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Found 19 cases in the category Education

  1. At the beginning of a new school year during the Great Recession, Bedford Falls Academy Executive Director Susan Lundberg proposes an ambitious five-year capital improvement and enrollment growth plan. The plan is a complete surprise to the Board, which had met to discuss the school’s strategy just three months earlier. Over the previous three years the highly leveraged and cash strapped school has purchased a new facility on two hundred acres of property, expanded its enrollment area to surrounding communities, and expanded is programming from grades 5-8 to include grades 9-12.

    Education, Finance
  2. In March 2015, Newpoint High School, one of the high-performing charter schools in Escambia County, Florida, suddenly found itself at the heart of a real scandal when the School District announced publically that it appeared there was a possibility that school administrators had pressured teachers to falsify attendance records, delete overdue assignments, give answers to tests, and change grades in order to ensure that Newpoint seniors would advance to graduation. And the suggestion was that this was only the tip of the iceberg.

  3. 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.

  4. In January 2010 controversy erupted in the small city of Central Falls, Rhode Island, after state education officials identified the local high school as in need of overhaul due to the low level of achievement of its students. According to new guidelines established by the federal Department of Education under President Obama’s “Race to the Top” initiative, the Central Falls School District could choose among four “turn-around models” for addressing management, curriculum, and instructional concerns at the high school.

  5. During her lunch break, Eileen Shanahan, assistant secretary for public affairs at the Department of Health, Education and Welfare (HEW), learns that the first annual report of HEWs inspector general, due to be published the next day, will claim that HEW "wastes seven billion dollars a year." The bearer of this news is Robert Wilson, public affairs manager for the inspector general's office.

  6. 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.

  7. Pedro Martinez is the Budget Director of Chicago Public Schools (CPS), the third-largest school district in the country. With the support of the Chicago mayor and CPS's CEO, Martinez wants to implement a new budgeting system in the district, starting with the schools that the district is building and reforming as part of Renaissance 2010, an initiative to restructure and revitalize 100 schools in Chicago.

    Education, Finance
  8. This brief, three part case focuses on an unsettling moment in the life of a public management class, when racial tensions surface during discussion of a case involving minority staff at a public agency. African-American student Dinah Charles voices her objection to what she perceives to be racial stereotyping in the case text, suddenly derailing Assistant Professor Dan Booker's efforts to keep the class on track exploring management issues.

  9. This case enables students to explore public sector innovation, consider the utility of private sector techniques in public enterprise, and weigh the possibilities of public-private partnerships. By analyzing how King County Metro's Market Development group pursued a clear goal with evolving methods, students can recognize the potential of creative thinking about mission and product, strategic responses to key players' changing concerns, careful risk taking and flexible financing, maximizing available resources, leveraging success, and partnering with private organizations.

  10. This short, engaging case spurs class discussion about the role of community-based interest groups and the pressures they exert on local governments and public executives. The case also prompts analysis of how local governments are caught between the dictates of nationally driven policy or regulation and the specific, unique needs of their own communities. By mapping the divergent interests of various community groups, students are equipped to identify a range of possible compromise solutions to the political and social crisis.