Publications

    On October 29, 2012, Superstorm Sandy made landfall near Atlantic City, New Jersey. Sandy’s massive size, coupled with an unusual combination of meteorological conditions, fueled an especially powerful and destructive storm surge, which caused unprecedented damage in and around New York City, the country’s most populous metropolitan area, as well as on Long Island and along the Jersey Shore. This two-part case study focuses on how New York City prepared for the storm’s arrival and then responded to the cascading series of emergencies – from fires, to flooding, to power failures – that played out as it bore down on the city. Profiling actions taken at the local level by emergency response agencies like the New York City Fire Department (FDNY), the case also explores how the city coordinated with state and federal partners – including both the state National Guard and federal military components – and illustrates both the advantages and complications of using military assets for domestic emergency response operations.

    Part B of the case highlights, among other things, the experience of Staten Island, which experienced the worst of Sandy’s wrath. In the storm’s wake, frustration over the speed of the response triggered withering public criticism from borough officials, leading to concerns that a political crisis was about to overwhelm the still unfolding relief effort.

    On October 29, 2012, Superstorm Sandy made landfall near Atlantic City, New Jersey. Sandy’s massive size, coupled with an unusual combination of meteorological conditions, fueled an especially powerful and destructive storm surge, which caused unprecedented damage in and around New York City, the country’s most populous metropolitan area, as well as on Long Island and along the Jersey Shore. This two-part case study focuses on how New York City prepared for the storm’s arrival and then responded to the cascading series of emergencies – from fires, to flooding, to power failures – that played out as it bore down on the city. Profiling actions taken at the local level by emergency response agencies like the New York City Fire Department (FDNY), the case also explores how the city coordinated with state and federal partners – including both the state National Guard and federal military components – and illustrates both the advantages and complications of using military assets for domestic emergency response operations.

    On April 19, 2015, Freddie Gray, a young African American male, died while in the custody of the Baltimore Police. In response to his death, which occurred less than a year after a similar incident in Ferguson, Missouri, protestors mobilized daily in Baltimore to vocalize their frustrations, including what they saw as law enforcement’s long-standing mistreatment of the African American community. Then, on April 27, following Gray’s funeral, riots and acts of vandalism broke out across the city. Overwhelmed by the unrest, the Baltimore police requested assistance from other police forces. Later that evening, Maryland Governor Larry Hogan declared a state of emergency and activated the Maryland National Guard. At the local level, Baltimore Mayor Stephanie Rawlings-Blake issued a nightly curfew beginning Tuesday evening.

    “Into Local Streets” focuses on the role of the National Guard in the response to the protests and violence following Gray’s death, vividly depicting the actions and decision-making processes of the Guard’s senior-most leaders. In particular, it highlights the experience of the state’s Adjutant General, Linda Singh, who soon found herself navigating a complicated web of officials and agencies from both state and local government – and their different perspectives on how to bring an end to the crisis.

    On April 19, 2015, Freddie Gray, a young African American male, died while in the custody of the Baltimore Police. In response to his death, which occurred less than a year after a similar incident in Ferguson, Missouri, protestors mobilized daily in Baltimore to vocalize their frustrations, including what they saw as law enforcement’s long-standing mistreatment of the African American community. Then, on April 27, following Gray’s funeral, riots and acts of vandalism broke out across the city. Overwhelmed by the unrest, the Baltimore police requested assistance from other police forces. Later that evening, Maryland Governor Larry Hogan declared a state of emergency and activated the Maryland National Guard. At the local level, Baltimore Mayor Stephanie Rawlings-Blake issued a nightly curfew beginning Tuesday evening.

    “Into Local Streets” focuses on the role of the National Guard in the response to the protests and violence following Gray’s death, vividly depicting the actions and decision-making processes of the Guard’s senior-most leaders. In particular, it highlights the experience of the state’s Adjutant General, Linda Singh, who soon found herself navigating a complicated web of officials and agencies from both state and local government – and their different perspectives on how to bring an end to the crisis.

    Jane Wiseman, August 2017

    This Operational Excellence in Government case study describes, for the first time, efforts by New York City's deputy mayor for operations and his team to optimize the city’s real estate portfolio. New York City government employees occupy 300 million square feet of offices, schools, police and fire stations, warehouses, and the like. There had never before been an effort to view the entirety of the space as an asset that could be allocated more efficiently. Rather, over case study: New York City Office Space Optimization 4 time, individual departments had independently acquired or leased the space they needed, predominantly with their own usage standards.

    de Jong, Jorrit, Lisa Cox, and Alex Green. 2017. “A Task Force with Teeth? Driving City Performance in Lawrence, Mass.”. Abstract

    Jorrit de Jong, Lisa Cox, and Alex Green; June 2017 

     

    After taking office, Mayor Daniel Rivera creates a new task force to combat blight in Lawrence, Massachusetts. Although blight was not on Rivera’s campaign agenda, he soon realizes that the issue is worth his attention. The issue of blight and distressed properties is complex and far-reaching, having to do with his city’s public health and safety, inequality, and real estate prices. Although Rivera feels he has little flexibility to change staffing levels on a short-term basis, he endeavors to motivate the team members he has. But creating a task force from entrenched groups poses challenges. Effecting change is slow, and Rivera often feels the task force is not making a dent in the problem. The case describes a data tracker for collecting information on distressed properties from disparate sources, and the tracker includes over 40 input fields.

    This case allows participants to understand how such a tool is developed, but pushes them even further to understand how to use data to address pressing problems once the data is collected. An accompanying teaching note includes theory and conceptual frameworks to lead classroom discussion on the case.

     

    On April 15, 2013, Dzhokhar and Tamerlan Tsarnaev placed and detonated two homemade bombs near the finish line of the Boston Marathon, killing three bystanders and injuring more than two hundred others. This case profiles the role the Massachusetts National Guard played in the complex, multi-agency response that unfolded in the minutes, hours, and days following the bombings, exploring how its soldiers and airmen helped support efforts on multiple fronts – from performing life-saving actions in the immediate aftermath of the attack to providing security on the region’s mass transit system and participating in the search for Dzhokhar Tsarnaev several days later. It also depicts how the Guard’s senior officers helped manage the overall response in partnership with their local, state, and federal counterparts. The case reveals both the emergent and centralized elements of the Guard’s efforts, explores the debate over whether or not Guard members should have been armed in the aftermath of the bombings, and highlights an array of unique assets and capabilities that the Guard was able to provide in support of the response.
    This case explores the experiences of three Manhattan-based hospitals during Superstorm Sandy in 2012. Beginning with an overview of how the hospitals prepared in the months and days leading up to the storm, it focuses primarily on decisions made by each institution, as Sandy approached, about whether to shelter-in-place or evacuate hundreds of medically fragile patients -- the former strategy running the risk of exposing individuals to dangerous and life-threatening conditions, the latter being an especially complex and difficult process, not without its own dangers. Ultimately, each of the three hospitals profiled in the case took a different approach, informed by their differing perceptions of risk and other unique circumstances. The case illustrates the very difficult trade-offs hospital administrators and local and state public health authorities grappled with as Sandy bore down on New York and vividly depicts the ramifications of these decisions, with the storm ultimately inflicting serious damage on Manhattan and across much of the surrounding region.
    As the second case in the two-part Deepwater Horizon Oil Spill case study, Case B builds upon Case A’s overview of the disaster and early response of the sinking of the Deepwater Horizon drilling rig in late April 2010, by focusing on the challenges the National Incident Command encountered as it sought to engage with state and local actors – an effort that would grow increasingly complicated as the crisis deepened throughout the spring and summer of 2010.

    Following the sinking of the Deepwater Horizon drilling rig in late April 2010, the Obama administration organized a massive response operation to contain the enormous amount of oil spreading across the Gulf of Mexico. Attracting intense public attention and, eventually, widespread criticism, the response adhered to the Oil Pollution Act of 1990, a federal law that the crisis would soon reveal was not well understood – or even accepted – by all relevant parties. This two-part case profiles the efforts of senior officials from the U.S. Department of Homeland Security as they struggled to coordinate the actions of a myriad of actors, ranging from numerous federal partners (including key members of the Obama White House); the political leadership of the affected Gulf States and sub-state jurisdictions; and the private sector. Case A provides an overview of the disaster and early response; discusses the formation of the National Incident Command (NIC), which had responsibility for directing response activities; and explores the NIC’s efforts to coordinate the actions of various federal entities.

    In late 2006, New York City Mayor Michael Bloomberg created the Center for Economic Opportunity (CEO). Born out of recommendations made by the Bloomberg appointed public-private Commission for Economic Opportunity, CEO was designed to be an innovations lab that would test anti-poverty programs by applying a results-based approach. With a budget of $100 million, CEO would closely monitor new programs and hold them accountable for producing measurable results. Uniquely, CEO would cut funding for programs that did not “make the grade.” Bloomberg named Veronica White the Executive Director of CEO. White had decades of experience working in executive positions in several New York City agencies but with CEO she had daunting tasks ahead. She would have to redefine how poverty was measured in the city, facilitate cross agency partnerships, and, most important, develop an effective and achievable evaluation system for all programs. This case traces the CEO team’s challenges in placing program evaluation at the core of their mission. 

Pages