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Subject category: Entrepreneurship
Published by: Stanford Business School
Originally published in: 2007
Version: 7 January 2008
Length: 29 pages
Data source: Field research

Abstract

The case study discusses San Jose, California-based nonprofit HOPE Services'' merger with Santa Cruz-based Skills Center. Thanks to the merger with Skills Center, two additional acquisitions, and the development of new business ventures - HOPE had increased in size to a staff of more than 600 and an annual budget of $38 million. Supporting revenue was derived from 56 percent government contracts, 29 percent program service revenue earned from commercial projects, 12 percent philanthropic support, and 3 percent indirect support from miscellaneous sources. All parties believed that the merger, completed four years previously, had been an overall success. But in common with most for-profit and nonprofit mergers, especially in social services, the change was not without its costs and challenges. The learning objective is to allow students to discuss social service mergers, its benefits, costs, and other issues.
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Abstract

The case study discusses San Jose, California-based nonprofit HOPE Services'' merger with Santa Cruz-based Skills Center. Thanks to the merger with Skills Center, two additional acquisitions, and the development of new business ventures - HOPE had increased in size to a staff of more than 600 and an annual budget of $38 million. Supporting revenue was derived from 56 percent government contracts, 29 percent program service revenue earned from commercial projects, 12 percent philanthropic support, and 3 percent indirect support from miscellaneous sources. All parties believed that the merger, completed four years previously, had been an overall success. But in common with most for-profit and nonprofit mergers, especially in social services, the change was not without its costs and challenges. The learning objective is to allow students to discuss social service mergers, its benefits, costs, and other issues.

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