The Minnesota school district described in this case study indicated a reluctance to plan for and adjust to change brought about by declining enrollment. Instead of closing underutilized facilities, the district has bowed to strong community pressure to keep open all three elementary schools in this mining town of 6,000 people. Forced termination of teachers has occurred, although one teacher won a court case for reinstatement. The administrative staff for the district has been reduced to four--a superintendent and three principals (one principal for all three elementary schools). The capability for effective planning has diminished along with the number of administrative personnel. The educational programs have thus far remained unchanged. But the district's budget deficits for the last two years will probably make program cuts inevitable. This case study is one of five published in conjunction with a planning manual on declining enrollment for school officials and interested citizens. (DS)