Water Crisis In Flint Michigan – A Case Study Water Crisis In Flint Michigan – A Case Study
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Karen McKenzie
Tina Milano
Sunny Davada
Maria Gabriela Orlando McSheehy
Francis Harrington
Diania Breakenridge
Steven W. Hill
Elizabeth D. Anderson
Keywords
Water; Flint Michigan; Lead Contamination; Case Study; Economic Impact; Water Crisis
Abstract
This case study is designed to provide detailed information about the water crisis in Flint, Michigan brought on by a series of decisions that could have been researched better prior to enactment. The results were catastrophic to the citizens that public officials were sworn to protect. This case study will provide university classes with information to use while analyzing the causes and decisions that lead to the Flint Water Crisis. This study is not designed to provide all information, but to supplement class research in order to determine what happened and what should have happened. Available research offers numerous issues and plenty of blame, but no definitive answers.
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Donald A. Forrer, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Karen McKenzie, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Tina Milano, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Sunny Davada, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Maria Gabriela Orlando McSheehy, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Francis Harrington, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Diania Breakenridge, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Steven W. Hill, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
Elizabeth D. Anderson, Hodges University
This paper was written by a research group at Hodges University concentrating on utility economics. Don Forrer and Karen McKenzie are faculty members in the Johnson School of Business at Hodges University. Tina Milano is a student in the Master of Science in Management (MSM) program. Sunny Daviada, Maria McSheehy, Francis Harrington, Diana Breakenridge, Steven Hill, and Elizabeth Anderson are students in the Master of Business Administration (MBA) at Hodges University.
All rights reserved. No part of this research may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.