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Case from journal
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Reference no. NAC2212
Subject category: Entrepreneurship
Published by: NACRA - North American Case Research Association
Published in: "The Case Research Journal", 2002

Abstract

In December 2000, Sustainable Harvest International (SHI) was at a decision-making juncture. SHI is a non-profit organization that provides communities in four Central American countries with long-term assistance in replacing slash-and-burn farming with environmentally and economically sustainable agriculture. Founder Florence Reed was considering whether the organization should add more countries (possibly even continents) or expand the services offered to the families in the current countries. Despite a limited number of donors, primarily from Flo''s personal contacts, funds always seemed to arrive in time. However, Flo''s schedule, and that of her field program directors, was already fully occupied between the field, fund-raising, and administration. What recommendation should she make to her board of directors?

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Abstract

In December 2000, Sustainable Harvest International (SHI) was at a decision-making juncture. SHI is a non-profit organization that provides communities in four Central American countries with long-term assistance in replacing slash-and-burn farming with environmentally and economically sustainable agriculture. Founder Florence Reed was considering whether the organization should add more countries (possibly even continents) or expand the services offered to the families in the current countries. Despite a limited number of donors, primarily from Flo''s personal contacts, funds always seemed to arrive in time. However, Flo''s schedule, and that of her field program directors, was already fully occupied between the field, fund-raising, and administration. What recommendation should she make to her board of directors?

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