These cases were made available through the Ford Foundation Diversity Case Studies Project at the Evans School of Public Affairs. The partnership was under the supervision of Professor Mary Kay Gugerty.
This case presents a dilemma facing Cheryl Chase, the founder and Director of the Intersex Society of North America (ISNA), an organization whose mission is to end shame, secrecy, and unwanted genital surgeries for people born with atypical sex anatomies. Driven by her commitment to the issue, Chase develops ISNA and its board over the course of many years and achieves a high level of visibility and respect for the organization. Chase eventually realizes it is time to leave ISNA and to transition to a non-founding director.
"Making Work Pay" for Seattle Public Housing Residents: Jobs Plus and the Challenge of Serving Diverse Populations
This teaching case explores how diversity issues ranging from race and ethnicity to religion and culture span the domain of public leadership. Students are asked to step into the shoes of employment services trainer Alice Rhodes, identify problems in a job training program she is offering to residents of a public housing community, and respond to some of the challenges she faces in meeting her contracted goals.
This case describes a conflict between historic preservation and economic development in Malaysia in a multicultural environment where issues of race, religion and economic class complicate the preservation versus development debate. The case focuses on the battle over the preservation of Kampung Masjid Melayu Lebuch Acheh (Acheen Street Malay Mosque Village) in the inner city of George Town, the second largest city in Malaysia.
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.
This case focuses on Casa Amiga, a nonprofit organization struggling to address a growing trend of violence against women in Juárez, Mexico a town situated directly on the U.S.-Mexico border. Casa Amiga is guided by its overall mission of eliminating and preventing the different forms of oppression that affect women, particularly violence. To this end, Casa Amiga has been working towards two primary goals: to end a string of violent murders affecting women in Juárez, and to highlight the critical services the center offers to women suffering from domestic and sexual violence.
Washington State Debates the Future of Residential Habilitation Centers for People with Developmental Disabilities
This case study explores the complexity of the Washington State legislative debate regarding the future of Residential Habilitation Centers (RHCs) for people with developmental disabilities. Institutional residential placements for individuals with developmental disabilities have been declining in the last 30 years. They are expensive to operate and are serving fewer and fewer individuals, making the cost per resident even higher.
This case describes the development of an innovative HIV/AIDS prevention project in Bangladesh that targeted sex workers and other high-risk groups. The project, SHAKTI (Stopping HIV/AIDS through Knowledge and Training Initiatives), was developed by CARE-Bangladesh. The case tells the story of how a fairly simple project to raise HIV awareness among sex workers evolved into a larger project that sought to empower one of the most marginalized populations in Bangladesh to fight for their basic human rights.
This case is written from the perspective of Lemia Simbulan, director of the Andres Soriano Foundation (ASF), a local Philippine organization collaborating with PATH, an international nonprofit organization to implement an environmental management project. The purpose of the case is two-fold. First, the case asks students to analyze the challenges facing a relationship between two very different nonprofit organizations trying to implement a program in the challenging context of a developing country.
When Cheryl Cobbs, the SCA executive director, received the MEDC report in December 2003, she was surprised by the intensity of frustration expressed by staff toward agency leadership.