Demographics and high, or parental perception of high tuition are often cited as causes for enrollment decline. Contrary to popular belief, demographics do not play a major role in determining the enrollment picture of independent and international schools in most regions and countries. In addition, higher tuition can send the message that the product is well worth the price and in high demand.  Lowering tuition cheapens the product and sends a message that the school does not truly believe in its educational outcomes.

When parents reenroll and pay a competitive tuition, they are conveying that they believe in the value proposition.  Assuming a school’s retention rate in normal economic times is 92% or higher (except for truly international schools where it can be much lower) then those parents are demonstrating a degree of loyalty. BUT that may be a passive loyalty not a passionate one.

In working with over 850 schools worldwide on marketing, Littleford & Associates has found that acknowledging the challenges, but at the same time, accentuating the strengths of a school can be a powerful tool to motivate parents who are normally disengaged.  Parents can become the best, most proactive marketers in any social media forum. The reverse is also true. Disengaged parents leaving in numbers can have a big negative impact upon a school’s brand and reputation.

Retention always comes first. It is a risky to assume that parents will stay from PK-K; K-8/9; or K-12. Keeping happy parents is easier than recruiting new families. Retention strategies can be as simple as enabling and enticing students in the primary school to see the prize of staying for middle school and high school. These strategies are also key to maintaining a positive school climate.

Are there specific and many retention strategies at work in your school? Why should families become “lifers” when there are other attractive private and public school options in the community?

Parent participation in annual giving should be high in both percentage of participation and individual dollar amounts.  Successful annual giving campaigns tend to follow strong admissions/wait lists and school pride. Existing families are happy and proud, and prospective families want to be part of that experience and culture.

Schools in some parts of the US now charge over $70,000 for a day school tuition. Many others are in the range of $35,000 to $65,000. Some are still in the range of $12,000 to $18,000 with parochial and church affiliated schools on the low end. Unfortunately, the middle class was driven out of most independent schools long ago UNLESS there has been a powerful need based financial aid program, preferably funded mostly by a strong endowment, not by the operating budget.

What Do Parents Want and Value?

Parents will make almost any sacrifice if they believe that the outcome of that economic sacrifice is actually worth it. How do they measure worth?  In addition to academic preparedness and a “whole child” experience, they seek value-based outcomes: honesty, creativity, confidence, resilience, critical thinking skills, entrepreneurial instincts, a sense of community service, a global perspective, and others. AI is both a boon and terror to families now, and schools that are using it effectively and ethically while preparing for its worst dangers and abuses will be the “winners.” Thus, the emphasis on mental well-being and critical thinking is skyrocketing.

In working on strategic planning recently with a large coed day School this Consultant interviewed 20 young alumni on screen. They ranged in age from 20 to 30, some still in college, some in graduate school and some just starting careers and families. They were joining the discussion from across many time zones and countries. When I asked them what they most valued about their school experience, something amazing happened: All 20 on screen stated emphatically that it was their friendships from that School and the alumni network.  It became very clear very quickly that all 20 knew each other from social events, mutual friends, playing sports together (even now), and helping each other find new career opportunities.

These alumni more than liked each other. They valued each other. They saw themselves as a lifelong “life line” to one another.  New parents and alumni parents interviewed agreed with this sentiment. While they worry about AI, they trust that the values this School teaches and its people will prevail. Values and people.

Everyone this Consultant interviewed is passionate about this School. At the right time, the School leadership could turn that passion for the School into a very powerful marketing tool using the stories that I heard from parents, past parents, alumni and even grandparents about how the School’s outcomes affected their children and families.

The Key to Enrollment Demand and Higher Retention

The key to enrollment demand, higher retention, wait lists and even robust annual and capital giving is positive stakeholder engagement starting first with the parents, then former parents, alumni and grandparents. There is a way to do this without drawing parents into the weeds or allowing them to intrude in personnel or curriculum matters. Heads need to listen to parent concerns and even the minor complaints. Listening actively and sincerely signals that while you appreciate parental loyalty and retention, you are also sensitive to the more parent-centered and student-centered issues that dominate daily school life.

Your stakeholders can use social media in powerful ways to market the school where these stakeholders live, work, play and pray. How do you turn your parents from passive consumers into passionate advocates? In most schools it is easier than you think.

Littleford & Associates worked recently with a School where almost 100 families were trained to be parent ambassadors advocating proactively for the School. They will tell true, emotional, differentiating, and very memorable stories about their experiences there. Are your parents telling these kinds of stories?