City Year at 30: Toward Long-Term Impact

  • Reference: HBS-318089-E

  • Year: 2018

  • Number of pages: 31

  • Geographic Setting: United States

  • Publication Date: Mar 27, 2018

  • Fecha de edición: Jun 7, 2018

  • Source: HBSP (USA)

  • Type of Document: Case

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Description

In 2018, City Year was a 30 year old nonprofit that recruited and organized teams of young-adult "volunteers" (corps teams) to provide a year of citizen service. It had 3,100 corps members serving in 327 schools located in 28 U.S. cities. In its early decades, City Year provided a variety of services to a variety of organizations in need. Over its most recent decade, City Year had pivoted to having all corps members serve in low-income public schools to keep students on track to graduation in an effort to reduce the nation's high school dropout rate. City Year also worked with partners to help schools transform themselves to better meet the needs of low-income students, and worked with policy makers and elected officials to promote the value of national citizen service. In 2012, City Year launched a Long Term Impact strategy (LTI) aimed at making a substantial improvement in high school graduation rates. The LTI required City Year to transform itself over time to create an organization capable of delivering its ambitious impact strategy. The case explores City Year's history and its efforts to align its organization with its strategy. In March 2018, City Year CEO Michael Brown must examine the state of his organization and its strategy to determine next steps to achieving its LTI goals.

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Keywords

Business education Change management Corporate giving corporate social responsibility Education Efficiency Entrepreneurship General management Growth Growth strategy Human capital Improving performance Nonprofit organizations Operations and processes Organizational design Poverty Resource allocation Social entrepreneurship Strategic philanthropy