Admission

Balancing Innovation and Empathy: The Role of AI in Private School Admissions

Leave a Comment / Admission, Blog, Interviewing, Selection, Student Composition / Claude

The AI revolution is continuing its spread throughout the world. Private school, though often slow to adapt its ways, is facing the inevitable; it’s here. The admission office is not isolated from the influence that it will have on the way we do business either. Although colleges have already started its march, one of the last resistance will probably be around the private school process for reading applications.While AI can enhance efficiency and consistency, there are also concerns about its limitations. This article explores the potential advantages and disadvantages of integrating AI into the admissions reading process. By no means is this a complete list, nor does it convey the strong emotion on the topic that people will bring to the table. THE ADVANTAGES Whether a school is dealing with a growing number of applicants, aiming to reduce biases, or seeking to better understand student profiles, AI can offer a range of solutions that optimize the admissions workflow. Below are some of the key benefits of incorporating AI into the private school admissions process, highlighting how it can revolutionize the way applications are reviewed and decisions are made. 1. Efficiency and Speed Explanation: AI can process applications much faster than human readers. It doesn’t experience fatigue, doesn’t need breaks, and can work around the clock. This allows schools to significantly shorten their admissions cycle, which is particularly beneficial during peak application periods. Example: AI can analyze a batch of 500 applications in hours rather than weeks, rapidly sorting through academic records, essays, and recommendations. In contrast, a human team needs weeks to do the same task. 2. Consistency Explanation: Human readers, no matter how well-trained, can introduce variability into the admissions process. AI, on the other hand, can apply the same criteria uniformly to all applications, ensuring that each one is evaluated with the same level of detail and fairness. Example: If leadership experience is a key criterion, AI can be programmed to identify and highlight relevant leadership roles consistently across all applications, ensuring that this criterion is never overlooked or interpreted differently by various readers. 3. Comprehensive Analysis Explanation: AI can review every part of an application, ensuring that nothing is missed. It can cross-reference information from different sections of the application to identify patterns or key strengths that human readers might overlook. Example: If an applicant had a drop in grades due to illness, as explained in their personal statement, AI can cross-reference that with their overall academic performance to contextualize the drop, rather than flagging it as a weakness. 4. Personalized Recommendations Explanation: AI can provide personalized insights not only during the admissions process but also after students are admitted. It can analyze an admitted student’s application to recommend school programs or extracurriculars that match their interests and strengths. Example: A student who excels in creative writing and music might be recommended for the school’s advanced arts program or encouraged to join the music club, based on the AI’s analysis of their application. Advisors often failed to make these types of connections due to their busy schedules. 5. Multilingual Capabilities Explanation: Many AI systems have advanced language processing capabilities, enabling them to analyze applications written in different languages. This can open up the admissions process to a more diverse group of international students and, in particular, can accommodate parents who don’t speak the language. It can be a better document if parents can complete their portion in their native language. Example: A school might receive applications in Spanish, Mandarin, or French, and AI can evaluate these without needing human translators, broadening the school’s appeal to non-native English speakers. 6. Predictive Analytics Explanation: AI can use historical data to make predictions about an applicant’s future success at the school. By analyzing patterns in the data of previous students, it can identify the characteristics most strongly associated with success and apply this knowledge to new applicants. Example: AI could determine that applicants who have excelled in leadership roles and maintained strong academic records are more likely to thrive in the school’s rigorous environment, and it could flag new applicants with similar profiles as strong candidates. 7. Preliminary Analysis for Interview Selection Explanation: AI can help narrow down the applicant pool by identifying candidates who meet certain thresholds or exhibit standout qualities. This can make the interview process more efficient by ensuring that only the most promising candidates are selected for further review. Example: AI might identify students with exceptional academic performance combined with unique extracurricular achievements and flag them for an interview, helping admissions officers focus their time on the most competitive candidates. 8. Error Reduction Explanation: Human readers can overlook details, especially when fatigued or rushed. AI can review every section of the application with the same level of care, ensuring that no part of the application is accidentally skipped or misinterpreted. Example: If an applicant’s extracurricular section is located in an unusual part of the application, AI won’t miss it, whereas a human reader might unintentionally overlook it due to application formatting or time constraints. 9. Real-Time Feedback Explanation: AI systems can provide immediate feedback to applicants during the application process, ensuring that applications are complete and formatted correctly before submission. This reduces the number of incomplete or improperly filled-out applications that schools have to review. Example: If an applicant submits an essay that exceeds the word limit, AI can prompt them to edit it before submitting, helping applicants meet the requirements and reducing the workload on admissions staff to follow up on incomplete applications. THE DISADVANTAGES While AI offers exciting possibilities for streamlining and enhancing the admissions process, it is not without its drawbacks. As schools explore the use of AI to read and assess applications, it is crucial to recognize the potential limitations and challenges that come with this technology. AI may enhance efficiency and data analysis, but it also raises concerns regarding the loss of human judgment, the potential for algorithmic bias, and ethical considerations in decision-making. Below are some of the most

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The Hidden Secret of Skyrocketing Your School’s Enrollment: It’s All About Value

Admission, Blog, Brand, Enrollment Management, Values, Worth the Cost / Claude

You’re sitting at your desk, staring at enrollment numbers that refuse to budge. You’ve tried every trick in the book – glossy brochures, social media campaigns, even those fancy virtual tours. But still, parents aren’t flocking to your school like you expected. What’s missing? It’s not flashy marketing. It’s not even your stellar academic record (though that helps). The magic ingredient? Value. Pure, undeniable, can’t-live-without-it value. But here’s the kicker: Most schools are doing it all wrong. Let me tell you a quick story that’ll make this value point crystal clear: My wife came to me, all excited about summer music camps for our son. She’d researched six options, found two she loved, but was hung up on the price. “We only have $1000 in the budget,so I guess we should take the one that fits into what we can afford, It’s good too” she insisted. Guess which camp we chose? The $2000 program. Why? Because when true value enters the picture, budgets have a funny way of stretching. Now, let’s break this down for your school: What is value, really? It’s not just about price tags and fancy facilities. In education, value is the “worth in usefulness or importance to the possessor.” It’s what parents believe their child will gain – and become – because of your school. Why does value matter so much? Parents are already paying for “free” public education through taxes. If they’re going to shell out $24,000 to $80,000 on top of that, you better believe they’re looking for serious value. The Two Types of Value You Need to Nail Environmental Value: This is your “right now” stuff. Small class sizes, top-notch faculty, cutting-edge programs, a nurturing atmosphere. It’s what sets you apart in the day-to-day experience. Outcome Value: This is the long game. What will a child gain from your school that’ll shape their future? Think college placements, character development, lifelong learning skills or a special talent developed. The Brutal Truth About Value Here’s where most schools stumble: They assume their value is obvious. News flash – it’s not. You need to show parents, in vivid, concrete terms, why your school is worth every penny (and then some). And I’m not talking about a list of features on your website. The Value Communication Revolution This isn’t just about tweaking your marketing. It’s a fundamental shift in how your entire school operates. Every staff member, from the Head of School to the cafeteria workers, needs to be laser-focused on creating and demonstrating value. Yes, it takes work. Yes, it might ruffle some feathers. But the alternative? Dwindling enrollment and a weakening student body. Not pretty. Your Value Action Plan Appoint a Value Czar: Someone needs to own this process. Audit Your Real Value: Be brutally honest about what you offer (and where you fall short). Gather Parent Insights: What do they actually care about? (Hint: It might surprise you) Train Your Team: Everyone needs to speak the language of value. Measure, Adjust, Repeat: This isn’t a one-and-done deal. Remember my $2000 music camp story? We didn’t choose it for the extra weeks. We chose it because we saw our son traveling through Central and South America, experiencing new cultures, and most importantly – transformation – growing in ways we couldn’t even imagine. That’s the kind of value parents are searching for. Are you showing them you’ve got it?

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God’s Messenger for Private Schools: the Admission Office or the Faculty

Admission, Blog, Customer-centric, Faculty, Full-pay Families, Mission / Claude

A teacher, marker in hand, inspired by the divine, is empowering young minds preparing them to go out in the world and do good things. It’s a beautiful image, isn’t it? Now, pan over to the admission office, where they are trying extremely hard to find and recruit enough families who are willing to pay your high tuition, which, by the way, is coming from families discretionary funds. Not quite as celestial, is it? But here’s a thought that might just flip your world upside down: What if the admission office is the real divine messenger? Now, before you accuse me of blasphemy, hear me out. The Parable of the Drowning Man Let me tell you a story. There’s this guy, let’s call him Joe, caught in a flood. The water’s rising, but Joe’s not worried. “God will save me,” he says. A canoe comes by. Joe waves it off. A motorboat arrives. Joe says, “No thanks, God’s got this.” A helicopter drops a ladder. Joe yells, “God will provide!” Spoiler alert: Joe drowns. At the pearly gates, Joe asks God, “Why didn’t you save me?” God sighs, “I sent a canoe, a boat, and a helicopter. What more did you want?” Now, let’s bring this back to our schools. The Divine Inspiration Dilemma Many educators act and perhaps believe they’re divinely inspired. At the least they believe they don’t need parents telling them how to do their business. And who am I to argue? They work miracles with our kids as parents discovered during covid, when they had to teach them. It’s impressive stuff. But here’s the kicker: Schools are closing. The numbers are too high. The largest percentage? Parochial schools. Ouch! So, what gives? Have schools lost their divine mojo? Or are they pulling a Joe, ignoring the lifeboats God’s sending their way? Enter the Admission Office: God’s Undercover Agent? Here’s a radical thought: What if the admission office is God’s way of keeping schools afloat in these turbulent times? Think about it: They bring in the students (and the tuition). They’re the frontline in understanding what parents want. They’re constantly adapting to market changes. Sounds pretty miraculous to me. The Blasphemy of Listening? Now, I can hear the outcry: “But we can’t listen to parents! We’re the experts!” To which I say: Why not both? Remember, those parents you’re dismissing? They’re the ones funding your divine mission. Ignoring them is like telling God, “Thanks for the helicopter, but I’m waiting for somthing else.” The Marketing Miracle Here’s where marketing comes in. It’s not just about flashy brochures and catchy slogans. It’s about: Understanding your market (aka, the parents and students God’s sending your way when you listen to them) Communicating your value (that divine inspiration you’re so proud of) Adapting to changing needs (because even Jesus taught in parables or plain speech, depending on His audience) The Divine Coordination So, here’s the million-dollar question: Can educators’ divine inspiration coexist with the admission office’s market savvy? Absolutely. In fact, it must. Imagine a school where: Teachers are free to inspire Admission officers bring in the right students Parents feel heard and valued The mission thrives That’s not just a school. That’s a miracle. The Final Revelation So, the next time you’re tempted to not advance the work of the admission office, remember Joe. Don’t let your school drown waiting for a sign from above. The canoe is here. The motorboat is waiting. The helicopter is hovering. And that admission officer knocking on your door? They might just be the angel you’ve been praying for. Now, go forth and market. Your mission depends on it.

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Show, Don’t Just Tell: Improve Your Recruiting Strategy

Admission, Blog, Communications, Selling, Storytelling / Claude

As enrollment management and marketing professionals in private K-12 schools, we’re always looking for ways to stand out in a competitive landscape. But what if the key to boosting enrollment isn’t just about telling families how great your school is, but showing them? Let’s dive into how you can transform your approach from merely explaining your school’s value to demonstrating it in action. The Power of Demonstration in Education Marketing We’ve all heard the phrase “show, don’t tell” in writing, but it’s time to apply this principle to our enrollment strategies. Here’s why: Demonstrations are memorable: When families experience your school’s unique approach firsthand, it sticks with them long after the visit ends. Active involvement leads to emotional connection: By engaging prospective families in your school’s educational process, you’re creating an emotional bond that’s hard to break. It’s easier to understand and relate to: Complex educational philosophies become crystal clear when seen in action. Strategies to Demonstrate Your School’s Value 1. Interactive Open Houses Instead of the traditional tour and talk, involve prospective families in mini-lessons or activities that showcase your teaching methods. Example: Set up stations where families can participate in a quick STEM experiment, join a Socratic seminar, or create art using your school’s unique approach. 2. Student-Led Tours with Live Demonstrations Empower your current students to not just guide tours, but to demonstrate learning in action. Example: Have student tour guides solve math problems on hallway whiteboards or perform a quick science experiment as they guide families through the school. 3. Virtual Reality Campus Tours For families who can’t visit in person, offer a VR tour that allows them to “sit in” on classes and experience your school’s atmosphere. Example: Create 360-degree videos of engaging lessons, letting viewers feel as if they’re right in the classroom. 4. Hands-On Workshops for Parents and Children Invite families to experience your teaching methods firsthand through interactive workshops. This is a great solution for retention as well, particularly in the elementary grades. Example: Host a “Family Learning Night” where parents and children work together on projects using your school’s educational approach. 5. Day-in-the-Life Videos Instead of just describing a typical school day, show it through engaging video content. Example: Create a series of “Day in the Life” videos following students from different grade levels, showcasing real classroom interactions and extracurricular activities. The Power of Props in School Marketing Don’t underestimate the impact of tangible items that represent your school’s unique offerings. Examples: Hand out student-created projects during tours Provide take-home kits that mimic a lesson from your curriculum Use technology in your presentations that students use in the classroom Remember: It’s Not About Being Creative, It’s About Being Genuine You don’t need to come up with wildly creative ideas. The most effective demonstrations simply showcase the true value of your educational experience. Example: If your school excels in personalized learning, demonstrate how teachers adapt lessons in real-time based on student needs. Implementing Your Demonstration Strategy: A Checklist Audit your current enrollment marketing materials. How much are you telling vs. showing? Identify key aspects of your educational experience that would benefit from demonstration. Train your admissions team and student ambassadors in interactive tour techniques. Develop a schedule of interactive open houses and workshops. Create video content that showcases your school in action. Integrate hands-on elements into all family visits and interviews. Collect feedback from families on which demonstrations were most impactful. The Bottom Line By shifting from explanation to demonstration, you’re not just telling families about your school’s value – you’re letting them experience it. This approach creates a powerful, emotional connection that can significantly impact your enrollment numbers. Remember, in the world of private school enrollment, seeing isn’t just believing – it’s enrolling.

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The Reluctance to Reach Out: A Challenge for New Deans of Enrollment and Directors of Admission

Administrators, Admission, Blog, Selling / Claude

Entering the world of admission and enrollment management can feel overwhelming, especially for those who are new or relatively new to the field. The role is multifaceted, requiring not only a deep understanding of your institution and its values but also the ability to connect with prospective families, manage data, and make strategic decisions that directly impact the school’s future. With so much on the line, it would seem natural to seek advice and guidance from those who have walked the path before you. Yet, paradoxically, although help is offered, many new professionals hesitate to reach out, even when they need help. As someone who has worked in admission for over 35 years and has trained around 1,400 admission and marketing professionals, I’ve noticed a consistent trend: despite offering ongoing support and establishing strong connections during workshops, follow-up communication from participants is rare. This observation leads to an important question: Why do new deans of enrollment and directors of admission hesitate to seek assistance, even when it’s readily available and free of charge? Understanding the Hesitation Fear of Appearing Incompetent One of the most common reasons new professionals shy away from seeking help is the fear of appearing incompetent. Admission and enrollment management are high-stakes fields where the pressure to perform can be immense. Admitting that you need help might feel like admitting weakness or a lack of knowledge, which can be particularly intimidating when you’re trying to establish yourself in a new role. However, this mindset is counterproductive. The reality is that no one expects you to have all the answers immediately, and seeking advice is a sign of strength, not weakness. Overestimation of Self-Reliance Many new professionals believe they must solve every problem on their own. This overestimation of self-reliance can stem from a desire to prove oneself capable and independent. While it’s important to develop your skills and trust your judgment, it’s equally important to recognize when a challenge is beyond your current expertise. Reaching out for guidance can save time, prevent costly mistakes, and accelerate your professional growth. Lack of Familiarity with Networking Networking is a critical skill in admission and enrollment management, yet it’s not something everyone is naturally comfortable with. New professionals might not yet appreciate the value of maintaining relationships with more experienced colleagues. They may view reaching out as an imposition rather than an opportunity for mutual growth. Understanding that seasoned professionals are often eager to share their knowledge and that reaching out can lead to fruitful, ongoing relationships can help overcome this barrier. The False Perception of Burdening Others There’s a common misconception that asking for help is burdensome to the person being asked. New deans and directors might hesitate to reach out, thinking they’re taking up valuable time or resources. In reality, most experienced professionals are not only willing but also eager to share their insights. For them, it’s an opportunity to give back to the community and contribute to the next generation of leaders in the field. Overcoming the Reluctance For new professionals in the field of admission and enrollment management, overcoming the hesitation to seek help is essential for success. Here are some strategies to consider: Shift Your Perspective on Help Understand that asking for help is not a sign of weakness but a step toward professional growth. It’s a way to learn, adapt, and make better decisions. Consider it a form of professional development rather than a last resort. Recognize the Value of Mentorship Building relationships with more experienced colleagues can be invaluable. Mentors can offer advice, share their experiences, and provide guidance as you navigate the complexities of your role. These relationships often develop into lasting professional connections that benefit both parties. Make the First Move If you’ve attended a workshop or training session and made a connection with a facilitator, don’t hesitate to follow up. A simple email or phone call to ask a question or seek further advice can open the door to ongoing support. Embrace Continuous Learning Admission and enrollment management are fields that constantly evolve. Embrace a mindset of continuous learning and improvement. By seeking advice and feedback, you’re staying ahead of the curve and positioning yourself for long-term success. In conclusion, while it’s natural to feel hesitant about reaching out for help, especially in a new role, overcoming this reluctance is crucial for professional growth. The resources and support available to you are vast, and by tapping into them, you can build a solid foundation for success in admission and enrollment management. Remember, the most successful professionals are those who know when to seek guidance and are not afraid to do so.

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The Role of Three Admission Committees in Enrollment Management

Admission, Blog, Enrollment Management, Faculty, School-centric / Claude

Admission committees play a pivotal role in shaping the student body of an educational institution. Each committee serves a unique function, ensuring that the school meets its enrollment management objectives while maintaining its mission and values. Here, we explore three essential committees: the General Admission Committee, the “Risk Committee,” and the “Heads Admission Review Team.” Understanding the purpose and considerations for each group is crucial for anyone involved in the admissions process. 1. The General Admission Committee Purpose: The General Admission Committee is the backbone of the admission process. Its primary function is to rate and evaluate students based on a predefined set of criteria. These criteria typically include academic performance, extracurricular involvement, personal essays, and recommendations. The committee ensures that the applicants are aligned with the school’s academic standards and community values. Composition: This committee usually consists of admission personnel, division heads, and faculty members. In some cases, specialists such as learning specialists or counselors are included to provide additional insights into specific applicants. Considerations: While this committee focuses on objective ratings, it may also consider compositional needs such as diversity in race, gender, or socio-economic background. Adjustments to ratings may occur to ensure that the student body reflects the school’s commitment to inclusivity. It’s important that the committee members are trained to recognize and mitigate biases during the evaluation process to maintain fairness and objectivity. 2. The “Risk Committee” Purpose: The “Risk Committee” is tasked with evaluating students who may be marginally acceptable based on traditional criteria and present certain risks or challenges. These risks could be academic, behavioral, or related to social-emotional development. The committee’s role is to determine whether the school has the resources and capacity to support these students effectively. When students are sent to the risk committee, it is because there is something about their application that is of interest to the school – VIP, full-pay family, alumni, athlete, or whatever else is of utmost importance Composition: This committee often includes specialists such as learning specialists, social-emotional counselors or psychologists, reading specialists, division heads, department chairs, and sometimes medical professionals. Their expertise allows the committee to make informed decisions about the potential challenges and needs of the students under consideration. Some schools may use a different committee when it comes to evaluating employees’ children, due to the sensitive nature of managing this group. Considerations: The “Risk Committee” must balance the desire to provide opportunities to a diverse range of students with the practical limitations of the school’s resources. When admitting students who may require additional support, the committee should ensure that there is a robust plan in place to address their needs. This might involve coordinating with various departments to ensure the student receives adequate support and monitoring throughout their time at the school. The Risk Committee makes a decision about accepting or not accepting. 3. The “Heads Admission Review Team” Purpose: The “Heads Admission Review Team” is responsible for making decisions about applicants who require special consideration due to their relationship with the school or their status in the broader community. This might include children of employees, siblings of current students, alumni children, or influential and affluent individuals. Composition: This team typically includes the Head of School, the dean of enrollment, the director of advancement, the director of alumni relations, and division heads. The inclusion of these senior members ensures that decisions are made with a full understanding of the school’s strategic goals and long-term relationships. Considerations: Special consideration by this committee may involve a more personalized approach to the admission process, such as a direct call to the family after acceptance or a reevaluation of an initial admission decision. This could involve over turning the initial decision of either the General Committee or the Risk Committee. Conclusion Each of these committees plays a vital role in ensuring that the admissions process is thorough, fair, and aligned with the school’s goals. By understanding the distinct functions and considerations of each group, admission professionals can work more effectively to build a student body that not only meets academic standards but also enriches the school community in meaningful ways.

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The Art of Winning Your Head of School’s Confidence: 9 Powerful Strategies for Enrollment Wizards

Administrators, Admission, Blog, Enrollment Manaagement, Leadership, Selling / Claude

Imagine this: You’re sitting in your office, staring at the enrollment numbers, and feeling that familiar knot in your stomach. You know you’re good at your job, but does your Head of School know it too? Here’s the thing: Gaining your Head’s confidence isn’t just about hitting targets. It’s about showing them you’re not just reactive, but proactive. It’s about demonstrating that you’re not just filling seats, but strategically building the school’s future. So, how do you do it? Let’s dive into nine strategies that’ll not only boost your own confidence but will have your Head of School singing your praises in no time. 1. Don’t Make Financial Aid Your Crutch Picture this: You’re in a bind, enrollment’s down, and you’re tempted to ask for more financial aid. Stop right there! If your Head had a secret stash of aid money, they’d have given it to you already. Asking for more aid when you’re in trouble doesn’t scream “I’ve got this!” Instead, it whispers, “Help! I’m drowning!” Now, there are exceptions. If you’ve got a dozen empty seats and families who can pay half the tuition in higher grades, that’s a different story. But as a general rule, avoid using aid as your go-to solution. 2. Be the Strategic Mastermind Here’s a secret: Many admission directors don’t give the impression they have a strategic plan for attracting full-pay families. Don’t be that person! Develop a marketing, communication, or sales strategy and present it to your Head before they even ask. Show them you’re thinking ahead, not just reacting to problems as they arise. And here’s the kicker: Don’t be afraid to ask for resources to improve your skills. Keep your Head posted on what you’re learning. It shows you’re always working to stay ahead of the game. 3. Work with What You’ve Got Remember, you weren’t hired to overhaul the entire educational program. Your job is to sell what’s already there. Think of it like a poker game. You’ve been dealt a hand, and your job is to play it brilliantly. Create your best marketing strategy based on your school’s current offerings. If you can’t make it work, either upskill or move on. 4. Become a Budget Whiz Want to really impress your Head? Show them you understand the nitty-gritty of school finances. Learn about net tuition revenue, discount rates, and how financial aid allocations are determined. Aim to generate more money than expected – your CFO will love you for it! 5. Know Your VIPs Ever heard of a little thing called the Pareto Principle? In enrollment, it means 20% of your families might bring in 80% of your revenue. Develop a system to identify and care for your VIPs – those families who can pay full tuition and contribute generously to fundraising efforts. The last thing your Head wants is a complaint from an influential person about the admission process. 6. No Surprises, Please! Here’s a golden rule: Never let your Head get blindsided by your decisions. Think about anything that might boomerang back and hit them. Any political situation should be on their radar. Even after you tell them, follow up to ensure the right steps are taken. 7. Wow the Board Want to make your Head look good? Impress the board with your reports. Keep them informed about enrollment trends and market insights. Share your marketing plan and wow them with your strategic thinking. When your Head sees the board nodding approvingly, they’ll know they made the right choice in hiring you. 8. Bridge the Faculty Gap Happy faculty, happy Head of School. Simple, right? Help your teachers understand the conditions under which you work. Get them on board with your marketing efforts. But remember, this is a team effort. Your Head needs to support you in communicating with the faculty and setting expectations. 9. Be the Enrollment Guru Here’s the ultimate goal: You want your Head to think, “I don’t need to worry about enrollment. My admission director’s got it covered.” Demonstrate that enrollment is always on your mind. Show them that you’re the expert, the go-to person for all things enrollment-related. The Bottom Line Building your Head’s confidence is an ongoing process. Every time leadership changes, you’ll need to start over. But if you’ve built confidence among the board, you won’t be starting from scratch. Remember, the best Head for an admissions director is one who’s confident in your work and eager to team up with you. So be proactive, stay strategic, and watch as your Head’s confidence in you soars!

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Cracking the Code: Targeted Lead Generation for Private Schools

Admission, Blog, Enrollment Manaagement, Lead Generation / Claude

Picture this: You’re shouting into a crowd of thousands, hoping the right family hears you. Sounds exhausting, doesn’t it? That’s what traditional marketing feels like in today’s noisy world. But what if you could whisper directly into the ear of your ideal family? That’s the power of targeted lead generation. So, what exactly is targeted lead generation? It’s like fishing with a spear instead of a net. Instead of casting wide and hoping for the best, you’re precisely aiming at the families most likely to enroll and pay full tuition. It’s about quality over quantity, precision over chance. Why should you care? Because in the world of private schools, every enrollment counts. And not just any enrollment – you want those full-pay families who align with your school’s values and vision. Let’s break down how you can implement this strategy: Connect the Dots with Children-Centric Lists: Imagine having a list of families actively searching for the exact educational experience you offer. That’s not a dream – it’s data-driven targeting. Example: Partner with local pediatricians, sports clubs, Country clubs, or enrichment centers to reach families already invested in their children’s development. Social Media: Your 24/7 Open House Your ideal families are scrolling right now. Are you where they’re looking? Example: Create a Facebook group for “Gifted Education in [Your City]” and provide valuable content. You’re not selling; you’re solving problems and building trust. Inbound Marketing: Be the answer they’re searching for when parents type “best private schools in [Your Area]” into Google, will they find you? Example: Develop a comprehensive guide to choosing the right private school. Offer it as a free download in exchange for contact information. The Art of Screening – Quality Over Quantity: Not all leads are created equal. Your goal isn’t only to fill seats; it’s to find the right fit. Example: Develop a “Family Fit Quiz” on your website. It helps families self-assess their alignment with your school while providing you valuable data. But here’s the kicker: This isn’t about tricks or gimmicks. It’s about genuinely connecting with families who need what you offer. It’s about cutting through the noise and speaking directly to those who are already listening. Remember, in the world of private schools, you’re not just enrolling students. You’re building a community. Every family you bring in shapes your school’s future. Shouldn’t you be choosy? Targeted lead generation isn’t just a strategy; it’s a mindset shift. It’s about moving from “How can we get more applicants?” to “How can we find the more and the right applicants?” Remember, in the competitive world of private education, it’s not about being the loudest. It’s about being the most relevant. And that’s exactly what targeted lead generation helps you achieve.

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Full-pay Families: How to Communicate Their Importance to Employees

Admission, Blog, Communications, Faculty / Claude

As enrollment management professionals and marketing experts, one of the critical conversations you must navigate is about full-pay families. These families are not just another segment of your market; they are pivotal to the financial health and overall success of your institution. Let’s delve into why this group is essential and how to effectively communicate their importance to employees, senior leadership, and trustees. The Core of the Conversation: Why Full-Pay Families Matter When addressing your school’s employees and trustees, it’s vital to highlight why full-pay families are integral. These families significantly contribute to the quality of your programs, the student body, and, crucially, the financial stability of your institution. Without their full-pay tuition, their donations, and their affluence, school will be hard strapped to achieve their missions. Here’s how to frame your discussions: Set the Stage with Leadership: Secure time with your head of school to present to faculty, staff, and administrators. Use this platform to underscore the significance of full-pay families. Explain how their contributions are directly linked to the quality and continuity of school programs and salaries. Illustrate Financial Impacts: Partner with your chief financial officer to create compelling visual aids. These should compare scenarios with robust full-pay enrollment against those without. Highlight the tangible effects on programming and staff compensation. Forecast Tuition Trends: Present a projected tuition increase over the next decade. Most employees may not fully grasp the future financial landscape, and a bit of “sticker shock” can be a powerful motivator. This helps them empathize with the challenges faced in attracting full-pay families. Share the Hard Numbers: Be transparent with enrollment data. For instance, if you need to fill 35 full-pay spaces and have 75 applicants, make it clear that not all applicants are full-pay. Emphasize the gap and the difficulty in meeting enrollment goals with qualified full-pay students. Focus Trustees on Full-Pay Metrics: When engaging with trustees, keep their attention on the full-pay figures. If they get too fixated on overall numbers, they might overlook the specific challenges you face. Make sure they understand the necessity of targeted marketing initiatives. Address Misconceptions: Trustees often perceive enrollment issues as purely sales problems. Show them your strategic approach and how it aligns with attracting full-pay families. Demonstrate your understanding of the market and your comprehensive plan to reach your targets. Present a Financially Driven Plan: Have a well-thought-out plan ready. Show how additional funding can enhance recruitment efforts and what specific steps you would take with more resources. This preparation can significantly boost their confidence in your strategy. Highlight Consumer Satisfaction Data: Use data from full-pay families to showcase satisfaction levels. This keeps the focus on your primary target group and reinforces the importance of their continued support. Maintain Regular Updates: Don’t let this be a one-time conversation. Schedule periodic updates to share progress, address challenges, and highlight success stories of full-pay students. Continuous communication fosters a deeper understanding and ongoing support. Changing the Culture Remember, full-pay families are the lifeblood of most private schools. Their support is crucial in achieving your mission and maintaining the financial health necessary to sustain your institution. By strategically communicating their importance, you can align your school community towards a common goal—ensuring the long-term success and stability of your school.

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Are Your Admission and Communications Offices in Sync?

Admission, Blog, Communications, Marketing / Claude

Imagine you’re trying to cook a gourmet meal. You have two chefs, each with their own set of recipes and techniques. One believes in the art of delicate seasoning, while the other is all about bold flavors. Now, picture them in the same kitchen, trying to create a cohesive dish. Chaos, right? This is the scenario some independent schools face with their admission and communications offices. The Evolution of Roles At many independent schools, admission and communications offices were created as afterthoughts, long after the educational programs were established. True admission offices, not just registration offices, were often born out of a need to recruit more students to keep a school sustaining, while communications offices emerged to handle major publications, the websites, and external messaging and new ones today, the social media world. Over time, these roles have evolved, but the overlap in their functions can create significant friction and inefficiency as I experienced when a director of marketing and communications went rogue on me. Defining Marketing, Communications, and Sales Before we dive deeper, let’s clarify some terms: Marketing is about creating the right content to showcase your school’s educational expertise and offerings. Communication involves distributing and packaging those messages in a way that appeals to the audience. Sales is the ability to connect the school’s solutions with the needs of prospective families, while addressing any objections they may have. In the context of enrolling new students, the admission office leverages marketing, communications, and sales strategies. Meanwhile, the communications office focuses on marketing and communications efforts. This division often leads to blurred lines and conflicts. Yes, I find many offices that work together, but they tend not to be a cook of either bold flavors or delicate seasoning. They are more collaborative, but not strategic in their approach. Typical Activities and Potential Conflicts Consider the following activities and try to determine which office should be responsible: Institutional Brand Institutional Messages Open House School Fair Viewbook Website Facebook, Twitter, YouTube Advertisements Who takes the lead on each? Is it admissions or communications? The lack of clear boundaries can lead to inefficiencies. However, the lack of consistency in the marketing, communications, and selling focus leads to lesser results. The “Two Cooks in the Kitchen” Dilemma A Director of Admission may bring their own marketing and communications philosophy, which might clash with the Director of Marketing and Communications’ approach. This “two cooks in the kitchen” scenario begs the question: who makes the final call on messaging, viewbooks, videos, and events? The answer often depends on the individual skill sets and how they are integrated into the school’s overall strategy. Common Pitfalls and Solutions Conflicts often arise from unclear roles and expectations. For example, who decides the content and messaging for an Open House event? Should admissions handle the content of the event, while communications handles the messaging. Similarly, who manages the focus of the school’s website or social media content? Is it a collaborative effort, or does one office have the final say? Some schools attempt to solve this by dividing responsibilities: admissions manage events and literature, while communications handle the website and advertisements. However, this can lead to disjointed messaging and inefficiencies. A cohesive approach requires clear definitions of roles and responsibilities. Champagne Problem I recognize that there are many offices that don’t have this problem, because the director of admission is also the director of marketing and communications. So what I am mentioning here is a Champagne Problem, the school is fortunate when they are able to afford two people. That is another article about resources to get the enrollment management work done and ultimately achieve the necessary tuition revenues. Start here for that conversation. Crafting a Cohesive Team Navigating the complex landscape of admission and communications roles requires school heads to meticulously evaluate the skill sets of their directors and cultivate a truly collaborative environment. The ultimate goal? To create a seamless team working toward shared objectives. Here’s a strategy based on my experiences that might help: Hire a Director of Admission with Strong Marketing Skills: This individual should oversee traditional admission responsibilities while receiving support from the Director of Communications to advance the messaging and communications. Hire a Director of Marketing and Communications: This person should spearhead all marketing and communications efforts, ensuring message consistency across all platforms. They should determine how the events are messages and direct the sales people. While these are just two possibilities, the key lies in defining clear roles and setting collaborative goals. Equally important, but not attended to, is having someone with a strategic approach who can help hit enrollment numbers and strengthen the school’s brand. Do either the director of the admission office or communications have a strategy for enrollment success? Let me share a bit from my own journey. The best situation I ever had was when the Director of Marketing and Communications viewed me as their client. Their primary objective was to equip me with the tools needed to achieve our enrollment goals. This approach made all the difference. I was the head cook and they help and advised me to create the best meal. I recall a time when I was frustrated with a Director of Marketing and Communications and voiced my concerns to the head of school when she went rogue. I said, “I have never heard of someone in the communication role being called before the head of school or the board of trustees to answer, ‘Why didn’t you achieve the enrollment goals?’” The responsibility ultimately falls on the Director of Admissions or Dean of Enrollment. For me, embracing the responsibility for enrollment is essential, but I also want the final say in strategies that I believe will work. Often, the lines weren’t clear, leading to confusion and inefficiency. In my experience, a cohesive team with clear role definitions and strategic alignment can turn potential chaos into a well-orchestrated symphony, ultimately driving your school toward its enrollment and branding goals. You will need a head cook

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