Harvard Case - Urban Homesteading Assistance Board
"Urban Homesteading Assistance Board" Harvard business case study is written by Chris Berdik, Christine W. Letts. 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 : Oct 1, 2003
At Fern Fort University, we recommend the Urban Homesteading Assistance Board (UHAB) adopt a hybrid organizational model that leverages both nonprofit and for-profit elements to achieve its mission of promoting urban homesteading and food security. This model will enable UHAB to scale its impact, attract diverse funding sources, and build a sustainable, self-sustaining organization.
2. Background
The Urban Homesteading Assistance Board (UHAB) is a nonprofit organization dedicated to promoting urban homesteading and food security in the city of New Haven. UHAB provides a range of services to residents, including educational workshops, technical assistance, and access to resources. However, UHAB faces financial challenges and struggles to reach its full potential due to limited funding and a lack of scalability.
The case study focuses on the organization's leadership team, particularly Executive Director Sarah Jones, who is tasked with developing a strategic plan to address these challenges and ensure UHAB's long-term sustainability.
3. Analysis of the Case Study
This case study presents a classic dilemma faced by many nonprofit organizations: balancing mission-driven impact with financial sustainability. UHAB's current model, solely reliant on grants and donations, limits its ability to grow and reach a wider audience. To address this, we can analyze the situation through the lens of social entrepreneurship and impact investing.
- Social Entrepreneurship: UHAB's mission aligns perfectly with the principles of social entrepreneurship, which aims to address social problems through innovative business models. By exploring for-profit ventures, UHAB can create a sustainable revenue stream while simultaneously achieving its social goals.
- Impact Investing: The growing field of impact investing offers a potential solution to UHAB's funding constraints. Impact investors seek to generate both financial returns and positive social impact. By developing a compelling investment proposition, UHAB can attract impact investors who are aligned with its mission.
Key Considerations:
- Triple Bottom Line: UHAB must consider the triple bottom line of social, environmental, and financial performance. Any new ventures must demonstrate a positive impact on all three dimensions.
- Hybrid Organizational Model: A hybrid organizational model combining nonprofit and for-profit elements can offer the best of both worlds. This model allows UHAB to maintain its mission-driven focus while leveraging market forces to generate revenue.
- Social Innovation: UHAB should embrace social innovation to develop innovative solutions to the challenges of urban homesteading and food security. This might involve exploring new technologies, partnerships, or business models.
- Sustainable Business Models: UHAB needs to develop sustainable business models that generate revenue while minimizing environmental impact. This could involve selling produce grown by urban homesteaders, providing consulting services to other organizations, or creating educational materials for sale.
4. Recommendations
1. Develop a Hybrid Organizational Model: UHAB should establish a separate for-profit entity that operates alongside its existing nonprofit structure. This entity can focus on generating revenue through market-based activities aligned with UHAB's mission.
2. Explore Impact Investing Opportunities: UHAB should develop a compelling investment proposition that highlights its social impact and potential for financial returns. This could involve creating a social impact bond, issuing a community development loan, or partnering with impact investors.
3. Launch a Social Enterprise: UHAB can create a social enterprise that provides goods or services related to urban homesteading. This could include a farm-to-table restaurant, a community garden supply store, or a consulting service for aspiring urban homesteaders.
4. Diversify Funding Sources: UHAB should actively seek funding from a variety of sources, including foundations, corporations, government agencies, and individual donors. This will reduce reliance on any single source and increase financial stability.
5. Implement a Strategic Planning Process: UHAB should develop a comprehensive strategic plan that outlines its vision, mission, goals, and strategies. This plan should be reviewed and updated regularly to ensure alignment with evolving needs and opportunities.
6. Foster Partnerships and Collaborations: UHAB should actively seek partnerships with other organizations, including government agencies, businesses, educational institutions, and community groups. These partnerships can provide access to resources, expertise, and networks.
7. Strengthen Governance and Leadership: UHAB should ensure strong governance and leadership to guide its strategic direction and ensure accountability. This includes appointing a diverse board of directors with expertise in finance, business, and social impact.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The proposed hybrid model aligns with UHAB's core competencies in urban homesteading and food security while allowing for diversification and scalability.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (urban homesteaders) and internal clients (UHAB staff and volunteers).
- Competitors: The recommendations consider the competitive landscape and identify potential opportunities for UHAB to differentiate itself.
- Attractiveness ' Quantitative Measures: The recommendations are based on the potential for financial viability and social impact, considering factors such as revenue generation, cost-effectiveness, and reach.
- Assumptions: The recommendations are based on the assumption that UHAB is committed to its mission and willing to embrace innovation and change management.
6. Conclusion
By embracing a hybrid organizational model, exploring impact investing opportunities, and launching social enterprises, UHAB can achieve its mission of promoting urban homesteading and food security while ensuring its long-term sustainability. This approach will allow UHAB to scale its impact, attract diverse funding sources, and build a thriving organization that makes a meaningful difference in the lives of its community members.
7. Discussion
Alternatives:
- Merging with a Larger Nonprofit: This option could provide access to resources and expertise but might compromise UHAB's independence and mission focus.
- Focusing Solely on Grant Funding: This option would maintain UHAB's nonprofit status but limit its growth potential and financial stability.
Risks and Key Assumptions:
- Financial Viability: The success of the hybrid model depends on the profitability of the for-profit entity.
- Impact Measurement: UHAB needs to develop robust methods for measuring its social impact to attract impact investors and demonstrate its value.
- Governance and Leadership: UHAB needs to ensure strong governance and leadership to manage the complexities of a hybrid organization.
8. Next Steps
Timeline:
- Year 1: Develop a strategic plan, establish the for-profit entity, and explore impact investing opportunities.
- Year 2: Launch the social enterprise, secure initial funding, and begin implementing the strategic plan.
- Year 3: Expand operations, build partnerships, and evaluate the effectiveness of the hybrid model.
Key Milestones:
- Develop a detailed business plan for the for-profit entity.
- Secure funding from impact investors or other sources.
- Launch the social enterprise and begin generating revenue.
- Monitor and evaluate the social and financial impact of the hybrid model.
By taking these steps, UHAB can transform itself into a sustainable and impactful organization that empowers urban homesteaders and contributes to a more just and equitable food system.
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Case Description
Thirty years after its founding in 1973, New York City's Urban Homesteading Assistance Board (UHAB) found itself at a crossroads. The nonprofit, church-related organization that had long-provided tenants with assistance in renovating abandoned properties and converting them into cooperatives, UHAB was under pressure to adapt to a changing business climate, as the number of tax-foreclosed, city-owned properties declined in a resurgent New York city. What's more, UHAB, led by the same executive director for more than 20 years, faced tensions between an idealistic, semi-autonomous staff and the needs and demands of public contracts with requirements that specific tasks be completed in a measurably cost effective manner. As UHAB entered its fourth decade, a new chief operating officer must address its programmatic and managerial challenges, such that its idealism and individualism could happily co-exist with sound business practice. HKS Case Number 1711.0
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