Geoffrey Canada, CEO of the Harlem Children’s Zone, has been greatly known for his persistent passion when it comes to helping the thousands of the poor in Harlem who are not only financially challenged but a victim of malnutrition too. The agency successfully conducted significant social service programs throughout the New York City, which were separately funded and designed to serve a different purpose of its own. Around 2000, Canada implemented an integrated and an exhaustive planning process that aimed to reach a numerous amount of $46 million in revenues and around 24,000 people. This was the plan mapped for the next 10 years, on the end of which they would have expanded into a size that would be three times their current standing of today. However before inculcating a massive plan, the company was in need of an extensive change in its management structure ranging from its corporate assets and its strategic objectives and missions. The challenge was to accurately determine the exact impact that their services were contributing. For this purpose they needed to have a measurable system, one that could best serve its purpose but also keep the company informed of its contribution to the society and to the nation.
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