Faculty: Tine Hansen-Turton

Chief Strategy Officer, Public Health Management Corporation
Executive Director, Convenient Care Association
Chief Executive Officer, National Nursing Centers Consortium

Tine Hansen-Turton teaches public and social innovations, leading nonprofits, and the social innovations lab at University of Pennsylvania Fels Institute of Government.  She is known as a serial social entrepreneur who has started several national social and public innovations in the health and human services sector.

With more than 20 years of experience, Hansen-Turton, also known to be an effective systems change agent and policy advocate, assists nonprofit, private, government and philanthropic organizations in building capacity, including developing health clinics; provides technical assistance in the areas of fundraising and program development, policy development, health education, advocacy, program planning and health center management; conducts health policy research and outcome evaluation; establishes quality care indicators for Nurse Practitioner care; represents retail-based convenient care clinics and nurse-managed health centers at local, state, national and international executive and legislative branch levels; and gives regular public testimonies.

Outside her teaching and consultation functions at University of Pennsylvania, Hansen-Turton is currently the Chief Strategy Officer of Public Health Management Corporation, one of the largest nonprofit organizations in Pennsylvania, where she oversees and leads corporate strategy, development and operations for a nationally-leading public health institute and its public health foundation, generating annual revenues in excess of $200 million. She has direct oversight over Management Services, Research & Evaluation, organizational training and development, regional emergency preparedness services, mergers, acquisitions and affiliations, government affairs, children and family services, and workforce development, as well as trade associations (CCA, NNCC, Academy of Cognitive Therapy, and Greater Philadelphia Business Coalition on Health). She has budget oversight over $100 million, and manages a direct staff of ten with a total of 500 employees.  She has raised over $600 million dollars to date from local, state, and government contracts and grants, appropriations, foundations, corporations, and individual and donor contributions.

Hansen-Turton also serves as the founding Executive Director for the Convenient Care Association (CCA), the national trade association of over 1450 private-sector retail clinic industry, coined by Harvard Professor Clayton Christensen, as a disruptive health innovation, serving 20 million people with basic health care services across the country.  Additionally, Hansen-Turton serves as CEO of the National Nursing Centers Consortium (NNCC), a non-profit organization supporting the growth and development of over 500 nurse-managed health centers, serving more than 2.5 million vulnerable people across the country in urban and rural locations.  For the past two decades she has also been instrumental in positioning Nurse Practitioners as primary health care providers globally.

Tine’s accomplishments include, but are not limited to ensuring that Advanced Practice Registered Nurses and Physician Assistants were defined as primary care providers in state and federal laws; negotiating changes in national managed care reimbursement policies nationally for Nurse Practitioners and Physician Assistants; ensuring that Nurse Practitioners receive prescriptive privileges in many states; developing and implementing various nationally-recognized health promotion and primary prevention programs; and securing over $350 million dollars in direct support to community-based health centers.  Most recently she played an instrumental role in the inclusion of nurse-managed health clinics and Nurse Practitioners in the federal Affordable Care Act.
 
Tine writes and publishes for many peer-review professional healthcare and legal journals and is a regular presenter at local, state and national health care conferences.  She is Co-Author of “Convenient Care Clinics: The Essential Guide for Clinicians, Managers, and Educators;” “Community and Nurse-Managed Health Centers: Getting them Started and Keeping them Going,” an American Journal of Nursing Book of the Year Award Winner; “Nurse-Managed Wellness Centers: Developing and Maintaining Your Center;” and “Conversations with Leaders.”  Her books are published by Springer Publishing Company and Sigma Theta Tau International. 

In 2009 she co-founded Philadelphia Social Innovations Journal, an online publication that brings a public focus to social innovators and their nonprofit organizations, foundations and social sector businesses in the Greater Philadelphia area.  In Winter of 2012 she co-founded the Philadelphia Social Innovations Lab to serve as a hub to test new social models.

Tine Hansen-Turton is a member of several organizations such as The Forum for Executive Women and the American and Pennsylvania Public Health Associations.  She was inducted as a Fellow in the Philadelphia College of Physicians and an honorary Fellow in the American Academy of Nursing. She is a Trustee at the Beck Institute for Cognitive Therapy Foundation.  Tine Hansen-Turton also serves on the board of the Health Promotion Council and Healthy Philadelphia and is Board Chair of the Education-Plus Academy Cyber Charter School.  She also serves on numerous local and state-wide advisory boards. 

Tine Hansen-Turton has received several advocacy and leadership awards.  In 2005 she received the prestigious Eisenhower Fellowship, through which she traveled to New Zealand to support the growth and development of nurses providing primary care and subsequently organized a successful global healthcare conference in 2008.  She received the Business Journal 40 under 40 Leadership Award and was named one of the 101 emerging Philadelphia connectors by Leadership, Inc.  In 2010 she was named American Express NextGen Independent Sector Fellow. Tine has also served as a Presidential Advisor to the Industry Trade Advisory Committee on Chemicals, Pharmaceuticals, Health Science Products and Services.

Tine received her BA from Slippery Rock University, her Master of Government/Public Administration from University of Pennsylvania Fels Institute and her Juris Doctor from Temple University Beasley School of Law. 

Courses Taught

Social Innovations (Summer 2012)

Summer 2012
Course Section: 
900
Wednesday
6:00-9:30 pm 5/16, 5/23, 5/30, 6/6, 6/13, 6/20, 6/27, 7/11, 7/18, 7/25
Instructor: 
Nicholas D. Torres
Instructor: 
Tine Hansen-Turton
Fels Seminar Room
Executive

“In the past three decades, the global citizen sector, led by social entrepreneurs, has grown exponentially. Just as the business sector experienced a tremendous spurt in productivity over the last century, the citizen sector is experiencing a similar revolution, with the number and sophistication of citizen organizations increasing dramatically. Rather than leaving societal needs for the government or business sectors to address, social entrepreneurs are creating innovative solutions, delivering extraordinary results, and improving the lives of millions of people.” Ashoka 

This course provides students with concepts and tools that can help them both build a sustainable and profitable business and create social impact. Students will learn how to assess the feasibility of a social enterprise through the application of impact, blending mission with profits, potential for large scale impact, and organizational strength and capacity criteria. Students will learn how to identify and measure social impact, design and create social sector business plans, calculate social return on investments (SROI) and unit costs, identify and development markets (includes social media and networks), assess risks, leverage start-up capital and influence policy toward leveraging public resources.

Students will use these applications in business engagements, networking in the social sector, and field assignments during the semester. Students will be paired with a social sector organization and leader in the Philadelphia region to apply concepts and tools learned in the course to the organization. Students will present the organization with a social enterprise analysis and article that presents an opportunity to be published in the nationally recognized and respected Philadelphia Social Innovations Journal.

This course fulfills an elective requirement for the Master of Public Administration and Nonprofit Certificate programs.

Social Innovations Lab (Spring 2013)

Spring 2013
Course Section: 
001
Tuesday
6:00-9:00 pm
Instructor: 
Nicholas D. Torres
Instructor: 
Tine Hansen-Turton
BENN 244
Full-Time
Executive

Social Innovations Lab (SIL) is designed for social entrepreneurs who want to fine tune, pilot, and potentially seed their social innovation. The Lab nurtures social enterprise models from ideas to implementation, increasing blended value—social impact and financial sustainability. The Social Innovations Lab provides a low-risk opportunity to test, vet, and bring to implementation, strong ideas across the social sector, social enterprise, and government. The Lab’s goal is to increase the chances that the strongest ideas of Social Innovators will take root, attract the needed capital, and ultimately have a significant social impact regionally, nationally, and internationally.

The SIL focuses on fine-tuning an innovation through best practices research and consultation, pilot testing the model in the real world, and seeding the idea with real investors.

INNOVATING Leaders in government, social investors and philanthropists are demanding new social enterprise models that are cost effective, financially self-sustainable, adaptive to feedback and metrics, with clear outcome accountability measures, and the potential for large-scale impact.

TESTING Social sector-oriented nonprofit leaders and managers from the nonprofit, government and for-profit sectors need a way to test new innovative ideas and models to determine whether the ideas are effective, sustainable or scalable before they fully launch them. Executing ideas without testing them can be socially and financially costly and has the potential of negatively impacting the groups the model was designed to serve.

SEEDING Innovative models that have been vetted and have the right talent have a much greater likelihood of success and need to be matched to partners, seed funding and investors, and talent. Without the right connections, great ideas can be lost.

The Social Innovations Lab is taught within a cross-sector, low-risk, high-return, data-rich, and cooperative environment.
CROSS-SECTOR The Social Innovations Lab is an attractive option to both funders and social sector organizations.
LOW-RISK The objective of The Social Innovations Lab will be to take great ideas and test them in a low risk and low cost environment.
HIGH-RETURN Foundations and investors, as well as nonprofit, government and private organizations can sponsor an individual or team, who are motivated to solve social problems and create significant social impact outcomes: large investments can be wisely made.
DATA-RICH Impact measuring of lab participants’ innovations will provide the foundations for sector-wide standards, shared research, strong case studies, robust theories of change, and sustainable business models.
CO-OPERATIVE We will bring together a diverse group of players who will learn from each other, leverage resources and knowledge from each of their individual disciplines, and build connections that will deliver results long after the lab has ended.

Leading Nonprofits (Fall 2012)

Fall 2012
Course Section: 
001
Tuesday
6:00-9:00 pm
Instructor: 
Tine Hansen-Turton
Instructor: 
Nicholas D. Torres
BENN 141
Full-Time
Executive

Leading Nonprofits is designed for those who have a practitioner’s interest in the leadership and management of nonprofit organizations and their intersection with the private sector. Leading Nonprofits takes the student through the process of starting a nonprofit to managing and leading non-profits through key decisions and stages of development. Leading Nonprofits also facilitates the learning of essential tools to conduct in-depth analysis of a non profit's effectiveness and utilization of best practices. Students will develop a unique framework for understanding the role and function of the Social Sector comprised of Nonprofits, Social Enterprise, Public and Private Collaborations and Partnerships. Students will also develop practical tools to apply this understanding to strategic management, leadership, and public policy decisions, and will learn new competencies within this emerging field.

This course satisfies a core requirement in the Certificate in Nonprofit Administration. It is also an approved elective in PennDesign’s Certificate in Urban Development.

Social and Public Innovations (Summer 2013)

Summer 2013
Course Section: 
900
Tuesday
6:00-9:00 pm 5/21, 5/28, 6/4, 6/11, 6/18, 6/25, 7/9, 7/16, 7/23, 7/30
Instructor: 
Tine Hansen-Turton
Instructor: 
Nicholas D. Torres
Fels Sweeney Room
Full-Time
Executive

“In the past three decades, the global citizen sector, led by social entrepreneurs, has grown exponentially. Just as the business sector experienced a tremendous spurt in productivity over the last century, the citizen sector is experiencing a similar revolution, with the number and sophistication of citizen organizations increasing dramatically. Rather than leaving societal needs for the government or business sectors to address, social entrepreneurs are creating innovative solutions, delivering extraordinary results, and improving the lives of millions of people.” Ashoka 

This course provides students with concepts and tools that can help them both build a sustainable and profitable business and create social impact. Students will learn how to assess the feasibility of a social enterprise through the application of impact, blending mission with profits, potential for large scale impact, and organizational strength and capacity criteria. Students will learn how to identify and measure social impact, design and create social sector business plans, calculate social return on investments (SROI) and unit costs, identify and development markets (includes social media and networks), assess risks, leverage start-up capital and influence policy toward leveraging public resources.

Students will use these applications in business engagements, networking in the social sector, and field assignments during the semester. Students will be paired with a social sector organization and leader in the Philadelphia region to apply concepts and tools learned in the course to the organization. Students will present the organization with a social enterprise analysis and article that presents an opportunity to be published in the nationally recognized and respected Philadelphia Social Innovations Journal.

This course fulfills an elective requirement for the Master of Public Administration and Nonprofit Certificate programs.

Leading Nonprofits (Fall 2013)

Fall 2013
Course Section: 
001
Tuesday
6:00-9:00 pm
Instructor: 
Tine Hansen-Turton
Instructor: 
Nicholas D. Torres
MEYH B13
Full-Time
Executive

Leading Nonprofits is designed for those who have a practitioner’s interest in the leadership and management of nonprofit organizations and their intersection with the private sector. Leading Nonprofits takes the student through the process of starting a nonprofit to managing and leading non-profits through key decisions and stages of development. Leading Nonprofits also facilitates the learning of essential tools to conduct in-depth analysis of a non profit's effectiveness and utilization of best practices. Students will develop a unique framework for understanding the role and function of the Social Sector comprised of Nonprofits, Social Enterprise, Public and Private Collaborations and Partnerships. Students will also develop practical tools to apply this understanding to strategic management, leadership, and public policy decisions, and will learn new competencies within this emerging field.

This course satisfies a core requirement in the Certificate in Nonprofit Administration. It is also an approved elective in PennDesign’s Certificate in Urban Development.

Social and Public Innovations (Summer 2014)

Summer 2014
Course Section: 
900
Tuesday
6:00-9:00pm
Instructor: 
Tine Hansen-Turton
Instructor: 
Nicholas D. Torres
Full-Time
Executive

“In the past three decades, the global citizen sector, led by social entrepreneurs, has grown exponentially. Just as the business sector experienced a tremendous spurt in productivity over the last century, the citizen sector is experiencing a similar revolution, with the number and sophistication of citizen organizations increasing dramatically. Rather than leaving societal needs for the government or business sectors to address, social entrepreneurs are creating innovative solutions, delivering extraordinary results, and improving the lives of millions of people.” Ashoka 

This course provides students with concepts and tools that can help them both build a sustainable and profitable business and create social impact. Students will learn how to assess the feasibility of a social enterprise through the application of impact, blending mission with profits, potential for large scale impact, and organizational strength and capacity criteria. Students will learn how to identify and measure social impact, design and create social sector business plans, calculate social return on investments (SROI) and unit costs, identify and development markets (includes social media and networks), assess risks, leverage start-up capital and influence policy toward leveraging public resources.

Students will use these applications in business engagements, networking in the social sector, and field assignments during the semester. Students will be paired with a social sector organization and leader in the Philadelphia region to apply concepts and tools learned in the course to the organization. Students will present the organization with a social enterprise analysis and article that presents an opportunity to be published in the nationally recognized and respected Philadelphia Social Innovations Journal.

This course fulfills an elective requirement for the Master of Public Administration and Nonprofit Certificate programs.

Social Innovations Lab (Spring 2014)

Spring 2014
Course Section: 
001
Tuesday
6:00-9:00 pm
Instructor: 
Nicholas D. Torres
Instructor: 
Tine Hansen-Turton
MCNB 285

Social Innovations Lab (SIL) is designed for social entrepreneurs who want to fine tune, pilot, and potentially seed their social innovation. The Lab nurtures social enterprise models from ideas to implementation, increasing blended value—social impact and financial sustainability. The Social Innovations Lab provides a low-risk opportunity to test, vet, and bring to implementation, strong ideas across the social sector, social enterprise, and government. The Lab’s goal is to increase the chances that the strongest ideas of Social Innovators will take root, attract the needed capital, and ultimately have a significant social impact regionally, nationally, and internationally.

The SIL focuses on fine-tuning an innovation through best practices research and consultation, pilot testing the model in the real world, and seeding the idea with real investors.

INNOVATING Leaders in government, social investors and philanthropists are demanding new social enterprise models that are cost effective, financially self-sustainable, adaptive to feedback and metrics, with clear outcome accountability measures, and the potential for large-scale impact.

TESTING Social sector-oriented nonprofit leaders and managers from the nonprofit, government and for-profit sectors need a way to test new innovative ideas and models to determine whether the ideas are effective, sustainable or scalable before they fully launch them. Executing ideas without testing them can be socially and financially costly and has the potential of negatively impacting the groups the model was designed to serve.

SEEDING Innovative models that have been vetted and have the right talent have a much greater likelihood of success and need to be matched to partners, seed funding and investors, and talent. Without the right connections, great ideas can be lost.

The Social Innovations Lab is taught within a cross-sector, low-risk, high-return, data-rich, and cooperative environment.
CROSS-SECTOR The Social Innovations Lab is an attractive option to both funders and social sector organizations.
LOW-RISK The objective of The Social Innovations Lab will be to take great ideas and test them in a low risk and low cost environment.
HIGH-RETURN Foundations and investors, as well as nonprofit, government and private organizations can sponsor an individual or team, who are motivated to solve social problems and create significant social impact outcomes: large investments can be wisely made.
DATA-RICH Impact measuring of lab participants’ innovations will provide the foundations for sector-wide standards, shared research, strong case studies, robust theories of change, and sustainable business models.
CO-OPERATIVE We will bring together a diverse group of players who will learn from each other, leverage resources and knowledge from each of their individual disciplines, and build connections that will deliver results long after the lab has ended.

Leading Nonprofits (Fall 2014)

Fall 2014
Course Section: 
001
Tuesday
6:00pm-9:00pm
Instructor: 
Tine Hansen-Turton
Instructor: 
Nicholas D. Torres

Leading Nonprofits is designed for those who have a practitioner’s interest in the leadership and management of nonprofit organizations and their intersection with the private sector. Leading Nonprofits takes the student through the process of starting a nonprofit to managing and leading non-profits through key decisions and stages of development. Leading Nonprofits also facilitates the learning of essential tools to conduct in-depth analysis of a non profit's effectiveness and utilization of best practices. Students will develop a unique framework for understanding the role and function of the Social Sector comprised of Nonprofits, Social Enterprise, Public and Private Collaborations and Partnerships. Students will also develop practical tools to apply this understanding to strategic management, leadership, and public policy decisions, and will learn new competencies within this emerging field.

This course satisfies a core requirement in the Certificate in Nonprofit Administration. It is also an approved elective in PennDesign’s Certificate in Urban Development.

Social and Public Innovations (Summer 2014)

Summer 2014
Course Section: 
900
Tuesday
6:00pm-9:00pm
Instructor: 
Tine Hansen-Turton
Instructor: 
Nicholas D. Torres
Fels Seminar Room

“In the past three decades, the global citizen sector, led by social entrepreneurs, has grown exponentially. Just as the business sector experienced a tremendous spurt in productivity over the last century, the citizen sector is experiencing a similar revolution, with the number and sophistication of citizen organizations increasing dramatically. Rather than leaving societal needs for the government or business sectors to address, social entrepreneurs are creating innovative solutions, delivering extraordinary results, and improving the lives of millions of people.” Ashoka 

This course provides students with concepts and tools that can help them both build a sustainable and profitable business and create social impact. Students will learn how to assess the feasibility of a social enterprise through the application of impact, blending mission with profits, potential for large scale impact, and organizational strength and capacity criteria. Students will learn how to identify and measure social impact, design and create social sector business plans, calculate social return on investments (SROI) and unit costs, identify and development markets (includes social media and networks), assess risks, leverage start-up capital and influence policy toward leveraging public resources.

Students will use these applications in business engagements, networking in the social sector, and field assignments during the semester. Students will be paired with a social sector organization and leader in the Philadelphia region to apply concepts and tools learned in the course to the organization. Students will present the organization with a social enterprise analysis and article that presents an opportunity to be published in the nationally recognized and respected Philadelphia Social Innovations Journal.

This course fulfills an elective requirement for the Master of Public Administration and Nonprofit Certificate programs.