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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.

Casa documents leadership decisions made in a nonprofit providing safe haven for Hispanic women experiencing domestic violence and shows how leaders can compete for resources and create program principles based on ethnic community values.

This case is designed to document the main leadership decisions made in the life of a nonprofit founded to provide safe haven for Hispanic women experiencing domestic violence.

The dilemmas and escalating crises facing a new executive director of a small, multipurpose nonprofit, plus the particular challenges of taking charge after a popular founder/executive director leaves. The case presented an overview of general management responsibilities and some basic principles of board management and staff relationships.

These teaching cases present dilemmas and escalating crises facing the new executive director of a small, multipurpose nonprofit organization.

Hazard Perry County Community Ministries redefine the interrelated problems facing their community. They create solutions through building partnerships, addressing the underlying issues, and following through with service delivery.

For years, outsiders brought individual social service programs and funding to Eastern Kentucky, then left. Gerry Roll and her colleagues redefine the interrelated problems facing their community.

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