In 1990, the Dade County Public School System (DCPS) in Dade County, Florida, entered into a 5-year contract with a private company, Educational Alternatives Incorporated (EAI), to manage the educational services at South Pointe Elementary School. This paper presents findings of an evaluation of the DCPS-EAI collaboration at South Pointe. Data were gathered through a review of the contract and other documents; a site visit; and interviews with DCPS administrators, local school board members, teachers union members, and South Pointe principal, staff, and parents. EAI's main objective was to implement its Tesseract educational approach, maintain a student-teacher ratio of 12:1, provide training for teachers, improve student access to computers, and raise educational funds. EAI did not manage the school, but served as an advisor and consultant. Findings indicate that with few exceptions, EAI lived up to the terms of the contract. The Dade County Office of Educational Accountability (OEA) compared South Pointe to a demographically and geographically similar school and found no improvement in student academic achievement. However, OEA also reported that South Pointe showed improved attendance, higher levels of parent and community involvement, and favorable staff attitudes. Interviews revealed a surprising lack of distrust or fear of privatization, which appeared to be due to EAI's advisory role, independent fund raising, and limited contract period. (LMI)