Habitat for Humanity - Egypt (HFHE), has grown in just seven years to become one of the most successful programs of Habitat around the world. The organization is at a crossroads as it tries to reach the ambitious goal of serving 10% of the 20 million Egyptians living in poverty by 2023, and at the same time, the development of local NGO capacity to serve the remaining 90%. Since its inception in 1989, HFHE worked closely with CEOSS, 50-year-old NGO, as well as through other local, community-based organizations. This network approach differs from the traditional model of the Habitat build houses at their own organizations HFH to the branch, but allows HFHE start construction immediately, rather than waiting a few years to become sufficiently established to serve as an independent body. Yousry Makar, the national director for HFHE, faces a number of key issues. How can he be sure that, as a partner network HFHE grows its own office and staff can maintain the network? The extent to which it should strive to meet the needs of the "poorest of the poor" who can not even repay the loans and, therefore, not subject to the Habitat beneficiaries How Makar continue to innovate in order to achieve maximum impact while maintaining the mission of funding and support HFHE?
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by Jane Wei-Skillern, Kerry Herman Source: Harvard Business School 29 pages. Publication Date: 03 Oct 2006. Prod. #: 307001-PDF-ENG
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