Academy is a small, non-profit, private school, located in Monroe, Washington.
My role in this organization is two-fold. In the past, I have served as a
development director, helping to establish public relations and marketing. I am
also a consumer with my three children enrolled in Cornerstone Academy for the past
eight years. As a parent, I volunteer my time and talents for the organization
on a regular basis in various capacities.
objective of this analysis is to explore the fundamental aspects of Cornerstone
Academy by reviewing their mission, values, size, performance and
treats/opportunities facing their organization. Finally, an overview of their
organizational structure and strategies will be reviewed to gain a stronger
insight into the organization.
Description of the Organization
Academy’s mission is to provide classical, Christian education that is parent
supported, student centered, and powered by passionate educators (CSA, 2018). Cornerstone
Academy’s values support and drive their mission. They can by described in
three simple words: Classical, Christian, Community (CSA, 2018). The foundation
of Cornerstone Academy is based on classical education, which is a timeless
philosophy that uses a student’s logic, clear reasoning, debate, and
communication skills in every academic subject. In addition to the classical philosophy,
the Christian faith is intertwined throughout the curriculum. Finally, the community
of parents and educators work together to build strong relationships that
support student excellence.
current size and enrollment at Cornerstone Academy is at sixty-six students,
which is roughly thirty-five families. Cornerstone Academy has nine full-time
teachers, two part-time teaching assistants, one full-time administrator and
one part-time receptionist. It also has a school board of parent volunteers and
community leaders. The breadth and depth of the organization serves students
from preschool to 12th grade with two programs, one for full-time
students and the other for part-time home-schooled students.
current performance of the school is decent. It is not as strong as it has been
in previous years. For the first time in several years, the school is on track
to lose money. As of this month, the projected deficit is only $15,000 dollars,
which is can be easily fundraised for. But it goes to show that current strategies
are not working as planned and should be re-evaluated.
Academy’s primary external threat is other private schools. There are two other
private schools located within Monroe, WA. Another threat is losing the lease
agreement for their current building, which is currently a year to year contract.
Opportunities include cost and high academic test scores. Cornerstone Academy
offers very competitive tuition for the area. In addition, they have comparable
academic test scores to larger private schools in the region.
Academy’s current organizational strategies are focused on growth and
sustainability. With a simple organization structure, they are more responsive
to new challenges, more adaptive to change and flexible as an organization (Rao,
2008). As analyzers, they are always monitoring local competitors and other
classical schools for promising ideas and trends. This year, they have adapted
their services to appeal to a new market, homeschool families. Finally,
Cornerstone Academy participates in co-opetition with a similar school in the
area, which is an alliance with between competitors (Borkowski, 2016). Cornerstone
Academy feeds many of their full-time, middle and high school students into the
larger school. Since the larger school does not offer beginning school, they
direct those interested to Cornerstone Academy. Despite being competitors,
their mission and values are similar which drives the mutually beneficial