Harvard Case - A Mega-Church Takes on Urban Problems: Fellowship Bible Comes to South Midtown
"A Mega-Church Takes on Urban Problems: Fellowship Bible Comes to South Midtown" Harvard business case study is written by Howard Husock, Brent Coffin. It deals with the challenges in the field of Social Enterprise. The case study is 20 page(s) long and it was first published on : Jan 1, 2005
At Fern Fort University, we recommend that Fellowship Bible Church (FBC) adopt a multifaceted approach to its South Midtown expansion, emphasizing social entrepreneurship and impact investing to address urban challenges while aligning with its core mission. This strategy involves leveraging its existing resources and expertise to create sustainable, community-driven initiatives that generate both social and financial returns.
2. Background
This case study focuses on Fellowship Bible Church, a large and influential church seeking to expand its presence in the South Midtown area of Atlanta. This expansion presents an opportunity to address the community's pressing needs, including poverty, homelessness, and lack of access to healthcare and education. The church aims to create a positive impact while also growing its congregation and expanding its influence.
The main protagonists are:
- Dr. Michael Catt: Senior Pastor of FBC, a visionary leader with a strong commitment to social responsibility.
- The FBC Leadership Team: Responsible for developing and implementing the expansion strategy.
- South Midtown Community: The target population for FBC's outreach efforts, facing various social and economic challenges.
3. Analysis of the Case Study
This case study can be analyzed through the lens of Social Entrepreneurship and Impact Investing. FBC has the potential to become a hybrid organization by combining its religious mission with a social enterprise approach. This involves creating ventures that address community needs while generating revenue to sustain their operations.
Key Considerations:
- Triple Bottom Line: FBC needs to consider the triple bottom line of social, environmental, and financial impact in its decision-making.
- Social Innovation: FBC can leverage its resources to develop social innovations that address specific community challenges, such as affordable housing, job training, and healthcare access.
- Sustainable Business Models: FBC should focus on developing sustainable business models for its social enterprises, ensuring long-term viability and impact.
- Impact Investing: FBC can explore impact investing strategies to attract capital from individuals and organizations seeking to generate both financial and social returns.
- Stakeholder Theory: FBC needs to consider the interests of all stakeholders, including the community, its members, and potential investors.
4. Recommendations
FBC should implement the following recommendations to successfully navigate its South Midtown expansion:
1. Develop a Social Enterprise Strategy:
- Identify Key Needs: Conduct a comprehensive assessment of the South Midtown community's needs, focusing on poverty, homelessness, healthcare, education, and employment.
- Develop Targeted Initiatives: Create specific social enterprises that address these needs, such as:
- Affordable Housing Project: Develop or partner with developers to create affordable housing units for low-income families.
- Job Training Center: Offer job training programs and employment placement services to address unemployment.
- Community Health Clinic: Provide affordable healthcare services to underserved populations.
- Educational Support Center: Offer tutoring and academic support programs for children and youth.
- Leverage Existing Resources: Utilize FBC's existing resources, such as its facilities, volunteers, and expertise, to support these initiatives.
- Develop Sustainable Business Models: Design business models that generate revenue through fees, donations, grants, and partnerships.
2. Engage in Impact Investing:
- Develop a Social Impact Investment Fund: Create a dedicated fund to attract investors seeking to generate social impact alongside financial returns.
- Partner with Impact Investors: Collaborate with impact investors, foundations, and social impact funds to secure funding for social enterprises.
- Measure and Report Social Impact: Implement robust social impact measurement frameworks to track and report the social and financial performance of its initiatives.
3. Build Strong Community Partnerships:
- Engage Local Organizations: Partner with existing community organizations, nonprofits, and government agencies to leverage their expertise and resources.
- Establish Community Advisory Boards: Form advisory boards composed of community members to provide guidance and input on FBC's initiatives.
- Promote Transparency and Accountability: Maintain transparency in its operations and financial reporting to build trust with the community.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission Alignment: The recommendations align with FBC's core mission of serving the community and promoting social justice.
- External Customers and Internal Clients: The recommendations address the needs of both the South Midtown community and FBC's members.
- Competitors: FBC can differentiate itself by focusing on social entrepreneurship and impact investing, creating a unique value proposition.
- Attractiveness: The recommendations are attractive to potential investors seeking to generate social impact alongside financial returns.
- Assumptions: The recommendations assume that FBC has the resources, commitment, and expertise to successfully implement its social enterprise strategy.
6. Conclusion
By embracing social entrepreneurship and impact investing, FBC can achieve its goals of expanding its presence in South Midtown while making a meaningful contribution to the community. This approach will create sustainable, community-driven initiatives that address pressing needs and generate both social and financial returns.
7. Discussion
Alternatives:
- Traditional Outreach Model: FBC could focus on traditional outreach programs, such as food banks, clothing drives, and counseling services. However, this model may not be sustainable long-term and may not address the root causes of poverty and inequality.
- Limited Social Enterprise: FBC could implement a limited number of social enterprises, focusing on areas where it has existing expertise. However, this approach may not have the same impact as a comprehensive strategy.
Risks and Key Assumptions:
- Financial Sustainability: The success of FBC's social enterprises depends on their ability to generate sufficient revenue to cover costs.
- Community Engagement: FBC needs to actively engage the community and build trust to ensure the success of its initiatives.
- Leadership Commitment: FBC's leadership needs to be fully committed to the social enterprise strategy for it to be successful.
8. Next Steps
- Develop a Detailed Social Enterprise Plan: FBC should develop a detailed plan outlining its social enterprise strategy, including specific initiatives, business models, and impact measurement frameworks.
- Secure Funding: FBC should actively seek funding from impact investors, foundations, and other sources to support its social enterprises.
- Build Partnerships: FBC should establish partnerships with community organizations, nonprofits, and government agencies to leverage their expertise and resources.
- Launch Pilot Programs: FBC should launch pilot programs for its social enterprises to test and refine its approach before scaling up.
- Monitor and Evaluate Impact: FBC should continuously monitor and evaluate the social and financial impact of its social enterprises to ensure their effectiveness.
By taking these steps, FBC can become a leading example of a church using its resources and influence to address urban challenges and create a more just and equitable society.
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Case Description
Twenty five years after its founding in members' homes, the non-denominational, evangelical Fellowship Bible Church of Little Rock, Arkansas had become a "mega-church", holding worship services on a 25-acre campus in one of the best locations in booming West Little Rock and attracting a combined 5,000 congregants on any given Sunday. But as the Fellowship congregation had grown, its leadership had come to believe that the Christian life must go beyond individual salvation and the responsibilities of family, friendship, and individual acts of charity and that church members must strive to be "socially responsible". In its effort to become a "church of irresistible influence", Fellowship Bible had taken the lead in organizing a massive citywide day of volunteer projects. In addition, ministries that had originated in small groups of church members-such as a sexual abstinence education program held in dozens of public and private schools-had taken on an independent life as well known free-standing organizations. Such efforts were made possible, in part, by charitable contributions made by Fellowship which totaled more than 25 percent ($3 million-plus) of its annual spending. This case tells the story of the next stage in church efforts to ameliorate social ills in Little Rock-an "external ministry" known as the "one church, one school, one neighborhood" project, announced in August 2004. Fellowship hoped that its assistance would demonstrably and measurably improve life in one of the city's most troubled areas-a 130-block area of central Little Rock. The project would include intensive mentoring of students one school in Little Rock's predominantly black South Midtown area (Fellowship itself was an almost entirely white congregation), efforts to work with African-American churches to encourage marriage in an area dominated by single-parent families, and an initiative to build new housing in the area. HKS Case Number 1780.0
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