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Describes ongoing systemic reform efforts in the Chicago Public Schools. Introduces the concept of "differentiation and integration," a managerial approach emerging in public school systems that couples "differentiated" treatment and support for individual schools with efforts to "integrate" the work of all schools and the district's central offices around a coherent improvement strategy. Participants have an opportunity to diagnose the circumstances in the 617-school district that drive CPS leadership to manage through differentiation and integration in order to improve student and school performance at scale. The discussion will enable participants to evaluate the district's actions to date; analyze key roles, structures, and functions that facilitate effective differentiation and integration; and identify major challenges to strategy execution.

Examines the ways in which a leader can create, influence, and manage a school district's organizational culture to support continuous improvement of student achievement outcomes.

Examines the Aldine Independent School District's (AISD) efforts in 2005 to sustain and accelerate significant increases in student performance achieved during the preceding decade. Highlights the school district's managerial challenges posed by higher state standards, performance gaps within AISD, and the district's historically decentralized approach toward the implementation of reforms at the school level. Looks at organizational alignment or coherence, leadership, and managing performance gaps across various field units.

Illustrates efforts to increase student achievement through data-driven decision making in a large urban public school district. Demonstrates the challenges and results associated with how the district uses data at the central office to measure districtwide performance toward strategic goals and at the school building level to tailor instructional strategies based on a diagnosis of student needs.

The PELP Coherence Framework is designed to help district school leaders identify the key elements that support a district-wide improvement strategy, bring those elements into a coherent relationship with the strategy and each other, and guide the actions of people throughout the district in the pursuit of high levels of achievement for all students. The Framework is intended to help school district leaders effectively implement their strategy by strengthening coherence among actions at the district, school and classroom level, and ultimately, improve student performance at scale. Achieving high-performance at scale--in every school, for every student in a district-- is an imperative for school systems given today's heightened accountability environment. The framework emerged out of interactions with hundreds of U.S. public school leaders eager to identify ways to better organize and manage their complex organizations. Although it resembles models used in the business and nonprofit sectors, the framework was designed to fit the unique context and challenges of managing in public education.

Supplements the (A) case.

Focuses on using compensation as a lever for organizational improvement, highlighting topics such as developing institutional capacity for accountability, effecting organizational change, and working to address systemic misalignment.

Explores the concept of strategic alignment within a public school district.

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?

Almost immediately upon being appointed CEO of The Nature Conservancy (TNC), Steve McCormick undertakes a radical reorganization of this global institution. TNC is the largest and, by most measures, the most successful environment organization in the world, with revenues in excess of $650 million and a strong balance sheet. Nevertheless, after an in-depth analysis using the McKinsey-developed 7-S model, McCormick contends that the current structure, a U.S. organization with overseas offices, must be transformed to a truly global entity to fulfill its mission. Most of the staff and volunteers at TNC agree with the proposed change but protest its speed and scope. With the plan half implemented, McCormick must decide whether to slow down or forge ahead, knowing there are significant potential consequences to either decision. This case explores how a nonprofit measures success, how the content and process components of change must intersect in a carefully planned fashion, the tensions between the benefits of local autonomy, and the need for organization-wide standards and oversight.

Patrick J. McGrath, the bishop of the healthy and growing San Jose diocese, is pioneering the use of long-term, business-like strategic planning to better deliver on his churches' core mission. The adopted plan addresses issues at the heart of how the diocese is organized and services are delivered. In addition, lay leaders and priests, for the first time, will be held accountable for their performance. Only dioceses facing critical financial crises have used strategic planning in the past. The planning process was arduous, and implementation across 52 churches will challenge all the leadership skills of the bishop and his management team. Can the culture of a 2000-year-old organization successfully merge with approaches to management developed by McKinsey?

In 2002, Guide Dogs for the Blind Association, the recognized world leader in the breeding and training of guide dogs, was in the midst of broadening its reach and providing additional mobility services. Chief Executive Geraldine Peacock was concerned that systemic problems, such as competition among organizations serving the visually impaired, program redundancy, and lack of optimum resource utilization this case prevented services from being delivered to many visually impaired people who needed them. Chronicles this nonprofit organization's attempt to leverage resources beyond traditional organizational boundaries and collaborate with competitors to deliver a wider range of services to its users.

Pallotta Team Works is a for-profit, privately owned company that produces multiday fundraising events for nonprofit organizations. Dan Pallotta, the 40-year-old CEO, founded the enterprise in 1992. The company has grown rapidly, having raised over $200 million for charities. As the boundaries between the for-profit and nonprofit sectors blur, this case provides an example of how a for-profit entrepreneurial approach and the market test where the lines between the two sectors are drawn. Pallotta and the company's aggressive style, plus the basic business model, generate a significant amount of controversy among nonprofit organizations and the press. Pallotta is outspoken about the merits of his business model, the appropriateness of his salary, and his company's marketing approach. He wants to increase total philanthropy in the United States. "How many ads for charity did you see on the Super Bowl this year," exclaims Pallotta.

Michael Bailin, president of the Edna McConnell Clark Foundation (EMCF), embarked on a three-year effort to transform the foundation's grant-making in theory and practice. This case details his efforts to move from an "initiatives-based" approach in philanthropy to a focus on "institution and field building." Bailin felt that instead of simply devising better services for people in poor and disadvantaged communities, the foundation could bring these services to more people through better-run, more efficient, and more durable organizations. Yet, questions remain on whether EMCF can find the capabilities needed for the new model to work. Also, can EMCF succeed independently, or does a shift in thinking of this magnitude require a major restructuring in philanthropy, which would be outside the foundation's control?

The National Foundation for Teaching Entrepreneurship (NFTE), is a successful nonprofit poised on the verge of explosive growth. The senior management contracted with McKinsey consultants to help guide the process. The founders of NFTE brought it from a small program run out of their apartment to a $7 million enterprise operating in 43 states and 14 countries. Yet, it is a loose organization run by mission-driven entrepreneurs who manage to succeed by grit, charisma, and inspiring others. McKinsey is an icon of rational business planning; its advice is data driven and impassionate. For NFTE to go to the next step of its development, it must radically change the organization and introduce both structure and discipline to themselves and others. This will require a number of difficult choices and behavioral changes. Was this a good partnership? Can NFTE succeed in making the necessary changes? Is the plan appropriate for the organization?

Many in the nonprofit sector doubt whether organizational performance can be measured. Jumpstart, a 10-year-old nonprofit, developed performance measurement and management systems from its inception. The organization has experienced explosive growth and attributes a great deal of its success to creating a performance culture.

Documents the creation of a national before and after-school day care program aimed at bridging the gap between school and parents' work schedules. This high-growth, for-profit social enterprise organization operated in what was historically the domain of nonprofit or government sectors. Tensions emerge 1) pressure to grow and the need to maintain quality, 2) pursuit of a noble mission and a desire to create personal wealth, 3) creation of a national organization and a local program delivery capability, and 4) meeting investor expectations while maintaining the purity of the programs.

U.S. foundations and nonprofits work diligently on behalf of society's most needy and yet report that progress is slow and social problems persist. How can they learn to be more effective with their limited resources? Foundations should consider expanding their mission from investing only in program innovation to investing in the organizational needs of nonprofit organizations as well. Their overemphasis on program design has meant deteriorating organizational capacity at many nonprofits. If foundations are to help nonprofits be assured of making payroll, paying the rent, or buying a much-needed computer, they must develop hands-on partnering skills. Venture capital firms offer a helpful benchmark. In addition to putting up capital, they closely monitor the companies in which they have invested, provide management support, and stay involved long enough to see the company become strong.