Case Studies

1047.1 Solving Seattle’s Solid Waste Crisis (Sequel)

Abstract:

Seattle Recycling Program: Seattle, WA – 1990 Innovations Winner


The closing of two landfill sites creates a municipal crisis in Seattle, forced to find new disposal options for the 2,000 tons of garbage it produces each day. Political concerns over what appears to be the most practical disposal option – construction of a major municipal incinerator – prompts the city’s Solid Waste Utility to undertake an innovative study to examine the extent to which recycling could minimize the city’s trash disposal needs. This case broadly examines the “Recycling Potential and Disposal Options“ study with an eye toward understanding the relationship between the political process and the techniques of public policy analysis. The case is designed to frame questions as to the proper relationship between policy analyst and elected official, and the ways in which analysis is constrained, properly or improperly, by political considerations.

1559.3 The NYPD Takes on Crime in New York City (C): Short-Term Outcomes

Abstract:

CompStat: New York, NY – 1996 Innovations Winner

This abridgement is based on the case ”Assertive Policing, Plummeting Crime: The NYPD Takes on Crime in New York City” (1530.0). The abridgement of the case divides the story of the change in the New York Police Department into three, roughly chronological parts – the diagnosis of the crime and organizational problems, the development of a new system of practices and incentives and a description of the variety of impacts which the new ”assertive policing” regime appeared to have. The three parts (1557.3, 1558.3, 1559.3) and Epilogue (1557.1) can be used individually or together. They should not be used along with the full case and sequel (1530.0, 1530.1) but should, instead, be considered a substitute approach.

2016.0 Inundation: The Slow-Moving Crisis of Pakistan

Abstract:

Throughout August 2010, flooding continued to spread across Pakistan, eventually overtaking large portions of the southern part of the country. With Case A providing background and recounting early response efforts, Case B explores how the crisis worsened and the response intensified throughout the second half of August, highlighting actions taken at the federal level, as well as by the United States and other foreign governments. It also explores efforts by the United Nations, on behalf of the international humanitarian community, to support flood relief.

1204.0 Info/California: Where Do Electronic Government Tellers Belong?

Abstract:

Info/California: California – 1993 Innovations Winner

The growth of the kind of new interactive technologies promise to make it more convenient and less expensive for government, like private providers of consumer goods and services, to serve its customers – whether they seek a driver’s license or unemployment compensation. Incorporating such technologies implies change, however, and, as this case makes clear, requires decisions about when and how automated transactions should be the norm. The story of the Info/California decision focuses on competing visions of a new, interactive system which promises to allow Californians to obtain records, licenses and program information of all sorts. For its champion within state government, it makes most sense for a scarce number of interactive terminals to be placed in public areas – supermarkets, malls and the like. He must, however, face a demand by a state agency that a terminal be used to make up for laid-off employees in a place where the public has been accustomed to going for records and licenses. Developed for the Kennedy School’s Program on Strategic Computing, this case allows for discussion of the relationship between mission and technology.

856.9 Finding Black Parents: Video Exhibit

Abstract:

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. A supplement to the case (856.0), this 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.

2127.0 Negotiating a Coalition of the Willing: Curt Bramble and the Utah Immigration Fight

Abstract:

Legislative Negotiation Project, May 2018 

The case, a product of the Legislative Negotiation Project, describes how state legislators in Utah, a very conservative state, assembled a “Coalition of the Willing”— Republican and Democratic representatives alongside religious, civic and business leaders—to negotiate a bipartisan compromise to address the emotionally-charged issue of immigration reform in 2010-2011. The case illuminates issues such as: diagnosing the barriers to agreement; understanding the role of the Utah Compact in shaping the negotiation strategy and trajectory of the 2010-2011 legislation; showing how a focus on problem framing brings more people to the table and creates the conditions for buy-in of an acceptable compromise solution.

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Civic Responsibility: The Power of Companies to Increase Voter Turnout

Civic Responsibility: The Power of Companies to Increase Voter Turnout

Abstract:

Sofia Gross and Ashley Spillane, June 2019 

This case study provides an analysis and evaluation of the implementation of civic participation programs by companies aimed at increasing voter turnout. The United States consistently lags behind the majority of developed democratic nations in voter turnout, averaging less than half of the eligible voter population participating in midterm elections. The U.S. ranks 26th out of 32 developed democracies in percentage of eligible voters who participate in elections. Today, many companies have dedicated resources for corporate social responsibility projects aimed at strengthening society and building goodwill among employees, consumers, and the public. Voter participation initiatives align with the goals of social responsibility projects, as they address a critical societal problem (lack of engagement), while building goodwill with key stakeholders. 

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Last updated on 10/13/2020

Engaging Patients for Research That Matters: IBD Partners

Abstract:

Elena Fagotto, Project on Transparency and Technology for Better Health, March 2019

The Project on Transparency and Technology for Better Health was established to conduct comparative case studies on platforms that empower patients through information to provide an inventory and typology of initiatives. This case study takes a look at IBD Partners, a research network connecting nearly 15,500 IBD patients with over 300 researchers. Patients can contribute their self-reported health data for research by filling out surveys on their health twice a year. This way, patient-generated data feeds into an extensive database that can be accessed by researchers to conduct longitudinal studies, to connect with patients for clinical trials and for prospective studies. Patients can also use the platform to suggest research questions and vote for the most interesting ideas, generating a truly patient-driven research agenda.

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The Power of Peer-to-Peer Connections: Breast Cancer Straight Talk Support Facebook Community

Abstract:

Elena Fagotto, Project on Transparency and Technology for Better Health, March 2019

The Project on Transparency and Technology for Better Health was established to conduct comparative case studies on platforms that empower patients through information to provide an inventory and typology of initiatives. This case study takes a look at Breast Cancer Straight Talk Support, a closed Facebook community for women dealing with breast cancer and survivors. With hundreds of posts every day, the group is a safe space where women can vent about feeling scared, depressed, or lonely and receive support from women who “get them.” For many members, the group is a window into other women’s cancer journeys, which gives them perspective and a more proactive attitude to fight the disease. The community is also an important resource to ask questions on treatments, side effects, surgery and more.

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Exchanging Information to Create a Learning Health System: The ImproveCareNow Approach to Engagement

Abstract:

Elena Fagotto, Transparency and Technology for Better Health, March 2019

The Project on Transparency and Technology for Better Health was established to conduct comparative case studies on platforms that empower patients through information to provide an inventory and typology of initiatives. This case study details ImproveCareNow (ICN), a network of clinicians, medical centers, patients, families and researchers working together to improve the lives of children with inflammatory bowel disease (IBD). 

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2151.2 Bipartisanship in the U.S. Congress: The Water for the World Act of 2014

Abstract:

Legislative Negotiation Project, February 2019 

This multimedia case, a product of the Legislative Negotion Project, focuses on the key decision points leading up to the unlikely passage in 2014 of the bipartisan Water for the World Act in the U.S. Congress. It features interviews with members of the House and the Senate, Congressional staffers, advocates and lobbyists. Through seven short videos to be played in class, faculty and students can explore the challenges of bipartisan negotiation in a highly polarized legislative environment, and of strategies to increase the chance for success when the only way to pass legislation is through bipartisanship.

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Change at the Speed of Trust: Advancing Educational Opportunity through Cross-Sector Collaboration in Louisville

Citation:

Moore, Gaylen, Jorrit de Jong, Paul Reville, Lynne Sacks, and Anna Burgess. 2019. “Change at the Speed of Trust: Advancing Educational Opportunity through Cross-Sector Collaboration in Louisville”.

Abstract:

Gaylen Moore, Jorrit de Jong, Paul Revilla, Lynne Sacks, and Anna Burgess, January 2019 

At the turn of the 21st century, Louisville, Kentucky, found itself in the middle to the back of the pack among peer cities along a number of key measures of prosperity and quality of life. Since then, two consecutive mayors have advanced collaborative efforts across sectors to increase students’ college and career readiness and address the city’s significant achievement gap. This case tells the story of how that effort evolved under the leadership of Mayor Greg Fischer into an effort to effect system change in education from “cradle to career” through wraparound services and scholarship guarantees for graduating high school students.

The case explores cross-sector collaboration and governance in a city-wide context from the mayor’s point of view, centering the question of whether the process is moving too fast or too slow. It also supports learning about the design and management of cross-sector collaborations, including common challenges and success factors. An accompanying teaching note includes theory and conceptual frameworks to lead classroom discussion on the case.

2142.4 Oregon Tackles Equal Pay... And Wrestles with Bipartisan Compromise

Abstract:

Legislative Negotiation Project, January 2019 

This multimedia case, a product of the Legislative Negotiation Project, provides a lively portrait—from multiple points of view—of the creative bipartisan negotiations in both the Oregon House and Senate that ultimately led to passage of the 2017 Equal Pay Act. The case helps participants gain insights on the benefits and risks of bipartisanship, how a culture of bipartisanship is created, and strategies to resolve thorny issues and maintain support from political allies.

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Last updated on 01/24/2020

Change at the Speed of Trust: Advancing Educational Opportunity Through Cross-Sector Collaboration in Louisville

Abstract:

Bloomberg Harvard City Leadership Initiative, January 2019

This Bloomberg Harvard City Leadership Initiative teaching case covers City of Louisville's effort to increase students’ college and career readiness. On the morning of June 4, 2018, members of Louisville Mayor Greg Fischer’s Louisville Promise Cabinet assembled around a U-shaped table in a downtown office building. 

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2125.0 A Cascade of Emergencies (B): Responding to Superstorm Sandy in New York City

Abstract:

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.

2125.0 A Cascade of Emergencies (B): Responding to Superstorm Sandy in New York City

Abstract:

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.

2124.0 A Cascade of Emergencies (A): Responding to Superstorm Sandy in New York City

Abstract:

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.

2116.1 Into Local Streets: Maryland National Guard and the Baltimore Riots Epilogue

Abstract:

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.

Last updated on 03/01/2020

2116.0 Into Local Streets: Maryland National Guard and the Baltimore Riots

Abstract:

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.

Last updated on 03/01/2020

2107.0 Mission in Flux: Michigan National Guard in Liberia

Abstract:

In summer and fall of 2014, thousands of individuals in Liberia, Sierra Leone, and Guinea contracted the Ebola virus. This outbreak of the deadly disease, which until then had been highly uncommon in West Africa, prompted a major (albeit delayed) public health response on the part of the international community, including an unprecedented commitment made by the United States, which sent almost 3,000 active military soldiers to Liberia. “Mission in Flux” focuses on the US military’s role in the Ebola response, emphasizing the Michigan National Guard’s eventual involvement. In particular, it provides readers with a first-hand account of the challenges the Michigan Guard faced as it prepared for and then deployed to Liberia, just as the crisis had begun to abate and federal officials in Washington began considering how to redefine the mission and footprint of Ebola-relief in West Africa.