Harvard Case - Dream: Impact through Real Estate
"Dream: Impact through Real Estate" Harvard business case study is written by Michael Chu, John Masko. It deals with the challenges in the field of Social Enterprise. The case study is 27 page(s) long and it was first published on : Sep 10, 2021
At Fern Fort University, we recommend Dream adopt a hybrid organizational structure that leverages its social entrepreneurship strengths while ensuring financial sustainability. This involves establishing a social enterprise arm, 'Dream Impact Ventures,' alongside its existing nonprofit structure. This approach will enable Dream to pursue its mission of affordable housing development while attracting impact investors and maximizing its social impact.
2. Background
Dream is a nonprofit organization dedicated to providing affordable housing solutions in developing countries. Founded by passionate individuals, Dream has successfully built and managed housing projects, demonstrating its commitment to community development and poverty alleviation. However, Dream faces challenges in scaling its operations due to limited funding and the need for a more sustainable business model.
The case study focuses on the organization's founder, David, who is grappling with the decision of whether to pursue a traditional nonprofit model or adopt a more entrepreneurial approach. The case also highlights the organization's internal struggles with a lack of clear strategy, limited financial resources, and a need for improved governance.
3. Analysis of the Case Study
This case study presents a classic dilemma faced by many social enterprises: balancing social impact with financial sustainability. To analyze the situation, we can utilize the Triple Bottom Line framework, which considers social, environmental, and economic aspects of an organization's performance.
- Social Impact: Dream's mission is deeply rooted in social impact, focusing on addressing housing needs in developing countries. The organization has demonstrated its ability to create positive change through its existing projects.
- Environmental Sustainability: While not explicitly mentioned, Dream's housing projects can contribute to environmental sustainability through responsible construction practices and resource efficiency.
- Economic Sustainability: This is where Dream faces the most significant challenge. Relying solely on donations and grants limits its ability to scale and achieve long-term financial stability.
To address these challenges, we need to consider various strategic options:
- Traditional Nonprofit Model: This approach would continue to rely heavily on donations and grants, potentially limiting growth and long-term sustainability.
- Social Enterprise Model: This approach would involve creating a for-profit entity that generates revenue through housing development and management. This model could offer greater financial stability but requires careful consideration of potential conflicts of interest and the need to maintain social impact focus.
- Hybrid Model: This approach combines elements of both nonprofit and for-profit models, allowing Dream to leverage the strengths of each. This could involve establishing a separate social enterprise arm that operates independently while remaining aligned with Dream's mission.
4. Recommendations
We recommend Dream adopt a hybrid model by establishing 'Dream Impact Ventures,' a social enterprise arm. This arm will focus on developing and managing affordable housing projects with a clear triple bottom line focus. Here's how it will work:
- Dream Impact Ventures: This social enterprise will be structured as a Benefit Corporation or a B Corporation, ensuring legal and operational transparency and accountability. It will focus on developing and managing affordable housing projects that generate revenue through rent, sales, or other sustainable mechanisms.
- Nonprofit Structure: Dream will continue to operate as a nonprofit organization, focusing on fundraising, advocacy, and supporting the social enterprise arm. This structure will enable Dream to maintain its focus on social impact while leveraging the financial strength of the social enterprise.
- Strategic Partnerships: Dream Impact Ventures will actively seek strategic alliances with investors, governments, and other stakeholders committed to affordable housing development. This will involve developing a strong impact investment strategy that attracts investors seeking both financial returns and social impact.
- Social Impact Measurement: Dream will implement robust social impact measurement frameworks to track and report on the social and environmental benefits of its projects. This will be crucial for attracting investors and demonstrating the value of its work.
- Governance and Transparency: Dream will ensure strong governance structures for both the nonprofit and social enterprise arms, ensuring transparency and accountability in all operations.
5. Basis of Recommendations
This recommendation considers the following factors:
- Core Competencies and Mission: Dream's core competencies lie in its expertise in affordable housing development and its commitment to social impact. The hybrid model allows Dream to leverage these strengths while ensuring financial sustainability.
- External Customers and Internal Clients: This approach addresses the needs of both external customers (residents seeking affordable housing) and internal clients (Dream's staff and stakeholders).
- Competitors: The hybrid model allows Dream to compete effectively with both traditional nonprofits and for-profit developers by offering a unique value proposition that combines social impact with financial viability.
- Attractiveness: The hybrid model is attractive to investors seeking to invest in social impact initiatives while generating financial returns. This approach also offers greater financial stability and scalability compared to the traditional nonprofit model.
6. Conclusion
By adopting a hybrid organizational structure, Dream can effectively address its current challenges and position itself for future growth. This approach allows the organization to maximize its social impact while ensuring financial sustainability, ultimately creating a more robust and resilient model for addressing affordable housing needs in developing countries.
7. Discussion
Other alternatives include:
- Focusing solely on the nonprofit model: This option would limit Dream's ability to scale and achieve financial sustainability.
- Adopting a purely for-profit model: This option could jeopardize Dream's commitment to social impact and create potential conflicts of interest.
The hybrid model offers the best balance between social impact and financial sustainability, minimizing the risks associated with other options. Key assumptions include:
- Attracting impact investors: Dream needs to develop a compelling investment proposition that attracts investors seeking both financial returns and social impact.
- Effective governance and transparency: Implementing strong governance structures and ensuring transparency in all operations is crucial for maintaining trust and attracting stakeholders.
8. Next Steps
The implementation of this recommendation will involve the following steps:
- Develop a detailed business plan for Dream Impact Ventures: This plan should outline the organization's mission, target markets, revenue streams, and impact measurement framework.
- Secure initial funding for Dream Impact Ventures: This can be achieved through impact investors, philanthropic grants, or other sources of funding.
- Develop a clear governance structure for both Dream and Dream Impact Ventures: This structure should ensure transparency, accountability, and alignment with both organizations' missions.
- Implement robust social impact measurement frameworks: This will allow Dream to track and report on the social and environmental benefits of its projects.
- Build strategic partnerships with key stakeholders: This includes governments, investors, NGOs, and other organizations working in the affordable housing sector.
By taking these steps, Dream can successfully transition to a hybrid model that maximizes its impact and ensures long-term sustainability. This approach will allow Dream to continue its mission of providing affordable housing solutions while creating a more sustainable and scalable model for positive change in developing countries.
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Case Description
The Canadian city of Toronto had one of the largest housing affordability problems of any city in the developed world. One company trying to address this problem was Dream, one of the largest real estate groups in Canada. In 2021, Dream had just launched a new system for impact investing, along with two new investment vehicles to connect investors with environmentally and socially beneficial projects. A first mover in impact investing among Canadian real estate firms, Dream wrestled with the question of how to use the language and concepts of impact investing to solve Toronto and Canada's housing affordability crisis. How could Dream work with federal, provincial, and local governments to make housing more affordable? How could it scale impact across the real estate industry to increase affordability? How could Dream also integrate other aspects of impact, like environmental sustainability, into its approach without losing focus on affordability? Students will consider the case of a single large Dream development in Toronto as they evaluate these questions.
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