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Navigating Financial Aid: Thoughts for Enrollment Management Professionals

Blog, Financial Aid, Recruitment, Student Composition / Claude

As an enrollment management professional in the competitive landscape of private school education, you’re constantly faced with the delicate balancing act of attracting top-tier students while ensuring financial sustainability. This intricate dance is supported by the effective allocation of financial aid. Here’s a closer look at the primary financial aid strategies and how they can impact your school’s goals. Understanding Financial Aid Allocation Financial aid is not a one-size-fits-all solution. Its execution comes in various forms, each serving a different purpose and audience. Here’s a breakdown: Need-Based Financial Aid: Need-based financial aid relies on standardized formulas, like those from Clarity or School and Student Services , to evaluate a family’s financial capacity. This ensures a fair assessment of how much tuition a family can realistically contribute within the allocation boundaries of the particular school and somewhat across schools. Merit-Based Financial Aid: Merit-based aid isn’t tied to financial need. Instead, it’s targeted at attracting students who can add significant value to the school. This might include exceptional athletes, artists, or scholars. Sometimes, even families who qualify for need-based aid might receive additional merit aid to make the offer irresistible. Commonly, it is used for net tuition revenue generation. Discounting: Discounting involves reducing the tuition cost for certain students without any internal financial backing. It’s a tactic used to fill seats that might otherwise remain vacant, offering a family a reduced rate, say $40,000 instead of the standard $50,000, to ensure enrollment. This action can be need-based or merit-based assistance. Fully-Backed Financial Aid: In this scenario, the discounted tuition is offset by the school’s endowment or annual fund. It’s real money unlike discounting. This is a strategy that all schools aiming to provide aid while maintaining financial sustainability should pursue. Establishing a strong endowment is essential for this approach. Net Tuition Revenue Generation: In this case, you may be discounting or you may have fully-backed financial aid. However, the purpose of this money is to get more of the families who can pay some, usually, higher portion of the funds so that you can achieve your net tuition revenue. It can also eliminate full-pay families who are at the bottom of your choices for a stronger high-pay student. Access-Oriented Aid: This focuses on achieving specific compositional goals, such as increasing diversity or supporting first-generation college-bound students. The objective here is to enhance the community’s makeup by providing opportunities to those from varied backgrounds. The Goals Behind Financial Aid Financial aid typically aims to achieve two main objectives: generating net tuition revenue and strengthening the student body composition. Schools need a clear strategy to ensure that every dollar spent on financial aid serves these goals effectively. Strategic Utilization of Merit-Based Aid Some schools question the rationale behind offering merit-based aid, particularly to families who might not need financial assistance. However, this practice can be a strategic move. By offering merit-based awards, schools can attract students who might otherwise choose more prestigious institutions. It’s a way to level the playing field and ensure a diverse, talented student body. However, it can cause more full-pay families to want to get merit-based aid when they discover you gave it to the child of their friend. The Formula Dilemma Each school’s approach to need-based aid can vary significantly. Some might not consider home equity, while others do. The assessment might include factors like cost of living or the financial contribution of a non-working parent. This situation makes it difficult in the crossover with other schools, who may loosen up what they account for as part of the financial picture or may not do a good evaluation of the families financial picture. I think this variation is a challenge, but not unethical as some schools may define it. It’s just a different business practice. The Risks of Discounting Discounting can be a double-edged sword. While it helps fill seats, it will also affect net tuition revenue growth. Schools that rely too heavily on discounting without addressing underlying issues in their value proposition may find themselves on a slippery slope. An exit strategy is crucial to avoid long-term financial instability. Case Study: The Impact of Discounting Consider a hypothetical school with a tuition of $50,000. If they decide to discount 20 seats by $20,000, the net tuition revenue per discounted seat is $30,000. Over four years, as more seats are discounted, the total net tuition revenue decreases significantly, highlighting the importance of a sustainable financial strategy. I didn’t factor in the tuition increases which would further the gap from year to year. Full-pay Spaces filled Full-pay Net Tuition Discounted Spaces filled Discounted Net Tuition Total Net Tuition Revenue 2024 80 $4,000,000 20 60000 $4,600,000 2025 70 $3,500,000 30 900,000 $4,400,000 2026 60 $3,000,000 40 1,200,000 $4,200,000 2027 50 $2,500,000 50 1,500,000 $4,000,000 Conclusion: Crafting a Thoughtful Financial Aid Strategy Financial aid allocation should always align with the school’s overarching goals. Whether it’s about boosting net tuition revenue or enhancing the student body composition, every decision must be strategic and well-planned. Remember, it’s not just about filling seats; it’s about creating a sustainable future for your institution.

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Are You Following Up Effectively to Turn Prospects into Enrolled Students?

Blog, Customer-centric, Marketing, Recruitment / Claude

Imagine this: A family walks through your school’s doors for the first time. They’re excited, hopeful, and a bit overwhelmed by the choices ahead. They leave the tour impressed but not yet convinced. What happens next can make or break their decision to choose your school. This is where the power of follow-ups comes into play. For enrollment management professionals, mastering the art of follow-up communication with the write touchpoint is essential to converting prospective families into committed members of your school community. According to McKinsey & Company the consumer needs 12 with your admission counselor, faculty, coaches, and administrators and dozens more with your branding and third-party websites. The Power of the Follow-Up A single interaction is rarely enough to make a lasting impression. Think of the follow-up as your second chance—an opportunity to reinforce your message, address any lingering questions, and build a relationship. It’s about showing families that you genuinely care about their child’s future and that your school is the right place for them. Why Follow-Ups Matter: Reinforcement: A follow-up allows you to reiterate the key points from your initial interaction, ensuring that the family remembers what makes your school unique. Addressing Concerns: It gives you a chance to address any questions or concerns that may have arisen after the initial meeting. Building Relationships: Consistent communication helps build trust and shows that you are invested in their decision-making process. Effective Follow-Up Techniques So, how do you ensure your follow-ups are effective? Let’s dive into three key strategies: timeliness, providing value, and being available. Timeliness: The Sooner, The Better Picture this: a family tours your school on a Monday morning. By Monday evening or Tuesday morning, they should receive a follow-up email. Timeliness shows that you value their time and are eager to assist. Example: “It was great meeting your family today! I wanted to share some upcoming events where you can see our community in action. Also, feel free to reach out if you have any questions.” Provide Value: Keep the Engagement Going Each follow-up should offer something new. This could be information about upcoming events, introductions to faculty members, or additional resources that might interest the family. Example: “We have a school play next Friday that showcases our students’ talents. We’d love for you to attend and get a glimpse of our vibrant community. Also, here’s a brochure with more details about our arts program.” Be Available: Open the Lines of Communication Ensure that families know how to reach you. Provide direct contact information and encourage them to ask questions or schedule another visit. Example: “I’m here to help with any questions you might have. Please don’t hesitate to call or email me directly. If you’d like, we can also arrange another visit to discuss specific programs in more detail.” Making It Personal Follow-ups are most effective when they feel personal. Do you understand the particularly problems, needs, wants, or desires they are trying to address? Avoid generic messages and take the time to tailor your communication to each family’s interests and needs. Mention specific details from your interaction to show that you were paying attention and genuinely care about their child’s future. Example of a Personalized Follow-Up: “Hi Smith Family, It was wonderful to meet you and Alex during your visit yesterday. I remember Alex was particularly interested in our robotics program. I’ve attached a brochure with more details and photos of our latest projects. Also, our robotics team has a competition coming up next month. We’d love for you to come and see them in action! Please let me know if you have any questions or if you’d like to schedule another visit. Best regards, [Your Name]” Insufficient Resources: Not an Excuse Claiming “not enough time” is an unacceptable response to enrollment challenges. The Admissions Office must be adequately staffed to stay current with market trends. In my experience with enrollment management, our greatest advantage was that our competitors failed to allocate sufficient resources for consistent follow-ups. The potential loss in revenue far outweighs the cost of hiring the necessary personnel to ensure enrollment success. By investing in a well-resourced Admissions team, schools can maintain a more competitive edge and increase the chance for a steady enrollment, ultimately safeguarding their financial stability and growth. Conclusion: Turning Prospects into Part of the Family Follow-ups are more than just a courtesy; they are a critical part of your enrollment strategy. By being timely, providing value, and making yourself available, you can turn a single interaction into a lasting relationship. Remember, the effort you put into following up with prospective families shows them that your school is not just another option but the best choice for their child’s education.

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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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Are You Navigating the Double-Edged Sword of Third-Party Sites?

Blog, Marketing, Recruitment, Social Media / Claude

Third-party sites can be a powerful ally or a formidable adversary when it comes to positioning your school’s brand. On one side, it offers a remarkable platform to showcase your school’s expertise and program excellence, enabling positive testimonials and immediate feedback. This feedback can provide valuable insights into what works well and what needs improvement. However, the other side of the third-party site’s sword is its potential to be a platform for spreading opinions about your school’s flaws and inadequacies. This aspect, particularly when the criticisms are unfounded, can be counterproductive and damaging to your school’s reputation. Understanding the Critique-Sphere Cheri Cross, former Director of Marketing and Communications at Northfield Mount Hermon, introduced the concept of the “critique-sphere.” This term encapsulates the environment where everyone can freely critique any product or service, including your school. This critique-sphere allows individuals to voice their opinions directly on platforms where prospective families are most engaged with your school, giving these opinions enormous potential to influence your brand perception. Within this critique-sphere, parents and students provide countless opinions on your school’s policies, events, procedures, faculty, and students. Unfortunately, many prospective parents and students do not critically assess this information or evaluate their child’s side of the formula, especially if it is endorsed by their peers. Who is correct and who isn’t ends up not mattering. In the fast-paced decision-making process, families often rely on these readily available opinions to form their judgments. Leveraging the Critique-Sphere Despite its challenges, the critique-sphere offers a significant opportunity for schools to bolster their brand by providing evidence that supports and promotes their premier educational offerings. Schools can engage with this critique-sphere either offensively and defensively: Offensive Strategy: Empower your stakeholder to actively contribute to third-party websites such as Great Schools, College Confidential-Prep Schools, Niche, or Boarding School Review. Share success stories, highlight unique programs, and showcase student achievements. By doing so, you can fill the narrative with your allies and position your school as a leader in education. Defensive Strategy: Monitor these platforms for negative feedback and address concerns promptly and professionally as you are able. Engage with critics constructively, offering solutions or clarifications. This approach not only mitigates potential damage but also demonstrates your school’s commitment to transparency and improvement. Building a Stronger Brand Investing time in managing your presence within the critique-sphere can significantly enhance your school’s brand position. Here are some steps to consider: Develop a Content Strategy: Regularly update your profiles on third-party websites with fresh content that highlights your school’s strengths and successes. Engage with Your Audience: Respond to reviews and comments, showing that you value feedback and are committed to addressing any concerns. Encourage Positive Reviews: Motivate satisfied parents, students, alumni, and teachers to share their positive experiences online. Educate Your Community: Inform your school community about the importance of critically evaluating online information and encourage them to contribute constructively to the critique-sphere. PeerPal – Part of the Arsenal Consider PeerPal as an offensive action. PeerPal is an excellent platform that allows students, parents, alumni, and teachers to make themselves available to speak with prospective parents. By strategically selecting and focusing on these individuals, you can create an immediate influencer group for your school. From this point, you can take this same group of disciples and ask them to post on third-party websites. If there are other groups like this one, please let us know in the comment section. Conclusion The internet’s double-edged sword presents both challenges and opportunities in positioning your school’s brand. By strategically engaging with the critique-sphere, schools can transform potential vulnerabilities into strengths, thereby securing a robust and positive brand image. As deans of enrollment management and heads of schools, leveraging these strategies can ensure your institution stands out as a beacon of educational excellence in the digital age.

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Are All Faculty Marketers?

Blog, Faculty, Marketing / Claude

In the evolving landscape of private Pre-K through 12th-grade education, the role of faculty support in school marketing has been a topic of much debate. Imagine you’re planning a grand event. You’ve got the caterer, the venue, and the perfect playlist. Now, would you hand over the invitations to just anyone, hoping they can eloquently convey the event’s significance? Probably not. Yet, in the evolving landscape of private Pre-K through 12th-grade private school education, many schools have done something similar by expecting faculty to double as marketers. This well-intentioned notion that “everyone is a marketer” often leads to suboptimal outcomes, undervaluing the specialized skills required for effective marketing and communication. For enrollment management professionals, heads of schools, and marketing and communications teams, it’s time to reexamine this approach and better define the faculty’s role in supporting marketing efforts. Let’s dive into why this matters and how to do it right. The Misconception of Faculty as Marketers Historically, schools have sometimes assigned marketing, communications, or admissions roles to faculty members, operating under the assumption that capable educators could seamlessly transition into these specialized roles. However, this approach frequently falls short of brand, revenue and enrollment goals. Marketing is a professional skill that demands training, strategic thinking, and experience. Just as not every educator can teach every subject effectively, not every faculty member possesses the innate or trained abilities to excel in marketing and communications. Faculty’s True Role in the Marketing Process Faculty shouldn’t be expected to serve as primary marketers. Instead, their role should be to support the marketing process through the following actions: Alignment with the School’s Unique Value Proposition: Faculty need to understand and buy into what makes their school unique. This includes internalizing key components of the school’s distinctive programs. At my previous school, we created long period classes – 90 minutes. We called it a block schedule, a concept common in public schools. Although our program wasn’t close to the public school block program, using that name caused families to perceive it negatively. When we changed the name to the College Model Academic Program, clearly outlined the features and benefits of the program for faculty and parents, and ensured faculty could articulate it effectively, we saw significant positive results. The program itself didn’t change, but by adopting the new language and better explaining their work, faculty helped us gain marketing advantages. Utilization of Marketing Tools: Faculty should leverage the tools and resources provided by the marketing team. When engaging with prospective families or stakeholders, they should use well-crafted marketing materials that highlight the school’s strengths. For instance, if there is a strong marketing campaign focused on interdisciplinary learning, faculty should incorporate this theme into their interactions and presentations during open houses or school tours. Faculty should avoid creating their own materials to present to families, as marketing is not their specialty. Facilitating the Test-Drive Experience: Prospective families want to “test drive” the school environment. Faculty play a critical role in this by offering insights into their teaching methods, showcasing classroom environments, and engaging with potential students and parents. At two of my previous schools, we offered Class Visit Days in every division. While this can be disruptive, it is the best way to give people a sense of what they can expect for their children. This direct interaction helps families gauge the quality of education and the school’s fit for their child. If the volume of visitors is too disruptive, schools can create mock classes to provide a similar experience without impacting current students; this isn’t as good of a choice. The focus should be on showcasing the engagement between teachers and students, interactions among students, and the rigor of the academic program. Serving as Ambassadors: Faculty should be enthusiastic ambassadors for the school. Their belief in the school’s mission and programs is contagious. When faculty are genuinely committed to and enthusiastic about their school, it enhances the credibility and appeal of the school to prospective families. Conclusion For enrollment management professionals, heads of schools, and marketing and communications teams, recognizing the distinct but complementary roles of faculty and professional marketers is crucial. Faculty should focus on their primary role as educators while supporting the marketing process through aligned messaging, utilization of marketing tools, and serving as authentic ambassadors for the school. By doing so, schools can enhance their marketing efforts, ultimately leading to increased enrollment of full-pay families and achieving their revenue goals. This approach not only respects the expertise of faculty but also ensures that marketing remains a professional domain, driving strategic and effective enrollment outcomes. By redefining and supporting the faculty’s role in marketing, schools can create a more cohesive and powerful approach to enrollment management, ensuring that every interaction with prospective families is a step toward showcasing the school’s true value and potential.

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Strategic Enrollment Plan: Are You Gaining Control Over Your Candidate Pool?

Blog, Enrollment Management High Level, Marketing, Recruitment, Retention, Uncategorized / Claude

Imagine you’re running a marathon. You wouldn’t just show up on race day without any preparation, right? Similarly, gaining control over your school’s candidate pool requires planned, consistent, and sustained effort. It’s about crafting a strategic enrollment management plan. Yet, can a school meet its enrollment targets without one? Absolutely! Some schools rely on what I call the “serendipity enrollment management plan.” The Serendipity Enrollment Management Plan: They Need Us Serendipity happens when a combination of a dense population of age-appropriate students, many full-pay customers, brand position compared to other schools, or poor public school options leads to successful enrollment outcomes. There is probably a good educational product too. These schools may not need to advertise as much, adjust their programs to the needs of the customer, pay attention to pricing, renew their marketing materials regularly, or even hold customer-centric events to attract families. Do these schools understand why they are so fortunate to have such a strong enrollment position? The Reactive Approach: A Costly Gamble Most schools operate on what I call “reactive enrollment management planning.” They respond to problems as they arise. If there’s a clear concern, they might allocate additional resources for marketing or recruiting initiatives. When it gets really bad, they call someone like me in to help them recruit more full-pay families. I rhetorically ask my clients, “Why did it take 5 years for you to notice that your net tuition revenue was shrinking each year?” They are more than likely failing to recognize the root issues—quality of teachers, curriculum excitement, inadequate customer relationships, and inadequate facilities, usually compared to the public school options. Take, for instance, a school with a 20% attrition rate. (I know one of these schools.) Every year, this school sets a budget that includes enrolling additional students after the school year starts. Addressing the attrition problem directly through a retention program, which includes data collection, would save valuable resources. Reactive planning, while sometimes necessary, is far more costly in the long run. Building a Strategic Enrollment Management Plan Whether you’re currently thriving or struggling in the admissions process, now is the time to develop a strategic enrollment management plan. Here are some steps to get you started: Define Your Objectives: What is the demographic make-up you seek? Your enrollment management objectives should align with the optimal student body you envision. For instance, you might need specific types of students in different divisions—athletes in the upper school, charismatic children in the lower school, or affluent families to support your capital campaign. Identify and Attract Your Target Students: Establish marketing strategies that appeal to your desired student body. Schools often bristle at the idea of focusing on full-pay families. However, most of a school’s revenue is generated from this group. If you were trying to build a strong basketball team, would you just focus on bodies or would you focus on students who possess the skills you’re seeking? If you need revenue, you need to focus on full-pay families. Involve the Entire School: Every aspect of school life affects enrollment, from the appearance of the campus to conversations with the business office to the quality of the educational program. Everyone must contribute to the strategic plan. If the head of school isn’t leading this charge, doesn’t understand how to lead it, or doesn’t listen to the voice of the admission people, it’s probably not going to work. Evaluate Your Plan: Set up a system to measure the effectiveness of your enrollment management objectives. Regular evaluations will help you make necessary adjustments. Focus on Retention: Treat each year’s enrollment as starting from zero. A strong retention plan is essential and should involve every department, not just the admission office. It actually annoys me when the admission office is responsible for monitoring retention. The accountability should lie with the people responsible for the quality of the program. If the admission office oversees the quality of the program, then it makes sense. A strategic enrollment management plan is your key to success. It helps you allocate resources more effectively, orchestrate your student body better, improve brand recognition, and respond to marketing conditions proactively. Best of all, it puts you in better control of your candidate pool, turning potential crises into opportunities for growth. So, don’t wait for enrollment issues to force your hand. Embrace a strategic approach, involve your entire team, and take control of your school’s future.

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This Doesn’t Work: “I’m Calling to See If You Have Any Questions”

Blog, Customer-centric, Recruitment, Uncategorized / Claude

Most schools should be in the business of chasing prospective families. At NMH, we used Unbounded360 to identify them early in the Admission Funnel, then the chase began. The hardest part of training someone to make those calls is to stop using the opening line, “I’m calling to see if you have any questions.” The primary goal is to engage prospective families effectively, ensuring they feel understood, valued, and eager to discover more about your school community. While this statement may seem polite and open-ended, it lacks the strategic intent and personalization necessary to foster connections. Frankly, it doesn’t encourage that busy customer to stay on the line with you. The Problem with “I’m Calling to See If You Have Any Questions” Lack of Personalization: When reaching out to prospective families, personalization is key. The phrase “I’m calling to see if you have any questions” comes across as generic and impersonal. It does not demonstrate that you have taken the time to understand their specific interests, concerns, or needs that you should have gleaned from their inquiry form. Families are looking for a school that sees them as unique individuals, not just another name on a list. Passive Approach: This phrase adopts a passive stance, placing the onus on the prospective family to drive the conversation. Many families may not know what questions to ask or might be hesitant to voice their concerns. Plus, they are busy, and wasting time is not on their agenda. It is the admission counselor’s responsibility to guide the conversation, proactively addressing the family’s potential concerns and highlighting the school’s unique value propositions. Missed Opportunity for Engagement: Calling to “see if you have any questions” often results in a one-sided interaction where the prospective family may respond with a simple “No, not at the moment.” This closes the door in your face. Instead, focusing on interactive and insightful conversations can help build rapport and trust. Effective Alternatives for Engaging Conversations To foster stronger connections with prospective families and enhance their perception of your school, consider the following alternatives: Understanding the Customer: What information do you have about them? What did you learn from the inquiry form? Did the parents or student complete a statement? Did you or someone else interview the family, and do you have notes? What are their pain points or reasons for not going back to their local public school? Tailored Questions: Ask questions that reflect an understanding of the family’s needs and concerns. For example, “I know you mentioned earlier that you’re looking for a strong arts program. Could you tell me more about what you’re hoping to find in an arts curriculum?” If it’s a public school family, “Why are you thinking about leaving your public school option?” This invites the family to share their expectations and opens the door for you to address them directly. Sharing Success Stories: People connect with stories, so share success stories of current or former students whose experiences relate to their situation. “I have a story to share with you that reminds me of your situation. Do you have time to hear it?” Almost everyone is going to say “yes.” People love stories. Proactive Insights: Share specific insights about your school that align with the family’s interests. For example, “I wanted to share how our advanced STEM program seems to align well with your child’s passion for science and technology.” This approach shows that you have done your homework and are genuinely interested in their child’s education. Highlighting Unique Features: Use the conversation as an opportunity to highlight what sets your school apart. For instance, “I wanted to discuss our unique approach to personalized learning and how it can benefit your child.” This not only informs but also excites prospective families about the possibilities at your school. Offering Valuable Information: Provide valuable information that can help families in their decision-making process. For example, “I wanted to send you our latest guide on preparing for the transition to a new school, which includes tips from our experienced faculty and current parents.” In the competitive landscape of private school enrollment, every interaction with a prospective family counts. By moving beyond the generic “I’m calling to see if you have any questions” and adopting a more proactive, personalized, and engaging approach, you can significantly enhance your school’s appeal and build stronger, more meaningful connections with prospective families. Remember, it’s not just about answering questions; it’s about creating a lasting impression and demonstrating the unique value your school offers.

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Maximizing Student Retention in Pre-K to 12 Private Schools

Blog, Customer-centric, Educational Program, Retention, Student Composition / Claude

In the landscape of Pre-K to 12 private education, the dollar value of each student is incredible, and student retention will dictate the amount of effort it takes to achieve full enrollment the following year. Schools that encompass all three divisions—elementary, middle, and high school—face unique challenges and opportunities in maintaining student engagement and satisfaction throughout a student’s educational journey. This article provides actionable tips to enhance retention rates and highlights the pivotal goal of building discipleship among your constituents. Foster a Sense of Belonging Cultivate School Spirit Across Divisions: Promote a unified school spirit that resonates from the youngest pre-kindergarten students to graduating seniors. This can be achieved through all-school events, spirit days, and traditions that bind the community together, making each student feel part of something greater than their individual experiences. Make the responsibility of the events expand by grade level so that the younger students will look forward to being a part of the traditions held by the older students. Smooth Transitions Between Divisions: Ensure seamless transitions from elementary to middle school and middle to high school. The move to the next division offers a great opportunity for families to change schools. Therefore, it is a critical time to have your strongest retention programs in place. As you prepare your retention programs, ask yourself, “What have we provided to the returning students that the new students didn’t get?” For example, lower school research skills, middle school maker space exposure, and upper school independent studies. You are selling the growth and development that the next division will offer. What is the thread that binds the three divisions? It should not feel as though they are going to a completely different school when they change divisions. The Program: You should offer orientation programs, buddy systems, and transition workshops that can help students and parents navigate these changes confidently, reducing anxiety and fostering continuity in their school journey. Don’t ignore the transition from grade to grade either. For example, you should have an opportunity for second-grade parents to see what they can look forward to in third grade. Enhance Academic and Extracurricular Engagement Individualized Learning: How have you been doing in providing individual attention to your students? Have you been sharing what you do with parents in a way that makes them want to come back for more? How have you used parent-teacher conferences to demonstrate that you really know and care about your students? Diverse Extracurricular Opportunities: Are your activities lists building as the students are getting older? Do the offerings make sense for your market? Offer a wide range of extracurricular activities to cater to varied interests. From sports and arts to robotics and debate clubs, providing diverse options allows students to explore their passions, develop new skills, and form meaningful connections with peers and mentors. What is your process for getting students involved in these activities? Do your parents know the strategy that you use? Student Support Services Comprehensive Counseling and Academic Services: A robust counseling program is vital. Academic advisors, college counselors, and mental health professionals should work collaboratively to support students’ academic goals, personal development, and emotional well-being, particularly post covid. Regular check-ins and accessible support systems can significantly enhance student satisfaction and retention. Provide resources for academic support, such as tutoring centers, study groups, and after-school help sessions. These programs can assist students who may be struggling and ensure they receive the support they need to succeed and feel confident in their abilities. All of these services are about understanding the needs of the students. Even if a family isn’t using them, it says something about your care for their children. Build a Strong Community Parent and Family Engagement: Actively involve parents and families in the school community. At some schools, parent networking and socialization are of utmost importance. Foster it too. Regular communication, family events, and volunteer opportunities can help build a strong partnership between the school and families. Inclusive and Diverse Environment: Promote an inclusive culture where diversity is celebrated. Initiatives that highlight different cultures, perspectives, and backgrounds can enrich the school experience and make all students feel valued and understood. Monitor and Adapt Feedback Mechanisms: Implement regular feedback systems, such as surveys and focus groups, to gauge student and parent satisfaction. Actively listening to their concerns and suggestions can provide valuable insights into areas needing improvement. Take action and communicate to parents about what you have done. Data-Driven Decision Making: Utilize data to inform strategies and track the effectiveness of retention efforts. Monitoring attendance, academic performance, and participation in school activities can help identify at-risk students early and tailor interventions accordingly. Depending on advisors to do this is inconsistent and sometimes ineffective. How do you provide accountability in your monitoring system? In the competitive landscape of Pre-K to 12 private education, student retention is not just a metric but a mission-critical strategy. Maximizing student retention means significantly reducing the effort and costs associated with re-enrollment while also fostering a stable and thriving school community. By implementing a comprehensive retention strategy that focuses on fostering a sense of belonging, enhancing academic and extracurricular engagement, providing robust student support services, building a strong community, and continuously monitoring and adapting based on feedback and data, schools can create an environment where students and families feel valued, supported, and motivated to remain part of the school community. Think to yourself, are we doing what we need to do to build disciples among our families?

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Why Competing with Public Schools is Easier than Competing with Walmart

Blog, Marketing, Recruitment, Uncategorized / Claude

According to the National Center for Education Statistics (NCES), in the fall of 2021, approximately 4.7 million students were enrolled in private K-12 schools, representing about 9% of the total student population in both public and private schools. In comparison, public schools enrolled around 48 million students during the same period (NCES). This data shows a stable trend in private school enrollment over the past decade, with some fluctuation caused by the pandemic. When it comes to private schools, the bulk of your competition comes from public schools. But here’s the kicker: competing against public schools is much easier than going head-to-head with giants like Walmart. We are lucky! The Advantage of Limited Expansion Think of Walmart as a snowball rolling downhill, continuously growing and drawing in more customers. Its capacity to expand is almost limitless, often taking customers from competitors like Target, Home Depot, or Krogers. On the other hand, public schools don’t grow as readily. Even the best public schools are likely to pack more students into existing spaces rather than expand significantly. Funding constraints, especially for programs that don’t boost state-wide exam scores, further limit their ability to grow. The largest branded private school competitors in your market don’t have the Walmart mindset either. They limit their numbers. They are unlikely to double their enrollment over the next five years or move up more than 1-3% in any given year. That gives you an opportunity. You just have to understand who the true competition is. To compete effectively, you, as the underdog, need to understand what you are up against. Focused Marketing: Know who you are competing with. You aren’t competing with the school that 75% of the time wins in the overlap. That’s no competition. You have two targets: the private schools you can beat 45-60% of the time and the public schools. Understand the Customer: What are the needs of the families who are weighing private and public schools as an option? Remember every year, you have an opportunity to change their choice. How do you help them understand what they are missing out on? Highlighting Individual Attention and Unique Opportunities: Against the public schools, at the least, you are going to outline the individual attention and, in many cases, the opportunities that enable students to reach their potential. Against both the private and the public school, you are highlighting your uniqueness. How do your offerings solve the educational problem of the customer? In the realm of private K-12 education, understanding your competition and leveraging your unique strengths is crucial. Public schools, while numerous, are constrained in their growth. For the private school market, remember, it’s not about competing with every school out there—it’s about identifying where you can win and doubling down on those areas. In this strategic battle, your greatest asset is your ability to provide a tailored, high-quality educational experience that public schools simply cannot match. Against the private schools, it’s all about your differentiation. Stay focused on the right targets and feel lucky that the board expectations around your enrollment isn’t the Walmart model.

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Reflecting on 34 Years in Enrollment Management: The Five Pillars

Blog, Customer-centric, Five Pillars, Marketing, Recruitment, Uncategorized / Claude

After a fulfilling 34-year journey in the field of enrollment management, culminating in my role as the Dean of Enrollment at Northfield Mount Hermon School, I am excited to announce my retirement. It has been an incredible experience, one that has shaped me both personally and professionally. As I step away from my current role, I am eager to embark on a new adventure: consulting with Enrollment Management for Schools (www.emforschools.com). Throughout my career, I have had the privilege of working with countless dedicated professionals and witnessing firsthand the evolving landscape of education. As I transition into this new chapter, I am committed to continuing my work in this field, helping schools navigate the complexities of enrollment management and fulfill their mission In my years of experience, I have experimented with a number of models for enrollment management professionals. In 2010, based on the work of Sean D’Souza, I developed and taught a model that I believe can greatly benefit schools striving for excellence in enrollment management. Known as the Five Pillars, this framework encapsulates the core principles that have guided my work and can serve as a roadmap for schools aiming to enhance their marketing and recruiting strategies. While some of you are familiar with these concepts and have taken the course that I offered with AISAP, I hope this article serves as both a reminder and a resource for those who are new to it. Customer-Centric Approach: Understanding the specific challenges, needs, and problems faced by potential customers—students and their families—is the first step toward creating a successful enrollment strategy. This approach doesn’t fit into our mindsets. We take the school-centric approach, a “build and they shall come” or “take it or leave it” methodology. Demonstrate Expertise: Schools must show they are the best choice not just by saying it but by proving it through examples of excellence. Outstanding teaching, unique programs, and exceptional results are all part of demonstrating expertise. The goal is to start solving potential students’ educational problems even before they enroll. Solving the Customer’s Problem: Identifying why a family might consider leaving a free public school for a private option is essential. Schools must demonstrate that they can meet specific educational needs, showing that they provide a solution that aligns with what the family is looking for. Justifying the Cost: Proving that the education and benefits provided by the school are worth the tuition cost is vital. Beyond showcasing success stories like college placements, schools should collect various forms of evidence to highlight their value in meeting educational goals. Creating Disciples: Turning satisfied parents and students into advocates for the school is the final pillar. When people strongly believe in the value of the education they’ve received, they are likely to share their positive experiences with others, effectively promoting the school. Your brand will be secured. Schools who invoke the Five Pillars strategy in their marketing and recruitment efforts will find themselves formidable against the competition. Furthermore, a school who incorporates the Pillar mindset within their program to support current students and families needs will be almost invincible. Looking Ahead: Continuing the Journey as a Consultant While I am retiring from my role at Northfield Mount Hermon, I am not stepping away from the field entirely. Through Enrollment Management for Schools, I will be available for consulting, eager to share my knowledge and experience with schools seeking to improve their enrollment strategies. I look forward to this new chapter and the opportunities it brings to continue making a positive impact on the field of education. Thank you to all my colleagues, students, and their families who have been part of this incredible journey. I am excited about the future and the chance to support schools in their pursuit of excellence in enrollment management.

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