1 Affordability Strategies Scott Looney - sloon@hawkenAffordability Strategies Scott Looney - Head of School, Hawken School Connecticut Association of Independent Schools May 14, 2008

2 2001 1983 1965 1946 1929 1921 1900

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4 External Realities and Trends

5 Moody’s Independent School OutlookSlide courtesy of Pat Bassett, from “Financial Survivability: The Economic Meltdown –Brutal Facts vs. Unshakeable Beliefs

6 2007 = first net drop in income for top 5% in US census data going back to 1966

7 What’s happening over last ten years…Tuition up 30% in real dollars in 10 years Overall staff up 32% in 10 years Student teacher ratios getting smaller Financial Aid Dollars up 38%, but recipients up only 2% Attrition down overall 8% Enrollment up by 20% Giving up by 20%

8 Projected Population Growth by State

9 Net Migration by State

10 Connecticut Population Percent Growth: 2000-2008 and 2013

11 Connecticut Population in School Percent Growth: 2000-2008 and 2013

12 Connecticut Population by Race Percent Growth: 2000-2008 and 2013

13 Demographic Maps - ConnecticutPopulation from 1990 to 2004 Race Average Household Expenditure on Education

14 How Many Families Make That Much?Percentage of families earning $200K+ with school-age children US Boston Chicago Los Angeles 0-4 0.59 1.13 0.97 5-9 0.61 1.14 0.95 1.05 10-13 0.49 0.93 0.74 0.76 14-17 0.87 0.73 Total 2.2 4.07 3.4 3.51 Source: Mark Mitchell, NAIS Demographics Center,

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16 The Disappearing Middle ClassThe Middle Class: Dual Income (Source: Harvard Magazine, Feb, “The Middle Class on the Precipice”)

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19 Affordability Solutions

20 Affordability Challenge SolutionsMarket Value: Internally and Externally

21 Satisfaction Value = Cost

22 Benefits Value = Price

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24 Internal Marketing Reinforcing the value proposition for current constituents About dialog, not monologue Formalize listening Understand their needs, values and perspective About relationships and participation Creating a sense of community - belonging

25 Internal Marketing Intentional Commitment StrategiesHead of School Leadership Cultural shift…from tradition of modesty. Administrative Coordination Budget and Responsibility Market and Constituent Research Strategies Systematize and regularize internal communications Website (intranet) Ceremony and Tradition Gatherings and Meetings Volunteer training and empowerment Any other activity that increases awareness, community, belonging…

26 Internal Marketing Reinforcing the value proposition for current constituents VP for parents: ROI (tangible proof of success) & happy children VP for students: Belonging, achievement, opportunity VP for alumni: Linkage to their success, Relationships, Tradition, Brand Association VP for faculty: being valued for contribution, relationships

27 Parents want… Their children to be happy and successful(not necessarily in that order). The school to respond to their questions or issues immediately. Parents expect the class size which was advertised will be the class size their child experiences Parents want to know that the school is a good steward of their tuition dollars The reputation and prestige of the school to provide them justification to their friends of the expense.

28 Most Parents want measurable resultsStandardized test scores One of the ways the academic program is judged Many schools don’t see high test scores as a trophy to pursue so there is a conflict with parent expectations College Placement Many parents believe that attendance at a high tuition independent school is an implied warranty to the Ivy League Merit Scholarships to college Increasingly seen as an indicator of the academic and extra curricular strength of the student body

29 Reframing “Success” Provide the context and tools by which our constituents can more appropriately measure us. Helping families measure success, in ways that align with the school’s mission Understand that many families expect quantifiable data, don’t dismiss this need. Alumni success, satisfaction and accomplishment key to making the case. Benchmarking against alternative options (public, private, parochial)…ie. NELS study.

30 Percentage of students planning to earn postgraduate degrees by age 30Source: NAIS Report “Values Added: The Lifelong Benefits of an Independent School Education” and Cranbrook Schools Alumni Survey Classes 1980 to 2004

31 Percentage reporting more than 11 hours of studying per week during their senior year in High SchoolSource: NAIS report “Independent Schools: Preparing Students for Achievement in College and Beyond (HERI Report) and Cranbrook Alumni survey classes of

32 Teenagers in the United States 11,000,00020% who live in Midwest 2,200,000 25% who would consider leaving home 550,000 Research 4% who can afford boarding 22,000 25% who are Strong Enough Students 5,500 Outreach & Promotion Inquiries & Leads 1,084 Interviews / Visits 322 Recruitment Applicants 284 Evaluation Accepts 146 Marketing Yield 94 Enrolled Retention 69 Alumni

33 C A B Inquiries Inquiries Apps Apps Accepts Accepts Inquiries AppsEnroll B Enroll Inquiries Apps Accepts Enroll

34 Inquiries Admission Funnel Apps Accepts Inquiry Conversion Conversion(15% vs. 34%) Conversion Admission Funnel Apps Selectivity (admit rate) (72% vs. 51%) Selectivity Accepts Yield (53% vs. 63%) Yield Enroll Comparisons are with NAIS Day-Boarding Averages

35 Communications ContinuumQualified Students, Unaware of Your School Inquiries & Leads Awareness Interviews / Visits Comprehension Applicants Conviction Accepts Enrolled Action Alumni

36 MOST EFFECTIVE Personal Selling Sales –Promotion Publicity Advertising1,2,3,4,5,6, ,9, , , 14 Marketing Communications Hierarchy 1. One-to-one, face-to-face conversation 2. Small group discussion or meeting 3. Person speaking before a large group 4. Telephone conversation between two persons 5. Hand-written personal note 6. correspondence 7. Computer-generated "personal" letter (managed correspondence) 8. Article in institutional newsletter, magazines, etc. 9. Brochure or pamphlet sent out as a direct-mail piece 10. Mass-produced, non-personal letter 11. News in popular press (newspapers, radio, television, etc.) 12. Press Releases 13. Targeted Advertising in newspapers, radio, television,,etc. 14. Diffuse -Passive Advertising, (i.e. billboards,etc.) MOST EFFECTIVE MARGINALLY EFFECTIVE LEAST EFFECTIVE

37 ACTION CONVICTION AWARENESSPersonal Selling Sales -Promotion Publicity Advertising 1,2,3,4,5,6, ,9, , , 14 Marketing Communications Hierarchy 1. One-to-one, face-to-face conversation 2. Small group discussion or meeting 3. Person speaking before a large group 4. Telephone conversation between two persons 5. Hand-written personal note 6. correspondence 7. Computer-generated "personal" letter 8. Article in institutional newsletter, magazines, etc. 9. Brochure or pamphlet sent out as a direct-mail piece 10. Mass-produced, non-personal letter 11. News in popular press (newspapers, radio, television, etc.) 12. Press Releases 13. Targeted Advertising in newspapers, radio, television,,etc. 14. Diffuse -Passive Advertising, (i.e. billboards,etc.) ACTION CONVICTION COMPREHENSION AWARENESS

38 Communication Timing Data / Facts What Type of Information OurFamilies Want Type of Information What We Tend To Do Emotion Beginning End Time

39 3 4 1 2 Growth Opportunities Market Development (Diversification)New 3 4 Market Development (Diversification) Markets 1 2 Market Penetration Product Development Present New Products

40 Average and Median Household Incomes for Cranbrook’s Top Ten Day Student Communities vs. Michigan and U.S. norms.

41 Average and Median Household Incomes for Harrisburg’s Top Ten Day Student Communities vs. Pennsylvania and U.S. norms.

42 Cranbrook Harrisburg Academy

43 Affordability Challenge SolutionsMarket Value: Internally and Externally Proactively Attend to Student Retention

44 Campus Visits InquiriesStaff Time Grand Total Approximately = 64 hours One Student 1 Accepts 2.5 X 5 hours = 12.5 hours 2.5 Applications 4.1 X 5 hours = 20.5 hours 4.1 Campus Visits 5.5 5.5 X 3.5 hours = hours Inquiries 15.3 X 45 mins = 11.5 hours 15.3

45 Steps to Limiting Voluntary Attrition1) Establish a committee: Definite Members: Director of Admission, Academic Dean, Dean of Students, School Counselor and Business Manager. Possible Members: Head of School, Assistant Head. Chair: Director of Admission. 2) Foundation Information: Accurate consistent retention and attrition statistics a. Categories with consistent information: name, graduation year, reason for leaving (voluntary, involuntary, discipline, medical, academic), date enrolled, date departed b. Who will keep this data?…get it right!

46 Steps to Limiting Voluntary Attrition3) Meetings (regular) Retention Goals Enrollment Projections Enrollment Policy Examples: a) Counseling out policies b) year-end review process c) status switches; day to boarding, vice versa 4) Regular Reports to the Faculty a) Essential faculty education, their role in enrollment management b) Head of School’s Support 5) Year End Student Review Organize process so there are NO surprises: Another nightmare…the faculty creates 10 unexpected openings in June. Control the Process

47 Affordability Challenge SolutionsMarket Value: Internally and Externally Proactively Attend to Student Retention Moderate Tuition Growth Grow non-tuition revenue sources Reduce operating costs

48 Rise in Boarding Tuitions“The most powerful force in the universe… compound interest.” Albert Einstein

49 Rise in Day Tuitions

50 “More “Straight Talk:” The National Commission on theCost of Higher Education and its Implications for Virginia” Rita J. Kirshstein David A. Rhodes American Institutes for Research

51 Business Economics vs. School EconomicsA Business A School Price = Cost + Profit Price reacts swiftly to demand When demand is up, price goes up to maximize profit When demand goes down, hold a sale to avoid surplus inventory. Sales offers can be for short durations and can be changed easily Sticker price reductions are viewed by consumers as positive Pricing strategies reviewed and adjusted every quarter Can reduce payroll costs swiftly Cost = (Price – Discount) + Subsidy Price cannot react swiftly to demand When demand goes up selectivity and/or price can go up When demand goes down, tuition discounting used to avoid surplus enrollment vacancies Financial aid offers due to discounting is for years and cannot be changed easily. Sticker price reductions can be misinterpreted by consumers as a sign of weakness Pricing strategies reviewed once a year, but adjusted less frequently Cannot easily reduce payroll costs

52 School Funding Sources by Moody’s Rating

53 The PAVS Matrix Concepts affecting demand and affordabilityPrestige – The public perception of the quality of the school based on its historical reputation of preparing students for ‘success’ Affordability – the perception of the price of enrolling after considering any financial assistance from sources other than family. High affordability means a family thinks the school is within its means…low affordability is out of reach Value – the perception of what a family is receiving for the money it is paying, whatever the sum. Value results from a variety of factors including prestige and affordability Sacrifice – the degree to which a family is willing to forego certain things in order to devote a portion of its resources to school costs that otherwise could be used for other expenses, savings or investments. Courtesy of Marketing Independent Schools in the 21st Century, Chapter six, “The Affordability Dilemma” by Mark Mitchell

54 “Relative Demand” Matrix of PAVSPAVS Matrix Perceptions of School Qualities Viability Highest Demand Schools High Prestige High Affordability High Value High Sacrifice High Demand Schools Low Affordability Medium Value Medium Sacrifice Average Demand Schools Low Prestige Low Value Low Demand Schools Low Sacrifice Courtesy of Marketing Independent Schools in the 21st Century, Chapter six, “The Affordability Dilemma” by Mark Mitchell

55 Where does my school fall…A School’s price and approach to affordability should be in line with the school’s actual place in the PAVS Matrix…not the place to which a school aspires. It is hard for a school’s leadership to “own” their true relative ranking (when it is not the top one), as they are so personally fond of the school that their loyalty to the school blinds them to the relative prestige of the school. Tuitions at schools are often set in relationship to other schools that actually in a higher relative position. Pricing a school in relation to that of schools in different “relative demand” position is dangerous in the long term either risking enrollment shortages (usually) or leaving too much potential revenue on the table (rarely).

56 “Relative Demand” Based StrategiesHighest Demand: The Enviable Position. These schools have high prestige and high affordability…making them seem like a good value, regardless of their price. They have tremendous price inelasticity. Their strategy is to charge a very high sticker price and promote their need based aid program to keep qualified applicants in the pool. High Demand: These schools probably find it most difficult to diversify the student body. Since prestige is high, it receives many applications and may have waitlists, but because its affordability is low, only families with substantial resources can pay the price. They are very near (or slightly above) their price ceiling. This school needs to aggressively communicate the availability of financial aid and this school needs to market the value provided. Courtesy of Marketing Independent Schools in the 21st Century, Chapter six, “The Affordability Dilemma” by Mark Mitchell

57 “Relative Demand” Based StrategiesAverage Demand: Although less prestigious, this school is still considered just as affordable and may be more accessible. This school might have some difficulty diversifying socio-economically as higher income families may be less willing to attend due to the lower prestige perception. Those full-pay families have unlimited choice and are drawn to higher prestige schools. The solution for these schools may be to offer an incentive-based, merit oriented program in addition to its need based program to attract the wealthy, high achieving students who might enhance its prestige and widen its socioeconomic diversity. Low Demand: The most difficult position. It is neither prestigious nor affordable. Few will be willing to make a sacrifice to enroll here. These schools must work hard to enhance and communicate the quality of the school and its programs to persuade that it is worth the price. If successful at this strategy over time this school can eventually become a Tier II school. As a short term solution this school could adopt net tuition revenue strategies (discounting) to increase its affordability…even while its relative prestige is still low. Courtesy of Marketing Independent Schools in the 21st Century, Chapter six, “The Affordability Dilemma” by Mark Mitchell

58 Enrollment Demand, Price and Revenue**from "Liberal Arts Colleges: Thriving, Surviving or Endangered?": David W. Breneman The Brookings Institution Enrollment Demand, Price and Revenue* Demand High Tuition Price Tuition Revenue (High Tuition Low Enrollment) Tuition Tuition Revenue (Price X Enrollment) Low Tuition Tuition Revenue (Low Tuition, High FP Enrollment) Low FP Enrollment Enrollment Full Paying Students High FP Enrollment

59 Tuition for High Demand School to Match Moderate School’s Enrollment Tuition for Low Demand School to Match Moderate School’s Enrollment

60 One pricing approach….

61 Affordability Challenge SolutionsMarket Value: Internally and Externally Proactively Attend to Student Retention Moderate Tuition Growth Grow non-tuition revenue sources Reduce operating costs Use Net Tuition Revenue Accounting Push Enrollment Capacity

62 Full Paying Tuition Revenue

63 Full Paying Tuition RevenueOptimal Enrollment Full Paying Tuition Revenue

64 Full Paying Tuition RevenueOptimal Enrollment Full Paying Tuition Revenue

65 Unfunded Aid Full Pay Revenue FA Revenue

66 Unfunded Student Aid Full Pay Revenue FA FA Revenue Revenue Unfunded

67 Enrolled Yield Admits Applications

68 Admission AccountabilityQUALITY and composition of Student body: Academic, Diversity, Extracurricular. QUANTITY - Enrollment at optimal level (capacity). REVENUE -Net Tuition Revenue.

69 Financial Aid is not real money...Financial Aid is potential revenue lost. Unless a school is turning away qualified full paying students, in order to make a space for a student receiving financial aid, there is no revenue lost by admitting students who receive aid. In fact, financial aid students are a valuable source of revenue!

70 Is the glass half empty or half full?Net Tuition Revenue = the tuition remaining after the marginal cost of educating that student (receiving aid) is subtracted from tuition paid. Tuition = $20,000 but family only pays school $10,000 and the additional marginal cost to educate that child is $2,000. Net tuition revenue is $8,000. So, this student could be viewed as a $10,000 loss (traditional F/A accounting) or a $8,000 gain (net tuition revenue accounting).

71 Students on Aid are a source of income, not a cost to the school.Look at the tuition revenue (beyond marginal costs) generated by students on financial aid. In most schools, the revenue generated from families on financial aid is significant.

72 Cranbrook Upper School Financial Aid Revenue as % of Total

73 Spending more aid is fiscally responsible...“Capping the amount of unfunded student aid is not an option (for schools under capacity). And yet, that is precisely the type of move that college officials are tempted to try, ignoring the logic of the downward sloping demand curve. Capping unfunded student aid at some arbitrary percentage of the expense budget, unrelated to the demand curve, could result in lower enrollments and a loss in net tuition revenue.” David W. Breneman Liberal Arts Colleges: Thriving, Surviving or Endangered?

74 How do you move towards Net Tuition Revenue accountability?Prepare: ) revenue, enrollment and financial aid histories; 2) a financial analysis of the potential impact; ) a budgeting system. Work to get all constituencies (Admission, Business Manager, Head, Board) to understand concept. Assure them that this will make admission more financially accountable. Supply Head and Board with information necessary to accept tuition revenue and let go of traditional financial aid accounting.

75 Challenges of Net Tuition Revenue AccountingAccurate accounting of both tuition revenue and financial aid. Realistic two or three year enrollment and financial aid projections. Establishing the school’s true capacity, without increasing the fixed costs. Establishing the marginal cost of educating one additional student at your school. Getting the Admission/Financial Aid Director, Head, Business Manager and the Board to fully understand the concept and ramifications of NTRA.

76 Budgeting Spread awards across grades, don’t commit too much aid to younger students. Don’t spend too much of future years’ budgets. Have F/A goals or limits as to how many full, half, small, etc.... awards to be given. Create a system to track tuition revenue and F/A numbers accurately. (Go to spreadsheet).

77 Affordability Challenge SolutionsMarket Value: Internally and Externally Proactively Attend to Student Retention Moderate Tuition Growth Grow non-tuition revenue sources Reduce operating costs Use Net Tuition Revenue Accounting Push Enrollment Capacity Consider Merit Aid

78 Merit Scholarships Advantages:Gets talented families past “sticker shock” to apply for the “honor” of winning a merit scholarships…vs. the “shame” of having to ask for need based aid. Marketed correctly it will generate large numbers of new applicants…many of whom would not have considered applying to any of our schools. Many of the “runner-up” candidates will decide they want to enroll, even after they do not win the scholarship. Will add a good number of exceptionally talented students to our schools, thus increasing the prestige of the independent school industry in Ohio

79 Merit Scholarships Disadvantages:Could compete with need-based budget…thus setting up competition between socio-economic diversity and academic talent. Could trigger a merit aid “war” thus lowering all of our net tuition revenues Could be poorly perceived by our current students when they learn they are ineligible. Not applicable to some types of independent schools (LD, elementary only, etc)

80 Full Paying Tuition RevenueOptimal Enrollment Full Paying Tuition Revenue

81 Full Paying Tuition RevenueOptimal Enrollment Full Paying Tuition Revenue

82 Affordability Challenge SolutionsMarket Value: Internally and Externally Proactively Attend to Student Retention Moderate Tuition Growth Grow non-tuition revenue sources Reduce operating costs Use Net Tuition Revenue Accounting Push Enrollment Capacity Consider Merit Aid Market Affordability Align Aid Distribution with Institutional Needs

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85 Affordability Challenge SolutionsMarket Value: Internally and Externally Proactively Attend to Student Retention Moderate Tuition Growth Grow non-tuition revenue sources Reduce operating costs Use Net Tuition Revenue Accounting Push Enrollment Capacity Consider Merit Aid Market Affordability Align Aid Distribution with Institutional Needs

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87 22-Yr Avg Ann Chg in Aid Granted: 7.61%Economic Trends and Financial Aid 22-Yr Avg Ann Chg in Aid Granted: 7.61% 91-92: Avg Aid up 13.3% 02-03: Avg Aid up 13.1% Avg Apps up 6.5%

88 Key Learnings Anticipate and plan for spending rate increase for financial aid to be 1.5 to 2 times more than normal Important: This does not mean 1.5 to 2 times more in dollar amount; it means 1.5 to 2 times greater percentage increase in aid spending over a typical year Don’t be squeamish about the spike in financial aid you’re about to experience It’s what has helped schools weather the storm in the past It’s a natural consequence of downturn that more people will need more help In a most-likely scenario, the spike will only be necessary for a year

89 Dealing With… Decreasing Net Worth Job and Income LossRemind families that the application seeks a “snapshot in time” of current situation Lowered values will be considered in assessments if they complete the application correctly Restricted Access to Credit Not many families rely on credit to pay ind sch tuition Your Tuition Solution remains the sole player still providing K-12 tuition loans Job and Income Loss Work to get a projected income statement and documentation Use “provisional” or semester-based awards Follow up regularly for updated job status Unusual Expense Allowances View carefully case-by-case Allow more leeway if credit cards used to pay normal expenses due to income loss Count annualized monthly payments as unusual expenses

90 Key Features of SSS SSS Solution Suite offers comprehensive financial aid information Leading technology for financial aid processing to make your school run faster and smarter Web-based platform (for schools and families) SSS to collect your required tax and other documentation SSS will scan, index, and make documents available on the web within the application SSS will capture relevant information from required documents and present to schools for review

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94 Web-Based Platform Access SSS anywhere you can access the webThe site is password protected and secure Applications processed all year so financial aid awards can be made all year NAIS can make any updates to the system quickly Web-based platform talking points: Each school will have at least 2 logins but the final number has not yet been decided.

95 Web-Based Applicant Management

96 Document Handling Customize what documents you requireSSS will collect all documentation and indicate “complete” files All information sent to SSS is secure Documents are scanned within 48 hours of receipt Documents are kept in paper file throughout the school year then securely shredded Electronic files are retained indefinitely Document handling flexibility Family may send to SSS School may send to SSS School may scan and upload to family file (no data capture on this option) Document Handling Talking Points Customizable document requirements. If you want us to collect just the PFS we can. If you want us to collect the PFS, all tax forms including schedules, and your Financial Aid application, we can. SSS will have minimum documents as default but through account management per student or globally. Document handling is secure (same databank that processes federal financial aid documents for higher ed – also manage records for health care, banking, and government corporations) Databank IMX is document handler: Each of our Production Centers is secured with a state of the art physical security system to include nationwide access controls and 24 X 365 monitoring. - We have implemented the most secure and redundant data network in our industry, protecting the information flow within and between our facilities. - The four data centers hosting “DataBank Online Services,” provide complete redundancy and back up services. - We use SecureTransport software suite, a leading solution for managed file transfer and auditable file exchange, inside and outside of our organization. SecureTransport moves billions of dollars in financial transactions daily, and 8 of the top 10 U.S. banks use it to serve tens of thousands of corporate customers. If your families don’t want to send tax information to some PO Box, you can collect the information to scan and attach to the family’s record…or you can send to SSS so we can do the data capture. School may still opt to collect the family docs themselves.

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98 One-Stop Document Management

99 Scan, Index, and View SSS will scan and index all received documentation You may view all documentation received from families You may choose to view only the docs associated with certain information from the PFS All scanned docs will be PDF and available for printing, if necessary Scan, Index, and View Talking Points Helping your office go paperless! Information stored electronically as long as the student is in the school…no deletion of student records from our system (Get detail on document retention - how many days does it stay in paper, then shredded by whom?) Information matching - if a new application – easy, new record – if missing information or subsequent year information comes in data is matched on many data points (name, ssn, address, etc.) to make sure information is uploaded to the right file (99.5% accurate)

100 Data Capture and Professional JudgmentSSS will capture relevant information from required documents and present PFS and other information side by side You have the ability to modify PFS fields from that information while maintaining the original information Real-time change to the RFC View information document with a click of the mouse Data extraction and professional judgment talking points: After information is received from the family it is uploaded into the electronic PFS which will now have adjacent, corresponding information from the tax form. For example line 8, total taxable income, on the PFS corresponds to line 22 on the Now instead of laying out all those forms on your desk manually looking for differences the information will literally be side by side. And if you want to see the document it came from just click the information and there it is.

101 Budget and Data ManagementCalculate awards Manage your financial aid budget Create custom reports to add to standard report library Access other NAIS data sources to analyze and plan Export data to other applications

102 Web Portal for Parents Separate parent portal that retains historical information Populate new year’s form with existing information to help parents enter current information more easily One place for parents to submit all documents Parents can check on the status of their documents

103 NAIS Demographic Center: SSS EditionData included with SSS by NAIS subscription Summary Reports of Key Variables School age population Household Income Family Income Trend and Percent Reporting Block Group, Zip code, City, County,

104 Rebuilding SSS with SchoolsNew SSS has been in active development with the NAIS school community for three years Seven pilot schools have been using the evolving beta version for financial aid processing for three years Final group of 10 schools conducting user interface testing Continuous feedback gathered from schools at demonstrations held around the country “The new SSS offers schools increased efficiency and flexibility in processing and offers families increased ease of transactions and security.  NAIS has been very helpful through the pilot program and are ready to implement the new SSS with training and great customer care.” – Russ Gagarin, Director of Admissions and Financial Aid at Landon School, MD

105 The New SSS The tried and true with the cutting edge new!(Re)Built to Help Schools Help Families Allows the same art and science approach to financial aid awarding Science to determine general need Art to customize need based on individual situations The cutting edge of financial aid processing to make your school run faster and smarter! web-based solutions customized document collection paperless offices secure information storage and retrieval side-by-side information comparison SSS Solution Suite to help answer all of your financial aid questions

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109 SSS 2009 Timeline May 15 –Subscription OpensJune thru August – SSS and Comp*Assist Online Demonstrations in-person and via webinar August – Paper PFS and Financial Aid Guide available October 1 – Comp*Assist Online available to schools (customize your experience) November 1 – PFS Online available for parents

110 New SSS Pricing Enrollment Cost minus Early Bird DiscountEnrollment Cost minus Early Bird Discount ($50 before 9/1/09) Fee Waiver value (5x$35=$175) NAIS Members Schools 175+ enrolled $250 $200 $25 Schools <175 enrolled $125 $75 $0 Non-NAIS Members $350 $300 $150 Family Costs PFS  Add’l School Reports Paper PFS $42  $0 Online PFS $35

111 Multiple Choice Quiz When there is an exciting new project or opportunity for your schools admission/marketing operation what are you most likely to do? Consider it for a little while, but decide the office is just so swamped it will have to wait. Work with the staff to eliminate some current projects/tasks to make time and find money to do this new project well. Add this new project on top of everything else, and hope you can get it all done and paid for…somehow. My office is too busy to even think about new projects/initiatives.

112 Time High URGENT Low Low IMPORTANT High

113 Time (What we should do)High URGENT Low Low IMPORTANT High

114 Time High Subtract URGENT Add Low Low IMPORTANT High

115 “Smart organizations ignore the urgent“Smart organizations ignore the urgent. Smart organizations understand that important issues are the ones to deal with. If you focus on the important stuff, the urgent will take care of itself.” “The easiest thing to do is to allow the urgency of the situation to force us to make the decisions (or take the actions) that we'd rather not take. Why? Because then we don't have to take responsibility for what happens. The situation is at fault, not us.” From “If it’s urgent, ignore it” by Seth Godin

116 Exercise at School 2 List two ideas you hope to add to your office’s operations this next year. Now, list the items/tasks which your office will discontinue doing to allow enough time and/or money to accomplish these new initiatives? How will you (credibly) explain/justify the discontinuation of a previously executed task or service to your Head/Board?