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As a “seasoned” Admissions professional, I often liken my journey in this field to “batting for the cycle” in baseball. For those unfamiliar with this term, it refers to the achievement of hitting a single, double, triple, and home run in a single game.  

My career has spanned K-12 education, college undergraduate admissions, and university graduate admissions—“the cycle.”  While each may seem drastically different, I’ve come to realize that the core principles remain strikingly similar. It’s like ballparks with varying seating capacities and fans of all ages. 

Another analogy I often reference in admissions-it’s like planning a wedding. Regardless of the guest list size, the planning requires the same steps: selecting invitations, hiring the band, organizing seating charts, and choosing the perfect menu.  At all the institutions where I’ve worked, I’ve found that while the planning might differ in scale (and budget), the underlying steps are truly universal.  At every level of education and every type of institution, admissions must organize, market, attract, engage, review, strategize, travel, and host events to attract, enroll, and retain students. And then, you do it again next year. I think of the immortal words of Bon Jovi: “It’s all the same. Only the names have changed.”

And, at the end of the day, just as not every wedding guest nor MLB fan will leave satisfied—be it the distance to the outcome, the venue, the food, or even the weather—the admissions experience is no different. Acknowledging that we cannot please everyone is one of the greatest challenges we face in this profession. It’s a hard truth to accept.  We must recognize that it’s unrealistic to expect to win over every prospective student or family during a campus tour or an Open House.  (Although we stay to the end, the last song, the encore, fight for extra innings!)

Find comfort in knowing you put forth your best effort, your best game, and tried to please your second cousin twice removed.  By authentically representing your institution and showcasing what your school has to offer in the most compelling manner possible-you’ve done your job well.  We may not fill every seat at the stadium- and we might have no-shows on the day of the wedding.  It’s a disappointment we must accept.

There is one other pressure on us:  tuition revenue.  Be mindful that prospective students come from diverse financial backgrounds. Just as wedding gifts often vary in value, and not everyone can afford seats in the front row or behind home plate- so does the capacity for families to contribute to tuition. (Does one ever really “break-even” at a wedding?)  This reality adds another layer of complexity to our roles, particularly in Catholic education, where our mission emphasizes service to the underserved. It is crucial to extend invitations to those who may not be able to contribute financially, no matter how much we rely on our tuition to sustain us.  And while we may not succeed in filling every seat at full price, the richness of guests at our venue is an experience that we must embrace.

In times of economic uncertainty, Catholic school leaders understandably begin to worry -Will donors pull back? Will giving slow down? Should we pause our campaigns?

But history tells us a different story.

After the tech bubble burst in the early 2000s, Catholic schools that stayed active in fundraising emerged stronger, with deeper donor relationships and more focused messaging. During the financial crisis of 2008 - 2009, many advancement leaders who continued sharing their mission saw donors step up - not step back - because the schools remained faithful to their values. And when the pandemic hit in 2020, it was those schools that kept communicating with clarity and compassion that inspired record-breaking generosity.

The lesson is clear: mission-driven fundraising doesn’t stop during a crisis - it matters more than ever.

Now is the time to remind your donors that your school isn’t just a building or a tuition bill. It's a beacon of faith, formation, and hope in a world that desperately needs all three. Let them know:

• Your mission is unchanged. Your students still need faith-filled education and formation.
• Their gifts still make an impact. In fact, they make more of an impact during challenging times.
• You’re praying with and for them. That shared foundation of faith is a unique strength of Catholic schools.

Economic uncertainty will come and go, but your school’s mission is timeless. Keep telling your story. Keep inviting others into it. Keep moving forward - because hope is part of the Catholic identity.

"Let us hold unwaveringly to our confession that gives us hope, for he who made the promise is trustworthy." - Hebrews 10:23

As Catholic schools continue to pursue growth in an ever-evolving educational landscape, one constant remains: the need for exceptional leadership. Whether it's a principal, head of school, president or superintendent, attracting mission-driven and qualified candidates is crucial for long-term success.

But what influences the quality and quantity of applicants in today’s Catholic school leadership market? After years of working closely with schools nationwide, we’ve identified three major variables that significantly impact your ability to build a strong talent pool.

Your Institution’s Reputation – Local, Regional, and National

Reputation and legacy aren’t built overnight—but reputation remains one of the strongest magnets for top-tier talent. Schools with a well-regarded academic program, strong Catholic identity, and history of stable leadership naturally draw more candidates.

Locally, parents and educators are paying attention to how your school is seen in the community.

Regionally and nationally, a school's ability to stand out (or blend in) within diocesan networks and broader Catholic education circles matters more than you might think.

What you can do: Make sure your mission, values, and achievements are clearly communicated on your website and social media. Celebrate milestones, share student success stories, and stay active in broader Catholic education networks.

Geography – Where You’re Located Matters

Location is a powerful (and sometimes underestimated) factor in hiring. Urban Catholic schools tend to receive more applications than those in rural areas due to lifestyle amenities, job opportunities for spouses, and access to broader community resources.

Moreover, certain regions are seeing a renewed surge in Catholic school enrollment, particularly in the Southeast and Southwest. These areas are experiencing growth not only in numbers but also in enthusiasm for mission-aligned education—making them more attractive to educators seeking impact and opportunity.

What you can do: If you’re in a less-populated area, highlight the unique benefits of your location—community involvement, cost of living, and quality of life. For growing regions, capitalize on momentum by positioning your school as part of an exciting movement.

Compensation – It Matters (A Lot)

While mission-driven educators are often willing to make sacrifices, fair and competitive compensation packages remain essential. Salaries, benefits, professional and leadership development opportunities, and even housing stipends can make or break a candidate’s decision—especially in today’s competitive landscape.

Leadership positions in Catholic schools are demanding and require high levels of experience, formation, and commitment. Compensation should reflect that. 

What you can do: Benchmark your compensation against similar roles in both Catholic and independent schools. Consider non-salary benefits that can tip the scales—such as tuition discounts, sabbatical options, or relocation assistance.

Final Thoughts

Catholic school leaders are more than administrators—they are the torchbearers of our mission, values, and future. Understanding the levers that shape your talent pool gives your school the edge in attracting the right people.

At Partners in Mission, we’ve seen firsthand how these three variables—reputation, geography, and compensation—shape hiring outcomes across the country. By being strategic in each area, your school can stand out, draw in outstanding candidates, and build a leadership team ready to guide your mission for years to come.

Need help navigating a leadership search or strengthening your hiring strategy? Connect with us—we’re here to support your essential mission. 
 

Imagine what that could mean for your school: increased financial aid, enhanced academic and extracurricular programs, competitive teacher salaries, and long-term facility improvements- all without asking families to pay more. That’s the power of a strong endowment.

An endowment is a school’s financial foundation for the future. It is made up of invested funds—often from generous donors—where the principal remains intact and only a portion of the earnings is used each year. When managed wisely, a $10 million endowment can generate $500,000 annually (assuming a 5% draw), providing sustainable, predictable income that supports the school’s mission year after year.

Unlike tuition, which can fluctuate with enrollment, or annual fundraising, which can be impacted by the economy, endowment income is steady. It allows our schools to plan with confidence, dream bigger, and remain affordable and accessible to more families—especially those who need us most.

Most importantly, a robust endowment is a sign of a school’s long-term vitality. It means that donors believe in the mission not just for today, but for generations to come. It’s a statement of faith in the future—an investment in the hearts, minds, and souls of students we may never meet, but who will benefit from our foresight and generosity.

And here's the truth: The time to start is now. Whether your school has no Endowment or millions already invested, the call to build a stronger future begins today. Start where you are. Name your first fund. Share your vision with donors. Plant the seed.

Every dollar given to endowment is a vote for permanence, for purpose, and for our Catholic identity. It’s how we protect our mission from financial uncertainty and ensure that Catholic education continues to thrive—faithful, excellent, and accessible—for years to come.

Let’s invest in more than just today. Let’s build something that lasts.

In the time it takes for you to read this post you could have reached out to a donor, volunteer, or potential benefactor (but keep reading!).

It is always difficult to carve out time in our day to do our personal outreach, in part because the list of people we need to touch base with is always “too long” and it never ends.  This can be acutely challenging because the idea that we can’t finish can stop us from getting started. This is constant lament I hear from the advancement professionals I work with – and one I voiced in my time working in the advancement office.   Acknowledging this challenge is important because we can then start to figure out how to address it. 

And, quite frankly, it is very simple…

First, give yourself grace because no one can ever get through their full list of people to connect with, it’s impossible.

Second, make the task more manageable.  The best way to start doing this is to make one call a day.  Just one.  If they answer the call, great, have the conversation you need to have with them.  If they don’t answer, leave a message.  That’s it.  One call. Then do the same thing tomorrow, and the day after, and the day after….

One A Day.

The eventuality is that implementing this discipline into your day will lead to more outreach occurring because you will eventually look forward to making the call. I found that as I prioritized one call a day, I changed what qualified as a call. If I left a message on my first call, I made a second call in the hopes of actually talking with someone. And then a third call. 

The enthusiasm to make the calls came from the results. I had great conversations with people, accomplishing what I needed to.  I actually got calls back!!! I started connecting with more donors, volunteers, and potential benefactors and developing or strengthening their engagement with my institution.  As that happened, I wanted to make more calls, so I started to prioritize them. 

All of this success goes back to the commitment to call one person a day.

One A Day!