Can Enrollment Management Manage Enrollment Alone?
When ongoing or sudden enrollment attrition reaches a tipping point, the board is alerted through financial reporting, and the blame and responsibility fall on the enrollment management or the marcom departments. I see this repeatedly, and I disagree. The responsibility for enrollment retention is multilayered, and enrollment management and marcom teams have less power in retention than heads and boards may believe.
In a recent conversation with a Director of Admissions, I heard her frustration. She led a 6-person admissions team at a large school with boarding and day student populations. She was working with an outstanding marcom team, and the two teams collaborated brilliantly. Inquiries were up, and the yield conversion from accepted to enrolled was impressive, but she could not engage support from the Head of School to address the school’s 10% attrition rate from a systemic perspective.
This is not an isolated situation. In the October 2024 Pulse Perspectives Survey administered by SAIS, 47% of participating enrollment managers reported “Retention Strategy” as the number one capacity they sought to build. Without deep support, understanding, and empowerment from the Head of School, the Enrollment Manager can’t do much to combat attrition other than gather information and data about why families initially chose the school and why those same families are unhappy or leaving.
The marcom department can continue to send newsletters, coordinate parent communications, and promote the school’s events to its internal population, but it’s not enough.
The schools that have created the environment for 0%-7% attrition rate have these things in common:
They routinely survey or focus group parents, teachers, and students to learn more about how the program is perceived and experienced. Division heads deeply consider the results and work together to address the top repeating themes.
The Head of School prioritizes enrollment management in tandem with outstanding program delivery. One is not more important than the other, and one cannot be successful without the other.
Division heads have direct and specific responsibilities toward retention and enrollment management. They spend more time (more than they thought) on this part of their job.
The enrollment management team is likely to have hired staff to triage and track current parent concerns long before they become issues that lead to attrition or would otherwise arrive on the doorstep of the retention committee.
Faculty fears about negative interactions with parents are addressed, allayed, and supported with administrative or outside coaching. Faculty has direct and specific ongoing responsibilities for individual parent communication.
The school is clear and focused on its mission, philosophy, and program. Therefore, the academic and admissions teams can collaboratively assess the likelihood of each student’s success within their program. The division heads and teachers support those parameters in their admissions decisions.
To execute any of these initiatives, a school needs effective leadership, a clear vision, and, often, a shift in culture. If you are seeing more than 0%- 7% attrition, let’s explore the reasons for that together.
The author, Jill Goodman, is a consultant working with independent school leaders to advance their school’s mission, enhance their processes, and bolster their skills. Learn more about all services here.
Photo Credit: Unsplash
