As someone who has spent most of my professional career working with a school-year/academic calendar, there is just something about passing Independence Day (4th of July) that makes me feel like summer is basically over.
Once that calendar hits July 5, gone are the luxurious days of feeling like you actually have time…enter the countdown to the new school year and all of the lists that need to be completed to make sure you’re ready.
As part of that preparation, most school leaders take time to set goals for the coming school year, including questions such as:
What are our priorities for this year?
What are we trying to accomplish?
What do we want this year to look and feel like?
And while the specific answers to these questions will vary from school to school and leader to leader, in my work, I have found that the answers generally boil down to the same thing in all Jewish day schools:
We want steady (or growing) enrollment and financial stability.
Usually being aren’t as blunt as this and will share answers such as:
We want to increase parent and student satisfaction.
We want to provide more professional development and support for our teachers towards a specific educational initiative.
We want to get the word out about what a special community we have.
And, really, these are all vehicles to accomplish the same goal of steady enrollment and financial stability.
And, while steady enrollment and financial stability aren’t bad goals to have (in fact, they are probably the next goals to have), they won’t really get you anywhere as they are lag indicators.
A lag indicator provides insights into past performance. They basically tell you how you’ve been doing…once it’s too late to actually do anything about it.
But a lead indicator is different. A lead indicator offers a proactive approach to achieving desired outcomes.
And the lead indicator is where our summer focus should be.
Lag Indicators: Reflecting on Past Performance
Lag indicators are metrics that show the results of actions already taken. They are retrospective, providing data that helps evaluate the effectiveness of past initiatives. Common lag indicators in Jewish day schools include:
Student Enrollment Numbers: These figures reflect the success of marketing and outreach efforts.
Student Retention Rates: This indicates the school's ability to maintain student satisfaction and engagement over time.
Donor Contributions: The amount of financial support from donors can highlight the effectiveness of fundraising campaigns and the strength of the school’s relationship with its community.
Standardized Test Scores and College Admissions: These metrics show the academic achievements of students and the school’s ability to prepare them for future endeavors.
Parent Satisfaction Surveys: Feedback from parents can provide insights into their perceptions of the school’s performance and areas for improvement.
While these indicators are valuable for assessing past performance, they are not actionable in the present. They tell us what has happened but not how to improve. That’s where lead indicators come into play.
Lead Indicators: Proactive Measures for Future Success
Lead indicators are predictive metrics that can influence future outcomes. They are actionable and within the control of school leaders, allowing for proactive interventions. Effective lead indicators for Jewish day schools include:
Marketing and Outreach Efforts: Proactive marketing strategies can drive student enrollment and build a strong school brand.
Enhanced Student and Family Engagement: Creating a welcoming and inclusive environment can improve student retention and parent satisfaction.
Innovative Fundraising Initiatives: Developing creative and targeted fundraising campaigns can increase donor contributions.
Curriculum and Program Development: Continuously improving and diversifying academic and extracurricular programs can attract and retain students.
Data-Informed Decision Making: Utilizing data to monitor and enhance various aspects of school operations can lead to better outcomes across the board.
Lead Indicators: A Focus for Summer
The summer (or at least the post-July 5 portion of the summer) is a beautiful time to really focus on those lead indicators that will get us to that ultimate goal of stable enrollment and financial stability.
1. Marketing and Outreach
Invest in marketing and outreach strategies that align with your school’s goals. Consider the following steps:
Brand Audit: Conduct a brand audit to assess how your school is perceived by the community and identify areas for improvement.
Targeted Campaigns: Develop targeted marketing campaigns to reach potential students and families. Use social media, local events, and partnerships with community organizations.
Alumni Networks: Leverage alumni networks to promote the school and its successes, creating a sense of continuity and tradition.
2. Enhancing Student and Family Engagement
Develop strategies to increase student and family engagement:
Community Building: Create events and programs that foster a strong sense of community among students, families, and staff.
Communication Channels: Establish effective communication channels to keep parents informed and engaged. Regular newsletters, social media updates, and parent-teacher conferences can be instrumental.
Feedback Mechanisms: Implement regular surveys and feedback mechanisms to gauge parent and student satisfaction and make necessary adjustments.
3. Innovative Fundraising Initiatives
Explore new and innovative ways to boost fundraising efforts:
Campaign Diversification: Diversify fundraising campaigns to include events, online crowdfunding, and targeted donation drives.
Corporate Partnerships: Develop partnerships with local businesses and corporations for sponsorships and donations.
Storytelling: Use storytelling to connect with potential donors on an emotional level, highlighting the impact of their contributions on the school and its students.
4. Curriculum and Program Development
Review and refine the curriculum and programs to attract and retain students:
Academic Excellence: Ensure the curriculum is rigorous and meets high academic standards. Offer advanced placement courses and unique learning opportunities.
Extracurricular Variety: Expand extracurricular activities to cater to diverse interests, such as arts, sports, and technology clubs.
Innovative Teaching Methods: Encourage teachers to adopt innovative teaching methods, such as project-based learning and interdisciplinary projects.
5. Data-Informed Decision Making
Leverage data to drive improvements:
Enrollment Data: Analyze enrollment data to identify trends and areas for growth. Use this information to refine marketing and outreach strategies.
Retention Analysis: Conduct a detailed analysis of retention data to understand why students stay or leave. Address any identified issues promptly.
Performance Metrics: Use performance metrics to monitor the effectiveness of various programs and initiatives. Adjust strategies based on data insights.
Achieving and maintaining excellence in Jewish day school education requires a balanced approach that considers both lag and lead indicators. While lag indicators provide valuable insights into past performance, lead indicators are essential for driving future success because you can actually do something about them.
In my work, I find that clients generally have a good understanding of lag indicators. They know where they have been in the past and have a general idea of where they’d like to be a year from now, and I support them through the process of defining and articulating those lead indicators (the actionable pieces that will “lead” them to the success they desire) and scaffolding the process of acting on those lead indicators. While the examples included in this piece are really vague, I love "taking a step back" with clients to better understand their particular culture and needs so that we can develop those lead indicators together.
Now is the time to really think about the lead indicators that will “lead” you to where you want to go, creating a proactive roadmap that you control -- whether it's with your internal team or with an outside thought partner.
コメント