Education Administrators, Postsecondary Salary

The median education administrators, postsecondary salary in the United States is $104,590 per year ($50.29/hour). Salaries range from $64,560 at the entry level to $215,620+ for the top 10% of earners. There are 180,470 education administrators, postsecondary jobs nationwide. Employment is projected to grow 1.7% through 2034.

Last updated: June 2026 Β· Source: U.S. Bureau of Labor Statistics

Median Salary
$104,590
per year
Hourly Rate
$50.29
per hour
Employment
180,470
jobs in the U.S.

Salary Distribution

10th percentile
$64,560
25th percentile
$80,870
Median
$104,590
75th percentile
$144,370
90th percentile
$215,620

Job Growth (2024-2034)

+1.7%
Slower than average

Annual Openings

15,100
jobs/year (growth + replacements)

Education Required

Master's degree
+ Less than 5 years experience

Education Administrators, Postsecondary Career Guide

Interview questions, resume templates, and a career ladder written specifically for education administrators, postsecondarys.

Postsecondary education administrators run the operations of colleges and universities: registrars, admissions directors, deans of students, associate deans, deans of colleges/schools, and academic-affairs administrators. Compensation and career shape depend heavily on institution type. Community college dean $95-135k base; regional public 4-year dean $115-175k; flagship or R1 dean $155-235k base; private research university dean $185-315k base; medical / law / business school dean $265-585k+ base. Median across BLS is $104,590; p10 $64,560; p90 $215,620 β€” the top decile is dominated by professional-school deans (medical, law, business), R1 deans of arts & sciences, and Ivy-adjacent private institutions. Shared governance, faculty senate relations, Title IX / Clery / FERPA compliance, accreditation cycles, and IPEDS reporting are non-negotiable knowledge domains for any senior administrator.

Core Skills Hiring Managers Screen For

Shared governance + faculty senate relations
Higher ed decisions are made through shared governance β€” administrators propose, faculty senate deliberates, board approves. Master the AAUP-style governance vocabulary, know your institution's specific bylaws, attend faculty senate as a listener before you present, and never bypass the process. A dean who tries to run a school by fiat is out inside 24 months.
Title IX + Clery Act compliance
Title IX Coordinator responsibilities: investigate + respond to reports of sex discrimination + sexual harassment + assault under 34 CFR Part 106. Clery Act (Jeanne Clery Disclosure): annual security report, crime log, timely warnings, geographic reporting boundaries. Both are federal compliance with meaningful institutional risk β€” Dean of Students and Provost-office roles must be fluent. VAWA amendments matter.
FERPA (Family Educational Rights and Privacy Act)
Student education records are federally protected. Directory info vs non-directory info, legitimate educational interest, parental access after age 18 (rarely), consent requirements, health/safety exceptions. Every registrar and dean of students is a FERPA gatekeeper β€” non-compliance triggers Department of Education audits.
Accreditation cycle (HLC, SACSCOC, MSCHE, NECHE, WSCUC, NWCCU)
Regional accreditors work in 7-10 year cycles with interim reports at 5 years. Institutions produce a self-study document (~200-400 pages) mapped to the accreditor's standards. Program-level accreditation (AACSB for business, ABA for law, LCME for medical, ABET for engineering) runs on parallel cycles. Deans + provosts own the school-level chapter of the self-study.
IPEDS reporting + institutional research
IPEDS (Integrated Postsecondary Education Data System) is the federal reporting standard β€” enrollment, completion, financial, faculty, and student aid data. Annual submissions in 12 survey components. Institutional research (IR) offices are the source of truth; deans + registrars must know how their metrics roll up into IPEDS and where they'll appear on public dashboards.
Enrollment management + retention analytics
Traffic β†’ inquiry β†’ applicant β†’ admit β†’ enrolled β†’ retained β†’ completed. Every stage of the funnel has a conversion metric. Retention: first-to-second year (typically 65-85% at public, 75-95% at private), 4-year graduation, 6-year graduation. Retention analytics (via Banner/PeopleSoft SIS, Slate for admissions, EAB for advising) inform interventions.
Student Information Systems (Banner, PeopleSoft, Workday Student, Colleague)
Ellucian Banner and Ellucian Colleague are the incumbents at most public and community colleges. Oracle PeopleSoft is common at large private and public research universities. Workday Student is the modern challenger being adopted at 100+ institutions. Anthology (Campus Nexus) at some for-profits. Registrars + deans of students must be fluent in one or two.
P&L and budget authority at the school / college level
Deans of colleges/schools own a real budget: tuition revenue attribution, faculty compensation, staff, financial aid discount rate, facilities, research indirects. Range $8-50M+ at a mid-size college; $50-300M+ at a professional school. Fluency in responsibility-centered management (RCM) or activity-based costing is table stakes at private research universities.

How to Become a Education Administrators, Postsecondary

  1. 1
    Earn a master's minimum; doctorate strongly preferred (or required) for senior roles
    Master's in higher education administration, student affairs, or a discipline-adjacent field is the entry credential. EdD or PhD in higher ed leadership is common for associate dean + registrar + dean of students. A discipline PhD (English, biology, econ, etc.) is required for academic deans (dean of a college or school) because they must maintain faculty credibility.
  2. 2
    Start in a functional office: admissions counselor, academic advisor, resident director, financial aid counselor, or registrar assistant
    $42-62k base. This is the training ground for higher ed administration. Two to five years here to learn the operations and get a master's part-time.
  3. 3
    Move to Associate / Assistant Director, then Director role
    $65-95k base. Director of Admissions, Director of the Registrar's Office, Director of Student Conduct, Director of First-Year Programs, Director of Academic Advising. Two to five years here. Join NASPA (student affairs), AACRAO (registrars + admissions), CACUBO (business officers), or AAC&U (deans + provosts).
  4. 4
    Advance to Dean of Students / Registrar / Director of Enrollment Management
    $95-155k base at most 4-year publics; $115-215k at privates. Full functional area ownership. Direct reports 6-20. Represents the function on the provost's cabinet or the VP for Student Affairs cabinet.
  5. 5
    For academic deans: earn tenure as faculty, then move into department chair, associate dean, dean
    The academic dean track is a separate ladder: tenure-track faculty β†’ tenured associate/full professor β†’ department chair β†’ associate dean β†’ dean β†’ provost. Cannot skip. Requires a discipline PhD + significant scholarly record + department chair or program director experience.
  6. 6
    Optional: transition to Vice Provost, Provost, or President
    $185-585k+ total comp for VPs; $285-1.2M+ for provosts and presidents. Requires 15-25+ years and a doctorate. Most senior transitions happen through provost searches β€” a national search process typically run by a search firm (Isaacson Miller, Storbeck Search, WittKieffer).

Career Progression

Coordinator / Assistant Director (entry)
0-4 yrs$42-68k base + benefits (typically strong at higher ed)
  • β€’Front-line student services in admissions, advising, financial aid, or student conduct
  • β€’Data entry and reporting through Banner / PeopleSoft / Workday Student
  • β€’Support committee work + program events
  • β€’Begin master's in higher education, student affairs, or a discipline-adjacent field
Next: Director-level role at 4-7 years, after master's completion + demonstrated program ownership.
Director (Director of Admissions, Registrar, Student Conduct, First-Year Programs, etc.)
4-9 yrs$65-95k base at 4-year public; $75-115k at private
  • β€’Own a functional office (5-15 direct reports)
  • β€’Represent the office in shared governance forums (Faculty Senate committees, task forces)
  • β€’Manage a $500k-$5M operating budget
  • β€’Drive one accreditation-mapped assessment cycle per year for the function
  • β€’Join and present at NASPA / AACRAO / NACAC / regional associations
Next: Sr Director / Associate Dean at 7-12 years, after doctorate progress + national presentation record.
Sr Director / Associate Dean / Assistant Vice Provost
7-13 yrs$95-155k base + benefits
  • β€’Oversee 2-4 functional offices reporting up (e.g., Sr Director for Enrollment Management overseeing Admissions + Financial Aid + Registrar)
  • β€’Own accreditation self-study chapter for a functional area
  • β€’Manage $2-15M operating budget
  • β€’Represent the institution at national conferences (NASPA, AACRAO, CACUBO, ACE)
  • β€’Serve as Deputy Title IX Coordinator or Deputy Clery Officer
Next: Dean of Students / Registrar (Sr) / Dean of a College at 12-18 years.
Dean of Students / Dean of a College or School / Registrar (at Sr institutions)
12-20 yrs$115-235k base at publics; $165-315k at privates; $265-585k+ at professional schools (medical, law, business)
  • β€’Full functional or academic-unit ownership
  • β€’Report to a Provost, VP Student Affairs, or Chancellor depending on scope
  • β€’Manage 15-60 direct reports across multiple offices or departments (dean of a college)
  • β€’Own a $10-100M+ operating budget (at academic deans of a college)
  • β€’Serve as Title IX Coordinator (Dean of Students) or lead an accreditation cycle
  • β€’Represent the institution externally with donors, alumni, state legislators, or press
Next: Vice Provost / Vice President / Provost at 18-25 years.
Vice Provost / VP for Student Affairs / Provost
18+ yrs$185-585k+ total comp; provosts $285-985k; presidents $385-1.5M+ at private R1s and Ivies
  • β€’Own institutional strategy for a large domain (academic affairs, student affairs, enrollment)
  • β€’Report to a President or Chancellor
  • β€’Lead reaccreditation cycles at the institutional level
  • β€’Represent the institution to the board of trustees, alumni, donors, and public policy stakeholders
  • β€’Set the multi-year academic and operational strategy
Next: President / Chancellor of an institution; sometimes lateral to another institution as Provost.

Interview Questions & Answers

5 free questions below. Career Kit unlocks 18 total plus resume bullets for every level.

Q1. Describe your understanding of shared governance.culture
Shared governance is the principle that institutional decisions β€” especially curriculum, tenure, and academic policy β€” require faculty deliberation and consent, not just administrative action. AAUP's 1966 Statement on Government of Colleges and Universities is the foundational document. In practice: administrators propose, faculty senate deliberates, board approves. Cite your own institution's specific structure (faculty senate, academic council, curriculum committee), name a decision you've navigated through it, and describe how you engaged faculty leadership before you presented. Interviewers screen for whether you can operate within shared governance without either bypassing it or treating it as a rubber stamp.
Q2. Walk me through an accreditation cycle you supported.technical
Structure: (1) which accreditor (HLC / SACSCOC / MSCHE / NECHE / WSCUC / NWCCU) and which standard set (e.g., HLC Criteria 1-5, SACSCOC Principles); (2) what phase you were in β€” self-study, comprehensive evaluation, focused visit, monitoring report; (3) which chapter or standard you owned; (4) what evidence you assembled and how you documented it; (5) what visit findings looked like β€” commendations, recommendations for improvement, notice of concern. Strong answers name the specific standards, the peer reviewers, and any Notice or Warning action if applicable.
Q3. How would you handle a FERPA request from a parent for a student's grades?technical
FERPA vests education records rights in the student once they reach age 18 or enroll in a postsecondary institution. Parents have no automatic access to postsecondary grades. Two paths for lawful disclosure: (1) the student signs a written FERPA release authorizing the parent; (2) narrow exceptions apply (dependent-student under IRS test with parental documentation, health / safety emergency, disciplinary matter involving drugs / alcohol for students under 21). Never disclose informally, never confirm enrollment status without a release, and always document the request + response. Interviewers screen for whether you know the default is 'no' and the exceptions are narrow.
Q4. Tell me about a Title IX case you helped manage.situational
STAR β€” but heavily sanitized. Situation: a report of sex discrimination that came through the online reporting form. Task: ensure a compliant intake + supportive measures + investigation under 34 CFR Part 106 as amended. Action: I confirmed intake within 24 hours, met with the complainant to explain options (formal complaint, supportive measures without a complaint, or no action), coordinated with the Title IX Coordinator, and ensured supportive measures (housing changes, no-contact directive, academic accommodations) were in place within 5 business days. Result: the investigation moved forward with due process for both parties. Interviewers screen for whether you understand the intake process, the supportive-measures obligation, and the balance of complainant + respondent rights.
Q5. Why higher education administration β€” and why this institution type (community college, regional public, R1, private)?culture
Honest answer: you want to shape access, outcomes, and student experience at scale, and you want the mix of academic + operational + community work that higher ed uniquely offers. Institution type matters β€” community colleges are mission-focused on access + workforce; regional publics balance access + affordability + regional workforce; R1 balance research + teaching + graduate education; privates optimize for selectivity + student experience + endowment growth. Name why this specific type resonates with you. Interviewers screen out candidates who treat all higher ed as interchangeable.

Resume Template β€” Director / Sr Director (7-13 yrs)

Copy these bullets into your resume as a starting point. Career Kit includes bullets for every level of the ladder.

Director / Sr Director (7-13 yrs)
  • β–ΈDirector of Enrollment Management at a regional public 4-year (8,400 undergraduate students); grew fall enrollment 4.8% in two consecutive years despite a 12% regional demographic decline.
  • β–ΈLed the transition from Banner 8 to Banner 9 for the registrar's office; delivered on schedule and on the $850k IT budget across an 18-month project.
  • β–ΈDeputy Title IX Coordinator for 3 years; managed intake for 40-60 reports annually and passed a 2023 HLC comprehensive visit with commendation on Criterion 2 (Integrity, Ethical and Responsible Conduct).
  • β–ΈEdD in Higher Education Leadership (in progress). $102k base + full benefits + tuition remission for the doctorate.

What Gets You Rejected

  • βœ—Cannot articulate the difference between administrative decision-making and shared governance β€” signals inability to operate in higher ed.
  • βœ—Treats FERPA as an inconvenience rather than a compliance obligation β€” an audit trigger.
  • βœ—Doesn't know the current federal Title IX regulations or has stale training (Title IX regulations changed in 2024) β€” critical exposure.
  • βœ—Cannot name the institution's regional accreditor or the current phase of the accreditation cycle β€” signals detachment from institutional strategy.
  • βœ—Blames faculty for governance friction β€” the dean's job is to work through governance, not around it.
  • βœ—No national association engagement (NASPA, AACRAO, CACUBO, AAC&U, NACAC, ACPA) β€” signals limited peer network and stalled career.
  • βœ—Cannot explain their office's IPEDS reporting responsibilities β€” signals disconnection from institutional data infrastructure.
  • βœ—For academic deans: doesn't maintain scholarly identity (publication, teaching, service) β€” signals loss of faculty credibility, which erodes governance authority.

Salary Negotiation Levers

  • βœ“Doctorate stipend or research-time allocation β€” deans + associate deans with active scholarly programs can negotiate 1-2 course releases or research time.
  • βœ“Tuition remission for dependents β€” standard at private institutions; can be worth $60-300k over an employee's tenure if children attend the home institution or a tuition-exchange partner.
  • βœ“Housing allowance or on-campus housing β€” deans of students and residential-life deans at institutions with on-campus residence often receive housing.
  • βœ“Sabbatical eligibility β€” faculty-track administrators (associate deans + deans) often negotiate a sabbatical after 6-year service.
  • βœ“Sign-on bonuses of $10-75k are common at Sr Director + Dean level, especially at private institutions and for moves that require relocation.
  • βœ“Retirement contribution β€” many private institutions offer 10-15% employer contribution vs a 5-8% match at publics; negotiate this at the offer stage.
  • βœ“Retention grants at Sr Dean and Provost level β€” multi-year retention bonuses of $50-250k are common at competitive private R1s.

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Education Administrators, Postsecondary Salary by State

Best Cities (cost-adjusted) β†’

Salary Map β€” Click a state for details

$78K
$140Kβ–  No data

Top Paying States

New York
$140K
+34%
New Jersey
$132K
+26%
Massachusetts
$129K
+23%
Delaware
$129K
+23%
Wyoming
$128K
+22%
Washington
$128K
+22%
South Dakota
$126K
+21%
California
$125K
+20%
Wisconsin
$125K
+19%
Connecticut
$123K
+18%
Vertical line = national median. Click a state for full details.
StateMedianvs. National
New York$139,640+33.5%
New Jersey$131,570+25.8%
Massachusetts$128,970+23.3%
Delaware$128,570+22.9%
Wyoming$127,960+22.3%
Washington$127,630+22.0%
South Dakota$126,160+20.6%
California$125,460+20.0%
Wisconsin$124,960+19.5%
Connecticut$123,190+17.8%
1–10 of 51

Education Administrators, Postsecondary Salary by Metro Area

Metro AreaMedianvs. National
Augusta-Richmond County, GA-SC$177,150+69.4%
Santa Cruz-Watsonville, CA$172,410+64.8%
Binghamton, NY$166,660+59.3%
Yakima, WA$166,310+59.0%
Merced, CA$165,620+58.4%
Lansing-East Lansing, MI$158,720+51.8%
Visalia, CA$156,010+49.2%
San Jose-Sunnyvale-Santa Clara, CA$154,140+47.4%
Santa Maria-Santa Barbara, CA$153,950+47.2%
Ann Arbor, MI$144,340+38.0%
1–10 of 242
Data Source: U.S. Bureau of Labor Statistics, Occupational Employment and Wage Statistics (OEWS). Data reflects the most recent annual survey.
How does this compare to pro athletes?
A education administrators, postsecondary earning $104,590/year would need 570 years to match Stephen Curry's NBA salary, or 612 yearsto match Patrick Mahomes' NFL contract.
See all sports & celebrity salaries β†’
πŸ“ˆ See how education administrators, postsecondary salaries have changed over the past decade.
View Education Administrators, Postsecondary salary trend (2011–2024) β†’