From empty classrooms to full compound (Part I)
My fellow proprietors,
Let us speak openly and sincerely today. No grammar, no packaging, just truth from one education stakeholder to another.
Many of us are silently carrying heavy burdens. Enrolment numbers are dropping. Teachers’ salaries are becoming difficult to sustain. Parents keep promising to pay “next week”. Meanwhile, we maintain brave faces in public, while internally we are calculating survival strategies.
Let me ask us some honest questions.
When was the last time you personally called a parent who withdrew their child from your school? When was the last time you walked around your school with the mindset of a parent instead of an owner?
If you were a parent today, would you confidently enrol your own child in your school? Please reflect honestly.
Yes, the economy is difficult. Yes, inflation is real. Yes, government policies affect our operations. But if we are sincere with ourselves, we must admit that some of our challenges are internal. Let me share a true story with you.
The day a proprietor walked into my office
Some years ago, a young school proprietor came to see me. His school had only 48 pupils. He looked exhausted and discouraged.
He said, “Sir, I am thinking of closing down. This is not working.”
I asked him one simple question: “Are you running a school or are you running a hope?”
He went quiet.
We sat together and analysed the situation. I told him something that surprised him.
“You do not have an enrolment problem. You have a structure problem.”
He looked shocked. Then I said, “Let us break it down.”
Problem one: No clear identity
I visited his school.
The signboard was not visible. The compound was manageable but lacked appeal. The teachers appeared uncoordinated. There were no academic results or achievements displayed anywhere.
I asked him a simple question:
“If parents pass this school, what exactly will convince them to stop and make inquiries?” He had no answer.
Problem two: No marketing system
I asked him how many inquiries the school received the previous term. He said, “I do not know.”
That was a serious concern. You cannot run an educational institution like a business and not track potential admissions.
We created a very simple but structured system:
- Record every enquiry
- Follow up within 24 hours
- Invite prospects for a structured school tour
- Send reminder messages after three days
- Introduce small referral incentives for existing parents
Nothing complicated. Just deliberate and consistent.
Problem three: Weak value perception
We repainted the school environment.
We installed clearer and more attractive signage.
We standardized uniforms to improve brand identity.
We trained the front desk officer to communicate warmly, confidently, and professionally.
These may appear like small adjustments, but parents buy confidence before they buy education.
Problem four: Overdependence on tuition fees
The school depended entirely on tuition fees for survival. That model is risky in today’s economy.
We introduced additional income streams such as:
- Revenue from Annual Sports Festival activities
- Saturday skill acquisition classes
- Paid club activities including Music Club and Sports Club
- Introduction of compulsory yearly uniform renewal
Gradually, alternative income sources started supporting school operations. There was no magic. Just structure.
The turning point
After the first term of implementing these changes, enrolment increased from 48 pupils to 63 pupils.
By the second year, the school grew to 120 pupils.
By the third year, enrolment rose to 280 pupils.
Today, that school is stable and thriving. Not because of miracles, but because the proprietor embraced intentional leadership.
Every term, we review reports, analyse performance, and make necessary adjustments. Consistency transformed the school’s story.
Let me paint two scenarios for you
Scenario one
Two schools are located on the same street.
They charge similar fees.
They operate the same curriculum.
One school has 70 pupils.
The other has 300 pupils.
What makes the difference?
Leadership.
Presentation.
Systems.
Follow-up culture.
Certainly not luck.
Scenario two
A parent walks into your school compound.
The security officer appears untidy and unfriendly.
The receptionist is distracted by her phone.
The environment looks dusty.
There is no visible display of academic achievements or extracurricular successes.
The parent quietly leaves and never returns.
Later, the proprietor blames the economy.
But was it really the economy?
Hard questions every proprietor must answer
Are you physically visible and actively involved in your school, or do you have a dependable school leader who truly provides direction?
Do you regularly supervise teachers, or do you assume teaching is happening effectively?
Do you measure your conversion rate from enquiries to actual admissions?
Do you operate with a clear 90-day growth target?
If your answers are uncertain, then you may be operating based on emotions instead of management systems.
90 day turnaround action plan (template)
First 30 days – clean up and structure
- Conduct a full audit of enrolment numbers
- Contact at least 10 parents who withdrew their children and request honest feedback
- Improve physical appearance including paintwork, signage, and cleanliness
- Train front desk and security personnel on customer presentation
- Create an enquiry tracking register or digital log
- Review fee structure and consider flexible payment options
Next 30 days – visibility and conversion
- Organise an Open House Day for prospective parents
- Launch a parent referral reward programme
- Build partnerships with at least three nearby religious or community centres
- Maintain weekly social media visibility and updates
- Introduce instalment payment structures
- Follow up consistently on all pending inquiries
Last 30 days – academic strength and revenue expansion
- Strengthen classroom supervision and lesson monitoring
- Introduce Computer-Based Test practice sessions
- Launch at least one additional income-generating programme such as holiday coaching or after-school enrichment classes
- Recognise and reward outstanding teachers publicly
- Conduct parent satisfaction survey.
- Review progress and make strategic adjustments
My dear colleagues,
The difference between 48 pupils and 280 pupils was not connection, luck, or external favour. It was intentional leadership. However, there was one very painful decision that the proprietor had to make in the first year. A decision that almost destabilised the entire school. Yet, that decision eventually changed the destiny of the institution. That is the kind of decision many of us are often afraid to make.
I will pause here.
To be continued in Part II.
A lecture delivered by Chief (Dr) Yomi Otubela, FCMA
National President, NAPPS Nigeria
10th February, 2026
First Day, Osun 2026 NAPPS South West Delegates Conference
Oshogbo, Osun State