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This case explores the incentives guiding a P3 transit company in Abidjan, Cote d’Ivoire after the government (its primary stakeholders) collapses. As a main tool for post-conflict recovery, the company attempts to address growing needs around public transit as well as its own financial setbacks. 

SOTRA was created at the request of the Ivorian government on December 16, 1960 with a public-private concession agreement shortly after Côte d'Ivoire’s independence from France.

This case demonstrates most clearly the challenges to starting and sustaining a collaborative partnership.  By examining the different steps that the Eight Neighbors partnership has taken between September 2008 and August 2010, this case also highlights the potential benefits and challenges to tackling community-wide issues with an approach that involves different sectors and a diverse set of stakeholders.

Started in direct response to the economic crisis in September 2008, the Eight Neighbors partnership has spent two years trying to build a collaborat

This case outlines 2V/ACT's strategic planning process and the challenges the organization faced in implementing the plan. Primary objectives include:

  • Examining what it means for nonprofits to be stewards of community resources
  • Exploring the role of strategic planning and how plan implementation impacts the success of the planning process
  • Evaluating the role of different funding streams and how they impact the functioning of an organization
  • Exposing students to the challenges of maintaining board and staff capacity during major transitions
  • Exploring how the leadership of a nonprofit should determine when it is time to dissolve the organization

2V/ACT, originally known as Seattle Youth Involvement Network (SYIN), was envisioned during a three-day Seattle Youth Summit coordinated by Mayor Norm Rice in 1991.

This three part case chronicles a philosophical and practical shift in services to children and families at the Iowa Department of Human Services (DHS), and the resulting collaborative process for change across distinct human service jurisdictions.

This three part case chronicles a philosophical and practical shift in services to children and families at the Iowa Department of Human Services (DHS), and the resulting collaborative process for

The dilemma facing a citizens' organization formed to support creation of a large new city park. The organization has developed many policy and advocacy options, and must now decide the best approach.

This teaching case presents the dilemma that faces the director of a local citizens' committee formed in support of the creation of a large new city park in downtown Seattle.

This is one of the best examples available of how a grassroots nonprofit evolves and develops, and how it recovers from opposition, missteps, and accidents that often destroy a good cause before it gets established.

This A and B case sequence traces the development of a nonprofit organization aimed at serving recent Hispanic immigrants in gaining access to day labor and staying out of immigration trouble.