Case Studies
Our work spans sectors, stakeholders, and partnership models. The case studies on this page highlight how we can help organizations align partners and manage collaborations to effect positive change.
These case studies reflect work completed by Dunnright Collaborative's founder in previous roles. The approach and frameworks developed through these engagements inform the partnership development methodology used Dunnright Collaborative today.
Building a Multi-Institutional Pilot Program to Scale Student Support
The Challenge
A national nonprofit organization sought to transform a highly successful graduate student fellowship program into a scalable model that universities could ultimately adopt and sustain independently, on the recommendation of the program's primary philanthropic sponsor. The organization needed to determine:
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What support services universities already provided
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Where meaningful gaps existed
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Which program elements could be replicated successfully
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How to create a collaborative and sustainable model that institutions could own long-term.
The Approach
The organization combined data collection, stakeholder engagement, and collaborative planning to inform program design.
Surveys of program alumni and applicants provided insight into existing institutional support structures and unmet needs. The nonprofit then convened representatives from more than a dozen universities to review and refine the proposed model.
A key finding emerged: institutions needed not only funding, but also opportunities to learn from one another. As a result, the pilot incorporated peer learning, resource sharing, and ongoing collaboration among participating institutions.
The Results
The redesigned initiative launched as a national competition supported by three years of pilot funding from the original program’s sponsor. Five universities were selected to receive funding and technical support to develop or expand research support programming.
The nonprofit also created a publicly accessible resource platform and facilitated regular learning sessions among participating institutions. Most importantly, all participating universities ultimately incorporated the pilot programs into their own institutional offerings after external funding concluded.
Why It Worked
Success stemmed from designing the program with stakeholders rather than for them. Universities, funders, program alumni, and subject matter experts all helped shape the model, creating shared ownership and stronger implementation.
The initiative also emphasized partnership over dependency. By fostering collaboration among participating institutions, the nonprofit created a sustainable network that continued to exchange knowledge and resources beyond the life of the pilot.
Revitalizing a University-Industry Partnership Through Strategic Organizational Alignment
The Challenge
A university and major corporation shared a long-standing research partnership with significant potential, but leadership turnover on the university side had left the relationship without clear internal ownership, documented processes, or institutional memory. The partnership lacked the structural foundation needed to execute effectively or signal commitment to the corporate partner.
The Approach
Work with university stakeholders was conducted through four integrated steps:
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Conducted stakeholder interviews with current and former partnership participants to capture institutional knowledge and surface challenges
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Facilitated a working session where stakeholders reviewed findings and collaboratively developed solutions
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Recruited and formalized a new advisory committee to govern the partnership internally and coordinate cross-departmental participation
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Audited existing policies and processes, proposing improvements to streamline approvals and add evaluation mechanisms
The Results
The university's systematic approach signaled genuine commitment to the partnership. Within months:
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The corporate partner restructured its own committee to align with the university's new governance model
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Streamlined processes enabled faster resolution of financial and programmatic challenges
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Campus-wide engagement expanded as departments previously uninvolved became active participants
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Clear communication flows and decision-making structures strengthened both sides of the relationship
This engagement demonstrated how systematic stakeholder engagement and governance design can transform partnership effectiveness—insights that now inform our work at Dunnright Collaborative.
Why It Worked
Both partners valued the relationship but the university first had to demonstrate internal reliability. Stakeholder engagement was prioritized to preserve institutional knowledge lost to turnover, and we designed solutions collaboratively—honoring the university's culture while building institutional buy-in for sustainable change. The result: a partnership with clearer governance, stronger trust, and broader campus participation.