With approximately 90 educators and an additional 100 employees serving 360 students, Proctor offers a set of services and experiences that are stunningly expensive. 



Yet we've observed that the perceived quality of an educational experience creates demand. The Learning Skills program is significantly more expensive than the base tuition, yet it is fully enrolled with 100 students. For the past two years, the school has experienced the greatest competition for admission in history, and has reached full enrollment for the following year earlier than at any previous year. 



Author/entrepreneur Seth Godin remarks, "The hard part isn't charging a lot. The hard part is delivering more (in the eye of the recipient) than he paid for." Low attrition is a metric for success in this regard.



Godin goes on, "Plenty of people would happily pay extra for what you do... if they only believed that in fact it would turn out to be a bargain, worth more than it costs."









Enrollment management, however, is a complicated industry. At a small, community-based school, the make up of the student population is--itself--a desired product; (people choose the school not just because of programs and services, but for the quality of the community itself.)





This fact underscores the critical importance of admission decisions that consistently reflect the school's mission, as well as the allocation of almost three million dollars in financial assistance to craft the optimal population.