Research - Mandel Center for Nonprofit Organizations

Case Studies

MetroHealth Leadership Institute: A Case Study of Fundraising Advancement in a Public Institution

Leaders of the MetroHealth System set about strengthening their institutional capacity to raise philanthropic gifts and grants. The vision was sparked by the desire to demystify the fundraising process and transform a largely public institution into one whose key stakeholders participated actively in raising money and shaping its destiny. To help them pursue this vision, MetroHealth leaders consulted with the Mandel Center for Nonprofit Organizations. Together, they developed an approach to teaching medical and administrative staff about fundraising and preparing them and members of MetroHealth's boards of directors to participate more actively in the fundraising process. This case study describes the genesis of the MetroHealth Leadership Institute, explores the impact on its participants and the fundraising efforts of the MetroHealth system, and tells stories of success and lessons learned from the doctors, nurses, administrators, and board members who participated.

Nonprofit Strategic Alliances Case Studies: The Role of Trust

In order to build upon our previous research for Merging Nonprofit Organizations: The Art and Science of the Deal (2001) and Nonprofit Strategic Alliance Case Studies: Lessons from the Trenches (2001), we decided to take a closer look at the role of trust in the development of strategic alliances among nonprofit organizations. We selected three different kinds of strategic alliances (merger, consolidation, and joint venture) as the basis for exploratory case studies. These studies are descriptive and do not represent a formal analysis, nor do they seek to present a particular theory or research question. They recount the processes organizations used as they came together, highlight the perspectives of the participants closest to the alliance formation process, and identify what impact, if any, the presence or absence of trust may have had on this process.

The organizations described in this book are:

Case Study 1: The AIDS Taskforce of Greater Cleveland
Case Study 2: Ideastream
Case Study 3: Otis Moss, Jr. - University Hospitals Medical Center

Nonprofit Strategic Alliances Case Studies: Lessons From the Trenches

The six case studies collected here feature organizations that have completed a merger or consolidation or another kind of legal alliance with one or more other organizations. The case studies illustrate: the driving forces that influence organizations to consider strategic alliances; how they chose or came to know their partners; the timeline and process they used to form the alliance; hurdles or obstacles they encountered along the way; the evaluation or outcomes of the alliance; and the lessons they learned from the entire experience.

The organizations described in the book are:

Case Study 1: The Alliance for Nonprofit Management
Case Study 2: Applewood Centers
Case Study 3: Catholic Charities Services Corporation
Case Study 4: HelpSource
Case Study 5: Metropolitan Alliance of Community Centers
Case Study 6: Ottawa County United Way

Merging Nonprofit Organizations: The Art & Science of the Deal

Merging two or more organizations is a complex process, regardless of the sector in which it is occurring. In fact, the merger process combines science and art. This workbook is structured around the case of a merger between two nonprofit organizations and the experiences of these two organizations' merger journey are presented through the eyes of the board president of one organization, the executive director of the second, and a nonprofit organizational consultant engaged to work with them both. Finally, the workbook features key questions and checklists for nonprofit leaders to use as they move through their own merger exploration journey.

Speeches

High Impact Through High Leverage

Mario Morino
Chairman, Venture Philanthropy Partners

Keynote speech at the Mandel Center for Nonprofit Organizations' Leadership in Nonprofit Management Awards Luncheon honoring Steve Minter Wednesday, May 21, 2003

Taking Pride in Who We Are and What We Do

Peter B. Goldberg
President and Chief Executive Officer, Alliance for Children and Families

Remarks at the Mandel Center for Nonprofit Organizations' Leadership in Nonprofit Management Awards Luncheon honoring David Bergholz Thursday, June 13, 2002

Abstracts

Spring 1995

The Development of State-Level Nonprofit Data Bases
Neil Bania, Elizabeth H. Katona, and Jenny Keiser-Ruemmele

Winter 1993

Interlakes Community Health Centers: A Case Study
Albert J. Abramovitz

Winter 1993

The First Three Years of NML: Central Issues in the Management of Nonprofit Organizations
Dennis R. Young

Spring 1993

The University Budget Process: A Case Study
Linda B. Ferreri and Scott S. Cowen

Fall 1992

The Strategic Restructuring of Nonprofit Associations: An Exploratory Study
Darlyne Bailey

Summer 1991

Organizational Metamorphosis: A Study of Eighteen Nonprofit Mergers, Acquisitions, and Consolidations
Mark I. Singer and John A. Yankey

Spring 1991

Enhancing Nonprofit Resources Through Barter
Arnold Reisman

Research - Research Library

Case Studies

MetroHealth Leadership Institute: A Case Study of Fundraising Advancement in a Public Institution

Nonprofit Strategic Alliances Case Studies: The Role of Trust

Nonprofit Strategic Alliances Case Studies: Lessons From the Trenches

Merging Nonprofit Organizations: The Art & Science of the Deal

Speeches

High Impact Through High Leverage

Taking Pride in Who We Are and What We Do

Abstracts

Summer 2009

Winter 2007

Summer 2006

Fall 2004

Winter 2003

Spring 2003

Spring 2002

Winter 2001

Spring 2001

Winter 1997

Summer 1996

Winter 1995

Fall 1995

Spring 1995

Winter 1993

Winter 1993

Spring 1993

Fall 1992

Summer 1991

Spring 1991