Enrollment Manaagement

What’s Weakening Your School’s Brand?

Blog, Brand, Communications, Enrollment Manaagement, Full-pay Families, Marketing, Recruitment / Claude

Years ago, I found myself in a fascinating conversation with a colleague. We were discussing Peter Pan, and the topic of Tinker Bell came up. Do you remember that part where Tinker Bell starts to disappear because people stopped believing in her? It struck me that something similar happens in our schools—our brand begins to fade when the people within our community stop believing in it. The Internal Struggle During my years in enrollment management, I’ve seen firsthand how schools can inadvertently weaken their own brand. One day, I was chatting with a teacher who confessed that even if she had the means, she wouldn’t pay full tuition for her own child to attend the school. Even if she had the money? This teacher worked within the school, their children were enrolled, yet they didn’t see the value that justified the cost. They’d accept the education at a discount. When this person speaks with our prospective family, what level of passion about the educational experience are they conveying to them? High Expectations from Full-Pay Families Full-pay families have high expectations. Many come from communities with excellent public schools. I recall a meeting with a family who compared our school’s college placement list with that of their local public schools. They saw similar outcomes and so they were questioning the necessity of a private school education. Yes, at least they were giving us a shot at convincing them. This scenario isn’t unique; I’ve encountered it multiple times, and it always underscores the importance of a strong, believable brand. Building Belief For our schools to thrive, we need a brand that every faculty and staff member can rally behind. It can’t just be marketing fluff—it has to be a lived experience. I’ve found that the most successful schools are those where the brand is not just a tagline on a website but a shared belief echoed by everyone in the community, at least almost everyone in the community. Here’s how I’ve seen it done: Develop Brand Differentiators: It’s crucial to identify and develop what makes your school unique. This isn’t just about claiming you’re different—the value of these differentiators must be apparent to everyone. Create Disciples: Share the greatness of your brand with your entire school community. You want to create enthusiastic advocates. I remember the time we held a series of workshops just for our staff to immerse them in our school’s story and successes. The shift in energy and belief was palpable. They wanted the language to speak about the program and it secured their beliefs. Consistent Messaging: Use the right words and make sure they are heard and used consistently. I’ve seen schools transform when everyone, from the head of school to the janitor, speaks the same language about their brand. Reinforce Everywhere: Beyond verbal communication, make sure your brand is prominently featured in all materials—online, in admissions packets, and development brochures. I’ve personally worked on campaigns where a unified message across all platforms led to a noticeable increase in community engagement and enrollment. Why It Matters Reflecting on these experiences, it’s clear that if we don’t actively highlight and strengthen our brand, we risk seeing it fade like Tinker Bell. With rising tuition costs, maintaining a strong brand position is more crucial than ever. Otherwise, full-pay families will start to question the value of your school, and that’s a tough position to recover from. And who can afford to discount their tuition any further than we already do just to get someone to come like that one teacher. In essence, believe in your brand, share that belief passionately, and make it a part of every interaction. That’s how you keep your brand strong and your school thriving. This journey of building and nurturing belief isn’t just about enrollment numbers—it’s about creating a community that genuinely values and champions what your school stands for. And that’s a journey worth every step.

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Are We Falling Prey to These Enrollment Killers?

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

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

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

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

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

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Enrollment Management, Admission, Marketing, Recruiting, and Branding: Let’s Look at the Definitions

Blog, Brand, Enrollment Manaagement, Marketing, Recruitment, Selling / Claude

I’ve found that understanding and mastering the core concepts of enrollment management, marketing, admission, and branding is crucial for success. Allow me to share my journey and insights into these essential elements, providing practical examples and explaining the value of each process in the enrollment journey. Enrollment Management Enrollment Management has been the backbone of my work, developing, orchestrating, and maintaining the quality and quantity of students necessary to achieve our school’s mission. It’s about optimizing value profile, value experience, image profile, selection, cost, competition, motivation, and environmental factors. Value: Effective enrollment management ensures a balanced and sustainable student body, aligning with the school’s mission and goals. It helps maintain stability and allows the institution to plan strategically for the future. Examples: Value Profile: I once highlighted a unique STEM program that set our school apart from competitors, attracting families seeking specialized education. Environmental Factors: When demographics shifted, we adapted by offering flexible tuition plans for diverse economic backgrounds, ensuring accessibility. Selection Process: We implemented a holistic admissions review, considering academic performance, extracurricular involvement, and personal essays, which helped us identify students who were a great fit. Marketing Marketing, for me, has always been about connecting the right students to our school with the right messages. It’s demonstrating an exchange of value while building long-term relationships. Key elements include program, price, promotion, place, people, physical evidence, and process. Value: Effective marketing creates awareness and interest in your school, driving inquiries and applications. It communicates the school’s unique value proposition and builds a strong brand presence in the community. Examples: I promoted a new arts initiative through social media campaigns and local community events, showcasing our strengths and drawing in families interested in arts education. We offered early bird discounts for families who enrolled by a specific deadline, creating a sense of urgency and boosting early enrollments. By using alumni success stories in our marketing materials, we were able to showcase long-term value and build credibility. Admission Admission has been a meticulous process, selecting students who align with our institution’s mission. It involves understanding whom the institution can best serve and implementing an evaluation process to match students and families with the school’s needs. Value: A robust admissions process ensures that students admitted are a good fit for the school, leading to higher satisfaction and retention rates. It also supports the school’s mission by enrolling students who will thrive in its environment. Examples: Evaluation Process: We conducted interviews and assessments to gauge a student’s fit beyond academic scores, ensuring a comprehensive understanding of each applicant. Faculty Engagement: Faculty join in groups to help assess students ensuring that we are on track in bringing in the students who will thrive. Diversity Goals: We set targets for enrolling students from various cultural and socio-economic backgrounds, enriching our school community and promoting inclusivity. Brand Brand is the promise we deliver to our consumers. It represents the value exchanged for their investment, combining what we deliver with what the consumer believes is being delivered. Value: A strong brand builds trust and credibility, making our school a top choice for prospective families. It differentiates our institution in a competitive market and reinforces our reputation and values. Examples: Promise of Excellence: We guaranteed small class sizes and individualized attention, setting clear expectations and assuring families of the personalized education their children would receive. Community Focus: We built a reputation as a nurturing environment where every student is valued and supported, fostering a sense of belonging and commitment. Academic Rigor: Positioning our school as a leader in college preparatory education through consistent academic outcomes attracted families looking for strong academic performance and future opportunities for their children. Financial Aid Financial Aid is not just support; it’s a strategic marketing tool to acquire the students necessary to achieve our mission. It effectively changes the value exchange ratio between the school and its consumer, who might not otherwise be able to afford it. Value: Financial aid makes our school accessible to a broader range of students, promoting diversity and inclusivity. It also helps attract and retain talented students who might otherwise be unable to attend. Examples: Merit Scholarships: We offered scholarships to top-performing students to attract high achievers, bringing in talented students who enhanced our academic environment. Need-Based Aid: Providing financial assistance to families who demonstrated financial need ensured accessibility and promoted economic diversity and talented students. Special Programs: Creating grants for students excelling in specific areas like sports or arts encouraged a diverse set of talents and strengthened specialized programs within the school. Selling Selling has been the direct process of persuading and convincing prospective students and their families to choose our institution. It involves personalized interactions, addressing objections, and highlighting the immediate benefits and unique features of the school. Value: Effective selling converts interest into commitment, ensuring that prospective families move from consideration to enrollment. It personalizes the enrollment experience and builds strong relationships with future students and their families. Examples: Personal Tours: Offering personalized campus tours with a focus on areas of interest to the prospective student provided a tailored experience that addressed specific interests and needs, increasing the likelihood of enrollment. Follow-Up: Implementing a robust follow-up system to address any concerns or questions after an initial visit kept the school top of mind and demonstrated responsiveness, building trust with prospective families. Benefit Highlighting: Deliver detailed presentations that highlighted the unique advantages of our school compared to competitors clearly communicated our strengths and differentiators, making a compelling case for enrollment. Recruiting Recruiting encompasses identifying, attracting, and engaging prospective students and their families. This includes outreach efforts, building awareness, creating interest, and fostering relationships. Value: Recruiting creates a pipeline of prospective students, ensuring a steady flow of interest and applications. It builds awareness and engagement with the school community, maintaining a healthy enrollment pipeline. Examples: Outreach Programs: Visiting feeder schools and community organizations to build awareness created a broad pipeline of prospective students and increased visibility in the community. Online Presence: Maintaining an engaging and informative website

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

Administrators, Blog, Enrollment Manaagement, Uncategorized / Claude

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

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Why I Want Private Schools to Close Quickly and Not Linger

Blog, Competition, Enrollment Manaagement, Marketing / Claude

The Ripple Effect of a Downward Spiral In the fiercely competitive environment for full-pay students, it might seem that I would welcome the closure of struggling schools for the potential gain of more students in my applicant pool. However, my motives for wanting schools to close quickly are rooted in a broader concern: the overall health and perception of the private school brand. Private schools currently serve about 11% of the school-age population, a critical base for families to understand and appreciate what a private education offers. When schools find themselves with few other private schools around, parents don’t understand the concept, because they don’t know others who have children attend them. This is particularly true for independent schools and even more so for boarding schools. When a private school begins its financial decline, the resulting drop in the quality of education tarnishes the reputation of all our institutions. Most consumers don’t distinguish between the various types and qualities of private schools; a failing school reflects poorly on us all. During my tenure in Rhode Island, I witnessed numerous parochial schools falter. These struggling institutions became examples cited by families as reasons to doubt the value of my private school and others as well. The Need for Swift Action It’s a leadership problem, and we don’t seem to have enough great leaders to run our private schools effectively. Once the downturn begins, the net tuition revenue starts to fall. Schools may recognize that it is a leadership problem, but by the time they do, they can’t afford to get a strong leader. Subsequently, they can’t hire the best teachers, the program quality declines, and the student body is no longer a good match. This process is typically slow, causing consumers to have poor experiences and to question the value of paying for their child’s education. This doubt spills over to all of our schools. Why can’t they just close quickly? Each independent school has a noble mission at its core. We exist for a purpose, but if a school’s mission seems to be failing and it is heading towards closure, it is better for the industry if it closes quickly. Prolonged struggles harm the brand and reputation of other schools. What to Do About It? I wish schools would pay more attention to the leadership they choose. They need not only good educators but also savvy business leaders. If they can’t get both, they should prioritize savvy business leaders; the ones who follow Jim Collins, “Good to Great” concepts. These leaders are more likely to ensure that the educational program is worth the cost, more so than a good educator ensuring that the educational program is worth the cost. What do you think we can do? Please write it in the comments section.

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