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A local nonprofit organization's rapid success at applying a venture capital approach to philanthropy creates widespread interest in replicating its model in other cities.

This case illuminates issues associated with the replication of nonprofit organizations and their affiliation in larger structures.

The events that led to the bankruptcy of the San Antonio Symphony illustrate conflicting goals that nonprofits face, addressing both financial viability of their organizations and artistic and cultural views of how nonprofits should operate.

This case is about the events that led to the bankruptcy of the San Antonio Symphony.

A looming battle at the polls threatens two important civic projects, and leaders look for a way around the funding and political dilemma.

This case can be used to help students learn about the politics of tax initiatives as a tool for funding important community projects.

The case begins in Spring 2007 with Paul Shoemaker and Ruth Jones, the respective executive directors of Social Venture Partners (SVP) Seattle and Social Venture Partners International (SVPI).

After Major League Soccer announced a plan to bring a team to Salt Lake City, the subsequent intergovernmental tensions with regard to funding and building a stadium caused the Major League Soccer to question their decision.

Major League Soccer announced plans to bring a team to Salt Lake City, Utah, and originally the organization announced plans to build a soccer stadium in downtown.

Through engaging community residents, buying property and creating sophisticated financial negotiations, New Road Community Development Group has brought long-sought sewers and home ownership to a formerly disenfranchised neighborhood.

Ruth Wise and her colleagues have put their formerly disenfranchised neighborhood on the map.

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 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.

Does a growing arts organization have the management skill and structure to survive its success? This case examines board dynamics, development issues, and board effectiveness.

By highlighting the complex behavioral dynamics of a struggling nonprofit board of directors, this case serves well to provoke class discussion about effective governance in nonprofit organizations

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