Partners or Managers? A Case Study of Public–Private Partnerships in New York City

Abstract

This case tells the story of a failed public–private partnership. It illustrates how stakeholders, encouraged by the current political context, rushed into a partnership without establishing a basis for mutual understanding and expectations. As a result of this hasty arrangement, questions emerged over who ultimately controlled decisions related to curriculum and personnel issues. This case speaks to educational school and district leaders as well as private sector actors interested in becoming involved in public education. Students studying this case should examine the power and potential of memos of understanding and contracts, the importance of a unified educational vision and the successes and pitfalls of public–private partnerships.