This case is about a bureaucratic organization in flux. The government agency in charge of disaster management on the small island of St. Vincent in the Eastern Caribbean is suffering from external threats to its operations as a result of a loss of public confidence. The loss of public confidence is a reaction to the mismanagement of disaster response and relief efforts following a devastating hurricane. The Director (Ag), Ms. Ford, is unable, or unwilling, to rehabilitate the image of the agency in a way that satisfies the general population.
Baltimore has suffered significant amounts of economic damage since the end of World War II and de-industrialization: high unemployment, an exodus of residents to the suburbs, alarming homicide and drug addiction rates, and plummeting educational achievement by residents. To reverse the decline, city leaders have pursued an aggressive policy of redeveloping waterfront real estate for high-end commercial and residential use.
Cities of developing countries are perhaps the most vulnerable for climate change. To deal with their challenges of changing climatic conditions, Rockefeller Foundation created a network of multi-level organizations working in different cities, the Asian Cities Climate Change Resilience Network (ACCCRN), in 2008. ACCCRN’s primary goal is to build city-level climate resilience and to share experiences and “success stories” through network to encourage other cities and scale up climate resilience actions globally.
This case focuses on the Singaporean government’s pilot strategy for implementing smart grid technology as a means to empower its energy dependent modern economy. Already blessed with one of the world’s most reliable electric grids system, the Singaporean government remains proactive in providing greater reliability and efficiency through innovation.
In 2008, rolling blackouts crippled South Africa’s economy, which is highly dependent on energy-intensive industries such as mining and manufacturing. The blackouts were a result of decades of electricity sector mismanagement and underinvestment in power generation facilities despite rapid growth in electricity demand. The Medupi coal-fired power station, which will become one of the largest in the world, was seen as a medium-term solution to the country’s electricity woes. Yet the project faced a funding shortfall due to the global credit crunch that accompanied the 2008 financial crisis.
Over the past decade, immigrant rights organizations in several states seized the opportunity to shift their advocacy efforts from a narrow focus on reform of the nation’s immigration laws to a broader platform of improved immigrant integration into American society. This meant an expansion of policy focus into all aspects of immigrant life, including education, health care, and employment opportunities. To accomplish this, immigrant rights organizations had to devise new strategies to advocate for change at the level of state government.
This case illustrates the struggles of a well established nonprofit to understand its financial position after expanding its real estate and long-term debt just prior to the Great Recession. The case actors wrestle with understanding measures of financial performance including EBITDDA (Earnings Before Interest, Taxes, Depreciation, Depletion and Amortization) and GAAP (Generally Accepted Accounting Principles) net income and depreciation.
Dr. Albert Viau has developed a national physician’s assistant program to help solve the problem of rural health service delivery in Republica, a mountainous Central American country. This program would provide high level preventative and primary care in the rural and underserved areas of the country. His proposed solution faces major opposition from his medical colleagues and the health establishment. Dr. Viau knew the proven policy would help alleviate the problem, but he could not find any support. He ran for Dean of the Medical School to begin the reform and did not succeed.
The California Bureau of Public Lands is responsible for the management of all state-owned lands. It contracts with private timber companies to harvest timber. As part of the Program Analysis team, Gil Silver is designated to review the Bureau’s contract with a major timber company— Thompson Timber Co.—after intense opposition from small lumber companies and farm, labor and conservation groups. These groups claim the Bureau gives preferential treatment to big companies who ignore conservation requirements.
The case narrator is doing research on the health sector in Portobello—an alias for a Central American country—and follows Vice Health Minister Jose Manuel Quesada as he implements several major policy reforms. In the capital Santander, Quesada is overseeing a transfer of authority of all hospitals from the Ministry of Health to the National Social Security System (IPSS). This transfer will involve a new focus on a rural health programs and preventative health measures.