Case Study Search
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.
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.
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
The marketplace for information on nonprofits is growing. It involves competition for donor attention as well as for nonprofit participation. This variety of systems can be quite confusing, leading nonprofits and donors alike to wonder: What would be the most effective system? What kind of information do donors really want, and what kind of system would lower the barriers to nonprofit participation?
The vast majority of Americans, up to 90% according to some sources, donate to charity each year. Many of them will struggle with deciding which charity best deserves their gift.
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 case focuses on Casa Amiga, a nonprofit organization struggling to address a growing trend of violence against women in Juárez, Mexico a town situated directly on the U.S.-Mexico border.
FAC is a community development corporation that is a model for partnering with residents to create affordable housing and living-wage employment, form community benefit agreements with developers, and enable former prisoners to rejoin society.
South Brooklyn's Fifth Avenue Committee (FAC) annually engages 5,000 low and moderate-income residents in the economic development of their gentrifying neighborhoods.