Case Study Search

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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.

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 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.

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).

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.

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 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.

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.