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This is part of a case series. ChildProtect, the agency helping vulnerable children in the Netherland's largest city Amsterdam, was in desperate need of help itself. Every year it looked after 10,000 children at risk, but in 2009 community service regulators, fearful that ChildProtect was unable to fulfil its core mission, placed it under heightened supervision. In the same year, new chief executive Erik Gerritsen set out to turn the organisation around by reframing interactions with politicians, partner non-government organisations and the agency's own professionals, and embarking on an uncertain process of fundamental redesign of child protection services. This postscript reproduces some of Gerritsen's observations, published at the conclusion of the change process, on the critical factors impacting on the outcomes achieved. This is a multi-part case. This case can be used to support discussion around the notion of public value and the various ways in which it can be defined and generated. In addition, the case also lends itself to an exploration of complementary areas including organisational change management, leadership, the nature of politician-bureaucrat relations, service design, process re-engineering and organisational performance measurement.