In 2013, Shining Hope approached MIT’s GlobalHealth Lab for assistance in increasing efficiency of its slum clinic and developing a growth strategy to serve more patients. While on site, the student team conducted interviews with clinic staff and patients, reviewed patient flow, analyzed the clinic supply chain and studied costs associated with the clinic. Over the course of two days, the MIT Sloan team performed time study on patient flow, collecting data from 48 different patients that they then used to analyze the clinic’s operation. The resulting findings mapped out four domains in a strategic framework the team designed for Shining Hope: Objectives; scope; internal organization; and external positioning. A linked portfolio of practical tools included a list of priorities for SHOFCO and methods for monitoring and managing the clinic’s capacity using an excel simulation.