This case explores tensions between working to achieve a prescribed mission and adapting missions and organizational capacities to changing social, political, and practical realities.
The aims of the case are to help students and city leaders:
Identify and evaluate opportunities for making social contributions (creating public value) outside of traditional understandings of organizational missions.
Identify conditions unique to public-sector managers’ environments, including complex lines of accountability, nuances of value, and the co-production of social outcomes.
Recognize possible avenues for collaboration across organizations and sectors to address social problems that cut across missions and organizational capacities.