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Published by:
Stanford Business School (2016)
20 January 2016
27 pages
Data source:
Field research


In the summer of 2015, after reporting another year of strong growth in programming and fundraising at, a non-profit dedicated to providing treatment to children born with clubfoot in developing countries, co-founder and executive director Chesca Colloredo-Mansfeld (MBA '92) found herself wanting to do more. While miraclefeet had reported record numbers in each year since its 2010 founding, she knew that she had the capacity to not only treat but also eradicate untreated clubfoot, one of the most common congenital deformities of the feet, and one of the leading causes of physical disability in the developing world. In order to achieve this vision, Colloredo-Mansfeld would have to alter the organization's current funding strategy, which relied heavily on high net-worth individuals. Finding the ideal combination of fundraising opportunities in a timely manner was critical to not only Colloredo-Mansfeld's eradication plan but also the long-term financial sustainability of the organization. This case describes the challenges of fundraising as it relates to the financial sustainability of a growing non-profit organization. It covers the founding vision and business model, a review of financials, impact metrics development, as well as a discussion of strategic opportunities.


Business models; Social impact; Social entrepreneurship; Fund raising; Social responsibility; Social issues; Social investments

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