Case Study Search
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).
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 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 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.
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.
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.