Search Search. Case and Materials. Shutting down the factory would improve health and safety for workers and residentsโbut also result in lost tax revenue, wages, and other negative repercussions.
Learn how city officials in Kampala determined whether it was finally time to close the plant. For years, the factory, like many local businesses and individuals, had treated Kampala and its waterways as a dumping ground, burning sawdust all night to power its machinery, and discharging industrial and human waste into the channel with impunity.
Environmental regulators from the national government had issued countless noncompliance notices and threats to shut down the factory if it continued to ignore environmental protection laws, but the leadership of the company used its position as a vital source of jobs and tax revenueโas well as its political connectionsโto evade responsibility and keep its doors open.
Dismal labor conditions, choking air pollution, and the destruction of wetlands downstream persisted. She had to decide whether the time had come to use the authority of the KCCA to shut down operations.
Use a conceptual framework to explore the tensions among these perspectives and guide moral reasoning and decision making for public leaders. Email Address Sign up. Download the Case. Learning Objectives The aims of this case are to help students and practitioners: Recognize the need for public leaders to grapple with moral dilemmas from a: Personal perspective personal values and identity ; Professional perspective role obligations and opportunities ; and Political perspective community norms and stakeholder interests.
