Harvard Case - 'Fixing Our Politics', One Vote at a Time: Public Policy Graduates Aim to Boost Turnout with TurboVote
"'Fixing Our Politics', One Vote at a Time: Public Policy Graduates Aim to Boost Turnout with TurboVote" Harvard business case study is written by Pamela Varley, John D. Donahue, Patricia Garcia-Rios. It deals with the challenges in the field of Social Enterprise. The case study is 14 page(s) long and it was first published on : Jun 20, 2016
At Fern Fort University, we recommend that TurboVote, a non-profit organization dedicated to increasing voter turnout, adopt a comprehensive growth strategy focused on social entrepreneurship. This approach will leverage TurboVote's existing strengths in technology and voter engagement while expanding its impact through strategic partnerships, innovative business models, and social impact measurement.
2. Background
This case study focuses on TurboVote, a non-profit organization founded by public policy graduates at Harvard University. TurboVote aims to increase voter turnout by simplifying the voter registration and ballot request process through its user-friendly online platform. The organization has achieved significant success in streamlining the voting process, but faces challenges in scaling its impact and securing sustainable funding.
The main protagonists are:
- The TurboVote Founders: Driven by a passion for civic engagement, they seek to increase voter participation and empower citizens.
- Potential Partners: Organizations like the League of Women Voters, political parties, and non-profit groups interested in promoting civic engagement.
- The Target Audience: Individuals who are eligible to vote but face barriers to participation, including those who are busy, uninformed, or lack access to resources.
3. Analysis of the Case Study
TurboVote's current business model relies heavily on donations and grants, making it vulnerable to funding fluctuations. To achieve sustainable growth and maximize its impact, TurboVote needs to adopt a more social entrepreneurial approach. This involves:
1. Social Impact Measurement: TurboVote needs to develop robust metrics to measure its social impact, demonstrating the value it creates for society. This includes tracking voter registration rates, ballot request completion, and overall election participation among TurboVote users.
2. Hybrid Organization Model: TurboVote can explore a hybrid model that combines its non-profit status with elements of a for-profit enterprise. This could involve offering premium services to businesses or organizations, generating revenue while aligning with its mission.
3. Strategic Partnerships: TurboVote should forge strategic alliances with organizations that share its mission, such as non-profits, community groups, and even political parties. These partnerships can expand reach, leverage resources, and create a more robust ecosystem for voter engagement.
4. Sustainable Business Models: TurboVote can explore various business models that generate revenue while remaining true to its social mission. This could include:
- Micro-donations: Encouraging small, recurring donations from users who benefit from TurboVote's services.
- Corporate Social Responsibility (CSR) Partnerships: Partnering with companies that seek to promote civic engagement and offer financial support.
- Impact Investing: Seeking investment from impact-focused investors who prioritize social returns alongside financial gains.
5. Social Innovation: TurboVote should continue to innovate and develop new features that enhance its platform and address evolving needs. This could include:
- Personalized Voter Guides: Providing tailored information about candidates and ballot measures based on individual preferences.
- Mobile Voting Apps: Developing mobile applications for seamless voter registration and ballot request.
- Community Engagement Tools: Facilitating online discussions and forums for voters to connect and share information.
4. Recommendations
1. Develop a Social Impact Measurement Framework: TurboVote should invest in developing a comprehensive system to measure its social impact. This framework should track key metrics like voter registration rates, ballot request completion, and overall election participation among TurboVote users.
2. Explore Hybrid Organization Models: TurboVote should explore the potential of a hybrid organization model that combines its non-profit status with elements of a for-profit enterprise. This could involve offering premium services to businesses or organizations, generating revenue while aligning with its mission.
3. Forge Strategic Partnerships: TurboVote should actively seek out strategic partnerships with organizations that share its mission. This could include non-profits, community groups, political parties, and even technology companies. These partnerships can expand reach, leverage resources, and create a more robust ecosystem for voter engagement.
4. Develop Sustainable Business Models: TurboVote should develop a diverse portfolio of business models that generate revenue while remaining true to its social mission. This could include:
- Micro-donations: Encouraging small, recurring donations from users who benefit from TurboVote's services.
- Corporate Social Responsibility (CSR) Partnerships: Partnering with companies that seek to promote civic engagement and offer financial support.
- Impact Investing: Seeking investment from impact-focused investors who prioritize social returns alongside financial gains.
5. Invest in Social Innovation: TurboVote should continue to innovate and develop new features that enhance its platform and address evolving needs. This could include:
- Personalized Voter Guides: Providing tailored information about candidates and ballot measures based on individual preferences.
- Mobile Voting Apps: Developing mobile applications for seamless voter registration and ballot request.
- Community Engagement Tools: Facilitating online discussions and forums for voters to connect and share information.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: TurboVote's core competency lies in its technology platform and its ability to simplify the voting process. This aligns with its mission to increase voter turnout.
- External Customers and Internal Clients: TurboVote's primary customers are eligible voters who face barriers to participation. Internal clients include its staff, volunteers, and partners.
- Competitors: TurboVote faces competition from other non-profits and organizations promoting civic engagement. However, its unique technology platform and user-friendly interface provide a competitive advantage.
- Attractiveness - Quantitative Measures: The attractiveness of these recommendations can be measured by increased voter turnout, expanded reach, and enhanced financial sustainability.
6. Conclusion
By embracing social entrepreneurship, TurboVote can achieve sustainable growth, maximize its impact, and create a lasting legacy of increased voter participation. This approach will leverage its technology and voter engagement expertise while fostering a more robust and sustainable ecosystem for civic engagement.
7. Discussion
Alternatives:
- Focus solely on traditional fundraising: This approach might be less sustainable and could limit TurboVote's growth potential.
- Merging with a larger organization: This could provide financial stability but might compromise TurboVote's autonomy and mission.
Risks:
- Failure to secure funding: The success of the social entrepreneurial approach depends on securing funding from impact investors and CSR partners.
- Inability to scale impact: Expanding reach and achieving significant impact requires effective marketing, partnerships, and resource management.
- Loss of focus on mission: The pursuit of revenue generation could potentially distract from TurboVote's core mission of increasing voter turnout.
Key Assumptions:
- Demand for TurboVote's services: There is a significant demand for user-friendly tools to simplify the voting process.
- Availability of impact investors: There are impact-focused investors willing to support organizations like TurboVote.
- Successful partnerships: TurboVote can forge strategic alliances with organizations that share its mission and contribute to its growth.
8. Next Steps
Timeline:
- Year 1: Develop a social impact measurement framework, explore hybrid organization models, and identify potential strategic partners.
- Year 2: Launch pilot programs for micro-donations and CSR partnerships, develop new platform features, and secure impact investments.
- Year 3: Expand reach through partnerships, refine business models, and demonstrate the effectiveness of the social entrepreneurial approach.
By implementing these recommendations, TurboVote can evolve from a promising non-profit to a thriving social enterprise, empowering citizens and driving positive change in the political landscape.
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Case Description
This case, about creating a startup with a social mission, is designed to help students think through the strategic alignment of public value, legitimacy/support, and operational capacity in a simple context. Together with an in-class video "reveal," the case package follows the thinking of two Masters of Public Policy graduates as they create TurboVote, a nonprofit service designed to increase voter turnout by sending subscribers reminders and helping them register and vote by mail. The case shows that-despite a straightforward business idea-the young founders had to address consequential choices. The written case includes background information about the voter turnout problem and ends with the TurboVote leaders contemplating the basics of a business plan-in particular, the options and implications of different financing models. The case package includes a set of three short videos. "Meet the Founders" (5:37 min) provides a brief introduction to the two protagonists. Students will want to read the case and watch this video before class. The other two videos (4:45 min and 4:09 min, respectively) are designed to be played by the instructor partway through class. The first reveals how the founders approached some key strategic choices. In the second, they reflect on their decisions, particularly in terms of funding, and talk briefly about their hoped-for path forward. The instructor may play these videos separately or together, and follow them up with further discussion.
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