Refer to the “Freeman-Brown Private School Case Study” document for details pertaining to this assignment.
The board of directors at Freeman-Brown Private School (FBPS) has hired you as part of a consulting team to review the situation and
present your findings and recommendations. Write a paper (1,250-1,500 words) that discusses the case. Complete this assignment from the
perspective of the hired consultants. Respond to the following questions:
Review how organizations interact with their external environment (as open systems and complex adaptive systems). How effective was
Freeman-Brown as an open system at the time of the closure? How effective was Freeman-Brown as a complex adaptive system at the time of
Review your reading this week on the internal environment of organizations. What is your evaluation of the organizational culture and
organizational climate at the time the decision to close two campuses was made?
What is your evaluation of the decision made by Dr. Murphy and Caudill? What is your evaluation of the process of going about the closure?
Was FBPS demonstrating social responsibility? Discuss the closure impact on three specific stakeholders.
Provide an explanation, using appropriate management theories, for how the administration could have handled the closure effectively with
stakeholders? Include one theory from each of the following: the classical approach, the human relations approach, and the modern
You have been asked to suggest two goals: one long-term and one short-term goal for the future direction of FBPS. Justify your decision.
Present a concluding statement that integrates the 4 functions of management as a means to revamp management at FBPS and meets the
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for
You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.
Freeman-Brown Private School Case Study
The following case study is based on true events. Names and identifying details have been modified.
Freeman-Brown Private School (FBPS), based in Illinois,was founded in 1944 by the Brownand Freemanfamilies. Over the years, the school
acquired areputationas a leading academic institution with an advanced curriculum. Parents described the school as having a highly
performing academic environment that provideda rigorous curriculum while fostering a safe, family-oriented atmosphere in a place where
community was valued. Not surprisingly, the student population grew and the school opened multiple campuses in the metropolitan area
(Bristol, Culpeper, Richmond, Hampton, and Staunton).TheBrown and Freeman familieseventually sold FBPSto the for-profit,Alabama-based
CaudhillInternational Family of Schools in 2007. The mission of the Caudhillgroup was to broaden the international focus of FBPS, along
with the nine other schools it owned (across the United States, Switzerland, and Mexico). Even under the new ownership, the environment in
the various FBPScampuses was still described as achievement-oriented and supportive.
• 1944-Freeman-Brown Private School was founded by the Brownand Freeman families.
• 1944-Inaugural opening establishedHamptoncampus.
• 1969-Culpepercampus was established.
• 1981-Richmondcampus was established.
• 2003-Bristolcampus was created.
• 2007-Freeman-Brown Private Schools joined the Caudhill International Family of Schools.
• 2008-Culpepercampus relocatedto Stauntoncampus.
• 2008-The inaugural freshman class joinedFreeman-Brown Preparatory High School.
• 2010-Freeman-Brown Preparatory High School was designated an authorizedInternational Baccalaureate (IB) Programme School.
• 2012-Freeman-Brown Preparatory (High) School graduatedits first class in May.
• 2012-Freeman-Brown’s new 6th-12th grade Middle and Upper Schoolcampus opened in August in North Richmond.
• 2013 -The Upper School Athletic Complex and Student Center opened.
Within ayear of Caudhillowning the school, parents noticed a subtle name change.The school, which was previously known as”Freeman-
BrownPrivate School,”was now “Freeman-Brown Preparatory School.” This name change in itself didnot seem to affect the school’s imageor
functioning at an operational level, but it was an early indication of the strategic direction in which the school would be heading.
In 2008, FBPSattempted to enter the high school business at its Culpeper campus, butthat initial attempt was not as successful as
anticipated. This was probably a contributory factor to the relocation of the high school to a new state-of-the-art campus in Richmond,
known as the NorthRichmondcampus.
A high point for FBPScame in 2010 when it launched its International Baccalaureate Programme (IB Programme). Its first IB graduating class
wasMay of 2012. However, that same yearFBPSdecided to close both the Culpeper and the Hamptoncampuses. At the time of the Hamptonclosure,
families were informed that low enrollment was the reason behind the closure and that all other campuses would remain open.The economic
recession in the United Statesbetween 2005 and 2011 led to many organizations going out of business, and the education sector was not
exempt (U.S. Department of Labor, 2013).
In addition to the economic recession, private schools in Illinois have faced intense competition from charter schools, which are
independently run public schools. Between 2011 and 2013, two top-rated charter schools opened campuses within 5miles of the Staunton
campus.Some FBPSStauntoncampus students transferred to those schools.
In 2013, FBPS sent an e-mail to parents in error, informing them that the Stauntoncampus (pre-K through middle school)would be
discontinued. That e-mail was withdrawn on the same day, and shortly afterwards, the head of the school retired. Caudhill appointed Dr.
Audrina Murphy as the new head of the school. Dr. Murphy, a well-educated and experienced administrator, worked with “strategic planning
experts” to create a niche and a new mission for the school. Dr. Murphyembraced her new role and continuously assured parents that the
Stauntoncampus would remain open. Parents who attended the Parent Teacher Student Association (PTSA) meeting in mid-December 2013 affirmed
that she offered assurances at the meeting.
Winter break started on Monday, December 23, 2013, and students were scheduled to return to school on Tuesday, January 7, 2014. On Monday,
January 6, 2014, theStaunton campus principal received information that the campuswould close at the end of the semester, and this news
was conveyed to faculty and staff at the school. Only two campuses would remain open:theRichmondand NorthRichmondcampuses.
Parents were outraged, students were in disarray, and faculty and administration were in shock.If parents had beeninformed earlier, it
would have been possible for them to try to secure a spot for their children at one of the schools nearby. However, open admissions at the
surrounding schools had closed earlier in December. Parents attempted to place their children on waiting lists, but most lists had already
filled up, some in excess of 800 students. Additionally, many local schools had already completed their hiring for the following academic
year, leaving FBPSfaculty and staff limited in employment options.
As it turned out, FBPSwas not the only school closing campuses. That period was a difficult time for schools in Illinois in general, with
reports from the Center for Education Reform (2011) reporting that between 2010 and 2011 themajor reasons schools closurewere financial,
Parents were invited to a meeting on January 8, 2014, to meet with the head of the school and a Caudhill official. Parents invited the
media to the meeting, but the media was denied access. At the onset of the meeting,Dr. Murphytook the podium and beganby praising the
Stauntoncampus and its community. These statements bothered some of the parents, who demanded to know why the school was closing if it had
all the positiveattributes just attributed to it.
The meetinggrew tense andheated.Parents felt betrayed because of the timing of the closure announcement. Dr. Murphy stated that buses
would be provided to shuttle children ages 2-12 to the new locations. However, the closest campus would require a trip of 40-miles
(minimum)twice every day. This would not be a viable option for manyparents, but the announcement timing left them with fewoptions.
Other parents tried to negotiate with the administration to run the school for one more academic year sofamilies would have enough time to
transition their children. Neither the Caudill official nor Dr. Murphy agreed to this proposed solution.
Some parents offered to pay more in terms of tuition, but administration again did not agree to this proposal.Parents asked if the closure
was due to financial reasons. Dr. Murphy replied that finances were “not a factor” and the closure was for “demographic reasons.”
WhileDr. Murphystated that the reason for the closure of the two campuses was not financial in nature, Moody’s analyticsreported that the
parent company (Caudill)was experiencing some strain.The rating of Moody’s analytics is a representationof the analysts’ opinion of the
creditworthiness of an organization. From August 2012 to 2014, the corporate family rating (CFR) went from B2 to Caa2 indicating a lack of
confidence in the financial health of Caudill.
Following the parent meeting in January, some families pulled their children out of FBPS immediately, prior to the completion of the
academic year. Those families received no financial reimbursement as parents had signed a contract for the academic year. Other families
decided to withdraw from the school at the end of the semester. By June 2014, student population had significantly diminished on the
Some of the students who remained at Staunton planned to transfer to surrounding schools. Few decided to continue at the Richmond and
NorthRichmond campuses. Others registered at Allegiant Academy, a new nonprofit private school opened by parents previously affiliated
with Staunton. KaseyLuce, daughter of one of the FBPS founders, came out of retirement to become principal of Allegiant Academy. In
addition to her role as principal of the school, Lucewas also the president of the nonprofit corporation that owned the school.
Allegiant Academybegan with an enrollment of about 100 students (pre-K-8 grade), rising to 120 students by the end of the year.Most of
these students were from the Staunton campus population. The school leased a church for its first year to house the school.Parents
described Allegiant Academy in positive termswith approximately90% of families choosing to reenroll for the 2015-2016 academic year.
Center for Education Reform. (2011). Appendix D. Closed charter schools by state. Retrieved from https://www.edreform.com/wp-
U.S. Department of Labor. (2013). Travel expenditures during the recent recession, 2005–2011. Retrieved from
Assignment status: Already Solved By Our Experts
(USA, AUS, UK & CA PhD. Writers)