Strong strategic leadership in marketing and admissions is needed, says Rachel Kerr, communications manager at AMCIS, the association for admissions, marketing and communications in independent schools

In today’s shifting economic and political landscape, independent schools face unprecedented challenges. Schools must compete more strategically than ever to ensure enrolment remains strong. At the heart of this challenge lies a group of professionals who too often go unrecognised and under-rewarded – those working in admissions, marketing and communications.

When I was appointed directly to the senior management team of a large northern day school, as director of marketing – subsequently director of external relations – way back in 2000, little did I realise how fortunate I was. Yes, there were times when I felt alone and somewhat misunderstood by the teaching body, but I was very much party to strategic decision-making and senior level discussions, which gave me an insight and capacity for impact that was hugely beneficial to my role.

That early inclusion shaped how I understood the scope of my work – not just as creative or operational, but strategic and mission critical. Too many professionals in the sector today are still denied that experience. Admissions, marketing and communications roles are not ‘support functions’. They are integral to school strategy, pupil recruitment, brand positioning and – critically – income generation. Yet many of these professionals remain absent from senior leadership teams (SLTs), their salaries and budgets often falling short of the results their schools expect of them. Now more than ever, this must change.

Excluded from decision-making

The results of the Confidence Index 2025, launched at this year’s AMCIS Annual Conference, laid bare the frustration felt by many in admissions and marketing roles.

The Confidence Index is a barometer of how those in certain independent school roles are feeling. This year it revealed that more than 60% of those surveyed felt teaching staff did not fully understand the value of a strong marketing and admissions team. And yet, these are the teams creating compelling narratives, developing multi-channel campaigns, interpreting data and analysing markets – all in the service of ensuring that schools remain competitive, relevant and full.

A significant number of respondents reported being excluded from decision-making processes, with some stating they are still referred to as ‘support staff’ – despite being responsible for campaigns that generate the very pupils and income schools rely on to thrive.

During the discussion that followed, one delegate told the room how she was recently stopped from helping herself to a coffee in the staff common room because “it’s for teachers only”. She initially laughed, assuming it was a joke. It wasn’t. Stories like this demonstrate that a deeply entrenched cultural misunderstanding of the importance and professionalism of admissions and marketing roles still exists in some schools right now in the 21st century. That’s alarming.

“Your work is strategic”

And yet, there’s a shift taking place, with a growing number of school leaders and academics embracing the strategic importance of these roles. Of course, some of them always have.

During his powerful keynote speech at the AMCIS Annual Conference, Irfan Latif, headmaster of Royal Hospital School, passionately advocated for greater recognition of the contributions made by admissions, marketing and communications professionals. He urged schools to stop seeing them as ancillary and start recognising them as strategic drivers of success.

Latif emphasised that in today’s political climate, schools must tell their stories clearly and authentically. The individuals responsible for doing so – those managing the school’s messaging, values, brand and recruitment pipelines – are not just operational staff; they are leaders who need to be at the top table. As he stated: “The work you do is strategic, and it’s time that others in school leadership acknowledged that fact.”

His words struck a chord with many delegates, some of whom called for him to publish his speech as a thought piece; there is a link to it in the news section of the AMCIS website.

Recruitment – income assurance

Pupil recruitment is at the core of any school – no pupils, no school. And of course, each new pupil brings funding that supports the school’s operations, academic excellence, facilities, bursaries and future growth, with a tipping point that can take a school from survival mode to a state of thriving. This is income assurance, the sweet spot that headteachers and bursars/finance directors seek.

Yet those responsible for recruitment are often excluded from key conversations about budget allocation, fee changes, or development strategy – despite being uniquely positioned to offer market insight and parental feedback.

If schools are to remain sustainable in the face of mounting economic pressures, they must build strategies that are market-informed, brand-led and values-driven. It’s no longer enough to rely on great teaching and pastoral care – they should be a ‘given’ anyway.

As Latif put it: “You no longer have a few minutes to win someone over. You have a few seconds. And in those seconds, your audience will decide whether they trust you, like you, and want to know more. Or whether they’ll scroll on to the school down the road with better lighting and a witty caption.”

Effective recruitment can no longer be achieved without the deep expertise of admissions and marketing professionals who understand the families which schools need to attract.

A call for representation – and fair remuneration

As the sector becomes more competitive and economically challenged, the need for strong, strategic leadership in marketing and admissions grows more urgent. These professionals should not only be recognised – they should be remunerated fairly and represented on their school SLT.

Schools with SLT-level marketing and admissions specialists can yield strategically vital returns. The impact of an SLT appointment has major ramifications for improved levels of cooperation between senior leaders and particularly the work that a senior level marketing and admissions leader can accomplish together with the head. For example, less than four years following Remco Weeda’s 2019 appointment to the new senior leadership team role of director of marketing and admissions at Scarborough College, income grew by almost 100% and pupil recruitment by almost 60% across both prep and senior schools, and specifically in the sixth form and in boarding. Further south, the Royal Hospital School in Holbrook, Suffolk, also has admissions and marketing at senior level and saw year-on-year growth in the number of new admissions joining the school in the last recruitment cycle.

Those independent schools that haven’t already done so must modernise their organisational thinking, breaking down outdated hierarchies and embracing collaborative leadership models that acknowledge the fact that recruitment, marketing and reputation management are now an essential part of the complexity of running a school today.

The reality is that these roles are not ‘nice to have’ – they are mission-critical. As political uncertainty and economic pressures intensify, schools must lean into the expertise of those who shape their narrative, build trust with parents, and fill classrooms.

Rachel Kerr