Additionally, she was fuming. She had just arrived home from the funders' assembly where she was asked questions that came close to challenging the very intent of her nonprofit organization. She had been unprepared for the very demanding questions the funders had inquired and she understood that she would need to be substantially better prepared for the next specially scheduled meeting in one month. She desired retort to the funders' questions and she wondered how exactly to achieve these answers in four short weeks.
Linnane as well as the Rollins School Philanthropy and Nonprofit Leadership Center (PNLC, or the Center) staff set other efforts on hold while they worked intensely to get ready for the coming meeting. They collected all the documents on the mission, vision and strategic plan of the PNLC. Brainstorming began. Even if such services had not yet generated any revenue? What outcome measures were appropriate for assessing the success of non-income-creating activities including networking? To start to search for responses to such questions (and others), Linnane decided to review PNLC's functionality from the past two years and to establish a strategy for 2011/12. Time was of the essence because without the support of funders, Linnane would be hard pressed to continue offering the now well-accepted networking activities."
PUBLICATION DATE: June 29, 2011 PRODUCT #: W11242-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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