Abstract
This two-part case engages students in thinking about one of the country's largest operating foundations, its relationship with the community in which it operates, the interaction between the foundation and its changing environment over a thirty-year period, and the evolution of the organization's mission, leadership, strategies, and operations. Part A sets the context for students to confront strategic planning issues raised in Part B.
Part B of the case discusses changes in the organization, operations, and environment of the Wilder Foundation prior to the publication of its 2000 strategic plan. The case describes the strategic planning process followed to develop that plan and describes important changes through December, 2002. It challenges students to advise Wilder on how to develop a 2005–2010 plan and suggest what its content might be. Both cases allow students to consider the role of nonprofit organizations in the provision and delivery of social services in local communities.
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