This "Innovations in State and Local Government" case begins in January 1983, when Ellen Schall is appointed commissioner of New York City's Department of Juvenile Justice, an agency in upheaval. DJJ was established to detain seven- to fifteen-year-old children between arrest and adjudication. Most of DJJ's charges are held in a 25 year old secure detention facility called "Spofford," a notoriously violent and dilapidated facility in the South Bronx. The case describes the situation as Schall walks into it.
This is an account of how different constituencies (educators, school board members, and local business people) viewed and influenced a decision by the Cornwall County school board to hire outside professionals to manage the school district's custodial staff. Cleanliness problems in some schools were interfering with education and had become something of a local issue because of the city's desire to attract and hold high tech business.
Highly relevant to a wide range of personnel and organizational behavior courses, "A Change of Leadership at the Local Education Authority" presents a problem that relates easily to many organizations in the U.S. and abroad.
Taking place in a unit of a state public welfare agency, a new manager must come to terms with a growing case backlog in a confused, out of control case system. Since many social service, regulatory and check writing agencies process cases of one sort or another, the lessons and principles derived from this case can be universal. Intended to recoup payments made to welfare recipients involved in accidents with a third party reimburser, substantial repayment revenue is available if the agency appropriately focuses policy and adjusts its operations.
This case presents a classic operating dilemma in adaptation to change. A nationally-honored local housing authority program which combined efforts of nonprofit agencies and local government is now endangered by the introduction of federal mandates. From an intergovernmental relations, strategic thinking and ethics, or housing and human services context, this case is designed to teach aspects of operations management for government and nonprofit agencies.
This three part case chronicles a philosophical and practical shift in services to children and families at the Iowa Department of Human Services (DHS), and the resulting collaborative process for change across distinct human service jurisdictions. Instructors may use the Iowa experience to present a broad overview of service delivery reform, and to evaluate the policy behind the shift.
This is a case about state and local government, where major problems in providing medical services through a county hospital to inmates of a state prison have prompted a review of the process. Susceptible to analysis by Total Quality Management principles or by other more straightforward analysis, the case discussion allows exploration of how the local and state institutions can work better together and across their own departments to save significant time and money.
Students of public or personnel management will be challenged by this fast moving case study showing the sequential decisions made in a charged management situation. A recently appointed engineering commissioner in an urban building department is confronted with disconcerting allegations of unethical conduct by one of her supervisors. The supervisor responsible for commercial building inspections is alleged to have enlisted the aid of city employees, on "company time" for construction work on his own home, using city vehicles in the process.