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.
Which Way Does the Wind Blow? Wind Power Investment and Development in Mexican Cross-Border Communities
The case study chronicles the development of Baja California state’s first wind farm and illustrates the energy dilemma faced by a region experiencing high electricity costs due to climate, detachment from the national grid, and an incompatible national energy regulatory structure. The case follows David Munoz Andrade, Director of the Baja State Energy Commission, and his vision of wind development as the solution for meeting the region’s energy needs and fostering growth.
Since 2001, the Payatas site in Quezon City, Metro Manila, has been transformed from an open dumpsite, into a controlled waste disposal facility, and recently into a sanitary landfill. This transformation resulted in a number of positive outcomes for the community and the environment, including: the first Clean Development Mechanism landfill gas-to-energy project in the country, organization of waste pickers, free electricity for street lighting and the community center, and business development resulting from recycling activities.
This two-day simulation focuses on the negotiation of controversial and complex issues related to the 2,000-mile border that separates and joins the United States and Mexico as neighbors.
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.
Mahiz Shewen is the president of the Pandoran Development Authority (PANDA), a group of private sector leaders with civic action interests in the Southeast Asian republic of Pandora. PANDA has recently sponsored a large convention in the capital city of Garabad to discuss the private sector’s role in Pandora and to find ways for the private sector to increase its participation in social and economic policy. In Shewen’s mind, the convention had been a great success for his organization and the private sector.
Cultural Roots as a Source of Strength: Educating and Organizing A Fragmented Immigrant Community: Rediscovering Pride
Oaxacans represent a range of indigenous groups from southeastern Mexico. The groups speak 16 different languages. Their cultures and customs are neither American nor Spanish. Prone to "double racism" they experience widespread discrimination. Founded in 1991, the Oaxacan Indigenous Binational Front educates Oaxacan migrants about their rights and helps win improvements including better wages and working conditions. With many Oaxacans going back and forth between jobs, homes and families in both the U.S. and Mexico, the coalition has offices and members in two countries.
This case exercise examines the net employment effect of NAFTA over its first ten years of existence, given widely varying measurement approaches and conclusions. Several established methods of estimating NAFTA related job losses/gains are presented and opened to critical analysis. The case demonstrates that applying various methods of measurement by parties with vested interests and predetermined expectations can lead to predestined findings.
The case begins in Spring 2007 with Paul Shoemaker and Ruth Jones, the respective executive directors of Social Venture Partners (SVP) Seattle and Social Venture Partners International (SVPI). It chronicles the history of SVP Seattle and the subsequent formation of SVPI, the international network of SVP affiliates. The case contrasts the ambitious goals for the exponential growth of SVPs in 2001 to the moderate growth it had actually achieved by 2007.
The teaching notes presented here are from an outstanding casebook on Leadership and Diversity written by Dean Barbara J. Nelson, UCLA School of Public Affairs. In these teaching notes the author shares her experiences teaching the case, provides questions to stimulate class discussion, recommends further readings and provides character descriptions for in class role play. The Case Book itself is open to the public on the UCLA website at http://www.spa.ucla.edu/leadership/ and includes the following cases: