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This case is offered as part of the Recovery Act Case Program and serves as a best example of the efforts of the large network of federal, state, local, non-profit, and private sector partners who contributed in the implementation of the 2009 American Recovery and Reinvestment Act. 

This case study examines the leadership challenges and key decision points in designing and successfully implementing a system that ensured that stimulus money Congress designated under the America

This case follows an ongoing leadership challenge within a small volunteer-dependent non-profit crisis support organization called the Corvallis Crisis Line (CCL), and the impact of poor management

This case is offered as part of the Recovery Act Case Program and serves as a best example of the efforts of the large network of federal, state, local, non-profit, and private sector partners who contributed in the implementation of the 2009 American Recovery and Reinvestment Act.

    At the time the American Recovery and Reinvestment Act (Recovery Act) was enacted, Stefan Silzer was well into the second month of an assignment as part of the U.S.

    Fostering Success launched an equity initiative to meet its ambitious goal of high school graduation parity in the surrounding county. A consultant led the agency through several required trainings and in starting an Equity Team. 

    Early on, conflict emerged. Staff did not understand the purpose of equity training or see the connection to better outcomes for youth in foster care.

    The material on Central Falls is presented chiefly as a ―retrospective case‖ in which an instructor and students can review how the issue of school failure emerged in this community and state, how different actors were mobilized by it, and how the initial impasse between administration and teachers ultimately came to be resolved.

    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

    This E-PARCC award-winning case chronicles Seattle’s effort in 2014 to become the first major city in the country to pass a law raising its minimum wage to $15 per hour. It’s told from the perspective of protagonist Ed Murray, the newly elected Mayor of Seattle who attempts to broker a deal by assembling a large and diverse committee of affected stakeholders to write the law.

    This E-PARCC award-winning case, "Combat and Collaboration in Seattle's Historic Minimum Wage Debate” provides a gripping and vivid example of an innovative policy-making process in a major city.

    This case presents challenges in linking policy analysis and development to implementation when confronted with conflict from within and without a public organization.  It is appropriate for use in a graduate level public management course and would also work well in a leadership or ethics class.

    The California Bureau of Public Lands is responsible for the management of all state-owned lands. It contracts with private timber companies to harvest timber.

    A recently appointed engineering commissioner in an urban building department is confronted with disconcerting allegations of unethical conduct by one of her supervisors. Students gain insight on handling highly visible and symbolic personnel issues and managing the situation to expedite valuable changes in department culture.

    Students of public or personnel management will be challenged by this fast moving case study showing the sequential decisions made in a charged management situation.

    The dilemmas and escalating crises facing a new executive director of a small, multipurpose nonprofit, plus the particular challenges of taking charge after a popular founder/executive director leaves. The case presented an overview of general management responsibilities and some basic principles of board management and staff relationships.

    These teaching cases present dilemmas and escalating crises facing the new executive director of a small, multipurpose nonprofit organization.

    The five mini-cases on ethics in managerial decision-making are intended to portray real life managerial dilemmas in a way that will help students develop frameworks for addressing those dilemmas.

    The five mini-cases on ethics in managerial decision-making are intended to portray real life managerial dilemmas in a way that will help students develop frameworks for addressing those dilemmas.<