Download the full report 

Download the press release

Read Andy Thornton’s excellent blog on the research in the Stanford Social Innovation Review

To register interest in the Working Group email:  deanna@the-icsf.org.
Image courtesy of Afrikids

For more information see Dan Berelowitz, Chief Executive of the ICSF’s, article in the Guardian with an explanation of the replication readiness test.

CHILDLINE India operates a toll-free 24-hour helpline for children in India. They provide medical assistance, shelter and counselling for children facing emergency situations, they then help the children escape abusive environments. They also conduct research on child-related issues and are building a network of legal, medical, economic and media professionals to advocate for such issues.

Since starting in Mumbai 14 years ago, their social franchising system, which ICSF co-founder Michael Norton helped fund and develop, has allowed them to expand to 172 cities with 415 partners across India. They have received over 21 million phone calls and helped over 3 million children across India, and are recognised by the Indian government as an important ally in the fight for child rights. They are currently working to establish CHILDLINE networks across the Asia Pacific region.

How did you come to be involved with Childline India?

My journey into the social sector was accidental as I came from a background in academics and communication. My relationship began with CHILDLINE as a volunteer. What excited me about CHILDLINE was the fact that even in its early stages it always had a larger than life vision. So I began as a volunteer eventually working in CHILDLINE for 12 years. Along with an ex-colleague who was part of the founding team of CHILDLINE, I have now set up Leher, a non profit organization, which works in partnership with state and civil society to take forward advocacy and communication to strengthen the emerging child protection ecosystem in India.

Childline India, has an inspiring story of growth through social franchising what was your role?

From CHILDLINE in 53 cities-to CHILDLINE in 272 districts in India … looking back at what seemed like a days work I realize CHILDLINE witnessed immense growth in both numbers and the depth of its interventions, embedding it well into the child protection framework of the country. My role in it was to steer and develop the network of partners which delivered the service to children in the field, facilitate dialogue with government, between government and the CSOs to scale and consolidate the private-public-partnership, and communication and engagement with the external world of funders, corporate houses, and the public to develop and strengthen the child protection discourse. The key was to be open and attentive to the needs and reality of a rapidly changing globalized world, and to be in a position to leverage on technology, to adapt and tweak the CHILDLINE India model for quicker scalability, greater efficiency, and effectiveness.

Looking back what do you remember of the challenges?

Low level of financial resources, which is endemic to the social sector; rigidity as well as the constantly changing bureaucracy—taking them through a constant learning curve to educate them on a fairly complex model of social franchise. Striking a balance between entrepreneurial lightness and speed of a start-up organization, and bring in management systems without slowing it down.

What was surprisingly easy in terms of replicating?

The model envisaged scale from its initiation in a single city making it easy for partners to identify the ‘what’s in it for me’ and fit CHILDLINE very seamlessly into their overall mandate. The uniform identity of CHILDLINE in terms of the common number, logo worked well. Smaller organizations benefited from the association with the CHILDLINE brand and those organizations who were large and well established lent their strength and resources.

Working in partnership with Government brings with it many positives in terms of the legitimacy, doors that open for you in negotiation with state child protection systems, but it also entailed negatives that included the tendency to adopt a one size fits all approach, rigidity in bureaucratic procedure, and delays in receiving funds. Partner organizations chose to be part of the network and ride the tide… both high and low.

If you could have done anything differently what would it have been?

Strategically, CHILDLINE should have had a few more large funding partners who not only provided substantial finances but also played a key role in governance of the network. It would have given more negotiation power to CHILDLINE India Foundation with the Government.

Are you still involved in the field of social franchising?

While Leher is at a nascent stage, the model of social franchising and partnership will be intrinsic to the organization in terms of implementing and scaling its programs. As a strategy for growth it is something I believe in and am passionate about.

Any advice for a social entrepreneur looking for funding?

Balance your long term and short-term strategy for funding. Ensure diverse sources of funding. Have short but precise strategy-goals-business plan for at least two years as a ready reckoner. Have a strategy in place to build interest and ownership to the program that would ensure its sustenance at times when funders may pull out.

Is there another model that would have allowed you to expand as quickly and effectively?

Unlikely, to cope with the low level of financial resources in the social sector and the high targets of scalability, it’s unlikely that any other model would have worked as quickly and effectively.

Why do you think Social franchising worked for you?

Ardent believer in social franchising… because the social sector by definition is low on resources—franchising is the way to go.. not only do you optimize resources you do not reinvent the wheel; collaboration, co-ownership helps sustainability, draws the best from your partners.

Find out more on the CHILDLINE web site www.childlineindia.org.in 

“If you were offered the opportunity to finance a high risk, low return investment, how eager would you be to write a check? That is exactly the premise of most impact investing opportunities today. Until the return outweighs the risk, impact investing will remain a small niche category. To solve more social challenges in a financially sustainable way, we need to create opportunities with safe, dependable social and financial returns. It’s time to bring a proven business model to the social enterprise space: the franchise…” Continue reading

The session will help you find out more about a longer course starting in March run with the School for Social Entrepreneurs and begin to explore whether social franchising is a suitable option for your organisation. Find out more about the longer course. 

Confirmed to speak at the taster event are:

Alastair Wilson, Chief Executive of the School for Social Entrepreneurs, which operates as an international social franchise.

Dan Berelowitz, Chief Executive and Co-founder of the ICSF.

Terrie Johnson, Company Director of Fruit to Suit, a social enterprise which has successfully applied the social franchising model.

More information and book here

Yesterday the ICSF launched Dan Berelowitz’s research, Innovation and the Power of old ideas: McDonalds v Foodbank at a packed event.

Held with Social Enterprise UK it took place at RBS in central London to a full house. People came from all over the UK from social enterprises, charity and investment community to hear about successful social franchises, take part in workshops with the chance to think through the opportunity for their organisations.

Given his research findings Dan urged the sector to think seriously about social franchising as a means to scale up as he warned of the sector’s tendency to continually reinvent the wheel.

Taking global restaurant giant McDonald’s as an example, and based on in-depth discussions with senior personnel there, Dan revealed some surprising similarities with a successful social franchise in the UK and argued that much can and should be copied for use more broadly by the sector. The findings, he believes, will encourage organisations to consider replication as a viable approach both to scaling up sustainably and to increasing their social impact

We also heard from Graham Jones, Head of Franchising and Not For Profit at RBS who explained why a social franchise is an attractive proposition for banks because of it’s tried and tested business model.

Dr Guy Turnbull, Director of Business Development at CASA shared the joys and challenges of expanding CASA and his learnings ‘on the job’ as they franchised out. He wisely pointed out, bad franchises drag the whole company down, so it’s in everyone’s interests for the ‘marriage’ of a franchiser and franchisee to work out.

David Burton,Operations Director of Coram Life Education shared his experience of protecting their assets (and letting some go) particularly their well loved and iconic giraffe which is an integral part of their work with children.

We then took questions from the floor. One questioned the ethics of taking learning from McDonald’s (the answer lies in pragmatism) the appropriateness of replication across borders and cultures (this is no panacea, it is not always appropriate, but there are many examples of when it is) evidencing successful outcomes with franchisees (benchmarks and strong processes created once that last well were suggested) and protecting intellectual property.

Later that day a number of pieces of media coverage appeared, highlighting the key findings of the research on the Guardian, Third Sector and Civil Society.

• Guardian: Resist the urge to innovate supersize like McDonald’s 
• Third Sector: Charities copy commercial franchise McDonald’s research says
• Guardian: Social Franchising, how do you do it and what are the benefits? 
• Civil Society:  Sector should learn from McDonald’s says report

To see a copy of the report, click on this link.

For more information about up and coming events please email info@the-icsf.org.

With the economic pinch being felt across the sector, this research and its findings are a fresh, positive perspective on delivering social change. Read the report in full.

View the full report here

View the full report here