Educating children is the core purpose of our independent schools. Having the appropriate number and mix of students is foundational to a school’s health. The vast majority of independent schools are tuition-driven. While these three statements are undeniably true, the data suggests that some school leaders do not fully understand them or their own responsibility in ensuring healthy admissions.
The present predicament of low enrollments at many NAIS schools has occurred in other decades—the late 1970s saw many schools close, particularly small boarding schools. After the 2008 financial downturn, some experts began to tout the concept of “tuition discounting.” A number of colleges and prep schools began to embrace this concept as a solution to weak enrollments. However, this practice can prove destructive to a school’s overall “bottom line” (i.e., Net Tuition Income). Further, once it has begun, the practice is very hard to reverse. And it places the emphasis—and responsibility—in the wrong place: on enrolling the students already in the admission pipeline rather than creating markets with mission-appropriate full-pay students…and then retaining them. This is the essence of enrollment management.
The decline in enrollment over the past decade was reversed—temporarily—due to the impact of COVID-19. Many families turned away from their local public schools, which were mandated to remain in virtual mode, and moved their children to schools that could make independent decisions. Many schools sighed in relief at the meaningful bump in their numbers.
However, the high marks of 2021 are fading, especially in markets where there is a saturation of independent schools. Due to voucher programs in many states, greater access to religious-based schools that offer lower tuitions, and increasing restrictions on visa access for international students, many NAIS schools are struggling to maintain healthy enrollments.
We would postulate that the three key elements for a healthy school with a strong admissions profile are:
- A clear and compelling mission and core values that all community members embrace.
- A head of school who is an effective, authentic, and compelling storyteller about the virtues and the future of the school.
- An admissions team with a sophisticated, energetic leader who truly embraces the challenge of attracting mission-appropriate full-pay students and the adage: “You have only one chance to make a first impression” (e.g., the website, multiple forms of communication, on-campus arrival, and the interview).
Enrollment management includes disciplined, genuine communication strategies and structures that build a healthy student community. It is also about being realistic about the school’s present reputation and market position, combined with developing policies to combat shortcomings. Strategic School Leadership has been successful in aiding schools to do just that.