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Abstract
This case, which exists as
a Web-site that includes extensive video interviews with key players,
describes the rise and fall of the non-profit initiative known as Rebuild
LA. Headed by former baseball commissioner and Olympics organizer Peter
Ueberroth, Rebuild LA was formed in the wake of the devastating 1992 riot
in South Central Los Angeles and envisioned as a means to recruit new
commercial and industrial activity to the riot zone. Meant to function
in the public interest but without the use of public funds, Rebuild LA
quickly found itself in conflict with a range of local interest groups
with their own ideas as to how the organization should go about that task.
The case describes the efforts of the leadership of Rebuild LA to find
compromise ways in which the organization's tri-partite approach (public,
private, non-profit) could work.
The Web-based case uses video
interviews with key players, as well as video footage of events, to tell
the story of what the organization accomplished, as well as the rapid
disillusionment and exit of its leadership. The case is designed to raise
questions about how public-private-non-profit partnerships can be organized
and under what circumstances and through what sorts of board and management
structures. In addition, it can be of use to those interested in urban
and community development issues and strategies.
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