The Learning Centre Operator Handbook

Sound familiar?

• Only the end-of-term headcount gets looked at, so nobody sees which step loses people.
• Enrolment notes are scattered across messages and notebooks, never gathered in one place.
• Ad spend is decided on feel, because spending was never linked to enrolled students.
• Every intake starts from scratch because the last one left no numbers behind.

Each chapter answers one question

1. Chapter 1: Is my fullest class also my most profitable one?

   How much money does one class that runs a full course really bring me?

   You cannot manage what you do not measure. Profit and loss per class is the first measurement you need.

2. Chapter 2: Is weak enrolment bad luck, or a leaky step?

   At which step am I losing interested people, and what does it cost to gain one student?

   Enrolment is not luck but a chain of countable steps, each with its own drop-off point.

3. Chapter 3: Did they leave unhappy, or with nowhere to go next?

   Do my students have a path to the next course, and do they know it?

   A student who quits because there is no next class looks exactly like one who quits because they are unhappy.

4. Chapter 4: Is the highest-paid teacher really the most expensive one?

   What is keeping a good teacher worth, and what does one mid-course teacher change cost me?

   Teacher pay is a class's biggest cost line, but a teacher's real price lies in how many students they keep into the next course.

5. Chapter 5: Is tuition collected up front really my money yet?

   How much of the money in my account belongs to sessions I have not taught yet?

   Prepaid fees are money for lessons not yet taught; spending them as profit is borrowing from students without recording it.