Harvard Case - Too Many Parents? Part A: Governance of Boston's Rose Kennedy Greenway
"Too Many Parents? Part A: Governance of Boston's Rose Kennedy Greenway" Harvard business case study is written by Kirsten Lundberg, John D. Donahue. It deals with the challenges in the field of Social Enterprise. The case study is 18 page(s) long and it was first published on : Jun 5, 2006
At Fern Fort University, we recommend a multifaceted approach to address the governance challenges of the Rose Kennedy Greenway. This approach emphasizes the importance of social entrepreneurship, strategic partnerships, and impact investing to ensure the long-term sustainability and success of this vital public space.
2. Background
The Rose Kennedy Greenway, a 1.5-mile linear park in downtown Boston, faces significant challenges in its governance structure. The case highlights the complex web of stakeholders, including the Greenway Conservancy, the City of Boston, and various private and public partners. The Conservancy, responsible for the Greenway's daily operations and maintenance, struggles with limited funding and competing priorities. This situation creates a governance vacuum, hindering the Greenway's ability to effectively manage its resources and achieve its full potential as a vibrant public space.
The main protagonists in this case are:
- The Greenway Conservancy: A non-profit organization tasked with managing the Greenway, facing resource constraints and competing priorities.
- The City of Boston: The primary owner and stakeholder of the Greenway, responsible for providing some funding and oversight.
- Various private and public partners: Organizations and individuals with vested interests in the Greenway's success, but with varying levels of commitment and engagement.
3. Analysis of the Case Study
The case study can be analyzed through the lens of stakeholder theory, which emphasizes the importance of balancing the interests of all stakeholders in a decision-making process. The Greenway Conservancy, as a non-profit organization, needs to navigate the competing interests of its stakeholders, including:
- The City of Boston: Seeking a vibrant public space that enhances the city's image and economic development.
- Private donors: Expecting a return on their investment in terms of social impact and brand recognition.
- Community residents: Seeking access to green space, recreational opportunities, and cultural events.
- Environmental advocates: Emphasizing the ecological sustainability of the Greenway.
The lack of a clear governance structure has led to:
- Resource constraints: The Conservancy struggles to secure adequate funding to meet its operational needs and ambitious programming goals.
- Competing priorities: Different stakeholders have differing visions for the Greenway, leading to conflicting priorities and a lack of strategic direction.
- Limited accountability: The absence of a clear governance framework makes it difficult to hold stakeholders accountable for their actions and commitments.
4. Recommendations
4.1. Establish a Hybrid Governance Model:
- Create a new entity: A hybrid organization, combining the strengths of a non-profit and a for-profit entity, could be established to manage the Greenway. This entity could leverage the expertise of the Conservancy while attracting private investment and generating revenue through innovative business models.
- Develop a shared governance structure: This structure would involve representation from key stakeholders, including the City of Boston, private donors, community residents, and environmental advocates. This ensures a more inclusive and accountable decision-making process.
4.2. Embrace Social Entrepreneurship and Impact Investing:
- Develop sustainable business models: The Greenway Conservancy should explore innovative business models that generate revenue while aligning with its mission. This could include partnerships with local businesses, social enterprises, and impact investors.
- Leverage impact investing: The Greenway can attract impact investors by demonstrating its social and environmental impact through rigorous social impact measurement and reporting. This would provide access to additional funding and expertise.
4.3. Foster Strategic Partnerships:
- Build cross-sector partnerships: The Conservancy should actively seek partnerships with local businesses, universities, non-profit organizations, and government agencies to leverage their resources and expertise.
- Develop a collaborative fundraising strategy: This strategy would involve pooling resources from various partners, including private donors, foundations, and government grants.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The hybrid governance model and social entrepreneurship approach align with the Conservancy's mission to create a vibrant public space that benefits the community and the environment.
- External customers and internal clients: The recommendations address the needs of all stakeholders, including the City of Boston, private donors, community residents, and environmental advocates.
- Competitors: The recommendations emphasize innovation and collaboration to differentiate the Greenway from other public spaces and attract resources.
- Attractiveness: The hybrid governance model and impact investing strategy are attractive to potential investors and partners due to their potential for financial and social returns.
6. Conclusion
By embracing social entrepreneurship, strategic partnerships, and impact investing, the Rose Kennedy Greenway can overcome its governance challenges and achieve its full potential as a vibrant public space. This approach will ensure the Greenway's long-term sustainability, financial security, and social impact.
7. Discussion
Alternatives not selected:
- Maintaining the current governance structure: This option would likely lead to continued resource constraints and competing priorities, hindering the Greenway's progress.
- Privatization: While this option could provide financial stability, it could also lead to a loss of public access and a focus on commercial interests over community needs.
Risks and key assumptions:
- Risk: The hybrid governance model may be complex to implement and require significant effort to ensure effective collaboration among stakeholders.
- Assumption: Impact investors will be willing to invest in the Greenway based on its social and environmental impact.
8. Next Steps
- Form a task force: This task force would be responsible for developing a detailed implementation plan for the recommended governance model.
- Conduct feasibility studies: These studies would assess the financial viability and potential impact of the proposed business models and impact investing strategies.
- Engage stakeholders: The task force would engage all stakeholders in a transparent and collaborative process to ensure buy-in and support for the proposed changes.
By taking these steps, the Rose Kennedy Greenway can transform its governance structure and become a model for sustainable and impactful public spaces.
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Case Description
This case study examines-through the lens of governance structure-the evolution of the Central Artery (or "Big Dig") in Boston, a public works project of historic proportion which had the potential to create a green oasis of parks in the heart of downtown. It tells the story of the struggle over who would eventually control and finance the maintenance of the Rose F. Kennedy Greenway-the name given to land created when an elevated highway was dismantled and the roadway rebuilt underground. Those who wanted control, but not necessarily financial responsibility, included the mayor of Boston, the governor, the legislature and the Massachusetts Turnpike Authority (a quasi-governmental body). Issues of park design entangled with governance questions, leading to a stalemate of nearly 15 years. But in 2004, Senator Edward Kennedy (D-MA) pushed for a resolution so that the Greenway could be dedicated in connection with Boston's role as host of the July Democratic Party presidential convention. Over the years of debate, various models of governance for the Greenway were discussed and dismissed. Some of them involved private sector partners; some did not. Students will have the opportunity to compare and contrast the proposed governance models, judging them on their merits as well as on their political suitability. They will gain insight into the differences in operations and public accountability among a public agency, a foundation, a conservancy or a nonprofit trust. HKS Case Number 1839.0
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