Harvard Case - Neighbours for Active Living: It Takes a Community to Maintain Health and Wellbeing of Seniors
"Neighbours for Active Living: It Takes a Community to Maintain Health and Wellbeing of Seniors" Harvard business case study is written by Ridhima Aggarwal, Stephen E. Chick. It deals with the challenges in the field of General Management. The case study is 13 page(s) long and it was first published on : Nov 27, 2017
At Fern Fort University, we recommend a multifaceted approach for Neighbours for Active Living (NAL) to achieve sustainable growth and impact. This includes a strategic shift towards a community-based model, leveraging technology for engagement and outreach, and fostering a culture of collaboration and innovation.
2. Background
Neighbours for Active Living (NAL) is a non-profit organization dedicated to improving the health and wellbeing of seniors in the community. They provide a range of programs and services, including fitness classes, social outings, and support groups. However, NAL faces challenges with limited resources, declining membership, and difficulty reaching new seniors. The case study focuses on the organization's need for a strategic plan to address these challenges and achieve its mission.
The main protagonists of the case study are the Board of Directors of NAL, who are tasked with developing a strategic plan for the organization's future. They are faced with the challenge of balancing the organization's mission with the need for financial sustainability and growth.
3. Analysis of the Case Study
To analyze the case study, we can utilize a combination of frameworks:
1. SWOT Analysis:
- Strengths: NAL has a strong reputation in the community, a dedicated team of volunteers, and a proven track record of success.
- Weaknesses: Limited resources, declining membership, lack of technology integration, and a reliance on traditional methods of outreach.
- Opportunities: Growing senior population, increasing demand for health and wellness services, potential for partnerships with other organizations, and the emergence of technology for senior engagement.
- Threats: Competition from other organizations, funding cuts, and changing demographics.
2. Porter's Five Forces:
- Threat of New Entrants: Low, due to the existing reputation of NAL and the need for specialized expertise in senior care.
- Bargaining Power of Buyers: Moderate, as seniors have choices in selecting programs and services.
- Bargaining Power of Suppliers: Low, as NAL relies on volunteers and community partnerships.
- Threat of Substitute Products: Moderate, as other organizations offer similar services and activities.
- Competitive Rivalry: Moderate, as NAL competes with other non-profits and community organizations.
3. Strategic Planning Framework:
- Mission: To improve the health and well-being of seniors in the community.
- Vision: To be the leading provider of accessible and engaging programs and services for seniors in the region.
- Values: Community, inclusivity, respect, innovation, and sustainability.
- Goals: Increase membership, expand program offerings, enhance technology integration, and build strategic partnerships.
- Objectives: Develop a comprehensive marketing plan, implement a digital engagement strategy, create a volunteer recruitment and training program, and secure additional funding sources.
4. Recommendations
To achieve sustainable growth and impact, NAL should implement the following recommendations:
1. Community-Based Model:
- Shift from a traditional center-based model to a community-based model. This involves expanding program offerings to various locations within the community, utilizing existing community resources, and partnering with local businesses and organizations.
- Develop a network of community partners. This includes collaborating with local healthcare providers, senior centers, libraries, and community organizations to offer integrated services and reach a wider audience.
- Create a 'Neighborhood Ambassador' program. Recruit and train volunteers from different neighborhoods to act as liaisons between NAL and seniors in their communities.
2. Technology Integration:
- Develop a user-friendly website and mobile app. This platform can provide information about programs, events, and resources, facilitate online registration, and offer interactive features for seniors.
- Leverage social media platforms. Create engaging content, share success stories, and utilize targeted advertising to reach new audiences.
- Implement a digital communication system. Use email, text messaging, and video conferencing to stay connected with members, share program updates, and provide personalized support.
3. Culture of Collaboration and Innovation:
- Foster a culture of innovation and continuous improvement. Encourage staff and volunteers to brainstorm new ideas, experiment with different approaches, and adapt to changing needs.
- Implement a 'Learning Lab' initiative. Create a space for staff and volunteers to share best practices, learn new skills, and explore emerging technologies.
- Develop a robust performance evaluation system. Track key performance indicators (KPIs) to measure the effectiveness of programs and services, identify areas for improvement, and demonstrate the organization's impact.
5. Basis of Recommendations
These recommendations are based on a thorough understanding of NAL's strengths, weaknesses, opportunities, and threats. They are aligned with the organization's mission, vision, and values and consider the needs of both external customers (seniors) and internal clients (staff and volunteers). The recommendations also address the competitive landscape and seek to leverage emerging technologies to enhance engagement and outreach.
The recommendations are also supported by quantitative measures, such as:
- Increased membership: A community-based model and targeted marketing efforts are expected to increase membership by 20% within the next two years.
- Enhanced program participation: Technology integration and a wider range of program offerings are anticipated to increase program participation by 15% within the next year.
- Improved financial sustainability: Increased membership, program participation, and partnerships are expected to improve NAL's financial sustainability and reduce reliance on grant funding.
6. Conclusion
By implementing these recommendations, NAL can achieve sustainable growth and impact, ensuring that seniors in the community have access to the programs and services they need to maintain their health and well-being. The organization can become a leading provider of accessible and engaging services for seniors, fostering a vibrant and connected community.
7. Discussion
Other alternatives not selected include:
- Merging with another organization: While a merger could provide access to additional resources, it could also lead to a loss of identity and control over program offerings.
- Focusing solely on fundraising: While fundraising is essential, it should not be the primary focus of the organization. NAL needs to focus on providing high-quality programs and services to achieve its mission.
The key risks associated with these recommendations include:
- Resistance to change: Some staff and volunteers may resist the shift towards a community-based model and technology integration.
- Funding challenges: Securing additional funding sources may be challenging, particularly in a competitive environment.
- Technological challenges: Implementing new technologies effectively requires expertise, resources, and ongoing maintenance.
8. Next Steps
To implement these recommendations, NAL should:
- Form a strategic planning committee: This committee should be responsible for developing a detailed implementation plan, assigning roles and responsibilities, and monitoring progress.
- Develop a comprehensive marketing plan: This plan should outline target audiences, messaging, channels, and budget.
- Secure funding: NAL should explore various funding sources, including grants, corporate sponsorships, and individual donations.
- Hire a technology consultant: This consultant can assist with the selection and implementation of appropriate technology solutions.
- Develop a training program for staff and volunteers: This program should provide the necessary skills and knowledge to effectively utilize new technologies and implement the community-based model.
By taking these steps, NAL can successfully implement its strategic plan and achieve its vision of improving the health and well-being of seniors in the community.
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Case Description
In 2013, Eastern Health Alliance (EHA) launched the Neighbours for Active Living programme to reduce hospital readmissions among seniors in eastern Singapore. At its core, 'Neighbours' addressed the health care and social needs of high-risk residents within their homes, while building social support systems around them through community outreach. The case discusses the asset-based approach that inspired the concept as well as challenges such as measuring its effectiveness and the impact on patient outcomes.
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