Transcript Slide 1

A Critical Partnership: The
Board, Head, and Director of
Admission
Susan Nelson – Head of School
Leo Marshall – Director of Admission and Financial
Aid
The Webb Schools, CA
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1.
There are vastly different and more serious
challenges than ever;
2.
The Admission Office is the single largest revenue
stream;
3.
Students define the school;
4.
The roles of Head, Board, and DOA are changing as
a result;
5.
“Lemming marketing” still prevails among
boarding and day schools;
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Lemming
Marketing
A persistent and
disastrous need to
do what everyone
else is doing even
though they are
heading over the
precipice wasting
time, money, and
energy with little
result.
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6.
We are facing an increasingly a confused and
misguided population of millennial parents which has
been exacerbated by economic conditions;
7.
We need to rethink and redirect the energies of the
admission office;
8.
We need to engage the full possibilities of the “new”
media;
9.
The old way of using financial aid dollars as an
enrollment management tool has to change;
The international population is not going away and will
grow. We must adjust to their needs and cultural
imperatives
10.
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1.
Statistically, what type of student do we attract and serve
well?
2.
Is this population increasing or decreasing? If it is
decreasing, are we responding appropriately?
3.
What other student groups might we consider serving? Are
they a good fit for our mission, or are we merely looking to
increase enrollment?
Are we prepared to invest the necessary resources not only
to recruit but also to retain students?
4.
5.
Do we know why attending our school costs so much?
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What steps have we taken to reduce the rate of student
attrition?
6.
7.
Have we conducted a tuition-pricing study to determine
how projected tuition increases affected studentpreferences( for independent schools we can substitute
“family choices” for “student preferences”.
Do we have solid data to help us determine whether we are
in danger of pricing ourselves out of the marketplace?
8.
Have we built a valued brand in the marketplace ahead of
planned tuition increases?
9.
Source: NAIS - Accountability and Demand: Financial Sustainability for Independent
Schools
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Trends are the future that’s
already happened
- Peter Drucker
BOARDS OF TRUSTEES
are more strategic;
must make data-driven decisions;
must be agile and creative;
must be policy partners;
are judged on their performance and the school’s
performance, not on their individual power or prestige
in the community
6. Their Committee on Trustees is less interested in
personal connections and more interested in attracting
the talent and treasure they need to meet strategic
goals
7. Have greater team work with the Head of School and
the senior staff and more respect for the
professionalism the senior leaders bring to the school
1.
2.
3.
4.
5.
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1.
2.
3.
4.
5.
6.
Expect clear, comprehensive reports on “what’s
important”;
Establish and support the mission;
Know the facts about the school and the
admission process;
Work with Head, admin, and faculty to define
general student body composition and profile
goals;
Help the head inform the “tricky” situations, e.g.
sibs, legacies, high profile candidates;
And…..stay out of the Admission Office!
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Heads of School are challenged
to focus more energy outside
school than in.
THE HEAD OF SCHOOL
Is more CEO than Master Teacher.
Must lead not manage.
Hires, mentors, & utilize outstanding
senior administrators.
4. Articulates institutional
mission & strategic goals
frequently and in a
compelling manner.
Provides & fosters autonomy
and accountability.
5. Be a collaborative,
creative partner
1.
2.
3.
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Provide guidance on what kind of students to select.
Have clear enrollment goals – establish a hierarchy of
“tradeoffs”.
3. Clarify publicly to other administrators and faculty the
expectation of cooperation with the Admission Dept.
4. Provide opportunities for the DOA to speak and make
presentations at faculty meetings.
5. Encourage the Board to invite the DOA to present at least
once or twice per year at board meetings.
6. Include DOA in setting tuition and financial aid budget.
7. Include DOA in critical communications with constituents.
8. Keep DOA informed about school operations and
issues…no surprises.
1.
2.
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The Director of Admission
1.
Is not a gatekeeper.
2.
Is an educator first, marketer last.
3.
Must watch the waves not the beach.
4.
Strategizes first, markets later.
5.
Has razor sharp focus.
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1.
2.
3.
4.
5.
6.
Understand and support enrollment goals of
school.
Collaborate with Head and Board to develop
admission and marketing strategies.
Provide Head and Board with clear, unbiased
view of the environment.
Assure there are no surprises.
Provide parents with a clear understanding of
how the process of admission works.
Be a critical voice in pricing deliberations.
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Report to the Head Bi-Monthly
Head and Director must agree on what Board
needs to know
3. Written Report to the Board 3x per year
1.
2.
1. Early Fall – Analysis of Previous Year; Strategies for
upcoming season
2. Mid-Year – Brief update on activities and numbers
3. End of Year – Share the successes and challenges
4.
5.
6.
Keep reports brief and to the point
Know the data!
Anticipate questions!
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1.

Strategy focuses on value creation
Students, parents, faculty, the community
2.
Strategy starts with collective ambition and
collective capability
3.
Admission/marketing Strategy begins with
agreements:
 Who to recruit and Why
 Where to recruit and why
 Who do deploy and why
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1.

Agreed upon standards and relative
weight of admission criteria
Grades, sending school, program, testing, recs,
interviews, other
Agreed upon student profile
Treatment of siblings and
legacies
4. Special need candidates
5. Special talent candidates
2.
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1.
Create a well-designed and disciplined approach to
communication with current parents
2.
Internal cooperation is essential to a strong
marketing orientation for the whole school
3.
Develop and adequately fund a professional
admission and marketing staff
4.
Great schools market on their differences not
similarities. Know what yours are!
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1.
The DOA and CFO/Business Manager- a critical
relationship.
2.
The DOA is a member of the Finance Committee.
3.
Financial Aid is an enrollment management tool
4.
The Board develops FA policy and establishes
discount rates with the input of the Head and
DOA.
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Susan Nelson – [email protected]
Leo Marshall – [email protected]
Bennis, W. & Biederman, P.W. (1997). Organizing Genius: The Secrets
of Creative Collaboration. Reading, MA. Perseus Books.


Collins, J. (2001). Good to Great. New York. Harper-Collins.
Drucker, P.F.(2002), The Effective Executive. New York. Harper
Collins

Kotter, J. (1996). Leading Change. Harvard Business School Press.
Boston.

Kouses, J.M. & Posner, B.Z. (1997). The Leadership Challenge. San
Francisco. Jossey-Bass.

Lipman-Bluman, J.& Leavitt, H.J. (1999). Hot Groups: Seeding Them,
Feeding Them, & Using Them to Ignite Your Organization. New York.
Oxford University Press.

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