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Board retreat prioritizes enrollment: Astoria SD 1 to gather data, pursue outreach and hire marketing support
Summary
Board members spent the retreat diagnosing a multi-year enrollment decline and set two-year goals: (1) analyze causes by collecting data and partner outreach, (2) increase or stabilize enrollment through targeted outreach, recruitment and a proposed marketing hire, and (3) review anti-bullying policy implementation. Members set timelines and assigned follow-up tasks.
Facilitated by Scott Justice, the Astoria School District board spent most of its retreat on a set of goals to address a persistent enrollment decline and strengthen policy implementation.
Board members agreed on three primary objectives for the year: understand why enrollment has declined, take actions to increase or maintain enrollment, and assess whether the district’s anti-bullying/harassment policies are being implemented effectively. The board directed staff to compile and present data and community outreach findings at study sessions through the year.
On diagnosis, board members and staff identified multiple possible drivers — increased homeschooling and private school options, generational demographic change, housing availability, online charter programs and post-COVID shifts in family choices. Superintendent Craig told the board that the district had cut about $3,000,000 over the last two years and that more granular data (grade-level trends, transition rates from preschool/Head Start into kindergarten, and local census/employer data) are needed to target interventions. "We start that process in April... we'll move that up to, like, February instead of April," he said when discussing the budget and outreach timeline.
For outreach and recruitment, the board endorsed a two-track approach: (1) outreach to local homeschool co‑ops, family networks and online providers with the aim of partnering or offering shared classes and elective opportunities, and (2) recruitment and branding aimed at families moving into the area. Members proposed board-staff teams meet homeschool groups by September and compile contact lists and talking points; each board member agreed to submit names of people or organizations for outreach.
Several members urged creation or funding of a marketing role to professionalize branding and recruitment. One board member said the district should "hire somebody to market this district like you would do for your business," and staff agreed a consultant or dedicated hire would develop a marketing plan. The facilitator recommended a target date for a marketing plan; the group discussed having a plan ready to inform next year’s budget process.
On timelines and deliverables, the board asked staff to present interim findings at study sessions before May and to bring a fuller data-based diagnosis by the end of the school year. The board also asked staff to compile metrics and evidence of progress (meetings held, contacts made, trend data and evidence of program partnerships) and to report back.
Finally, the board added a goal tied to its strategic plan: review implementation and effectiveness of anti-bullying/harassment policies. Staff will collect implementation data, surveys and federal reporting numbers as appropriate and present findings so the board can determine whether policy and practice align.
The facilitator closed the session by summarizing the three goals and next steps and by noting the district’s role in partnering with the chamber, county and employers to gather data and recruit families.
