Retention

Isn’t the Real Fear Not Achieving Our Mission?

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

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

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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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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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The Power of Storytelling in Communicating Your School’s Brand and Benefits

Blog, Customer-centric, Marketing, Retention, Uncategorized / Claude

Imagine a family walking through our school’s doors for the first time. Their eyes are full of curiosity, their minds buzzing with questions, and their hearts hoping they can find the perfect place for their child. How do we ensure that our message cuts through the noise and resonates deeply with them? Let’s explore how we can craft compelling messages and communicate the true value of your school to prospective families. The Power of a Compelling Message When you think about communication, you need to think about storytelling. Every family that walks through your door is on a journey, and they’re looking for a guide. Your job is to tell them a story where their child is the hero and your school is the magical place that helps them achieve greatness. Crafting the Message: Start with a Hook: Begin with something that grabs attention. Maybe it’s a success story about a student who thrived at your school or an exciting new program that sets you apart. Focus on Benefits, Not Features: Parents care about how your school will benefit their child. Instead of listing facilities, talk about how those facilities enhance learning and personal growth. Use Testimonials: Nothing is more powerful than hearing from other parents or students. Share testimonials that highlight the experiences and successes of current students and families. Imagine this: “At [Your School], we believe in nurturing each child’s unique potential. Just ask Sarah, a third-grader who discovered her love for science in our state-of-the-art lab. Today, she dreams of becoming an astronaut.” The Hero’s Journey: Making the Child the Star Every story needs a hero, and in your narrative, that hero is the child. Parents want to envision their child thriving, growing, and succeeding. Your storytelling should make it easy for them to see their child as the central character in an inspiring tale. Example: “Meet Jake, a shy kindergartener who joined our school last year. With the support of our dedicated teachers, Jake discovered his love for art. Today, he’s not only confident but also the youngest winner of the regional art competition.” Creating an Emotional Connection Facts tell, but stories sell. A well-told story taps into emotions, making the listener feel a connection with your school. When families feel this emotional connection, they’re more likely to choose your school over others. Example: “When Emma’s family moved to our town, she was anxious about starting a new school. But from the moment she walked into her first-grade classroom, she was welcomed with open arms. Our buddy system paired her with Olivia, a friendly classmate who showed her the ropes. Now, Emma and Olivia are inseparable, and Emma’s parents are thrilled with how quickly she adapted and flourished.” Highlighting Unique Programs Through Stories Your school’s unique programs are a significant selling point, but simply listing them isn’t enough. Weave them into stories that showcase their impact on students’ lives. Example: “Our innovative STEM program isn’t just about learning; it’s about doing. Take our seventh-grader, Liam, who used our 3D printers to create a prosthetic hand for his science fair project. His project didn’t just win the top prize; it changed the life of a local child who received the prosthetic. This hands-on experience ignited Liam’s passion for engineering, and he now dreams of attending MIT.” Using Testimonials to Strengthen Your Story Testimonials from current students and parents are powerful because they provide real-world validation of your school’s benefits. They add authenticity to your narrative and build trust with prospective families. Example: “Jessica, a parent of two students at our school, shared, ‘I was initially worried about how my kids would adjust to a new environment. But the teachers and staff were incredibly supportive. My son, who was previously struggling with math, is now excelling thanks to the personalized attention he receives. My daughter loves the after-school programs, especially the robotics club. We couldn’t be happier with our decision.’” The Importance of Personalization Personalized stories resonate more deeply because they show that you understand and care about individual experiences. Tailor your stories to address the specific interests and concerns of the families you are communicating with. Example: “During your visit, we noticed that your daughter, Lily, showed a keen interest in our music room. Did you know that our music program has helped many students find their passion? Take Sam, for instance. He joined our school with a love for music but no formal training. Today, he plays in the state youth orchestra and credits his success to the nurturing environment and excellent instruction he received here.” Try to Avoid This Approach It’s crucial to ensure that our administrators can effectively communicate our school’s story. I’ve encountered instances where administrators, despite being knowledgeable about our program, struggled to convey the essence of what we offer. For example, after one event, a senior leader sought feedback on their presentation. I advised them to incorporate storytelling to highlight the benefits of our teaching methods. However, they couldn’t make this shift. After another attempt, I had to remove them from the spotlight, with the head of school supporting my decision. Facts alone are not memorable and can come across as dull. Instead, storytelling is essential to engage and inspire our audience, making our message impactful and memorable. Conclusion: Transforming Information into Inspiration Storytelling transforms information into inspiration. It’s not just about telling families what your school offers but showing them the impact those offerings have on real students’ lives. By crafting compelling narratives, making children the heroes, creating emotional connections, and using testimonials, you can communicate the true value of your school in a way that resonates deeply with prospective families. Imagine this: A family leaves your school tour not just informed but inspired. They can see their child thriving in your environment, growing with each unique opportunity your school offers. That’s the power of storytelling. Use it wisely, and watch as your enrollment numbers grow and your school community thrives.

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Strategies for Supporting High-Achieving Students of Color in Private Schools

Blog, Educational Program, Retention, Student Composition / Claude

At NMH, we knew that supporting high-achieving academic students of color on financial aid through the Advancing Scholars and Leaders (ASL) program required us to address various barriers to success. These obstacles often stemmed from key stakeholders: parents, faculty, peers, and the ASL participants themselves. By implementing proactive strategies, we created a more inclusive and supportive environment, enhancing the school’s curricular and co-curricular programs and leading to exceptional college placements for our students. Let’s dive into the challenges and strategies for managing these four groups. Parents: Challenge: Many parents of ASL students may face unfamiliarity with the school’s guidelines and processes, which can hinder their ability to provide effective support. Additionally, some parents may feel privileged to have their child enrolled in the program and may hesitate to ask for additional assistance. Strategy: Provide comprehensive resources and guidance to parents, ensuring they understand the school’s policies, procedures, and available support. Foster a culture of openness and encourage parents to actively engage with the program by providing opportunities for dialogue, workshops, and personalized support. Faculty: Challenge: Despite the faculty’s commitment to supporting students of color, preconceived notions or unintentional micro-aggressions can create barriers to student success. Strategy: Promote awareness and sensitivity among faculty members through training programs and workshops. Address implicit biases and encourage a supportive and inclusive classroom environment. Foster open communication channels where students can express their concerns, and establish mechanisms for addressing any incidents of bias or micro-aggressions. Peers: Challenge: White peers may unknowingly bring their own agendas to the experiences of students of color. Their lack of understanding of cultural differences and potential micro-aggressions can create challenges for the ASL students. Being an inclusive students of color group we also had to pay attention to non-invited students of color. Strategy: Develop educational initiatives to foster cultural awareness and empathy among all students. Encourage dialogue and open conversations about diversity, inclusion, and equity. For the non-invited students of color participants, we emphasized that there were high expectations in the academics, participating in the most advanced classes and maintaining a grade point average of 3.5. This somewhat dissuaded other students of color from wanting to be in the program. Additionally, the ASL students were expected to engage in the program and didn’t isolate themselves from the other students of color. ASL Student or your students of color: Challenge: ASL students, despite their high academic performance, may face lower expectations due to being in the minority at a majority white private school. This can result in students setting low bars for themselves or feeling a lack of belonging. Strategy: Implement targeted support systems for ASL students, such as individualized mentoring, counseling services, and academic guidance. Emphasize their strengths, achievements, and unique perspectives. Set expectations for them, so they didn’t shoot low. Foster a sense of belonging through inclusive activities, recognition of their accomplishments, and opportunities for leadership roles within the school community. By actively addressing these challenges, along with the dedicated ASL advisor and supporting administration, you can ensure that students of color feel valued, supported, and empowered within the school community. Through open conversations, awareness-building, and a focus on individual student and parent needs, your program can create an environment where your students of color can thrive and reach their full potential. The weekly meeting and the group meeting allowed for role playing and discussion to ready the ASL students for challenges. These were done proactively and reactively.

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Isn’t the Real Fear Not Achieving Our Mission?

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

Maximizing Student Retention in Pre-K to 12 Private Schools

The Power of Storytelling in Communicating Your School’s Brand and Benefits

Strategies for Supporting High-Achieving Students of Color in Private Schools

EM:for Schools

ENROLLMENT MANAGEMENT FOR SCHOOLS