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Enrollment patterns from large EMO operators (running 10+ schools) show charter schools with larger enrollments than the U.S. charter average, especially in primary grades. It explains what EMOs are, the market-based reform context, and how competition is structured among managers rather than schools, and outlines study scope and methods via the report’s structure.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/profiles-of-for-profit-education-management-organizations-ninth-annual-report-2006-2007/583399/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/profiles-of-for-profit-education-management-organizations-ninth-annual-report-2006-2007/583399.png","ImageObject",300,407,{"name":92,"@type":93},"Jake","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-04","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":24},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What does the report conclude about the for-profit education management industry’s stability?","Question",{"text":112,"@type":113},"The report indicates the EMO industry has entered a period of relative stability based on available data, while also noting its real condition is harder to determine because key companies are privately held.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How do large EMOs’ managed charter schools compare to the U.S. charter school average enrollments?",{"text":117,"@type":113},"For charter schools managed by large-size education management companies (10+ schools), the report finds enrollments are typically larger than the U.S. charter school average, with the pattern strongest in primary schools.",{"name":119,"@type":110,"acceptedAnswer":120},"How does the report describe the concept of market-based school reform and competition under it?",{"text":121,"@type":113},"It explains that reforms aim to improve traditional public schools through competition, coming either from private schools funded by tuition vouchers or from charter schools. It further clarifies that in this context, competition occurs among current or potential managers of schools rather than among schools or districts themselves.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},583399,1792062198,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":24,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":144,"read_time":145,"preview_page_count":4},962084928904,"https://ap-avatar.wpscdn.com/davatar_155a257f0dc6eb9ab79c44ca47cae57d","Profiles of For-Profit Education Management  \nOrganizations  \nNinth Annual Report  \n2006-2007  \nby  \nAlex Molnar  \nDavid R. Garcia  \nGary Miron  \nShannon Berry  \nCommercialism in Education Research Unit (CERU)  \nEducation Policy Studies Laboratory  \nCollege of Education  \nDivision of Educational Leadership and Policy Studies Box 872411  \nArizona State University  \nTempe, AZ 85287-2411  \nEPSL  \nAugust 2007  \nEDUCATION POLICY STUDIES LABORATORY  \nCommercialism in Education Research Unit  \nEPSL-0708-239-CERU  \n[http://edpolicylab.org](http://edpolicylab.org)  \nEducation Policy Studies Laboratory  \nDivision of Educational Leadership and Policy Studies College of Education, Arizona State University  \nP.O. Box 872411, Tempe, AZ 85287-2411  \nTelephone: (480) 965-1886  \nFax: (480) 965-0303  \nE-mail: [epsl@asu.edu](epsl@asu.edu)  \n[http://edpolicylab.org](http://edpolicylab.org)  \nTable of Contents  \nIntroduction.....................................................................................................................1  \nSummary………………………………………………………………………….……………22  \nLarge Company Profiles………………………………………………………………….…27  \nMedium Company Profiles……………………………………………………………......106  \nVirtual Schools……………………………………………………………………………...118  \nAppendix A: Reader’s Guide…………………………………………………………….125  \nAppendix B: Special Notes on Company Profiles…………………………………...126  \nAppendix C: No Longer Profiled Companies…………………………………………128  \nAppendix D: Methods……………………………………………………………………..131  \nAppendix E: National Average Enrollments…………………………………………..133  \nAppendix F: District Comparison……………………………………………………….135  \nAppendix G: Small Companies………………………………………………………….140  \nProfiles Report: Introduction  \nProfiles of For-Profit Education Management Organizations: 2006-2007  \nSummary  \nThe for-profit education management industry has, based on the available data, entered a period of relative stability. The industry’s actual condition, however, is more difficult to determine than ever. This is because companies that dominate the industry are privately held and do not have to provide information to the public that they choose not to share. As a result a large portion of the EMO industry is not subject to independent scrutiny of either financial results or academic performance.  \nAn examination of enrollment patterns reported by large-size education management companies—those that run 10 or more schools—finds that the charter schools they manage typically have larger enrollments than the U.S. charter school average. This pattern is most prevalent among primary schools where large-size EMOsenroll the bulk of their students. These findings suggest a business model that relies on primary education and volume for profits.  \nThe EMO Industry: Background  \nEducation Management Organizations, or EMOs, emerged more than a decade ago in the context of widespread interest in so-called market-based school reform proposals. Wall Street analysts coined the term EMO as an analogue to health maintenance organizations (HMOs), prepaid health insurance plans.  \nAn Education Management Organization, or EMO, is a private firm that manages schools receiving public funds, including district public schools (also called non-charter schools in this report) and charter schools. The EMO-managed schools tracked in this report operate under the same admissions rules as regular public schools and are operated for-profit. Historically, only a small portion of EMOs have been nonprofits. Also not tracked are for-profit private schools, including those that may receive public funds under tuition voucher programs such as those that operate in Milwaukee, Cleveland, or the District of Columbia. (See Appendix A for definitions.)  \nThe theory behind market-based school reform proposals is that, by being forced to compete with other schools, existing public schools will necessarily improve or cease operating. Competition under this theory generally comes in two forms: private schools, with taxpayer-funded ","cbCains8uoq5hJGl","https://ap.wps.com/l/cbCains8uoq5hJGl","pdf",868717,145,"English","# Introduction\n## Summary\n## Large Company Profiles\n## Medium Company Profiles\n## Virtual Schools\n# Appendix A: Reader’s Guide\n## Appendix B: Special Notes on Company Profiles\n## Appendix C: No Longer Profiled Companies\n## Appendix D: Methods\n## Appendix E: National Average Enrollments\n## Appendix F: District Comparison\n## Appendix G: Small Companies","[{\"question\":\"What does the report conclude about the for-profit education management industry’s stability?\",\"answer\":\"The report indicates the EMO industry has entered a period of relative stability based on available data, while also noting its real condition is harder to determine because key companies are privately held.\"},{\"question\":\"How do large EMOs’ managed charter schools compare to the U.S. charter school average enrollments?\",\"answer\":\"For charter schools managed by large-size education management companies (10+ schools), the report finds enrollments are typically larger than the U.S. charter school average, with the pattern strongest in primary schools.\"},{\"question\":\"How does the report describe the concept of market-based school reform and competition under it?\",\"answer\":\"It explains that reforms aim to improve traditional public schools through competition, coming either from private schools funded by tuition vouchers or from charter schools. It further clarifies that in this context, competition occurs among current or potential managers of schools rather than among schools or districts themselves.\"}]","Profiles of For-Profit Education Management Organizations - Ninth Annual Report - 2006-2007 | PDF",1792047035,365]