Tortoise or Hare? Fundación Carvajal and Buenaventura
SIPA-14-0004.0 This case brings readers into the world of nonprofit social development. Fundación Carvajal (FC) decides in 2011 to expand operations beyond familiar territory to the port city of Buenaventura, Colombia. The city is poverty stricken, and rebel-government violence common. But FC has developed over decades an integrated approach to social development which it is confident will be effective in Buenaventura. Central to its strategy is building trust with the target community and involving locals in devising their own solutions to problems. As the program director prepares the ground for this new project, however, he is asked to accelerate a baseline survey, short-cutting trust-building activities. He has to decide: hurry the process for valid strategic reasons at the risk of provoking local mistrust, or stick to the tested timetable.
Students will learn about the history of the foundation, an actor in Colombian social work for over 50 years. They will follow in detail FC’s work in Ladera, an area in the city of Cali, and the evolution of its territorial, integrated approach to development. Students will gain an understanding of the special challenges of winning a reputation for neutrality in a war zone. They will also consider what it means to win the confidence of the community as a precondition for starting programs.
Use this case to discuss the pros and cons of FC’s approach to development. It takes a long-term view of development success, but at what cost? Single-issue social programs are also effective; what about the integrated approach makes it preferable and under what circumstances? Is FC sacrificing opportunities to expand funding sources or programs through its focused approach? Can social development be effective under conditions of conflict? Finally, to what degree should locals participate in crafting their own solutions, vs bringing them programs and strategies proven successful elsewhere?
Use this case in a class/course on international non-profits, social development, Latin America or management.
Credits
This case was written by Maria Clara Pardo Garcia for the Case Consortium @ Columbia and the School of International and Public Affairs (SIPA). Funding for the casewriter’s travel to Colombia was provided by Fundaci ón Carvajal. (0614)