Thurs, Oct 2: 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)


Tues, Oct 7: 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 Wei-

Skillern Scaling Social Impact, Strategies for Scaling

Social Innovations, Stanford Social Innovation Review,

Spring, 2004.


Strategic Marketing and Branding

Thurs, Oct 9: Strategic Marketing

Case Study Healthcare Center for the Homeless: Changing with the

times (910A32-PDF-ENG)

Discussion Questions 1) What are the macro- and micro-environmental changes

(PEST= Political/Legal, Economic, Social/Cultural and

Technological and 3Cs = Customers. Competitors,

collaborators) affecting HCCH?

2) What are HCCH’s organizational strengths and

weaknesses given this environmental analysis?

3) How should HCCH differentiate and position itself and

its brand going forward?

4) How can Burns successfully implement a rebranding

strategy and new marketing mix?

Readings Gainer, Brenda, “Marketing for Nonprofit Organizations,”

The Jossey-Bass Handbook of Nonprofit Leadership and

Management, Third Edition, 2010. Chapter 11; pp. 301-

327.


Tues, Oct 14: 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


Thurs, Oct 16: 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.

.


Thurs, Oct 21: 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.


Thurs, Oct 23: 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/cause-

marketing-finding-opportunities-in-objectives-3936)

http://www.thenonprofittimes.com/article/detail/cause-marketing-finding-opportunities-in-objectives-3936

http://www.thenonprofittimes.com/article/detail/cause-marketing-finding-opportunities-in-objectives-3936


Thurs, Oct 28: 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.


Governance and Capacity

Thurs, Oct 30: 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)


Thurs, Nov 4: 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-right-

people-team-and-wrong-ones)

http://www.managementexchange.com/blog/get-right-people-team-and-wrong-ones

http://www.managementexchange.com/blog/get-right-people-team-and-wrong-ones


Tues, Nov 6: 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


4, pp. 101-119


Performance Measurement and Improvement

Thurs, Nov 13: 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


15, pp. 401-430


Tues, Nov 18: 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


16, pp. 431-460

Weinstein, L. and Bukovinsky D. Use of the Balanced

Scorecard and Performance Metrics to Achieve Operational

and Strategic Alignment in Arts and Culture Not-for-Profits

International Journal of Arts Management. Montréal:

Winter 2009. Vol. 11, Iss. 2; pg. 42, 15 pgs.


Thurs, Nov 20: 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.


Partnerships and Collaborations

Tues, Nov 25: 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 Yankey, John and Carol Willen. “Collaboration and

Strategic Alliance” The Jossey Bass Handbook of

Nonprofit Leadership and Management, Third Edition,

2010. Chapter 14, pp. 375-400

Austin, James, “Guidelines for Collaborating Successfully”

The Collaboration Challenge, Jossey-Bass, 1990. Chapter

8, pp 173-188.


Tues, Dec 2: Collaborations

Case Study Homelessness in Harvard Square: Multi-stakeholder

Collaboration in Action (HKS782)

Discussion Questions: TBD

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


Thurs, Dec 4: Networks

Case Study The William Caspar Graustein Memorial Fund: Catalyzing

Networks and Collaboration (B5811-PDF-ENG)

Discussion Questions: 1) How did the Memorial Fund build networks and

collaboration? What does the memorial Fund do

particularly well? What is its added value?

2) What are the challenges of having a strategy built on

networks and collaborations?

3) How has the Memorial Fund changed over time and do

you think that it has stayed true to its original mission and

goals?

4) What do you think the Memorial Fund should focus on

going forwards?

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

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