I began my independent school journey in 2000 as a teacher at what is now known as Crossroads College Preparatory School (MO). Throughout my career, I have spent time as director of admission and director of enrollment management, both at Crossroads, and now serve as the assistant director of admission at Community School (MO).
When my title changed from “director of admission” to “director of enrollment,” I began to view my work through a wider lens, seeing both enrollment and retention as equal priorities. Recruiting students is vital, yes, but knowing when a student might not return and being able to intervene is equally important— it requires a deep understanding of the school’s dynamics and its connection to the student experience. For many schools, especially small schools like Crossroads, any student who did not return significantly impacted the attrition rate. And given that the cost of recruiting and enrolling a new student exceeds the cost of retaining a current one, especially when operating within a tight budget, it’s critical to focus equally on attracting new students and ensuring the success of our current ones.
Many schools don’t embrace the extent to which the director of enrollment should be involved in retention, thinking that enrollment officers should not be pulled out of their “lane” (which typically focuses on admission). While assessing the student experience requires more intentionality and time than most of us have, there are things we can do more regularly and consistently that will have a long-term impact on our recruitment and retention efforts. These are some of the actions that may help enrollment officers strike a balance between recruitment and retention.
Get to Know Students
Learn names. I once interviewed at a school and asked the administrators how they learned everyone’s name. They laughed and said, “Given our size, we don’t.” I knew it either wasn’t the right place for me, or I would accept the challenge (spoiler alert: I didn’t end up there). During my first few weeks working in enrollment at Crossroads, I invested considerable time learning students’ and family members’ names. I attended sporting events and cheered for students. I greeted them at the door, sat in classes, chaperoned events, and helped score contests, all of which helped me understand the student experience.
Add meetings to the calendar. Attending team meetings, student success meetings, evaluation meetings, and so on, can help enrollment officers learn about the students they’re admitting. Is there something to learn about students from a particular school or entry point? Might certain students have benefited from a summer program (academic or social) before starting? Is the school delivering what was promised during the admission process? Is the support system (advisory program, learning specialists, student-teacher ratio, access to teachers) meeting students’ needs? Answers to these questions can provide valuable insights into the admission process and the systems in place to support students once they are enrolled.
Meet with club and organization leaders. I learned a lot from sitting in on student meetings. Justice and equity were part of our mission statement at Crossroads, but at one Black Student Union meeting I attended during my first year, I heard stories about microaggressions and hurt in our community. I had viewed diversity, equity, inclusion, justice, and belonging as a strong part of our culture, but I left that meeting knowing that leadership needed to do more to ensure students felt valued, accepted, and loved. Students have a voice; it's our job to listen.
Get Involved with Other Parts of the School
Ask to join board meetings. The board is responsible for the school’s long-term sustainability. Being part of ongoing conversations about strategic priorities, even as a non-voting member, is very helpful as the person overseeing one of the school’s largest revenue sources.
Learn about where the money goes. I knew what families noticed on tours, the questions they asked, and the importance of presenting the school in the best light. Our building at Crossroads lacked the polish of some competitors, but I confidently told families we prioritized financial accessibility over aesthetics. Still, if we needed to spend for enrollment’s sake, I advocated for that. I had a strong relationship with the business office, and we often discussed how we might adjust priorities to support student success. Often, the head of school joined the conversation. The more an enrollment officer knows, the more their voice can shape change.
Support teachers and staff. They are the backbone of a school. Advocating for equitable pay and mental health days might seem outside the enrollment office’s purview, but teacher satisfaction is an essential part of student retention. When I was director of enrollment, I listened to teachers and supported them by attending classes, assisting with field trips, and suggesting topics for professional development. Most families don’t choose a school because of the CEO—it’s the teachers who win them over. I regularly thanked and recognized them. I reminded them they were all part of the enrollment office, even if they didn’t realize it.
Understand Enrolled and Prospective Families
Build relationships with parents. My door is always open. I greet parents by name and ask about their children and interests outside of school. Building relationships with parents helps me understand their priorities and the job they are hiring our school to do. This information helps to create better systems to develop and support students throughout their time at the school.
Gather family stories. Listening to individual stories is critical to understanding families as more than enrollment numbers. When families share their experiences, I look for alignment between what we say during the admission process and what we do on a day-to-day basis; this helps us identify areas for improvement as a school and clarify our messaging to prospective families. Every family deserves to be valued and seen, and their stories not only help shape how we present our school to prospective families but also give us insight into the student and family experience. Stories connect us, and growing a bank of them allows us to pull stories that resonate with prospective families based on their child.
Assess student needs for prospective families. St. Louis is fortunate to have many wonderful independent schools. Many of our area schools are members of Independent Schools of St. Louis (ISSL), a nonprofit association that promotes awareness of independent schools and their value, as well as offers opportunities for professional development and collaboration among member schools. Our goal is to work together to create the best experience possible for families navigating independent schools. While we are “competitors,” we all want to help families find the best school for their child. When I meet a family, I listen closely to learn about their child, what they’re looking for, and their hopes. If it sounds like another school may be better suited to meet the needs of their child, I encourage them to explore that option. Partnering with families may mean that at the end of the day, they land somewhere else, but if it means a better experience for their child, everyone benefits.
Remember Your “Why”
Most admission directors are thrilled when a family enrolls. That’s why it’s so hard to hear when a family is unhappy or on the verge of leaving. Sometimes it’s inevitable, especially with very young children, but we want our students to thrive. I entered the enrollment profession because I believed in the mission of Crossroads and wanted to share that with as many students as would benefit from its unique environment and close community.
I was also driven to increase accessibility and widen the reach of who could benefit from private school education. I wanted to help students and families find their place. This has always been my “why,” and on the busiest of days, I remind myself that I am working toward building something important for students and families.
I know that this job already exceeds the boundaries of the standard workweek, and here I am suggesting that we do even more. These ideas on the surface may seem time-consuming, but taking a holistic approach to enrollment and engaging deeply in student life can help schools and families succeed together. When we move out of our silo and into the fabric of the school, we can truly understand and improve the experience for the students we serve and those yet to enroll.