Enhancing Foster Care Home NGO Sustainability via Social Franchising

Catherine T. Kwantes; Siddardh Thirumangai Alwar; Stephanie J. Cragg; Magali Feola

doi:10.7595/management.fon.2020.0014

Catherine T. Kwantes University of Windsor, Department of Psychology, Canada
Siddardh Thirumangai Alwar University of Windsor, Department of Psychology, Canada
Stephanie J. Cragg University of Windsor, Department of Psychology, Canada
Magali Feola Objectif France Inde, India

DOI: https://doi.org/10.7595/management.fon.2020.0014

Abstract

Research Question: This paper investigates how the social franchising approach may enhance the sustainability and capability of Foster Home NGOs in the Global South. Motivation: While many programmes exist to address issues such as poverty and lack of education for children in nations of the Global South, many operate in isolation, and are grassroots and/or stand-alone operations. Little research has been undertaken to understand how various approaches to organizational sustainability may be enacted for non-governmental organizations (NGOs) seeking to provide care for children in foster care homes. Our goal was to apply franchising and social franchising concepts as a framework for NGOs and non-profit organizations to use as a way of enhancing both the capability of achieving their mission as well as a method of organizational sustainability. Idea: Much of the literature on social franchising has been in the area of providing health care and services – however, this model may be useful to enhance the sustainability for NGOs and non-profit organizations that provide other critical services as well, such as foster care homes in the Global South. Findings: The social franchising model offers a concrete and actionable business model to foster home organizations with multiple homes to standardize care delivery as well as develop a strong core organization. Contribution: This paper explores how applying the social franchising model could enhance sustainability of NGOs with foster care home programmes, as well as some of the opportunities and challenges in applying this model to such NGOs and non-profit organizations.

Author Biographies

Catherine T. Kwantes, University of Windsor, Department of Psychology, Canada

Catherine T. Kwantes holds a PhD in Industrial Organizational Psychology and an MSc in Clinical Psychology. She is a full professor in the Psychology Department at the University of Windsor, where she has worked for the past 18 years. During this time, she has been actively involved in projects related to Humanitarian Work Psychology. Her area of expertise is societal culture’s influence on workplace attitudes and behaviours, including organizational culture and interpersonal trust in the workplace.

Siddardh Thirumangai Alwar, University of Windsor, Department of Psychology, Canada

Siddardh Thirumangai Alwar is a Master's student in Applied Social Psychology at the University of Windsor. His research interest is in the area of Industrial Organizational Psychology, with a focus on psychological safety, organizational culture, burnout, and employee well-being.

Stephanie J. Cragg, University of Windsor, Department of Psychology, Canada

Stephanie Cragg is currently a PhD student at the University of Windsor in Applied Social Psychology and is also a graduate of the Master of Social Work programme at the University of Windsor. Her area of interest is Community and Health Psychology, and her research focus is on the social and psychological effects of disability.

Magali Feola, Objectif France Inde, India

Magali Feola is a young humanitarian worker who specializes in childhood projects. She has been engaged in projects allowing a better access to education, notably in India. While in India, she supported a local NGO in the monitoring of foster homes. While the orphanages are often overcrowded in India, they worked for a better focus on the individual and the personal development of each child.