@booklet {890941,
	title = {loveLife: Transitions After 2005},
	journal = {Harvard Business Publishing},
	year = {2012},
	abstract = {
	This case focuses on how loveLife, South Africa{\textquoteright}s largest youth-focused nongovernmental organization, recovered from 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. The case describes managers{\textquoteright} 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{\textquoteright}s new chief executive officer contemplating how to secure the organization{\textquoteright}s future amid national political changes and funding challenges.



	Teaching Note\&nbsp;available through Harvard Business Publishing.



	[[{"fid":"3307326","view_mode":"default","type":"media","attributes":{"height":"367","width":"496","alt":"loveLife Program Coverage, 2007. Source: loveLife","title":"loveLife Program Coverage, 2007. Source: loveLife","class":"media-element file-default"}}]]loveLife Program Coverage, 2007. Source: loveLife. (Exhibit 6 from "loveLife: Transitions After 2005" case.)



	Learning Objectives:\&nbsp;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.



	Supporting Content:\&nbsp;This case is a sequel to loveLife: Preventing HIV Among South African Youth.



	Keywords:\&nbsp;National strategy, impact of financing, HIV prevention, leadership, sustainability

},
	author = {Sarah Arnquist and Julie Rosenberg and Rebecca Weintraub}
}
