Three Things Private Schools Consistently Struggle With

In our work as a consulting and research firm, we often highlight the strengths of private — especially independent — schools. We also spend time analyzing the external pressures they face: shifting demographics, rising tuition costs, competitive enrollment landscapes.

But what about the internal challenges — the persistent issues that many private schools grapple with, yet rarely confront head-on? The list isn’t long, but it includes three critical areas where independent schools consistently fall short.

1. Data and Information Systems

Independent schools have a well-known blind spot when it comes to managing data. Too often, they rely on fragmented or outdated systems that don’t communicate with one another. This makes it incredibly difficult to collect, track, and use data in any meaningful or strategic way.

Even more concerning is the lack of institutional research capacity in the sector. In higher education, entire departments are devoted to gathering and analyzing longitudinal data to inform decision-making and measure outcomes. In K–12 independent schools? This function is virtually non-existent. The result is a missed opportunity to make data-informed decisions about everything from enrollment to student outcomes to marketing strategy.

2. Human Resources

Human resources is another underdeveloped area in most private schools. Many operate without a dedicated HR professional, let alone a full HR office — and it shows. Onboarding is often inconsistent, policies are poorly communicated or unevenly applied, and there’s little attention paid to building an intentional workplace culture.

This lack of structure around people management leads to avoidable staff dissatisfaction and high turnover — two issues that directly impact student experience and institutional stability.

3. Facilities Stewardship

Independent schools are often quick to build, but slow to maintain. They invest heavily in shiny new buildings to keep up in the competitive enrollment race, but neglect the long-term care of their existing facilities.

Deferred maintenance piles up — quietly at first, then catastrophically — placing strain on budgets and raising questions about institutional priorities. As we often tell our clients: if a school can’t take care of its buildings, how can it convincingly promise to take care of its students?

The Bottom Line

Independent schools do many things well. But systemic weaknesses in data management, human resources, and facilities upkeep pose significant risks. These aren’t glamorous topics — they rarely make it into marketing brochures or board retreats — but they are foundational to a school’s long-term success.

Ignoring them doesn’t just create operational headaches; it undermines the very goals schools are trying to achieve. Addressing these blind spots requires focus, investment, and a willingness to evolve — all hallmarks of a truly strategic institution.