Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: May 2001
Length: 23 pages
Data source: Field research
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https://casecent.re/p/97021
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Abstract
In February 2000, Triangle Community Foundation (TCF) director of Philanthropic Services Tony Pipa presented the foundation''s new mission statement and its internal ramifications to the staff. It had been over two years since TCF''s board had mandated that donors, not non-profit organizations, were the foundation''s primary customers. Executive Director Shannon St John, Pipa, and other members of the management team had met for months and wrestled with fundamental questions around the definition of philanthropy, how to achieve meaningful, long-term impact, and the foundation''s role in the communities it served. They were excited about the progress they had made but knew that many questions still remained, and they expected some resistance to their proposals. Much of the staff had come to TCF from non-profit, community-based organizations and spent much of their time working with the non-profit sector. They were not sure what this new focus on donors as customers meant for their work, nor were they comfortable with not considering the non-profit community their customers.
Location:
Industry:
Size:
12 employees, USD19 million revenues
Other setting(s):
1999-2000
About
Abstract
In February 2000, Triangle Community Foundation (TCF) director of Philanthropic Services Tony Pipa presented the foundation''s new mission statement and its internal ramifications to the staff. It had been over two years since TCF''s board had mandated that donors, not non-profit organizations, were the foundation''s primary customers. Executive Director Shannon St John, Pipa, and other members of the management team had met for months and wrestled with fundamental questions around the definition of philanthropy, how to achieve meaningful, long-term impact, and the foundation''s role in the communities it served. They were excited about the progress they had made but knew that many questions still remained, and they expected some resistance to their proposals. Much of the staff had come to TCF from non-profit, community-based organizations and spent much of their time working with the non-profit sector. They were not sure what this new focus on donors as customers meant for their work, nor were they comfortable with not considering the non-profit community their customers.
Settings
Location:
Industry:
Size:
12 employees, USD19 million revenues
Other setting(s):
1999-2000