Discussions regarding the district’s enrollment and retention strategies took center stage during the meeting. The session began with an in-depth presentation on the challenges and strategies related to student retention, emphasizing the need for effective communication to build trust with families and the community. The analysis revealed that the district loses approximately 4,200 students annually to open enrollment, accounting for about 30% of the eligible student population, which is higher than the state average of 9%. This loss translates into $30.5 million in annual revenue, highlighting the substantial financial and community impact.

The presentation underscored the distinction between retention and growth, noting that each requires tailored strategies. The speaker emphasized that flashy marketing tactics alone are insufficient for attracting students and must reflect the actual experiences families encounter when interacting with the schools.

A four-step process was proposed to address these issues: research, planning, implementation, and evaluation. This included data analysis and community engagement through 16 focus groups, which gathered insights from various stakeholders, including families, students, and staff. Common themes from these discussions highlighted the community’s appreciation for diversity, a desire for expanded educational opportunities, and concerns about safety and academic rigor.

Safety perceptions emerged as a nuanced issue, with many students feeling safe, while parents and other adults voiced significant apprehensions. The presentation suggested that marketing should go beyond traditional advertising methods and focus on relationship-building.

The board’s conversation also highlighted the necessity of addressing declining kindergarten enrollment and the broader implications of open enrollment trends. Specific schools, like Kennedy, were noted for significant year-over-year student losses, prompting discussions about strategies to retain families within the district.

The introduction of a strategic communications plan for 2024-2026 by Tammy Dand, the director of community engagement and communications, featured prominently in the meeting. The plan focuses on enrollment and involves collaboration with the Captivate media team. Jake Sturgis, the founder of Captivate media, expressed enthusiasm for the ongoing collaboration and the importance of addressing enrollment challenges. The plan includes both internal focus and external community engagement sessions to gather data and feedback from residents.

A proposal for customer service training was discussed. This training involves staff members, including administrators, nutritional services, and bus drivers, with an emphasis on responsiveness and internal customer service among departments. The training aims to create a sense of belonging for all stakeholders and improve discipline practices to ensure equity and support for students.

Concerns about the district’s approach to communication, particularly in relation to negative perceptions fueled by social media, were discussed. The need for a proactive communication plan that includes guidelines and training on effective engagement was emphasized. The superintendent stressed the importance of refining existing outreach efforts and rebranding initiatives to better articulate the district’s message and goals.

The meeting also addressed the necessity of understanding the reasons behind declining enrollment. There was a call for a deep dive into the factors driving families away from the district, with an emphasis on gathering recent feedback from families who have left. The board recognized the importance of building trust and relationships within the community and proactively sharing the district’s successes.

A second reading of proposed board policy 520 on student surveys was also discussed. This policy aims to establish guidelines for data collection from students. Concerns were raised about the inclusion of language related to physical examinations of minors, with a preference expressed for an opt-in approach to mitigate risks associated with possible communication oversights.

Superintendent Laurie Putnam provided an update on legislative support for the district, particularly concerning funding for Emergency Medical Service programming. Plans for establishing an ambulance bay at Apollo High School were discussed, with ongoing collaborations with CentriCare to supplement the program with necessary equipment and training funds. The “Future 100” initiative was introduced, aiming to ensure each student graduates with a clear plan for their post-high school journey, involving community volunteers to assist students in applying to colleges or connecting with local employers.