Purpose: The purpose of this paper is to measure the effectiveness and practical utility of an organizational learning intervention for an organization that was not progressive, was not specifically chartered as a learning organization, and was situated in an urban, culturally diverse, and under-privileged community. Design/methodology/approach: In this empirical case study, employees were surveyed pre- and post-intervention on measures of organizational learning, school climate and morale. Archival data on turnover rates were also collected for the years bracketing the intervention (2003-2005). Findings: Analyses show the center reduced turnover and improved in organizational learning, morale, and to a lesser degree, organizational climate. Analyses demonstrate relationships between change in organizational climate dimensions (e.g. supportive leadership, appraisal and recognition, goal congruence) and change toward organizational learning. Originality/value: This research suggests that organizational learning--and the post-bureaucratic practices that characterize it--can be useful even in the most challenging of settings. Unlike previous research, this study specifically addresses organizational learning's utility for under-privileged populations; it also examines how the more traditional measure of organizational climate is related to post-industrial notions of learning and business performance. It should be of value to academics and practitioners wishing to apply organizational learning to less-advantaged and change-averse organizations.