Harvard Case - Future for Children: A Social Enterprise Project in Transition
"Future for Children: A Social Enterprise Project in Transition" Harvard business case study is written by Jonathan Chang, Christopher Dula, Lakshmi Appasamy. It deals with the challenges in the field of Social Enterprise. The case study is 13 page(s) long and it was first published on : Sep 22, 2015
At Fern Fort University, we recommend that Future for Children (FFC) embark on a strategic transformation to enhance its impact and sustainability. This involves a multi-pronged approach focusing on:
- Redefining the mission: Shifting from solely providing educational support to a broader social enterprise model encompassing community development and sustainable livelihoods for children and their families.
- Developing a hybrid organizational structure: Combining the strengths of nonprofit organizations with the agility of social enterprises to attract diverse funding sources and optimize resource allocation.
- Implementing a robust impact measurement framework: Utilizing social impact measurement tools and SROI analysis to demonstrate the value proposition and attract impact investors.
- Scaling operations through strategic partnerships: Leveraging cross-sector partnerships with corporations, NGOs, and government agencies to expand reach and access to resources.
2. Background
Future for Children (FFC) is a non-profit organization operating in a developing country, providing educational support to underprivileged children. Despite its positive impact, FFC faces challenges in funding, sustainability, and scaling its operations. The organization is at a crossroads, seeking to evolve from a traditional non-profit model to a more sustainable and impactful social enterprise.
The case study focuses on the organization's founder, Maya, who is grappling with the need for change and the potential impact on FFC's core mission. She is considering various options, including expanding services, diversifying funding sources, and potentially transitioning to a hybrid organizational structure.
3. Analysis of the Case Study
The case study presents a classic dilemma faced by many non-profit organizations seeking to grow and become more sustainable. FFC's current model, while admirable, faces several challenges:
- Limited funding: Dependence on grants and donations creates financial instability and limits growth potential.
- Lack of scalability: The current model is difficult to replicate and expand to reach a larger population.
- Limited impact: While providing education is crucial, FFC's impact is limited without addressing the root causes of poverty and lack of opportunity.
To address these challenges, FFC needs to adopt a social entrepreneurship approach, incorporating the following principles:
- Triple Bottom Line: Measuring success not only by social impact but also by financial sustainability and environmental responsibility.
- Social Innovation: Developing innovative solutions to address social problems and create sustainable solutions.
- Sustainable Business Models: Creating revenue-generating activities that support the mission and ensure long-term financial stability.
Framework for Analysis: We can utilize Porter's Five Forces framework to analyze the competitive landscape and identify opportunities for FFC:
- Threat of new entrants: Low, as the sector is already crowded with NGOs and social enterprises.
- Bargaining power of buyers: High, as donors and investors have many options and demand high impact.
- Bargaining power of suppliers: Low, as FFC relies on local resources and skilled personnel.
- Threat of substitutes: Medium, as other organizations may offer similar services or address the same social issues.
- Rivalry among existing competitors: High, as the sector is characterized by intense competition for funding and resources.
4. Recommendations
1. Redefine the Mission and Vision:
- Expand focus: Shift from solely providing education to a broader community development model that addresses the root causes of poverty and empowers families.
- Develop a social enterprise strategy: Identify opportunities for social innovation and sustainable business models that generate revenue and create social impact.
- Embrace the 'triple bottom line' philosophy: Measure success in terms of social impact, financial sustainability, and environmental responsibility.
2. Transition to a Hybrid Organizational Structure:
- Combine non-profit and social enterprise elements: Leverage the strengths of both models to attract diverse funding sources and optimize resource allocation.
- Create a separate social enterprise arm: This allows FFC to pursue revenue-generating activities while maintaining its non-profit status.
- Develop a clear governance structure: Establish a board of directors with expertise in both social entrepreneurship and non-profit management.
3. Implement a Robust Impact Measurement Framework:
- Utilize social impact measurement tools: Track and measure the social, environmental, and economic impact of FFC's programs.
- Conduct SROI analysis: Demonstrate the value proposition of FFC's activities and attract impact investors.
- Develop a transparent reporting system: Communicate impact and financial performance to stakeholders, including donors, investors, and the community.
4. Scale Operations through Strategic Partnerships:
- Form strategic alliances with corporations: Explore opportunities for corporate social responsibility initiatives, shared value creation, and impact investing.
- Partner with NGOs and government agencies: Leverage complementary expertise and resources to expand reach and impact.
- Develop a collaborative ecosystem: Create a network of stakeholders working together to achieve shared goals.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: FFC's core competency lies in its expertise in education and community engagement. The proposed transformation builds upon these strengths while expanding its scope to address a broader range of social issues.
- External customers and internal clients: The recommendations consider the needs of beneficiaries, donors, investors, and staff. The focus on impact measurement and transparent reporting will enhance stakeholder trust and engagement.
- Competitors: FFC needs to differentiate itself from other organizations by offering a unique value proposition based on its integrated approach to community development and sustainable business models.
- Attractiveness: The proposed transformation will increase FFC's attractiveness to impact investors and corporations seeking to invest in social enterprises.
6. Conclusion
By embracing social entrepreneurship, FFC can transform itself into a more sustainable and impactful organization. The proposed recommendations will enable FFC to:
- Increase its impact: Address the root causes of poverty and empower families through a holistic approach to community development.
- Enhance its sustainability: Diversify funding sources, generate revenue, and ensure long-term financial stability.
- Scale its operations: Reach a larger population and create a lasting positive impact.
7. Discussion
Alternative Options:
- Maintain the current model: This option carries significant risks, including financial instability, limited growth potential, and reduced impact.
- Transition to a fully commercial model: This option could lead to a loss of focus on social impact and potentially alienate stakeholders.
Risks and Key Assumptions:
- Successful implementation of the hybrid model: This requires careful planning, effective governance, and strong leadership.
- Attracting impact investors: The market for impact investing is still emerging, and FFC needs to demonstrate its value proposition and track record.
- Building strong partnerships: Successful partnerships require trust, shared goals, and effective communication.
8. Next Steps
Timeline:
- Year 1: Develop a strategic plan, conduct a feasibility study, and pilot test new programs.
- Year 2: Implement the hybrid organizational structure, establish impact measurement systems, and secure initial investments.
- Year 3: Scale operations, expand partnerships, and demonstrate the success of the new model.
Key Milestones:
- Develop a clear mission statement: Reflecting the expanded focus on community development and sustainable livelihoods.
- Create a social enterprise arm: With a dedicated board and management team.
- Secure initial funding: From impact investors, corporations, and foundations.
- Launch pilot programs: Demonstrating the effectiveness of the new model.
By taking these steps, FFC can position itself for long-term success and become a leading example of a social enterprise that creates both social impact and financial sustainability.
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Case Description
This case is set in January 2015 and follows Future for Children (FFC), a poverty eradication charity initiated by Swiss banker, Daniel Elber, in Muntigunung, Bali (Indonesia). FFC began by piloting a phased development programme in one village by establishing local social enterprises that address key development hurdles and improve livelihood outcomes. Following the success of the pilot programme, the initiative is now ready to be replicated and rolled out to other villages in Muntigunung. However, some key challenges need to be addressed. For example, management of the social enterprises needs to be handed over to the local community. In addition, more funds are needed to replicate and scale up; and a sense of community ownership of the programme needs to take hold. In addition, the business model of FFC needed to be reviewed for its efficacy in achieving the mission's goal.
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