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Move Information, Not Property: U.S. Department of Defense – 1999 Innovations Finalist

This government re-engineering case focuses on the agency responsible for procuring goods and services (other than weapons) for the Department of Defense. New leadership at the DLA must deal with a sharply changed system. Rather than receiving an annual appropriation, the mammoth agency must bill its multitude of customers – the various military services – for performing procurement tasks. In trying to make itself a customer-focused operation, DLA considers changing both the management structure of its headquarters and the relationship between its headquarters and field offices.

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Computer Assisted Report Entry: St Louis, MO – 1988 Innovations Winner

This case examines a specific technological innovation and tracks its effect on the procedures of an organization. The Computer Assisted Report Entry (CARE) system adopted by the St. Louis County Police Department is designed to replace what is viewed as a cumbersome, if vital, procedure: the filing of written reports by individual police officers involved in responses to calls and in arrests. CARE replaces what the department believes to be an inefficient system of written reports with a system of telephone reporting. Although viewed positively in the text, the case also invites scrutiny of the long-term, perhaps unforeseen, consequences of such a technological change.

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Early Warning Program: U.S. Department of the Treasury – 1995 Innovations Winner

In this case, the federal entity responsible for both safeguarding and insuring the private pension systems of the United States (Pension Benefit Guaranty Corporation) must deal with one of the nation’s largest and arguably most troubled corporate pension systems – that of the General Motors Corporation. When GM proposes to sell off its Electronic Data Systems subsidiary, regulators at PBGC face a decision. Should they permit the deal to go forward if GM does not address an estimated $20 billion unfunded pension liability? In considering the question, PBGC must decide the extent, and potential justification, for demonstrating regulatory flexibility. Insisting on the letter of the law might scotch a deal which could lead to a significant contribution to GM’s pension liability. Too great a leniency, however – for instance, by allowing the value of GM’s own stock to be applied against pension liability – might jeopardize the interests of thousands of retired auto workers. The case is meant both to raise the issue of public sector negotiations flexibility and to facilitate discussion of the dynamics of public-private negotiations.

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Environmental Cleanup Program: Wichita, KS – 1992 Innovations Winner

Long-undetected groundwater contamination, discovered in 1990, by the Kansas Department of Health and Environmental Protection, has a potentially catastrophic economic impact on downtown Wichita, Kansas. The four-mile long, one-and-a-half-mile wide site centered at the corners of Gilbert and Mosley Streets lies in the heart of Wichita’s central business district. Although it did not provoke health concerns, the newly discovered contamination prompted lenders to cease making any financial commitments in the district. This case focuses on the strategic approach to this crisis taken by Wichita's city manager. Initially faced with two bad alternatives – forcing hundreds of businesses to share in the clean-up cost, or face designation of the area as a federal Superfund site, portending perhaps a decade of legal wrangling – Wichita creates a more palatable way out of the crisis. The case can be useful both for discussions of constituency-building and political strategy, and for discussions of U.S. federalism.

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Monroe Maternity Center, Inc.: Monroe County, TN – 1991 Innovations Winner

The combination of East Tennessee poverty and a lack of obstetrical facilities in Monroe County lead a U.S. public health officer, Dr. Barbara Levin, to seek different ways to provide prenatal and delivery services to women of the county. This case tells the story of the slow but successful effort to use nurses and midwives to staff a free-standing ”maternity center” which ultimately led to the maternity center delivering fully a quarter of all the county’s babies. It examines the strategies which Levin employed to build local support, overcome opposition in the medical profession and build a customer base. In addition, it frames a strategic question of whether and how Levin should attempt to transplant her idea to a far different region of the state.

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Single Room Occupancy Resident Hotel Program: San Diego, CA – 1988 Innovations Winner

When the destruction or conversion of single-room occupancy hotels, or SROs, in San Diego’s downtown seemed to lead to an increase in homelessness, a private real estate developer argued that he could build profitable new SROs if the city would waive or modify key safety and construction standards. In the ensuing debate over the first such SRO, the Baltic Inn, core public housing issues came to the fore: whether regulation was effective and equitable, whether deregulation would serve the poor, and what minimum quality of life society should demand for even the poorest housing consumers. For a different treatment of this issue, see Housing’s Bottom Rung: Single Room Occupancy Hotels in San Diego (C18-95-1293.0 and 1294.0). Housing’s Bottom Rung, the abridged version of Building the Baltic (C16-89-928.0), leaves the dilemma of how best to solve the city’s housing problems to students, rather than describing the route which San Diego actually pursued, as is done in the original case. It describes the decline in single room occupancy hotels for poor single people and early proposals for a preservation ordinance to halt their demolition. The use of the A case first in class, followed by the handout of B, is meant to prompt the realization that careful and imaginative policy analysis can lead in politically unanticipated directions.

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Competition and Costing: Indianapolis, IN – 1995 Innovations Winner

During his successful 1991 bid for the indianapolis mayoralty, Stephen Goldsmith is clear about his preference for privatizing city services. Once in office, however, Goldsmith decides on a different, more complex approach. The inefficiency of publicly-provided services, he reflects, may not be the result of their being public but rather a reflection of the lack of competition over who will provide them. In that light, Goldsmith undertakes a bold experiment: to force city departments to bid against private providers. This case focuses on the first stages of the Goldsmith experiment, a time in which city public works crews must, for the first time, compete against private firms for a pothole repair contract. The case raises core questions as to how to structure public-private competitions to ensure that valid comparison will be possible, as well as how to determine the exact nature of public costs. In addition, it allows for discussion of more theoretical questions as to whether some functions must always be public, while others should be private and still others privately-provided but publicly-financed.

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Division of Youth Services: Missouri – 2008 Innovations Winner

In the early 1970s, the Missouri Division of Youth Services (DYS) took its first steps toward radically changing the way it dealt with youthful offenders remanded to its custody. For years, like most states, it had incarcerated juveniles convicted of felony or misdemeanor offenses in large quasi-penal facilities called “training schools.” Instead, DYS began establishing smaller “cottage-style” residential programs that emphasized rehabilitation over punishment and applied a therapeutic approach to its troubled young charges. Over the next three decades, DYS expanded this approach to encompass its entire juvenile offender population. By the mid-2000s, the “Missouri model,” as it became known, was perhaps the most admired – and, many considered, most effective – juvenile corrections system in the U.S.

This case describes the Missouri model – including the population it serves, the educational and therapeutic programs it offers, and the frontline staff of “youth specialists” it employs to work closely with young offenders. The case also provides an overview of Missouri’s impressively low recidivism figures and a brief discussion of the complexities of comparing such figures among states. It concludes with a discussion of the challenges the Missouri DYS has faced in sustaining its highly regarded, but demanding, approach over many years. The case can be used in classes on child welfare policy and criminal justice.

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Kentucky Video Courts: Kentucky – 1988 Innovations Winner

When a shortage of court reporters threatens to delay trials and back up the appeals process, Kentucky's Administrative Office of the Courts considers new technology as a solution to its problem. Video ”transcripts” of court proceedings hold the potential to sidestep the labor problem plaguing the courts. The use of video cameras to record court proceedings raises questions, however. Would a video record truly provide as useful a product as a written transcript? Would judges – and the courts themselves – accept video as a legal record? Director Don Cetrulo of the Administrative Office of the Courts, intrigued by the promise of video, must ponder both its implications – and the fact that no proven automatic camera technology existed in the mid-1980s that could adapt to the multiplicity of speakers and locations. Before he can reach the point of considering the legal impact of video court reporting, Cetrulo must decide whether to go so far as to award state funds to a local manufacturer who believes he can devise such a system.

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CompStat: New York, NY – 1996 Innovations Winner

The dramatic reduction in crime in New York City during the 1990s grabbed the attention of the U.S. and the world, seeming to provide evidence that new policy and management approaches could make an enormous difference for the better. This case tells the story of key management decisions that the New York Police Department itself credits with the successful attack on the city's crime rate. Specifically, it describes the approach of Police Chief William Bratton in assembling a core, reform-oriented management team and the development of a computerized crime tracking system used as the foundation for the targeting of police manpower. The epilogue raises the dramatic question of whether the goal of minimizing the misuse of force by police officers is also amenable to the measurement techniques successfully employed to the activity of criminals. This case, in addition to the questions it raises, provides a powerful telling of one of the most successful public sector management initiatives of recent times.

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Community Voice Mail: Seattle, WA – 1993 Innovations Winner

The staff of a Seattle non-profit employment and training agency come to a sudden realization in late 1990: the homeless with whom they deal are handicapped not only by a lack of a permanent residence but their lack of a phone. They lack the means to receive calls, schedule interviews and, ultimately, obtain employment. The insight leads the Seattle Worker Center to seek state and, over time, private funds which permit it to set up a successful “community voice mail“ system, through which the “phoneless“ can store and send messages. The case is designed for students of social policy and allows for examination of those factors which led outside funders and, ultimately, the community at large, to embrace the voice mail idea. Additional description of an attempt to replicate the program in Minnesota portrays a less immediately hospitable situation which a non-profit leader must negotiate.

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One Church/One Child Minority Adoption Campaign: Illinois – 1986 Innovations Winner

In 1980, the Illinois Department of Children and Family Services faced a crisis. Over 700 black children in cook County, including 69 infants, waited for adoption while the agency was unable to find black parents. Director Gregory L. Color, with his deputy gordon Johnson, approached Father George Clements, a black activist Chicago priest in the Baptist community. From those meetings came One Church, One Child, a plan to use pastors of the black churches as spokesmen to reach the community. Coler and Johnson faced several hurdles as they asked a private religious institution to help solve a public agency’s problem. They had to change negative attitudes both in the black community; which had grown to distrust the state agency, and among a staff suspicious of change who would implement the black adoption program. They had to revamp state laws that inhibited the adoption process. And they had to change bureaucratic procedures that had proven ineffective. The accompanying video exhibit brings to life the successful strategy of the One Church, One Child program, focusing on a presentation in a black church designed to encourage adoptions. In addition, the video includes retrospective comments from the program's administrators and vignettes of families who have adopted children as a result of the program. This case will challenge students to examine the assumptions that limit bureaucracies. Available in Spanish translation.

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Low-Income Assisted Mortgage Program: West Virginia – 1993 Innovations Winner

When a local chapter of the Habitat for Humanity organization learns that a state-chartered development fund might be able to provide it with financial help, the non-profit organization faces a decision. Should it accept funds from a public agency? Would doing so jeopardize its independence and push the organization in directions it might not want to go? So, too, does the Development Fund face decisions as it contemplates aiding the non-profit, which builds small homes for the near-poor, in part through the use of volunteer labor. Should Habitat’s religious affiliation bar the Fund from helping it? Should Habitat be allowed to retain control over who gets to purchase the homes it builds? This case focuses on the intersection of the public and non-profit sectors and raises questions about when they should or shouldn't overlap.

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Groundwater Management Code: Arizona – 1986 Innovations Winner

Throughout the 1960s and 1970s, increasing demands for water threatened to lead to a crisis in Arizona. The growth of the desert state’s cities posed a conflict with its agricultural and mining interests. Its main source of water – groundwater extracted from beneath the arid surface – was threatened with depletion. This case frames the challenge faced by Arizona governor Bruce Babbitt to resolve the conflict in a way satisfactory to all three of the major interests: cities, farmers and mineowners. The case details the history of the Arizona groundwater dispute and the situation faced by Babbitt as he prepares to try to mediate it. The case invites discussion of mediation/negotiation techniques which can be employed by an elected official. In addition, it can be used as a policy exercise calling for proposals to develop an Arizona water policy that both serves and satisfies all players.

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Early Warning Program: U.S. Department of the Treasury – 1995 Innovations Winner

In this case, the federal entity responsible for both safeguarding and insuring the private pension systems of the United States (Pension Benefit Guaranty Corporation) must deal with one of the nation’s largest and arguably most troubled corporate pension systems – that of the General Motors Corporation. When GM proposes to sell off its Electronic Data Systems subsidiary, regulators at PBGC face a decision. Should they permit the deal to go forward if GM does not address an estimated $20 billion unfunded pension liability? In considering the question, PBGC must decide the extent, and potential justification, for demonstrating regulatory flexibility. Insisting on the letter of the law might scotch a deal which could lead to a significant contribution to GM’s pension liability. Too great a leniency, however – for instance, by allowing the value of GM’s own stock to be applied against pension liability – might jeopardize the interests of thousands of retired auto workers. The case is meant both to raise the issue of public sector negotiations flexibility and to facilitate discussion of the dynamics of public-private negotiations. See also Part B (1386.0).

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Wraparound Milwaukee: Milwaukee County, WI – 2009 Innovations Winner

The Wraparound Milwaukee program was created in 1995 by Milwaukee County, Wisconsin, and provides services and treatment to severely emotionally and behaviorally disturbed children and youth. The program utilizes the “wraparound philosophy” to provide the children and youth it serves with a highly individualized, community, and strength-based approach to care. The delivery of services are facilitated by a Care Coordinator who works with the family to choose the right services from Wraparound Milwaukee’s network of individual providers and community based organizations. The program’s funding is pooled from several state and county agencies. Wraparound Milwaukee’s innovative approach to care has brought considerable savings to the county $3,878 per month per child for Wraparound Milwaukee versus $8,000-$10,000 per month per child that the county paid for residential placement. Wraparound Milwaukee has seen positive outcomes in the youth it serves after disenrollment in terms of clinical health indicators as well as other indicators.

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Project Match: Illinois – 1988 Innovations Winner

Located in one of the most troubled housing projects in Chicago, the job training program known as Project Match has an unusual approach to the task of bringing welfare recipients into the world of work. Rather than trying to broker a simple job placement, the program tries to encourage long-term change in the habits and living style of its hard-to-place population, in part by creating a social atmosphere in which work and ambition are valued. But because it receives funds from the Illinois Department of Public Aid, Project Match finds itself under pressure to produce job-placement results which demonstrate its success. The program itself urges authorities to find ways to quantify success besides simply finding someone a job – and places a premium on keeping track of those it’s trying to help, long after a first job placement. The case highlights the challenges of social service program evaluation, as well as the problems an innovative agency has explaining itself to traditional bureaucracies with which it must deal.