Financial aid administrators at colleges and universities are navigating unprecedented challenges. Constant regulatory shifts, funding uncertainty, staffing constraints and expanding workloads have created an environment that can feel like a never-ending game of Whac-A-Mole.
At the same time, these professionals remain deeply committed to helping students and families access the resources they need to enroll, persist and graduate—often while working within complex and changing systems that are difficult to explain even on their best days. Unsurprisingly, burnout across the profession is rising.
So what can presidents and senior leaders do to better support these essential colleagues as they carry out work that is foundational to institutional success?
Invest in a Well-Stocked Toolbox
Every financial aid office relies on a core set of tools—systems, software, data and training—to do its work well. One of the most effective ways presidents can offer support is by staying curious about what that “toolbox” looks like on their campus and where it may need reinforcement.
That support might take the form of technology investments, access to professional development or simply ensuring staff have the time and space to attend trainings, conferences and webinars that keep them current in a rapidly changing field.
Equally important is supporting thoughtful analysis. Financial aid offices are often looking both backward and forward at the same time—reviewing what worked in prior years while preparing for policy and market shifts that will affect students two or three years down the line. When leaders value and encourage this kind of work, it positions institutions to be proactive rather than reactive.
Encourage Partnerships With Advancement
As institutions rethink how to deploy limited resources, collaboration between financial aid and advancement offices can be especially powerful. These partnerships help align institutional aid strategies with fundraising efforts in ways that directly benefit students.
Financial aid professionals often have a deep understanding of student journeys—first-generation success stories, retention gains made possible through donor support or research opportunities unlocked by targeted aid. Inviting them into advancement conversations and donor-engagement efforts can enrich storytelling and underscore the real impact of philanthropy.
Where this capacity doesn’t yet exist, presidents can play a key role by encouraging training, shared responsibility or future hiring strategies that support this kind of collaboration.
Use Your Voice as an Advocate
Presidents are operating in an increasingly challenging environment—one where higher education is frequently questioned, and the value of a college degree is openly debated. In this climate, presidential voices matter more than ever.
By clearly and consistently explaining the value of higher education, the cost of delivering it well and the impact institutions have on students and communities, presidents can help counter narratives that undermine confidence in our work. Financial aid leaders can be valuable partners in this effort, offering insight into how policy changes and funding cuts affect real students and families.
Stronger communication between presidents and financial aid offices can inform advocacy efforts and ensure that institutional messaging is grounded in lived experience.
Continue Marketing to Students After They Enroll
Institutions invest heavily in communicating value to prospective students—sometimes years before they arrive on campus. Once students enroll, however, that messaging often fades.
Continuing to articulate value throughout a student’s academic journey matters. Helping students understand how their coursework connects to their goals, how their education builds toward outcomes and why their investment is worthwhile can reinforce persistence and confidence—especially during moments of doubt.
This work requires coordination across academic affairs, student services, communications and financial aid, and it benefits greatly from visible support from the president’s office.
Show Up
Finally, there is something profoundly meaningful about presence. A visit to the financial aid office—whether planned or spontaneous—can be a powerful signal that their work is seen and valued.
Many years ago, I watched a university president stop by the financial aid office on a quiet summer afternoon, ice cream in hand, simply to say thank you. That small gesture left a lasting impression. It reminded staff that their long hours and complex work mattered to institutional leadership.
Moments like that build trust, morale and connection—and they go a long way.