Harlem Children's Zone, The: Driving Performance with Measurement and Evaluation

Allen S. Grossman; Daniel F. Curran

Case | HBS Case Collection | May 2003 (Revised March 2004)

Harlem Children's Zone, The: Driving Performance with Measurement and Evaluation

by Allen S. Grossman and Daniel F. Curran

Abstract

Geoffrey Canada, CEO of the Harlem Children's Zone, wanted his organization to grow dramatically to reach thousands of poor and underserved children in Harlem. The agency ran a variety of successful social service programs throughout New York City that were separately funded and ran independently of each other. In 2000, Canada led the organization through an ambitious planning process, promising that within 10 years, its new integrated program would reach $46 million in revenues, serve 24,000 people, and expand to an area three times the size of its current zone. But the plan required the agency to change its management structure, measurement systems, and program goals drastically. How would the organization measure the impact of its work? Could such a system be measured? And how did the changes challenge the passionate directors who first established the component programs?

Keywords: Leadership; Goals and Objectives; Measurement and Metrics; Organizational Structure; Performance Evaluation; Strategic Planning; Problems and Challenges; Nonprofit Organizations; Expansion; Valuation;

Format: Print

29 pages

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Citation:

Grossman, Allen S., and Daniel F. Curran. "Harlem Children's Zone, The: Driving Performance with Measurement and Evaluation." Harvard Business School Case 303-109, May 2003. (Revised March 2004.)

StriveTogether aimed to improve education outcomes by coordinating the actions of diverse community stakeholders—nonprofit service providers, school districts, government, parents, businesses and others. StriveTogether had an intense focus on collective impact—"the commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem"—and the use of data to drive decisions. In the case, managing director Jeff Edmondson is faced with two dilemmas: how to attract business engagement in the City Heights neighborhood of San Diego, California, and how to achieve greater results in the communities that had implemented the StriveTogether framework.

Case | HBS Case Collection | November 2013 (Revised February 2016)

A Long, Bumpy and Unfinished Road: Education Reform in Memphis, Tennessee

Allen Grossman, J. Puckett and Nithya Vaduganathan

In 2010 the Memphis City School District merged with the neighboring Shelby County School system under the supervision of a single board of education and superintendent. It promised much more than just administrative synergies—it was an opportunity to change a culture, as well as policies and practices that had existed for decades.

By 2010 Shelby County school system had about 50,000 students, approximately 55 percent white and 37 percent economically disadvantaged. The Memphis student body, which numbered around 100,000, was about 85 percent black and 87 percent economically disadvantaged. In 2010, residents from within and outside the city each contributed about 50 percent of the tax revenue for the two systems, but, based on enrollment, two-thirds of the budget was allocated to Memphis City schools.

Pitt Hyde and the Hyde Family Foundation saw the merger as a once-in-a-lifetime fresh start for public education in Memphis and he was determined to do what he could to make sure the merger realized its potential. Many interests, practices and players were deeply entrenched in the Memphis schools. But Hyde and his wife had encountered like-minded reformers—educators, government officials, business people and not-for-profit leaders who were willing to put a shoulder to the wheel. Prior to the merger, the Hydes had notched some considerable successes, starting with the legislation that permitted establishment of the state's first charter schools. They had established valuable partnerships, and developed performance standards and accountability for teachers and administrators. They had helped inaugurate pay-for-performance for teachers and a teacher evaluation system based on student outcomes. Building relationships, raising the money, getting others involved were critical steps along the way. They had brought new voices into the campaign. He also remembered some false steps and some lost battles, but overall their decisions had been sound, their efforts focused, and perhaps most important, their perseverance relentless.

Keywords: education; education reform; public education; business engagement; Public Sector; Education; Business and Community Relations; Education Industry; Tennessee;

Citation:

Grossman, Allen, J. Puckett, and Nithya Vaduganathan. "A Long, Bumpy and Unfinished Road: Education Reform in Memphis, Tennessee." Harvard Business School Case 314-064, November 2013. (Revised February 2016.) View Details

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When Diane Paulus, artistic director and CEO of the American Repertory Theater (A.R.T.) first started in 2008, she attracted media coverage around an aesthetic that aimed to give the audience more ownership over the theater experience, excited theatergoers by experimenting with new venues and received critical recognition for the breadth and range of the work she staged. Paulus also recognized the changing realities in theater, which included dropping subscription numbers and an increase in single ticket buyers. Paulus, inspired by the mission of the A.R.T.—to expand the boundaries of theater—hastened a shift in the A.R.T. business model. Her new plans included operating two unique segmented venues, creating and presenting varied content that aimed to be both challenging and popular, and driving a sales and marketing campaign focused on single ticket buyers, memberships and dynamic pricing. Early results showed some promise; the A.R.T. was closer to break-even than in previous years. However, some questioned if the A.R.T. was beginning to look like a commercial theater, focused on presenting theater that sold, rather than truly expanding boundaries. Despite the questioning, Paulus remained committed to fulfilling her vision of the A.R.T. mission in order to solidify A.R.T. as a leading and financially stable not-for-profit regional theater.

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Harlem Children's Zone, The: Driving Performance with Measurement and Evaluation

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