loveLife: Transitions After 2005

This case focuses on how funding cuts challenged loveLife, South Africa's largest youth-focused nongovernmental organization, and its subsequent recovery after losing one-third of its operating revenues in 2006 when the Global Fund to Fight AIDS, Tuberculosis and Malaria chose not to renew funding to South Africa. Founded in 1999, loveLife offers positive lifestyle and skills development related to healthy sexuality, with a focus on HIV prevention. The case describes the crisis of the Global Fund cuts, and managers' decisions to downsize and secure additional government funding to save the organization and the ways in which the original strategy guided these changes. The case ends in 2009 with loveLife's new chief executive officer contemplating how to secure the organization's future amid national political changes and funding challenges. This is a sequel to the case loveLife: Preventing HIV Among South African Youth.

Learning Objectives: To appreciate how crises can impact program management and activities, the role of leadership in responding to crises, the benefits of second generation leadership for an organization, and the implications of transitioning from international funding sources to domestic government funding sources.

The Global Health Delivery (GHD) Project, an interdisciplinary collaboration between Harvard Business School, Harvard Medical School, and Brigham and Women’s Hospital, investigates the management decisions behind disease treatment and prevention globally. The Global Health Delivery (GHD) Case Collection is a set of teaching case studies that are available for all at no cost online through Harvard Business Publishing, GHDonline, and The Case Centre.