The Children’s Literacy Initiative: Lessons for Success and Preparation for Challenges

Abstract

Introduction

Founded in 1988 by Linda Katz and Pat Federman, the Children’s Literacy Initiative (CLI) began as a book fair for the general public. After hearing a North Philadelphia father express his desire to begin reading regularly to his four-year-old, Linda saw the need to address the literacy gap between inner-city and suburban students. Soon, Linda decided to grow CLI into an educational services boutique that specializes in preparing kindergarten through third-grade teachers to improve their students’ literacy skills. Known as “Model Classrooms,” CLI’s signature program gives teachers the tools they need to effectively raise their students’ reading and comprehension levels.

Since then, the organization has grown significantly and become one of the national leaders in addressing the literacy gap challenging low-income, urban school districts. For two decades, Linda and the dedicated employees of CLI have demonstrated significant growth by capitalizing on emerging opportunities and leveraging talented staff to bring projects to fruition.

Within the next five years, however, CLI expects to undergo major changes in leadership and funding. Chief among these changes is the retirement of Linda, the CEO, who has been the primary driving force since its inception. Added to the complexity of succession planning that is often accompanied by an adjusted or new direction is the issue of board composition. Because Linda has historically relied upon the support of a founder-created board, CLI must now work toward sustaining its current value with potentially new board and executive leadership.

In addition to the future seismic shift in leadership, CLI was recently awarded a five-year, $22 million grant under the Investing in Innovation Fund (i3). This money will fund new Model Classrooms in 39 schools, as well as 39 other schools that will serve as the control group. Not surprisingly, the award has brought CLI new national recognition for its work. This grant marks the first time that CLI is able to put together a long-term business plan because it knows how much funding it will have available over the next five years. Although this business plan is still a work in progress, it bodes well for CLI as it imagines a future without its founder at the helm. This article discusses the factors that have made CLI successful since its beginning and the challenges it faces going forward.