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There are times in almost every sector that forces of change come together to fundamentally disrupt the way that sector works. Former Intel Chairman Andy Grove calls this a strategic inflection point. Philanthropy is on the brink of its own strategic inflection point. Just as the internet changed the face of commerce, so it can change fundamentally the way that social change can happen. Today, organizations can wholesale social change or develop programs that almost overnight touch millions of people. These `wholesaling' organizations share many common characteristics such as: (1) intent to impact the masses; (2) marginal, incremental cost to serve the next customer; (3) borderless service delivery; (4) grants plus' business model; (5) redefining fundamental power relationships; (6) engage markets and market-driven solutions; (7) redirect ongoing flows of public or private sector funds to institutionalize desired change; and (8) use technology itself to provide innovative solutions. Philanthropy should define what `wholesaling activity' is, recognize it, and create mechanisms that will support acceleration of wholesale social change.

Intro -- Contents -- Foreword -- Acknowledgments -- Introduction -- Part I. Origins and Organizational Development -- Chapter 1. A Cincinnati Story -- A New Kind of Collaboration -- Michael Graham echoed this sentiment: -- A New Way of Doing Business -- Articulating a Shared Cradle-to-Career Vision -- The Way Forward: Launching the StrivePartnership -- Building a Cradle-to-Career Civic Infrastructure -- Chapter 2. Paving the Way for Quality Replication: A Framework for Cradle-to-Career Civic Infrastructure -- Pillar I: Shared Community Vision -- Pillar II: Evidence-Based Decision Making -- Pillar III: Collaborative Action -- Pillar IV: Investment and Sustainability -- Cross-Sector Engagement and Accountability -- Cradle-to-Career Vision and Scope -- Strategic Communications -- Community-Level Outcomes -- The community report card -- Data Collection and Sharing -- Capacity to Analyze Data -- Selecting Priority Outcomes -- Collaborative Action Networks -- Continuous Improvement Process -- Mobilizing Resources for Impact -- Anchor Entity and Staffing -- Policy and Advocacy Alignment -- Taking the Cradle-to-Career Framework to Scale -- Chapter 3. Striving for Quality and Commitment: A Theory of Action -- Forming a National Intermediary -- A New Group of Champions -- Steps toward a Theory of Action -- Developing the Theory of Change -- A Step Closer: The Progress Assessment Tool -- Putting a Stake in the Ground: The Theory of Action -- The four underlying principles of the Theory of Action -- The Gateways of the Theory of Action -- Part II. Cradle-to-Career Case Studies -- Chapter 4. Portland: All Hands Raised -- The Lay of the Land -- A Higher Ed Partner -- Gaining Focus, Getting Started -- The Work Begins -- The Data Tell the Story -- The Learning Laboratory: Ninth Grade Counts -- Funding and Financial Support -- All Hands Raised Partnership Today.