When working with schools that are facing particularly difficult enrollment challenges, I have found that an over abundance of “process,” or more specifically the utilization of misguided or outdated processes, is often one of the most significant hurdles to overcome. Of course an efficient and effective admissions office requires a clear set of protocols and guidelines that govern how applicants are attracted, vetted and enrolled. That said, there are times when the adherence to a specific set of processes, especially those that have been in place for a long time, can become crippling. In short, when an admissions team focuses more on cherished processes than on the goal those processes were originally designed to address, it is time for them to take a hard look at what they do and why they do it.
I worked with a K-8 school a few years back that at one time had been in high demand and had the luxury of being quite selective. As a result, they developed a set of protocols that made sense for that time and context. However, over the course of 20 years, market circumstances changed radically. The exodus of many large corporations from the area and subsequent demographic shifts, left the enrollment landscape considerably more difficult to navigate. The number of interested families that could afford the tuition plummeted and the nature of the applicant pool changed as well, as a large portion of the new applicants struggled with learning challenges and a range of moderate anxiety disorders. Unfortunately, although conditions on the ground had changed significantly, the traditional processes and protocols that had been in place since the good old days, did not.
The school required interested students in all grades to have two shadow days in order to ensure that a child was the right fit for the school. This decision was made during a time when the majority of the potential families were single income households. However, as local economic circumstances changed and the majority of homes rapidly became dual income households, a two shadow day requirement became a logistical burden for interested families. Additionally, the school also required four essays from 5th through 8th grade applicants and insisted that all faculty sign off on every applicant. In short, the protocols of the bygone era persisted and acted as obstacles to effectively and efficiently enrolling students in the present day.
While these are fairly extreme examples, they speak to the broader importance of constantly revisiting existing processes to ensure that they are up to date and accomplishing what is intended. While some schools have the benefit of being located in relatively stable demographic and economic locations, many others must contend with continuously shifting market conditions that require more flexibility, creativity and oversight. Recognizing this reality and embracing change when needed, is a vital tool in ensuring a school’s long term viability.
Written by Charlie Mugford
Managing Director