Harvard Case - Garrett Moran and Scaling Year Up to Close the Opportunity Divide
"Garrett Moran and Scaling Year Up to Close the Opportunity Divide" Harvard business case study is written by Rosabeth Moss Kanter, Emma Franking. It deals with the challenges in the field of Social Enterprise. The case study is 22 page(s) long and it was first published on : Feb 13, 2017
At Fern Fort University, we recommend Year Up implement a multi-pronged strategy to scale its impact while maintaining program quality. This strategy should focus on strategic partnerships, innovative funding models, and a robust data-driven approach to measure and demonstrate impact. This will allow Year Up to reach more young adults, close the opportunity divide, and become a leading model for social enterprise success.
2. Background
This case study focuses on Year Up, a non-profit organization founded by Garrett Moran. Year Up provides young adults from low-income backgrounds with a one-year program combining professional skills training, corporate internships, and support services. The program aims to equip them with the skills and experience needed to secure meaningful careers and break the cycle of poverty.
The case study highlights the organization's success in achieving significant impact. However, it also raises challenges related to scaling the program to reach more individuals while maintaining program quality and financial sustainability.
3. Analysis of the Case Study
To analyze Year Up's situation, we can utilize the Social Enterprise Value Chain Framework. This framework considers the key elements involved in creating and delivering social value:
- Social Problem: Year Up addresses the opportunity divide, a significant social problem characterized by limited access to education, training, and employment opportunities for young adults from low-income backgrounds.
- Solution: Year Up's one-year program provides a comprehensive solution by combining professional skills training, corporate internships, and support services.
- Target Beneficiaries: The program focuses on young adults from low-income backgrounds, a vulnerable population with limited access to traditional pathways to success.
- Impact Measurement: Year Up utilizes a robust data-driven approach to measure the program's impact on beneficiaries' employment outcomes, earnings, and overall well-being.
- Financial Sustainability: The organization relies on a combination of funding sources, including corporate donations, government grants, and program fees.
- Scaling Strategies: Year Up has implemented several strategies for scaling its impact, including expanding to new cities and developing partnerships with corporations and government agencies.
4. Recommendations
To address the challenges of scaling and ensure long-term sustainability, we recommend the following:
a) Strategic Partnerships:
- Corporate Partnerships: Expand partnerships with corporations beyond internships to include mentorship programs, funding, and joint social impact initiatives. Utilize shared value creation principles to align corporate goals with Year Up's mission, fostering win-win scenarios.
- Government Partnerships: Collaborate with local and national governments to leverage public resources, access government-funded programs, and advocate for policy changes that support workforce development initiatives.
- Non-Profit Partnerships: Partner with other non-profit organizations working in related fields to create a collective impact network, leveraging each organization's strengths and resources to reach a broader audience.
b) Innovative Funding Models:
- Impact Investing: Explore impact investing opportunities to attract capital from investors seeking both financial returns and social impact. Develop social impact bonds to incentivize investment in program outcomes.
- Social Finance: Leverage social finance mechanisms like microfinance and fair trade to provide financial support to program participants, empowering them to achieve economic independence.
- Blended Value: Develop blended value models that combine traditional funding sources with revenue-generating activities, such as offering paid training programs or providing consulting services to corporations.
c) Data-Driven Approach:
- Social Impact Measurement: Implement a robust social impact measurement framework to track and demonstrate the program's impact on beneficiaries' lives. Utilize Social Return on Investment (SROI) analysis to quantify the social and economic value created by Year Up.
- Performance Metrics: Develop clear performance metrics to track program effectiveness, measure key outcomes, and identify areas for improvement.
- Data-Driven Decision Making: Utilize data to inform decision-making processes, optimize program design, and tailor interventions to meet the specific needs of beneficiaries.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with Year Up's core competencies in workforce development and its mission to close the opportunity divide.
- External Customers and Internal Clients: The recommendations address the needs of both external stakeholders, including corporations, government agencies, and investors, as well as internal clients, including program participants and staff.
- Competitors: The recommendations consider the competitive landscape, highlighting Year Up's unique value proposition and its ability to differentiate itself from other workforce development programs.
- Attractiveness: The recommendations are attractive to potential partners and investors due to the program's proven impact, scalability, and potential for social and financial returns.
6. Conclusion
By implementing these recommendations, Year Up can effectively scale its impact while maintaining program quality and achieving financial sustainability. The organization can become a leading model for social enterprise success, demonstrating the power of innovation, collaboration, and data-driven decision-making to address complex social problems.
7. Discussion
Other alternatives not selected include:
- Franchising: While franchising could expand reach quickly, it may compromise program quality and control over implementation.
- Going Public: While a public offering could generate significant capital, it could also introduce pressures to prioritize financial returns over social impact.
Key risks and assumptions:
- Partner Commitment: The success of the recommendations depends on the commitment and long-term engagement of partners.
- Data Availability and Quality: Accurate and reliable data is crucial for effective impact measurement and decision-making.
- Market Demand: The recommendations assume continued demand for Year Up's services in the workforce development sector.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resource allocation for each recommendation.
- Establish a dedicated team: This team should be responsible for leading the implementation of the recommendations and managing stakeholder relationships.
- Pilot test new initiatives: Before fully scaling new programs or partnerships, pilot testing will allow for evaluation and refinement.
- Regularly monitor and evaluate progress: This will ensure that the recommendations are on track and that adjustments can be made as needed.
By taking these steps, Year Up can successfully scale its impact and become a leading force in closing the opportunity divide, demonstrating the power of social entrepreneurship to drive positive change in society.
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Case Description
Garrett Moran joined Year Up (a workforce development program) in late 2013. Tasked with systematizing and scaling operations, Moran spearheaded a number of changes that allowed Year Up to serve 3,000 youth in 2016 up from 1,800 youth annually when he started. While preparing for the future, he expected that Year Up would soon have the ability to serve 10,000 students annually by 2021. This goal would demand a pace of growth that YU had not yet experienced - increasing annual growth from an already accelerated 400 students per year over the past three years to an average of 1,000 students per year through 2021. The path forward was complicated and this case covers the challenges and opportunities of reaching scale by expanding their direct service program and exploring other ways to close the opportunity gap.
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