Administrators

Reimagining Enrollment Management: A New Paradigm for Private Schools

Administrators, Blog, Enrollment Manaagement, Leadership / Claude

In our ever-evolving educational landscape, it’s time we address a critical aspect of our institutions that often doesn’t receive the strategic attention it deserves: enrollment management. As leaders, we must ask ourselves: Is our current approach truly serving our schools’ long-term sustainability and success? The Current State: A Limited Perspective Traditionally, we’ve relied on our directors of admissions to spearhead enrollment management. Some schools have attempted to broaden this role by creating a director of enrollment management position. However, this often amounts to little more than a title change, with responsibilities still largely confined to admissions, perhaps with the addition of communications or public relations. Relying solely on a director of admissions to manage enrollment is like asking your varsity football coach to oversee the entire athletic program without any authority over other sports or the ability to influence school-wide athletic policies. While they may excel in their specific domain, they lack the comprehensive view and cross-departmental influence needed to create a cohesive, successful athletic culture throughout the school. Just as a true athletic director needs to coordinate resources, align strategies, and ensure consistency across all sports programs, enrollment management requires a leader with the authority to harmonize efforts across admissions, marketing, financial aid, academics, and student life to create a unified approach to attracting and retaining students. The Need for a Paradigm Shift Enrollment management isn’t just about admissions – it’s a complex, multifaceted system that touches every aspect of our schools. It requires a level of authority, strategic vision, and cross-departmental influence that our current structure simply doesn’t provide. Consider this: How effective would your CFO be if they couldn’t influence how and where money is spent across departments? Similarly, an enrollment management leader needs the power to guide and evaluate all aspects of the school that impact enrollment. A New Model: The Associate Head of Enrollment I propose a new paradigm: elevating enrollment management to a senior leadership position – an Associate Head of Enrollment. This role would work closely with the Head of School, much like the partnership with the CFO. In this model: The head serves as the champion of enrollment management, signaling its critical importance to the entire school community. The Associate Head of Enrollment has the authority to lead and evaluate major administrative positions, ensuring that each plays its part in the enrollment management system. This leader has a seat at the table for all strategic decisions, bringing an enrollment-focused perspective to every conversation. The role encompasses not just admissions, but also retention, financial aid strategy, marketing, and long-term enrollment forecasting. Why This Matters Savvy heads of school understand that enrollment is the lifeblood of our institutions. It affects every aspect of the school’s operations, from financial stability to academic programming to employees. By elevating enrollment management to this level, schools will be positioning itself to: Develop more comprehensive, strategic approaches to enrollment Ensure better alignment between enrollment goals and overall school objectives Improve resource allocation and accountability across departments Respond more nimbly to changing market conditions and family needs Achieve the mission at the highest level. Implementation: A Call to Action Implementing this change requires buy-in from your board and leadership team. It may necessitate structural changes and a reallocation of resources. However, the potential benefits far outweigh the challenges of transition. As schools consider this paradigm shift, the following questions should be asked: Is our current enrollment management structure truly serving our long-term needs? Do we have a comprehensive, school-wide approach to enrollment? Are all departments and staff members actively engaged in and accountable for our enrollment success? The Path Forward Enrollment management is too crucial to be siloed in one department or treated as an afterthought. By embracing this new paradigm, schools have the opportunity to transform how they approach one of their most critical functions. I challenge you to consider this model for your school. Engage your board in discussions about elevating enrollment management. Explore how an Associate Head of Enrollment could drive strategic growth and sustainability for the institution.

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Are We Falling Prey to These Enrollment Killers?

Administrators, Blog, Brand, Competition, Data Driven, Enrollment Manaagement, Marketing, Recruitment / Claude

As enrollment management directors at K-12 schools, it is crucial to recognize and address the factors that can negatively impact enrollment numbers. Here are 12 potential pitfalls that can jeopardize the success of your enrollment strategy, along with actionable insights to help you navigate these challenges effectively. 1. Compromising on Student Fit to Meet Budget Enrolling students who aren’t the best match for your school just to meet budgetary goals can lead to dissatisfied families and a weakened school image. Ensure that admissions decisions prioritize long-term fit and alignment with the school’s values and mission. This is not to say that every student needs to be a perfect fit. Not every school enrollment situation can support this level of selectivity. Select carefully; consider learning about a Risk Committee as part of your process. 2. Increasing Tuition Costs Tuition hikes that far outpace cost of living increases can make your school unaffordable for many families. Implement strategic financial aid policies and consider alternative revenue streams to keep tuition increases in check. 3. Competition from Wealthy Public Schools Financially able constituents are pushing for changes in public schools, which are becoming increasingly competitive. To stay ahead, emphasize the unique benefits and outcomes of your private school education. 4. Alternative Educational Solutions Parents are finding cost-effective ways to supplement public school education, such as hiring tutors, joining educational clubs or using online courses. Highlight the comprehensive and holistic education your school provides, which cannot be easily replicated through piecemeal solutions. 5. Lack of Inclusivity Failure to create an inclusive environment for students of color, non-traditional families, and diverse backgrounds can limit your applicant pool. Foster a welcoming culture and actively recruit from underrepresented communities. 6. Resistance to Change Autonomy in education can lead to stubbornness against necessary changes. Embrace parent and student-centered approaches, and be open to evolving educational practices to meet modern demands. 7. Apathy During Good Times During prosperous times, schools often become complacent about marketing. Maintain a proactive marketing strategy regardless of current enrollment success to build and sustain your school’s image. 8. Poor Problem Recognition Schools often fail to foresee or recognize problems until they become critical. Develop a robust system for identifying potential issues early, and foster a culture that values proactive problem-solving. 9. Lack of Empirical Evidence Parents increasingly demand clear, data-driven proof of the benefits of a private school education. Collect and present compelling evidence of your school’s impact on student outcomes. 10. Financial Uncertainty Among Families Economic instability can make families hesitant to commit to long-term tuition payments. Offer flexible payment plans and communicate the value proposition of your education clearly. 11. Misalignment of Marketing Efforts Marketing messages that do not resonate with prospective families can result in missed enrollment opportunities. Tailor your marketing efforts to address the specific needs and concerns of your target audience. 12. Inadequate Engagement with Current Families Satisfied current families are your best advocates. Foster strong relationships with them and encourage word-of-mouth referrals to enhance your school’s reputation and attract new applicants. Conclusion By identifying and addressing these 12 enrollment killers, K-12 enrollment management directors can enhance their strategies and ensure sustained success. Stay proactive, adaptable, and focused on delivering value to both current and prospective families to navigate the challenges of today’s educational landscape.

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The FAC Framework: Lessons Learned from My Journey in Enrollment Management

Administrators, Blog, Customer-centric, Enrollment Manaagement, FAC, Faculty, Full-pay Families / Claude

As I reflect on my 34-year journey in enrollment management, I find myself looking back at the lessons learned and the strategies that have made the most difference. One framework that has particularly resonated with me over the years is what I call the FAC Framework: Focus, Accountability, and Conflict. These three elements have been pivotal in navigating the complex world of independent schools, and today, I want to share how these concepts can transform your approach to enrollment and marketing. Finding Your North Star: The Power of Focus Early in my career, I encountered schools that struggled with a lack of Focus. I remember one school where the mission statement was proudly displayed on the wall, but it seemed more like a decorative relic than a guiding force. The faculty were passionate, but their efforts were scattered. It was a bit like a boat with a crew that was rowing in different directions—lots of energy but no real progress. From my experiences, I learned that Focus is about more than just having a mission statement. It’s about aligning every action and resource towards common goals. When I worked with schools that embraced a strong, shared vision, the results spoke for themselves. For instance, at one institution where we really zeroed in on our core mission, we saw a dramatic increase in student satisfaction and enrollment. Everyone was pulling in the same direction, and it made all the difference. My advice for you is to establish a clear, shared vision for your school. Ensure that the board, the head of school, and the entire team are not just aware of the mission but are actively working to support it. This alignment creates a sense of purpose that resonates with prospective families and builds a strong foundation for your school’s success. Keeping the Promise: The Role of Accountability Accountability was a lesson that took me a while to truly grasp. I recall a time when I assumed that if we had a great program, families would automatically see its value. But I learned that this assumption was flawed. Parents need tangible evidence that their investment is worth it. They are not just buying a product; they are investing in their child’s future. I remember one instance where we gathered detailed feedback from alumni and their families about the long-term impacts of our programs. The data revealed areas for improvement that we hadn’t seen before. We used this information to refine our programs, and this transparency with our community built trust and demonstrated that we were committed to continuous improvement. To be more accountable, you need to be proactive about measuring and communicating your effectiveness. Don’t wait for problems to emerge—regularly collect data, evaluate your programs, and be open about your findings. This approach not only helps you improve but also reassures families that you are committed to delivering on your promises. Turning Challenges into Opportunities: Embracing Conflict Conflict was another concept that I had to learn through experience. At first, I saw conflict as something to be avoided. But over time, I discovered that conflict, when managed well, can be a powerful force for positive change. One of my most memorable experiences was working through a major disagreement among the leadership team about the direction of our marketing strategy. Instead of letting the conflict divide us, we used it as an opportunity to refine our approach. We had open discussions, aired our concerns, and ultimately found a path forward that was better than any of our initial plans. Conflict, I learned, is a natural byproduct of Focus and Accountability. It can be uncomfortable, but it also opens up avenues for improvement and innovation. Embrace conflict as a tool for growth. Encourage open dialogue, listen to different perspectives, and use these discussions to drive your school’s mission forward. Integrating FAC into Your School’s Strategy As I prepare for my next chapter in consulting, I look back at these lessons from my time in enrollment management. The FAC Framework—Focus, Accountability, and Conflict—has been a guiding force in my career. It’s not just a set of principles but a practical roadmap for creating a thriving, resilient educational environment. So, as you embark on your own journey in enrollment management, I encourage you to reflect on these concepts. Create a shared vision that everyone can rally around. Be diligent about measuring and communicating your effectiveness. And don’t shy away from conflict—instead, use it as a chance to challenge and improve. By embracing the FAC Framework, you’ll not only navigate the complexities of independent school management but also position your school for long-term success. This is the kind of wisdom that has shaped my career, and I hope it helps you as you forge your own path in this rewarding field.

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Does Your Head Understand the Most Important Part of Enrollment Management Success?

Administrators, Blog, Enrollment Manaagement, Uncategorized / Claude

Picture this: you own a sleek car, the kind that turns heads on the highway. You decide to take it on a cross-country adventure, covering hundreds of miles, relishing every moment. The car, dependable and efficient, gives you 25 miles per gallon, effortlessly cruising along. But then, disaster strikes. After 3,000 miles, the engine starts smoking. Panic sets in as you pull over, worried it might explode. A tow truck whisks your prized possession to the nearest mechanic. The mechanic inspects it and asks, “When was the last time you put oil in the car?” You’re stunned. Oil? “I didn’t know I needed to do that,” you reply. Now, let’s translate this into the world of enrollment management. Most schools get that the admissions office is the engine driving new students into the community. But here’s the kicker—just like a car needs oil, enrollment management needs more than just the admissions office. The educators, through their delivery of a high-quality educational program, play a pivotal role. Heads of school often recognize the importance of educational quality. After all, that’s the school’s product. But do they grasp its crucial role in enrollment success? You might be thinking, “My head of school totally gets it.” Well, here’s a challenge for you—dig into your strategic or marketing plan. Look for any mention of how the quality of the educational program and customer satisfaction are essential to enrollment success. Chances are, you’ll find sections devoted to admissions activities, communication strategies, and maybe some nods to the advancement team’s efforts. But where’s the acknowledgment of the educational program’s responsibility to ensure that families want to come to your school? This disconnect can be frustrating for enrollment management professionals. Seeing the link between enrollment success and educational quality in black and white is crucial. Yet, sometimes directors of marketing and communications or deans of enrollment may miss this point too. They’re usually fixated on the tangible outputs of their campaigns—digital and print media, snazzy brochures, catchy slogans or in the case of enrollment managers, unfocused strategies. A robust marketing plan, however, should integrate maintaining a top-notch educational program as a core element. Who is responsible for measuring the success in the minds of the families? The head of enrollment needs to champion this cause relentlessly. They must remind the head of school, every step of the way, about the symbiotic relationship between the educational program and enrollment success. Without this understanding, the burden of enrollment management falls disproportionately on the admissions office. And while the admissions team can be stellar, their success is inherently linked to the strength of the educational program and customer satisfaction. That makes the co-champion, in my opinion, the head of school. Bridging the Gap: What to Do When the Head Isn’t On Board So, what if your head of school just doesn’t get it? Start with storytelling. Share anecdotes that illustrate the direct impact of the educational program on student and parent satisfaction. Highlight success stories where a robust program led to a surge in interest in a particular program – the acapella group, an athletic team, or model united nation. Use data to back your narrative—show trends, graphs, and figures that correlate program quality with enrollment numbers. I regularly survey families about their admission experience. I ask questions like: How was the interview process? Did you get the attention you needed to learn about the program? Did a faculty member or coach connect with you? Was the website helpful? Because we are consumer-centric, we get great results. I keep this information handy because when enrollment numbers decline or yield is lower, all eyes turn to the admissions team as the potential source of the problem. Having this data helps demonstrate to the board and the head that the admissions process is effective, thus preventing undue scrutiny on the admissions department. Then, I ask the leadership the question, “What are our current families saying about our program.” I also ask the question, when the survey is done, “What have we done to improve ourselves based on the information discovered.” Most of these surveys seem to get filed away or superficially addressed. Finally, advocate for a strategic plan overhaul. Ensure that the quality of the educational program is prominently featured as a critical component of the enrollment strategy. This isn’t about adding more to anyone’s plate; it’s about aligning efforts to achieve the best outcomes. Remember, a car needs both a well-tuned engine and the right oil to run smoothly across those thousands of miles. Similarly, successful enrollment management hinges on both the admissions office’s efforts and the excellence of the educational program. Get these in sync, and you’ll have a school that not only attracts students but retains them through exceptional educational experiences.

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Isn’t the Real Fear Not Achieving Our Mission?

Administrators, Blog, Financial Stability, Full-pay Families, Recruitment, Retention / Claude

I believe we have it wrong. We fear that we are going to lose our mission’s focus, when we should be worrying about not achieving our mission. The fear of losing our mission’s focus often surfaces around accommodating full-pay families. There’s a widespread assumption that prioritizing full-pay families to generate net tuition revenue somehow conflicts with our mission. This important segment really confuses our thinking. I once applied for a Dean of Enrollment position at a Quaker school. With 15 years of successful experience at two Quaker schools, I felt uniquely qualified. During a preliminary interview, the Head of School mentioned their biggest pain point: needing to generate an additional $1,000,000 in net tuition revenue. Despite feeling confident in addressing this challenge, I wasn’t invited back for a second interview. The consultant later told me, “You talked too much about full-pay families.” Ironically, afterwards, they went through 2 deans of enrollment in five years and I doubt they achieved their financial goal. The Financial Reality There’s a visceral reaction to the idea of full-pay families that blinds many to the bigger picture. No school would throw out its mission and decide that generating more money is better. Yet, the financial health of a school is directly tied to its ability to achieve its mission. Hundreds of schools have closed over the past five years, many before the pandemic, often due to financial instability. For instance, White Mountain School in New Hampshire recently announced its closure. Oldfields School has made announcements about closing twice over the last 15 years, but managed to survive. Others, like Chase Collegiate School and The MacDuffie School, transitioned from non-profit to for-profit to stay afloat. These schools’ mission statements likely sound very similar to yours, emphasizing intellectual development, ethical standards, and respect for diversity. But did Chase Collegiate and The MacDuffie School change their focus, because they wanted to make money? Of course not! They were trying to survive and needed more full-pay families to do so. I wrote about school closings 10 years ago and found my list; it was a partial list by the way. If any one has found the closings from the last 10 years, please send me the link. Evolving Our Mindsets: Fear the Right Thing If we believe that our missions have a purpose in this world, we need to evolve our mindsets. Fear can propel us to success, but we must fear the right things. Instead of fearing losing our mission’s focus, we should fear not achieving our mission. Without sufficient resources, we can’t achieve our mission effectively. Shrinking enrollments hinder our ability to fulfill our mission broadly and impactfully. If we have to close our doors like so many others have, achieving our mission becomes impossible. This journey has taught me that balancing financial stability with mission integrity is crucial. We must be open to evolving our strategies and perspectives, especially when it comes to accommodating full-pay families. By doing so, we ensure not only the survival but the thriving of our schools and their missions.

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Who is the Real Chief Revenue Officer?

Administrators, Blog, Editorial, Financial Stability, Net Tuition Revenue / Claude

Let’s stir the pot. Who really is the chief revenue officer in a school? It’s a hot debate, and I’ve got five contenders. Read on, make your pick, and see if you agree with my conclusion. Director of Admission or Dean of Enrollment This seems like a no-brainer, right? This role is all about bringing in new students each year, a major source of income. Depending on the school, this person might be responsible for enrolling up to 100% of the student body in a year. That’s a hefty responsibility. Director of Advancement/Development Here’s another heavyweight contender. With responsibilities spanning annual funds, major gifts, and capital campaigns, this person draws in a significant chunk of revenue from parents, alumni, and possibly foundations. They’re definitely in the running. The Division Head, Principal, or Dean of Faculty This one’s a bit of a curveball. Overseeing the faculty and program, this person ensures the smooth operation of the school, which is crucial for retaining students. For most schools, revenue from re-enrolling students surpasses that from new enrollees. Keeping a stellar program means continuous revenue flow. Head of School The head of school is the key fundraiser in many institutions. This person brings in substantial funds. However, if we separate this role from the development office’s efforts, their revenue contribution might not be as pronounced, potentially taking them out of the top spot. Director of Auxiliary Services Often the underdog, but let’s give credit where it’s due. This role balances revenue and expenses through various auxiliary services, which can significantly impact the school’s finances. My Take The Division Head is a strong candidate due to the retention of students, which is the largest revenue source for most schools. However, they don’t typically handle replacing attrition among returning students, which disqualifies them as the chief revenue generator. So, who’s left standing? The Dean of Enrollment. Despite the collaborative effort required to bring in students, the “buck” ultimately stops with the Dean of Enrollment. This person is tasked with replacing the graduating class and covering any attrition. Given that schools are 70-90% dependent on tuition, it’s clear: the Dean of Enrollment is the Chief Revenue Generator. Could it be clearer? Am I missing something? This isn’t to say that enrollment success falls solely on the Dean of Enrollment’’s shoulders. However, when it comes to leading the charge (or taking the blame for targets missed), they are the designated individual for bringing in the bulk of the school’s revenue. When school leaders grasp this reality and consider the school’s financial health, they prioritize hiring for this role. Yet, meeting many new directors, it’s evident that some leaders don’t fully recognize this position’s critical role as the Chief Revenue Generator. So, how is the Dean of Enrollment perceived at your school?

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Are You Under Utilizing Data About Graduates’ Achievements?

Administrators, Alumni, Blog, Customer-centric / Claude

During my tenure as Dean of Enrollment, I underutilized data about graduates’ achievements. Yes, it was not easily available to me, but I should have pushed harder to try and gather it. As I think back, this information can be shaped into such great evidence to demonstrate the excellences of one’s institution across many stakeholders. I see it as so valuable that I believe there should be a specific position in the office of marketing, advancement or admission where this takes up a significant amount of this person’s work. Take a look below at the benefits that multiple segments can get from the same information, perhaps, presented differently to focus on their respective needs. Benefits for Stakeholders Current Students: Highlighting the achievements of graduates provides current students with concrete examples of what they can aspire to achieve. Seeing the success of former students who were once in their shoes can be highly motivating, fostering a sense of pride and a drive to excel. It creates a roadmap of possibilities and instills a belief that they too can reach great heights with the education and resources provided by the school. Current Parents: For current parents, showcasing graduates’ achievements reinforces their decision to invest in the school’s education. It provides them with tangible evidence that the school is delivering on its promises and effectively preparing students for future success. This reassurance can lead to greater satisfaction and continued support for the school, including participation in school events and contributions to school initiatives. Prospective Students and Parents: Prospective students and their families are often seeking proof that an educational institution will provide a return on investment. Highlighting successful graduates serves as powerful testimonials of the school’s value. It helps them envision the potential outcomes of attending the school, making it easier to choose the institution with confidence that it will help them achieve their long-term goals. Faculty: Faculty benefit from seeing the success of their former students as it validates their efforts and teaching methods. It can be incredibly rewarding to witness the impact of their work over the years. Moreover, these success stories can inspire faculty to continue improving their teaching strategies and to remain committed to providing high-quality education. It fosters a sense of pride and accomplishment among the faculty. Advancement: For the advancement team, highlighting graduates’ achievements is an essential tool in fundraising and development efforts. Alumni success stories can be used to engage potential donors and alumni, demonstrating the impact of their contributions and encouraging further support. It helps build a compelling narrative about the school’s effectiveness, which can be leveraged in marketing campaigns and development initiatives. Admission: The admissions office can use data and stories of successful graduates as a key part of their recruitment strategy. These success stories provide persuasive evidence of the school’s impact, making it easier to attract new students. They can showcase how the school’s environment, curriculum, and extracurricular activities contribute to producing well-rounded, accomplished individuals. This differentiation can set the school apart from competitors. Alumni: Alumni benefit from seeing their alma mater celebrate their success. It strengthens their connection to the school and fosters a sense of pride and loyalty. Highlighting their achievements can also enhance their personal and professional reputations. This can encourage alumni to stay engaged with the school, participate in alumni events, and contribute to fundraising efforts. Community Partners: Local businesses and community organizations that partner with the school can benefit from seeing the success of graduates. It reinforces the value of their collaboration with the school and can lead to stronger partnerships. Successful graduates who stay in the area and contribute to the local economy also reflect positively on these community partners. Board of Trustees: The board of trustees benefits from seeing tangible proof of the school’s impact, which helps in strategic planning and decision-making. Highlighting graduates’ achievements can validate their investments and policies, motivating them to continue supporting the school’s mission and goals. Potential Employers: Employers who hire graduates from the school benefit from understanding the quality and preparedness of their future workforce. Highlighting the success of alumni can strengthen the reputation of the school among employers, leading to better job placement opportunities for future graduates. Head, Assistant Head of Academic or Student Life Programs: By analyzing the success of the graduates, administrators can find ways to make the programs even better. They can see what works well and where improvements are needed to meet the needs of future students and the job market. This data-driven approach ensures that the education stays relevant and effective, preparing students for whatever comes next. Conclusion Showcasing graduates’ achievements is an incredibly powerful tool with a high return on investment (ROI) for private K-12 schools. It can be produced in many different mediums, such as digital marketing, print publications, social media, and alumni networks, and it has a strong influence on various stakeholders. The success of graduates is a testament to the quality of education provided by an institution. By analyzing and showcasing data on graduates’ achievements, schools can demonstrate the tangible outcomes of their programs and the impact they have on students’ lives. This data not only serves as a measure of success but also as a valuable tool for prospective students, parents, and stakeholders in evaluating the effectiveness of an educational institution.

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Admission and Marketing: How Much Money Should We Spend?

Administrators, Blog, Marketing, Recruitment, Staff / Claude

When it comes to admission and marketing budgets, the question isn’t just “How much should we spend?” but rather, “How do we ensure our investment yields the best results?” It’s a puzzle that every private school must solve to thrive in today’s competitive landscape. The Benchmark Fallacy Starting with a benchmark might seem like a smart move, but it’s only a piece of the puzzle. Benchmarks fail to consider the weight of a strong brand. A well-established brand can afford to spend less on marketing while still enjoying top-tier applicant pools. In a city like New York, with over 2000 kindergarten-aged children vying for spots in private schools, the competition is fierce. Unless your brand stands out, you’ll need to pour more resources into marketing to capture attention. Schools with a strong brand can limit spending on advertising, travel, and events while still attracting their ideal students. However, when they are added into the benchmark, the numbers are skewed. The Real Question So, how do you determine the right amount to spend? You need to allocate enough funds to generate the desired revenue, supported by a solid action plan. Convincing the Decision-Makers Often, school heads aren’t convinced that increasing the marketing budget or admission staff will yield gains. They may doubt whether the director of admissions or communications has the skills to use these resources effectively. The common refrain, “We can’t afford it,” is used to avoid budget increases. But if you’re not filling spaces, can you afford not to spend more? Ignoring the need for a larger budget won’t solve your enrollment problems. Understanding Your Unique Situation To tailor your marketing budget, ask yourself these questions: Revenue Generation: How difficult is it for your school to generate revenue? When do you typically reach your target goal – summer, the start of the school year, or the middle of the fiscal period? Insecurity Levels: Is there high uncertainty about meeting your enrollment goals? Empty Seats: Do you have unfilled desks or beds that could bring in revenue? Financial Aid Strain: Are you spending too much on financial aid to generate some income, making your business model unsustainable? Full-Pay Families: Could you attract more full-pay families to boost income per seat? What is your ratio for full-pay domestic applications to full-pay spaces needed? One-to-one in a competitive market and you are bleeding. Two-to-one and you are hurting. Senior Team Awareness: Does your senior team understand current marketing, communication, and sales trends? Do they see the value in increasing admission and marketing resources? Market Data: What data do you have on current market conditions? How many full-pay families do you have per opening? What are the trends and satisfaction levels of your current families? Pilot Initiatives: Can your director of admissions or marketing present a case for piloting new initiatives? Give it due consideration. Funding Solutions: Based on your findings, provide the necessary funding for an effective solution. The Cost of Inaction If your school isn’t generating income as it should and you decide not to allocate more funds, how will you solve the revenue problem? Many heads I’ve spoken with who faced enrollment shortfalls admitted the problem didn’t arise overnight. It grew from a lack of discussions about enrollment conditions. Sounds similar to how capital expenditure decisions get delayed when they’re not addressed promptly. Proactive Conversations Most schools are under-resourced in today’s market. Serious conversations need to take place. Some may wait until their situation becomes critical, but whatever money they save now by not addressing these issues proactively will cost them much more in the future. The Bottom Line So, how much money is enough? Allocate enough to pay for the right leadership and a high-quality marketing initiative that supports generating the right amount of revenue for your school.

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The Dean of Enrollment: The Power to Drive Revenue and Catalyze Mission

Administrators, Blog / Claude

The role of a Dean of Enrollment hasn’t transformed dramatically over the last 50 year, but the role has been recognized by schools, many who have had to struggle to realize what this position is all about and the value it brings in securing the financial sustainability and mission of the schools. Those institutions who have not, have either been fortunate that the demand and their brand position has sustained them for now. However, most schools aren’t in that position and many are still in the dark. It is my hope that this article will help with the reality of the importance of this position. A position in the past that was reserved for friendly and affable people who weren’t necessarily enrollment managers. Now, It’s no longer just about planning friend-making events and evaluating students. Today, the job demands a strategic mindset, revenue generation skills, and a deep commitment to the school’s mission. Let’s dive into what makes the Dean of Enrollment a linchpin for any school’s success. Strategic Enrollment Thinker Why It Matters: The Dean of Enrollment often has the broadest view of the school’s landscape. They must adopt a comprehensive approach that covers educational, admission, fundraising, and summer programs, understanding the budgeting process inside out. This strategic operation is crucial for effective enrollment management. Real-Life Example: Think of a Director who not only plans open houses but also collaborates with the fundraising team to create scholarship opportunities that attract a diverse pool of applicants. Revenue Generator Why It Matters: The Dean of Enrollment or Enrollment is directly responsible for a large chunk of the school’s operating budget. This includes enrolling students for both regular and summer programs in some cases. They need intentional strategies to achieve revenue targets, considering factors like student entry points and financial aid allocations. Real-Life Example: A Director who identifies potential high-donor families during the admission process and sets the stage for future fundraising efforts. Mission Patron Why It Matters: Unlike the for-profit sector, private schools aim to create the best educational experience that aligns with their mission. The Dean of Enrollment must be the strongest advocate for the school’s mission, influencing programming and student selection to ensure mission achievement. Real-Life Example: A Director who selects students that not only meet academic criteria but also embody the school’s values and contribute to its culture. The 13 Subsets of Excellence To excel, a Dean of Enrollment needs proficiency in these key areas which are subsets of the major three above: Evaluation of Program Quality: Assessing educational and extracurricular programs to ensure they meet the needs of the customer. Financial Acumen: Mastery of budgeting, forecasting, and financial planning to sustain revenue generation. Student Composition Evaluation: Managing the demographic and academic mix to enhance learning and meet strategic goals. Value Proposition: Clearly articulating the school’s unique benefits. Brand Positioning: Developing a strong, distinct brand identity. Marketing, Communications, and Sales: Implementing strategies that move families from awareness to loyalty. Data-Driven Decision-Making: Using analytics to inform strategies and decisions. Presentation Skills: Effectively conveying the school’s value to stakeholders. Internal Marketing: Promoting the school’s mission and achievements within the community. Risk-Taking Assessments: Evaluating and managing risks in enrollment strategies. Development Prospect Management: Cultivating relationships with potential donors. Auxiliary Services Management: Overseeing revenue-generating programs like online classes and summer camps. Strategic Enrollment Management Optimization: Refining recruitment, admissions, and retention efforts for sustainability. The Dean of Enrollment is more than a recruiter; they are a strategic thinker, a revenue generator, and a mission advocate. By mastering these roles and fostering collaboration among faculty and staff, schools can create a robust recruitment strategy that ensures long-term success. This role is critical for maintaining financial integrity and achieving the school’s mission, making it one of the most crucial positions in any educational institution.

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Empowering Faculty and Staff: Enhancing Effective Recruitment

Administrators, Blog, Faculty, Recruitment, Staff / Claude

Recruitment isn’t just about getting applications—it’s about building connections, leveraging expertise, and fostering collaboration. At the heart of this process are the faculty and staff. By empowering them and involving them in the Admissions Team, you can elevate your recruitment strategy and attract and yield more students. Let’s explore how. The Power of Teamwork and Collaboration Leveraging Diverse Expertise Faculty members are the experts on your academic programs, curriculum, and learning environment. When you collaborate with them, you tap into this rich well of knowledge. This collaboration allows admissions professionals to effectively communicate the school’s strengths to prospective students. Real-Life Scenario: Imagine a prospective student interested in science. A faculty member can share insights about the latest lab projects, research opportunities, and success stories, painting a vivid picture that goes beyond the standard brochure. Building Authentic Connections Faculty members often have strong, ongoing relationships with current students. They understand their needs, aspirations, and challenges. Involving faculty in recruitment helps build genuine connections with prospective students, increasing the likelihood of enrollment. Real-Life Scenario: A prospective student hears directly from a faculty member about how the school supported a student’s transition and growth. This authentic connection can be the deciding factor for many families. Enhancing Student Success Faculty play pivotal roles in student success beyond recruitment. When they help identify students who align with the institution’s values and strengths, it leads to higher retention rates and overall student success. Real-Life Scenario: A faculty member identifies a student who is a perfect fit for the school’s values and programs. This student not only enrolls but thrives, thanks to the targeted support and alignment with the school’s environment. Strategies to Empower Your Team Establish Open Communication Channels Encourage regular and transparent communication between admissions professionals and faculty. Create an environment where all team members can freely share ideas, insights, and concerns. Real-Life Tip: Host monthly meetings where faculty and admissions staff can discuss strategies, share feedback, and brainstorm solutions. Admittedly, I wasn’t good at this, but I had some great moments. Provide Professional Development Opportunities Offer training and workshops to faculty members, equipping them with the skills to effectively contribute to the recruitment process. This could include storytelling, public speaking, and effective student engagement techniques. Real-Life Tip: Organize a workshop on “Crafting Compelling Student Narratives” to help faculty share impactful stories during recruitment events. I used “What Great Salespeople Do” by Michael Bosworth and Ben Zoldan with my admission team, but I had a few key administrators who needed it badly. Hard to be a consultant at your own school. Recognize and Value Contributions Celebrate faculty members who actively participate in recruitment efforts. Recognize their achievements, share success stories, and acknowledge their impact on attracting and retaining talented students. Real-Life Tip: Feature a “Faculty Spotlight” in an admission newsletter, highlighting their contributions to recruitment and student success. Foster Collaboration Encourage cross-departmental collaboration by organizing joint meetings, brainstorming sessions, and collaborative initiatives. Diverse perspectives can lead to innovative recruitment strategies. Real-Life Tip: Host a bi-annual “Recruitment Innovation Day” where faculty from different departments come together to develop new recruitment ideas. Going the Extra Mile Host Guest Lectures or Workshops Faculty members can organize guest lectures or workshops for prospective students. This showcases their expertise and gives a glimpse into the academic rigor of the school. Real-Life Tip: A history teacher hosts a workshop on “The Untold Stories of Ancient Civilizations,” attracting history buffs and showcasing the school’s engaging approach to learning. Write Testimonials or Articles Encourage faculty to write testimonials or articles highlighting unique aspects of the school. Share these on the website, social media, or in recruitment materials. Real-Life Tip: A math teacher writes an article on “How Our Math Curriculum Prepares Students for STEM Careers,” providing valuable insights to prospective families. Attend Fairs and Events Invite faculty to represent the school at fairs and recruitment events. Their presence lends credibility and allows for in-depth conversations about academic programs and faculty expertise. This idea can be particularly hot when you are adding a new program or building in which the faculty is a part of. Real-Life Tip: A science teacher brings engaging demonstrations to a recruitment fair, drawing in prospective students and parents with interactive activities. Engage in Personal Outreach Faculty members can reach out personally to prospective students interested in their academic department. This personalized approach establishes a connection and piques curiosity. Real-Life Tip: A science teacher sends photos of telescope and microscope views to prospective students, asking them to guess which is which, sparking engagement and interest. Participate in Scholarship Selection Involve faculty in selecting recipients for academic or subject-specific scholarships. Their expertise helps identify deserving candidates who show potential in their fields. Real-Life Tip: An English teacher serves on the scholarship committee, ensuring students with exceptional writing talents are recognized and supported. Engage in Community Outreach Faculty can give presentations or workshops at local schools or events, enhancing the school’s reputation and connecting with potential applicants early on. Real-Life Tip: A music teacher hosts a workshop at a local middle school, inspiring young musicians and introducing them to the school’s vibrant music program. Empowering faculty and staff in the recruitment process significantly boosts an institution’s ability to attract talented students. By leveraging their expertise, fostering collaboration, and involving them in the Admissions Team, schools can create a comprehensive and compelling recruitment strategy. Effective teamwork and collaboration strengthen the school’s reputation, engage prospective students authentically, and contribute to the overall success of both the institution and its students. So, roll up your sleeves, get your faculty involved, and watch your recruitment efforts soar!

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