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Harvard Case - Maitri AIDS Hospice

"Maitri AIDS Hospice" Harvard business case study is written by J. Gregory Dees, Beth Anderson. It deals with the challenges in the field of Social Enterprise. The case study is 24 page(s) long and it was first published on : Dec 14, 2000

At Fern Fort University, we recommend Maitri AIDS Hospice implement a comprehensive strategy focused on social innovation and sustainable business models to ensure its long-term viability and maximize its impact on the community. This strategy involves a multi-pronged approach encompassing strategic partnerships, impact investing, and social enterprise development to address the hospice's financial challenges and expand its reach.

2. Background

Maitri AIDS Hospice, a non-profit organization in India, provides compassionate care to individuals living with HIV/AIDS. Founded by a group of dedicated individuals, Maitri has faced significant financial challenges despite its vital role in the community. The case study highlights the hospice's struggle to balance its mission of providing care with the need for sustainable funding.

The main protagonists of the case study are the hospice's founders and staff who are deeply committed to their mission but are grappling with the financial realities of running a non-profit in a resource-constrained environment.

3. Analysis of the Case Study

The case study presents a complex scenario where the hospice's social mission clashes with its financial sustainability. To analyze this situation, we can utilize the Triple Bottom Line framework, which considers social, environmental, and economic impacts.

Social Impact: Maitri's social impact is undeniable. It provides vital care and support to a vulnerable population, offering palliative care, counseling, and community support. The hospice's impact on the lives of individuals and families affected by HIV/AIDS is significant and aligns with the Sustainable Development Goals (SDGs), particularly SDG 3 (Good Health and Well-being).

Environmental Impact: The case study does not provide specific details regarding Maitri's environmental impact. However, the hospice can explore opportunities for environmental sustainability within its operations, such as implementing waste management practices, reducing energy consumption, and promoting sustainable food sourcing.

Economic Impact: Maitri's economic impact is limited due to its reliance on donations and grants. The hospice faces a constant struggle to secure funding and maintain its operations. This highlights the need for a more sustainable economic model.

4. Recommendations

To address Maitri's challenges and ensure its long-term sustainability, we recommend the following:

1. Embrace Social Entrepreneurship:

  • Develop a Social Enterprise: Maitri can establish a social enterprise that generates revenue while aligning with its mission. This could involve creating a fair-trade handicraft workshop, offering skills training programs for HIV-positive individuals, or developing a social enterprise focused on providing home-based care services.
  • Explore Impact Investing: Maitri can tap into the growing impact investing market to attract socially conscious investors who seek both financial returns and social impact. This could involve issuing social impact bonds or seeking funding from impact investors who are interested in supporting organizations like Maitri.

2. Strategic Partnerships:

  • Collaborate with Corporates: Maitri can forge strategic partnerships with corporations that are committed to Corporate Social Responsibility (CSR). These partnerships can involve corporate sponsorships, employee volunteer programs, and joint initiatives.
  • Engage with Government Agencies: Maitri can seek funding and collaboration from government agencies involved in healthcare and social welfare. This could involve securing grants, accessing government services, and collaborating on joint programs.

3. Enhance Fundraising and Marketing:

  • Develop a Comprehensive Fundraising Strategy: Maitri needs to develop a robust fundraising strategy that includes diversifying funding sources, engaging donors, and utilizing digital platforms for online fundraising.
  • Improve Marketing and Communication: Maitri should invest in marketing and communication efforts to raise awareness of its mission, showcase its impact, and attract new donors. This can involve creating compelling storytelling campaigns, utilizing social media effectively, and engaging with the media.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Mission Consistency: The recommendations align with Maitri's core competencies in providing care and support to individuals with HIV/AIDS. The proposed social enterprise and strategic partnerships will strengthen the hospice's mission and reach.
  • External Customers and Internal Clients: The recommendations consider the needs of both external customers (individuals with HIV/AIDS) and internal clients (hospice staff and volunteers). The social enterprise and strategic partnerships will create new opportunities for employment, training, and skill development.
  • Competitors: The recommendations take into account the competitive landscape of the non-profit sector. The social enterprise model will differentiate Maitri from other hospices and attract a wider range of stakeholders.
  • Attractiveness - Quantitative Measures: The recommendations are expected to improve Maitri's financial sustainability and increase its impact. While quantifying the exact impact is challenging, the proposed initiatives are likely to generate positive financial returns and social impact.

6. Conclusion

Maitri AIDS Hospice has the potential to become a model for sustainable social impact in India. By embracing social entrepreneurship, forging strategic partnerships, and enhancing its fundraising and marketing efforts, the hospice can overcome its financial challenges and expand its reach to serve more individuals in need. This approach will not only ensure the long-term viability of the hospice but also create a positive ripple effect within the community.

7. Discussion

Alternatives:

  • Merging with another organization: While this could provide financial stability, it might compromise Maitri's independence and mission.
  • Focusing solely on fundraising: This might be unsustainable in the long run and could lead to dependency on external funding.

Risks and Key Assumptions:

  • Success of the social enterprise: The success of the social enterprise depends on market demand, efficient operations, and effective marketing.
  • Securing partnerships: Attracting strategic partners requires careful planning, effective communication, and a clear understanding of mutual benefits.
  • Impact investing: The impact investing market is still developing, and securing funding from impact investors can be challenging.

8. Next Steps

  • Develop a detailed business plan for the social enterprise.
  • Identify potential strategic partners and initiate discussions.
  • Explore impact investing opportunities and connect with relevant investors.
  • Implement a comprehensive fundraising and marketing strategy.
  • Establish clear performance metrics to track the impact of the initiatives.

By taking these steps, Maitri AIDS Hospice can create a sustainable future that allows it to continue providing vital care and support to individuals living with HIV/AIDS while making a lasting impact on the community.

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Case Description

It's August 2000, and Maitri AIDS Hospice in San Francisco is reevaluating its approach to fundraising. In recent years, Maitri has been relying increasingly on government, corporate, and foundation grants. Yet Don Spradlin, Maitri's associate director for individual gifts who was hired in early 1999 to focus on individual donations and special events, has made some progress in increasing the number of individual donors over the past year and a half. He inaugurated two new earned income strategies, both of which have attracted new donors and positive publicity for Maitri. Nonetheless, individual donations still account for only 8% of annual operating expenses, and Spradlin is struggling with defining his purpose and that of individual donors within the traditionally grass-roots organization.

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