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This case study tells the story of San Jose, California, one of the first 27 cities in the country to participate in a federal domestic preparedness program. Between 1997 and 1999, a specially created city task force mounted several full-scale terrorist attack exercises, but-despite the best of intentions-found all of them frustrating, demoralizing, and divisive, creating ill will between the exercise planners and the first responders. In response, the San Jose task force took a step back and analyzed their situation. In place of traditional full-scale exercises, San Jose drew on several existing prototypes to create a new "facilitated exercise" model that emphasized teaching over testing, and was much better received by first responders. For teaching flexibility, the case has been divided into three parts. Sequel 2 is a continuation of both the main case study and Sequel 1(1815.0; 1815.1) and is designed as a "take away," to be given out at the end of class. It includes the reflections of the emergency service providers in San Jose about the facilitated exercise model. It would also be possible assign students to read all three parts before class, and to hold a retrospective discussion about how San Jose analyzed and responded to its problem. Funding provided by the US Centers for Disease Control and Prevention through the National Preparedness Leadership Initiative. HKS Case Number 1816.1

Nestle as the largest milk company in the world, has a history of economic development, nutrition, health, and food safety in all the major countries of the world. Each milk model is tailor-made to the needs of each country's political, social, and economic priorities.

Supplements the (A) case.

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Two investigative reporters prepared a four-part series on a bovine growth hormone that increases milk yields, and its effect on humans who consume the milk. The TV network receives a demand to alter the script from an attorney representing the growth hormone producer. This supplement to What Are We Pouring In Our Morning Cereal? (A), product 9B05C028, discusses the aftermath of the decisions made.

Supplements the (A) case.

Monroe Clock Company, a producer of electrical timers, is trying to decide how to price a new device by considering the method of overhead allocation and its impact on the cost of the household timer. The B case can be taught independently or in conjunction with the A case (UV1331), which considers variable versus fixed costs, the relevance of certain costs, and information regarding capacity utilization.

Supplements the (A) case.

Supplements the (A) case.

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As a multi-generational family business with a 100-year history in industrial engineering, the Nash Engineering Company had turned many challenges into opportunities. But in the late 1990s, the market for their products collapsed. The family and executive managers were faced with several options. Should they try to continue as a stand-alone organization? Should they pursue a strategic acquisition? Should the family sell Nash Engineering? There were many factors to consider, among them individual shareholders' need for dividends and liquidity, and the family's sense of pride in their heritage. What was the best solution for the business and the family?

This case, designed to be used either together with The British Water Industry (A): The Evolution of Price-Cap Regulation (1809.0) or separately, describes the controversies in the British water industry in 2002, 13 years after it was privatized. The (A) case focuses on the industry's experience with price-cap regulation, the system of controlling monopoly that the British applied to all the utilities they privatized in the 1980s and 1990s. The case is intended to support a discussion of the difficulties of regulating of monopolies and the advantages and disadvantages of the price-cap approach. The (B) case focuses on the controversy over the conversion of a major for-profit water company into a nonprofit water company and is designed to support a discussion of the merits of for-profit and nonprofit firms and the optimal capital structure of for-profit firms. The two cases are linked together in that some observers blame difficulties in utility regulation for generating interest in nonprofit utilities. HKS Case Number 1810.0

This sequel accompanies the case 1800.0. In January, 1997, the Rhode Island Department of Public Health inaugurated KIDSNET, an effort to harness the power of information technology to ensure that all children in the state received proper preventive care. The medical "informatics" system was designed to track essential public-health data-such as immunizations-and make it accessible to the health care providers and public health programs across the state. "Informatics," in other words, was to improve child health by making sure that any doctor or emergency room in the state could quickly and conveniently become aware of key aspects of any child's medical history. The system was to be fully operational by the year 2000. The marriage of computer records and public health did not go smoothly, however, and, in late 1999, a consultant found that the system was "grossly underutilized." KIDSNET was tracking immunizations for but 43 percent of infants and only 31 percent of the clinics and doctors' offices in Rhode Island were submitting immunization data. HKS Case Number 1800.1

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