Harvard Case - Uncommon Schools (A): A Network of Networks
"Uncommon Schools (A): A Network of Networks" Harvard business case study is written by John Jong-Hyun Kim, Sarah McAra. It deals with the challenges in the field of Social Enterprise. The case study is 27 page(s) long and it was first published on : Mar 8, 2017
At Fern Fort University, we recommend that Uncommon Schools (US) continues to pursue its ambitious growth strategy while focusing on maintaining its core values and ensuring the sustainability of its network. This involves strategically expanding its network of schools, prioritizing teacher development and leadership, and actively engaging with stakeholders to build a strong and supportive ecosystem.
2. Background
Uncommon Schools is a non-profit organization founded in 1999 with the mission of providing high-quality education to underserved students in urban communities. The organization operates a network of charter schools across New York, New Jersey, and Massachusetts, focusing on rigorous academics, strong teacher development, and a culture of high expectations. The case study focuses on US's rapid growth and its challenges in maintaining quality and consistency across its expanding network.
The main protagonists are the founders and leaders of Uncommon Schools, who are grappling with the complexities of scaling a high-impact organization while ensuring its core values and mission remain central to its operations.
3. Analysis of the Case Study
The case study highlights several key challenges faced by Uncommon Schools as it scales its operations:
- Maintaining Quality and Consistency: As the network expands, ensuring consistent quality across all schools becomes increasingly difficult. This requires strong leadership, effective training and development programs for teachers, and robust systems for monitoring and evaluating performance.
- Balancing Growth and Mission: Rapid growth can dilute the organization's core values and mission. US needs to carefully manage its expansion to ensure it remains true to its commitment to serving underserved students and providing them with a high-quality education.
- Building a Sustainable Network: The organization needs to develop sustainable business models that allow it to continue to operate effectively and efficiently. This involves exploring diverse funding sources, optimizing resource allocation, and fostering strong partnerships with stakeholders.
Framework:
The case can be analyzed through the lens of Social Entrepreneurship and Stakeholder Theory. US is a social enterprise focused on creating positive social impact by providing quality education to underserved communities. Stakeholder theory emphasizes the importance of considering the interests of all stakeholders, including students, parents, teachers, staff, donors, and the broader community.
4. Recommendations
- Develop a Strategic Growth Plan: US should develop a comprehensive growth plan that outlines its expansion strategy, including target locations, school types, and timelines. This plan should be informed by rigorous market research, data analysis, and stakeholder feedback.
- Prioritize Teacher Development and Leadership: US should invest heavily in developing its teachers and leaders. This includes providing ongoing professional development opportunities, creating strong mentorship programs, and fostering a culture of continuous improvement.
- Engage with Stakeholders: US should actively engage with all stakeholders, including students, parents, teachers, staff, donors, and the broader community. This involves building strong communication channels, soliciting feedback, and fostering a sense of shared ownership in the organization's mission.
- Explore Innovative Funding Models: US should explore innovative funding models to secure sustainable financial resources. This could include impact investing, social impact bonds, and partnerships with corporations and foundations.
- Embrace Technology and Innovation: US should leverage technology to enhance its operations and improve student outcomes. This could include personalized learning platforms, data-driven decision-making tools, and online learning resources.
- Foster a Culture of Diversity and Inclusion: US should actively promote diversity and inclusion within its organization and its schools. This involves creating a welcoming environment for students and staff from all backgrounds and ensuring that all students have access to high-quality education.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations focus on strengthening US's core competencies in teacher development, leadership, and student support, ensuring the organization remains true to its mission of providing high-quality education to underserved students.
- External Customers and Internal Clients: The recommendations consider the needs of all stakeholders, including students, parents, teachers, staff, and donors.
- Competitors: The recommendations acknowledge the competitive landscape in the education sector and emphasize the need for US to differentiate itself through its commitment to quality, innovation, and social impact.
- Attractiveness: The recommendations are designed to enhance the long-term sustainability and impact of US, ensuring the organization can continue to serve its mission effectively.
6. Conclusion
Uncommon Schools has a unique opportunity to create lasting positive impact on the lives of underserved students. By embracing a strategic growth plan, prioritizing teacher development, engaging with stakeholders, and exploring innovative funding models, US can continue to expand its network while maintaining its core values and ensuring the sustainability of its mission.
7. Discussion
Alternatives:
- Slowing Growth: US could choose to slow its growth rate to focus on consolidating its existing network and improving operational efficiency. However, this could limit the organization's reach and impact.
- Focusing on One Region: US could focus its efforts on one region, such as New York City, to achieve deeper impact and build stronger partnerships within the community. However, this could limit the organization's growth potential.
Risks and Key Assumptions:
- Maintaining Quality: A key risk is maintaining the quality of education across the expanding network. This requires strong leadership, effective training programs, and robust systems for monitoring and evaluation.
- Funding: Securing sufficient funding for growth is another key risk. US needs to develop diverse funding sources and optimize resource allocation.
- Community Acceptance: Expanding into new communities requires careful consideration of local needs and priorities. US needs to build strong relationships with local stakeholders and demonstrate its commitment to serving the community.
8. Next Steps
- Develop a Strategic Growth Plan: US should develop a comprehensive growth plan within the next 6 months, outlining its expansion strategy, target locations, and timelines.
- Implement Teacher Development Programs: US should implement new teacher development programs within the next year, focusing on leadership skills, instructional practices, and culturally responsive teaching.
- Engage with Stakeholders: US should establish regular communication channels with all stakeholders within the next 3 months, seeking feedback and building relationships.
- Explore Innovative Funding Models: US should explore innovative funding models within the next year, including impact investing, social impact bonds, and partnerships with corporations and foundations.
By taking these steps, Uncommon Schools can continue to achieve its ambitious goals and create a lasting positive impact on the lives of underserved students.
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Case Description
In 2013, Brett Peiser, CEO of the charter school management organization (CMO) Uncommon Schools, is reassessing the non-profit's strategy. For nearly 10 years, Uncommon had fulfilled its mission to bring high-quality education to students in low-income, urban areas using a "network of networks" structure, where regional networks of charter schools operated independently, guided by Uncommon's shared beliefs and practices. The autonomy built into the structure had allowed teachers and school leaders to develop innovative and effective practices that could then be rolled out throughout the network. But in the 2012-2013 school year, this strategy comes into question when students take the first standardized test aligned with the more rigorous Common Core State Standards. While the test results show that, on average, Uncommon's students still perform well compared to their district peers, they also reveal a disparity in achievement across the schools and regions. The case gives students the opportunity to assess the benefits and challenges of Uncommon's strategy so far, determine the best way to address the inconsistency in academic achievement, and consider the best way to consistently scale excellence.
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