MANDEL CENTER FOR NONPROFIT ORGANIZATIONS
CASE STUDIES
MetroHealth Leadership Institute: A Case Study of Fundraising Advancement in a Public Institution (PDF 158K)
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 (PDF 165K)
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 (PDF 519KB)
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 (PDF 620KB)
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.