Implementation Description

ArtSpace Charter School (ACS) of Swannanoa, North Carolina hired a new Executive Director during the 2020-21 academic year to update the school’s marketing materials and more effectively communicate their brand identity. Marketing research has shown that it is critical for schools to identify and convey “a brand promise [which] represents what makes a school or district unique and sets it apart from its competitors” (Mulvenon, n.d.). The marketing director focused on creating quality marketing materials and establishing community partnerships to communicate ACS’s brand.

The new Executive Director began by soliciting feedback from ACS staff members regarding the school’s previous marketing efforts, potential community misconceptions, and a vision for future recruiting materials. She utilized their input to create a colorful new school logo, an active Instagram page, and a polished Virtual Open House video. Studies have shown that digital marketing and interactive events are two key ways to reach prospective families (LeRoy, n.d.) and video marketing “gets more engagement than any other form of content” (Major, 2021). The Open House included a Zoom meeting with the school’s Executive Director as well as breakout sessions with the elementary and middle grades directors and Student Support Coordinator. The elementary director commented that 125 guests attended her virtual breakout room. She also noted that Covid-19 lockdowns may have positively influenced their recruitment efforts, because families attended the virtual Open House together, allowing both students and parents to ask questions (Hollis McKeown, personal communication, June 23, 2021). The school’s Executive Director also used available NC ACCESS funding to purchase advertising space on a local television station, an advertisement in The Laurel Of Asheville Magazine, and a feature in Black Mountain News, a division of USA Today. 

Additionally, the school prioritized establishing a partnership with BeLoved, a local nonprofit that specializes in supporting community members in need. ACS coordinated with BeLoved to reach a mobile home park with mostly Latino residents located near the school. By volunteering their time and services, school staff built relationships with their neighbors and opened doors for communication. This has involved shared facility use, material collections/drives, picnics, and student-led community service projects. ACS hosted two community engagement sessions (COVID-19 Information and Immigration Processes/Considerations) led by local experts and facilitated by the organizations. Community partners were also invited to a vaccination clinic, where school volunteers assisted with sign in, logistics, set up, and advertising. One of their new initiatives is to translate all of their marketing materials into Spanish to inform residents of ACS’s offerings. Research has shown that readily available translation services and translated materials are beneficial for Spanish speaking families and help provide “an equitable and successful outcome for their children” (Bickmore, 2013).

Results

In January 2020 ACS had received 94 applicants for admission, but as a result of their expanded marketing efforts interest in the school has increased. By January 2021, the school received 164 applications for enrollment through their weighted lottery. The school’s partnership with BeLoved resulted in 6 newly enrolled families for the 2021-22 academic year. 

School leadership also commented that they received positive feedback on their digital marketing initiatives, including more than 150 views of their Virtual Open House video and 335 followers on Instagram.

Challenges

When the school began translating their marketing and recruitment documents into Spanish, it was initially challenging to keep all of the information organized. ACS plans to delegate this responsibility to one person to streamline the process. 

Future Modifications

The school plans to hire a Public Relations Coordinator next year, whose salary will be partially funded by NC ACCESS. ASC also plans to contract with a community member to translate marketing materials and ongoing school communications into Spanish.

Critical Components

Getting Started

School leadership commented on the importance of hiring a new Executive Director with experience in marketing, fundraising, and community partnerships to rebrand the school and communicate their services more effectively. Soliciting staff feedback was also an essential part of this process. 

Ongoing Supports

ACS consistently works to ensure they have the infrastructure in place to support students who enroll through the weighted lottery, which includes monitoring and updating the lottery itself when needed. With the support of NC ACCESS funds, ACS has added the following staff: two math instructional specialists, a school social worker, an English Learner specialist, and an afterschool tutor. They have also been able to increase all Instructional Assistants and the Behavior Specialist to full time positions. With the increased need and investment of resources, ACS has refined their student support processes and are working to establish a more comprehensive support network for the family and the whole child.

ACS is in the process of establishing community bus stops to better serve their community through free transportation. 

Equity Connections

Studies have shown that it is important for school leadership to establish relationships with families experiencing poverty to instill a sense of trust and respect (Brewster & Railsback, 2003), which led to ArtSpace’s partnership with the non-profit Beloved. Specifically with Latino families, social networks are a powerful marketing tool. (The Education Policy, 2015). By maximizing effective, culturally sensitive recruitment efforts and translating materials into Spanish, ArtSpace met the needs of their diverse community.

Research

1.    Bickmore, Ronda L. (May, 2013). “Spanish-speaking Parents' Negotiation of Language and Culture with their Children's Schools”. Utah State University. Accessed on August 24, 2021. Retrieved from https://digitalcommons.usu.edu/cgi/viewcontent.cgi?article=2538&context=etd  

2.    Brewster, C. & Railsback, J. (2003). “Building Trust with Schools and Diverse Families”. Adolescent Literacy. Northwest Regional Educational Laboratory. Accessed on August 24, 2021. Retrieved from http://www.adlit.org/article/21522/ 

3.    LeRoy, N. (N.d.). “A Comprehensive Marketing Guide for Charter Schools”. Bright Minds Marketing. Accessed on August 24, 2021. Retrieved from https://brightmindsmarketing.com/marketing-operations/comprehensive-marketing-guide-for-charter-schools/

4.    Major, M. (May 19, 2021). “8 Smart Marketing Strategies For Schools”. Finalsite. Accessed on August 24, 2021. Retrieved from https://www.finalsite.com/blog/p/~board/b/post/smart-school-marketing-strategies

5.    Mulvenon, S. (N.d.) “What Can Public Schools Learn about Marketing from Charter and Private Schools”. Accessed on August 24, 2021. Retrieved from https://www.nspra.org/e_network/2012-10_trendtracker

6.    The Education Policy Center (2015) How Latino Parents Engage with School Choice. Retrieved from https://edwp.educ.msu.edu/publications/wp-content/uploads/sites/9/2015/04/Research-summary-2015-Mavrogordato-Latino-parents-and-school-choice.pdf

7.     United States Census Bureau, Quick Facts North Carolina, Retrieved from https://www.census.gov/quickfacts/fact/table/NC/PST045219

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