Tag: transparency

The Transparency Files: Annual Parent Survey

I took advantage of the holiday weekend (Victoria Day, my American friends) with little opportunity to do much other than enjoy the weather at great (social) distance, to go through the results of this year’s Annual Parent Survey.  If you would like to see a full comparison with last year, you can reread those results or have them open so you can toggle back and forth.  In this post, I will try to capture the highlights and identify what trends as seem worth paying attention to.

The first thing to name, which does not come as a tremendous surprise considering the times we are living through, is that both the number and percentage of students captured in this year’s survey is markedly down from the prior two years.  We have gone from 81 students to 84 students to 54 students.  This represents about 32% of our student population.  (Even less where not each survey is fully filled out.)  As the survey is per student, not per family, it runs the risk of being even less representative than that.  (In the service of anonymity, we have no way to actually know how many families the survey actually represents.)  Last year, we were at about 40% of students represented with a goal this year of hitting 50%.

Of course, this is definitely not an “all things being equal” circumstance.  We are still navigating distance learning and it is doubtful that drawing any meaningful conclusions about participation rates is worthwhile.  [We saw a similar decline in percentage in this year’s Annual Faculty Survey and it aligns with fieldwide data.]  Whereas it is common wisdom that folks with concerns are usually more likely to fill out these surveys, there is no common wisdom when it comes to pandemic times.  So instead of worrying this year about the motivations for why families did or didn’t fill out surveys, let’s celebrate the parents who did participate and try to make meaning of what they are telling us.

As was the case last year – and is usually the case everywhere – it is the parents of our youngest students who are the most invested with decreasing participation as the years go on.  This year, we see less Kindergarten than normal, for what that’s worth.

The percentage who replied “yes” is largely unchanged from last year (and always compounded by not knowing who of the “no’s” represent graduations or relocations, as opposed to choosing to attrit prior to Grade 8).  What is different this year is that the percentage of “undecideds” is larger than the “no’s” for the first time.  An increase of uncertainty certainly seems reasonable during a time of pandemic, although we have no way to tell the difference between correlation and causation.  What continues to be true is that the overwhelming majority of families – regardless of their feedback – stay with us year after year.  This continues to say a lot about them and a lot about us.

Let’s look at the BIG PICTURE:

The first chart gives you the weighted average satisfaction score (out of 10); the second chart gives you the breakdown by category.  I will remind you that for this and all categories, I look at the range between 7-9 as the healthy band, obviously wanting scores to be closer to 9 than to 7, and looking for scores to go up each year.  In terms of “overall satisfaction”, we have now gone from 7.13 to 7.20 to 8.17.  This year marks a meaningful jump in the right direction and you can see by the second chart that it is explained by the extremely high percentage of families who graded the school an 8, 9 or 10 and the extremely low percentage of families who graded the school a 1, 2 or 3 (in fact no families graded the school a “1” or “2”) – both of those things were not (as) true last year.  This is surely good news, but let’s dig deeper…

A few things jump out…

  • The topline number is up, fairly significantly, from 7.11 to 8.0.  This marks the first time we have reached that threshold.
  • Both learning “LEVELS” and learning “STYLES” have also crossed the threshold from the less healthy high 6’s into the mid 7’s.  It would be nice to know how much of this is attributed to improvement in general and how much to how the school has responded to distance learning, but we will have that same question to answer with almost all the data.
  • I am very pleased to see that every single category is up from the prior year and that all, but one, in this section are now firmly in the healthy 7-9 range.
  • I am thrilled to see such a high score (8.25) for “creative and critical thinking skills”.
  • Our lowest score (again) is again in “Homework” although it has climbed from 6.56 to 6.91, putting it just outside the healthy band.  As I wrote about in my self-evaluation, it is hard to know if the full implementation of our new Homework Philosophy was hindered by COVID-19, but we will look to see if this score goes up with another year of implementation under our belts.

  • Hereto, every metric is higher than last year and we still want to see each one climb a little higher.
  • The topline number has moved from 6.61 to 6.97, which is so close to being a 7, but for such an important metric, I would really like to see it closer to 8.  It would be interesting to peg this question to the grade of the student captured in the data (which I cannot do in order to protect anonymity) to see if parents’ perceptions of their child(ren) as being well prepared for high school grows higher as they get closer (which would be good) to graduation.
  • So thrilled to see all three of our metrics that deal with resource and IEPs to have grown and to all enter the healthy band!  Kudos to Sharon Reichstein, our Director of Special Needs Education, and her team for all their work this year – work that I believe has proven even more valuable during this time of distance learning.  This is a clear example over time where parent voice, aligned with teacher and student voice, leads to meaningful action.  (Fill out those surveys y’all!  We really do pay attention.)

  • Thrilled to see that our topline number has moved from 7.24 to 8.17!
  • Very happy to see that every metric in General Studies is well into the healthy band and each one is up from the prior year:
    • Math: 7.09 to 7.60
    • Science: 7.09 to 7.72
    • Social Studies: 7.41 to 7.96
    • Reading: 6.93 to 8.0
    • Writing: 6.51 to 7.07
  • I would happily attribute the meaningful increase in reading to all the work our Language Arts Teachers have done with STAR Reading / Accelerated Reader, incentivizing reading in general with the “Annual Reading Challenge” and the Scholastic Book Fair, and better integrating our Library with the Classrooms.

  • I am of two minds when it comes to our French metrics.  The positive is that all three metrics are HIGHER than they were last year at this time.  That’s good news!  Our OVERALL metric went from 5.66 to 6.54.  French reading grew from 5.58 to 6.36.  French writing went 5.35 to 6.07.  Those are all meaningful jumps in the right direction.  The negative, of course, is that they all still fall below the healthy band.  However, another year of growth like this one would put all those categories firmly there.  That should be great cause for optimism since this year’s growth can fairly be attributed to the first year of our consultancy with TACLEF – a year that got truncated by a third due to COVID-19.  Immediately before we pivoted to distance learning, we posted an update on the progress we had made this year due to TACLEF.  Knowing that we have another full year of consultancy ahead of us, should inspire greater confidence that our French outcomes will soon be on par with the rest of General Studies.  That will be quite an accomplishment considering the narrative around French outcomes that the school has been working to flip during the last three years.  Bon travail to the French Department!
  • Sticking with the theme of this section, all three of our specialty classes are up as well!  Congrats to the PE Teachers for leading PE from 6.84 to 7.75, to Morah Shira for lifting Art from 7.20 to 8.33, and to new Music Teacher, Mr. Goddard, for guiding Music from 6.80 to 7.56.  It is good to know that even with a rigorous, trilingual curriculum, that we continue to offer the kinds of high-quality PE/Music/Art experiences that make a well-rounded education.

  • We are again thrilled to see all our Jewish Studies metrics continue to climb higher after another year.  We are especially pleased to see the OVERALL metric move from 7.29 to 8.08.  With another year’s commitment to immersive Hebrew pedagogy, another year of meaningful prayer experiences, the leadership of Dr. Avi Marcovitz as our new Dean of Judaics, greater engagement of our community’s clergy, etc., we are clearly headed in the right direction.  Kol ha’kavod to the Jewish Studies Department!
  • We are pleased to see our extracurricular activities and athletics climb into the healthy range this year!  We are pleased to see field trips go up, with the hope to see it over 7 in the year to come.
  • Although our hot lunch program and our after school metrics trail behind the others, they are both UP significantly from the last year.  We will continue to work with our partners and vendors and look forward to continued growth in the year ahead.

From our experimental section, we yield these two data points (and two sets of meaningful commentary).  As we see it as almost an inevitably that schools will be required to pivot back and forth from school in a bricks-and-mortar building to school through distance learning, our ability to navigate that pivot with minimal disruption and maximal academic progress – not to mention with the continuance of meaningful Jewish experiences – will be powerful value-adds for OJCS in the years ahead.

  • I noticed that I did NOT include this section (Communications) in last year’s analysis (even though I am pretty sure the questions were asked), so we will let this year’s data serve as a baseline from which to judge future metrics.
  • All of these scores are high into the healthy range!  I like to see our “open and welcoming atmosphere” come in at 8.60, our regular communication at 8.73 and the front office’s responsiveness to concerns at an 8.80 – all of our highest scores.  I think we all know that we have Ellie to thank for a lot of those high scores!
  • I will be interested to see what the impact of “Student-Led Conferences” will be on the “parent-teacher conferences” metric once launched.

  • I have already shared my thoughts on my own job performance in my prior “Transparency Files” post.  I will simply state here my pleasure in seeing all these numbers climb from the prior year.
  • The one metric that I am very pleased to see climb is the last one, which essentially serves as a proxy for school-wide behavior management.  Last year we scored a 6.69 and I stated that, “we are working on launching a new, school-wide behavior management system next year based on the “7 Habits” and anchored in our “North Stars”.  I will be surprised if this score doesn’t go up next year.”  Well, it came in this year at a 7.65.

Last data point:

Remember this question was scaled 1-5.  Our school has climbed from last year’s 4.14 to this year’s. 4.44.  I truthfully don’t know how much more there reasonably is to grow this, but we’ll keep doing our best to find out!

So there you have it for 2019-2020!

Thanks to all the parents who took the time and care to fill out surveys!  In addition to the multiple choice questions, there were opportunities for open-ended responses and a couple of experimental sections.  Your written responses added an additional layer of depth; one which is difficult to summarize for a post like this.  Please know that all comments will be shared with those they concern.  (This includes a full set of unedited and unredacted results which goes to the Head Support and Evaluation Committee of our Board of Trustees.)  As you can see each year, we really do use this data to make enhancements and improvements each year.

We want to reverse this year’s trend in terms of parent participation, but very much wish to continue this year’s trend in increasing positive outcomes and satisfaction.  To mix school metaphors, each year simply becomes the higher “floor” we stand upon to reach towards our North Stars.  With no ceiling, we aim to reach a little closer each time.

The Transparency Files: Self-Evaluation

Although it feels like COVID-19 is the only thing we experienced this year, it will -at most – constitute a third of our school year.  So even though we continue along with our Distance Learning Program, even though things continue to be unpredictable, it is still true that when the calendar turns to May and June, you can count on me to deliver a series of “Transparency Files” blog posts!  This year, I am beginning with a self-evaluation, and will continue with the sharing out of results from this year’s Annual Parent Survey, results from this year’s Annual Faculty Survey (which is shared directly with them), and will conclude with a discussion of next year’s new initiatives and an introduction of the 2020-2021 OJCS Faculty.  [Things being what they are, these posts may not follow weekly.]

So let’s lean in…

We are in that “evaluation” time of year!  As Head of School, I have the responsibility for performing an evaluation of staff and faculty each year.  Fittingly, they have an opportunity to do the same of me.  Our Annual Faculty Survey presents current teachers and staff with the opportunity to provide anonymous feedback of my performance as Head of School.  Our Annual Parent Survey presents current parents with an opportunity to do the same (as part of a much larger survey of school satisfaction).  Please know that the full unedited results of both are sent onto the OJCS Board of Trustees Head Support & Evaluation Committee as part of their data collection for the execution of my annual performance review.

You are welcome to review last year’s self-evaluation post before moving onto this year’s…

This year’s self-evaluation is based on goals created for this year (which was done at the beginning of the year in consultation with that same Head Support & Evaluation Committee).  You will not find a complete laundry list of my day-to-day responsibilities.  [I typically focus in this blog post on more of my “principal’s” responsibilities, and not as much on my “head of school’s” (i.e. fundraising, marketing, budgeting, etc.)]   This means that you are only going to see selected components [there are more goals in each area than I am highlighting here] for the 2019-2020 OJCS academic year:

Establish steady and measurable growth of the student population

  1. Leverage parlour meeting(s) w/host families.
    1. Meet ahead of scheduled parlour meetings with host families to discuss an invitation strategy as well as salient points that better target the invited families.
    2. Meet after with host families to discuss follow-up strategy with a goal of converting 95% of attendees into scheduled tours.
  2. Work with Admissions Director to introduce a more data-driven approach to the entire admissions cycle.
    1. Explore data management programs (analogous to development) to  better collect and sort relevant data for the entire admissions cycle (inquiries, tours, applications, follow-ups, admissions, etc.).
    2. Introduce metrics (i.e. “touches”) into the regular moves management process.

OJCS is a school of excellence

  1. Working with French Faculty to integrate TACLEF training (year one of two).
    1. Assign a veteran teacher to shepherd the process and calendar all relevant training sessions.
    2. Meet with French Faculty after each round of training to see how teachers are faring.
    3. Encourage use of diagnostic tools as part of the process of preparing for both report cards and parent-teacher conferences.
    4. Share out with families (whether in a meeting and/or blog) updates of the work and its impact on the schools.
  2. Prototyping student blogfolios in Grades 5 & 6.
    1. Work with IT to establish the blogfolios.
    2. Work with the Educational Leadership Team (ELT) (Mrs. Thompson in particular) to help the Middle School Team understand the value of student blogfolios and how to best utilize them.
    3. Engage in proactive parent education with the families in Grade 5 (Grade 6 families began this last year) to best prepare them to be active partners.
    4. Aim for Grade 5 to prototype Student-Led Conferences for the Spring (b/c/ they tie naturally to student blogfolios).
  3. Actualize new HW Philosophy across K-8.
    1. Prepare and present new HW Philosophy (focusing on implementation strategies) to faculty during Pre-Planning Week.
    2. Facilitate a session on “Homework” at Parent Night.
    3. Work with the ELT to address ongoing issues through the implementation phase.
    4. Solicit feedback from parents, students and teachers as to how the new philosophy and policies are working.
  4. Launch new behavior management program anchored in 7 Habits / North Stars.
    1. Prepare and present new behavior management program (focusing on implementation strategies) to faculty during Pre-Planning Week
    2. Facilitate a session on “Behavior Management” at Parent Night.
    3. Work with the ELT to address ongoing issues through the implementation phase.
    4. Solicit feedback from parents, students and teachers as to how the new philosophy and policies are working.

Public  & Community Relations

  1. Introduce “Parent Workshops” (instead of “Town Halls”) around areas of intent interest (i.e. use of technology).
    1. Solicit feedback from parents as to what kinds of workshops would be meaningful to invest parental energy in participating in.
    2. Launch 1-3 Parent Workshops (either scheduled at multiple times and/or w/virtual options to accommodate busy schedules).
  2. Prototype family educational experiences.
    1. Gather feedback from parents and teachers as to what kinds of family experiences (whether in school like a “Family Kabbalat Shabbat” or outside of school like a “Family Retreat” would be meaningful.
    2. Launch 1-2 Parent Family Experiences.

 

So.  It would neither be fair nor true to blame any unfinished business or any unaccomplished goals on COVID-19, in fact in some cases it may have actually accelerated our path.  But it is both fair and true to name that it surely was and is a complicated factor.  Nonetheless, I am pleased to say that we managed to hit many of the above goals and are on our way to hitting the rest!

Here are some things to focus in on…

…we regard to Admissions, we were in the middle of a new outreach initiative to the Israeli community (championed by current OJCS Israeli parents) and had an event scheduled to bring new Israeli families to OJCS for a Lego Robotics activity, but it got canceled due to COVID-19.

…with regard to TACLEF, in addition to what I posted right before we had to pivot towards distance learning, with the (small) sample of (strategically selected) students who were used to train the teachers on the diagnostic tools, data was used not only for report cards and parent-teacher conferences, but also to navigate questions about French level placement.  If not for COVID-19, there should have / would have / will be a French Town Hall with more concrete findings and next steps.  Our last in-person training session for this year has been postponed into the already planned second year of this consultancy.

…with regard to Student Blogfolios, work was done with the ELT, but we did not get as far with the full Middle School Team as we would have liked.  Use of blogfolios in Grade 6 was pretty scattershot until we were forced into our Distance Learning Program.  Use increased out of necessity and we look forward to a carryover effect when we return to normal schooling.  Working with the Grade 5 Team, we successfully onboarded Grade 5 Parents – at least more successfully than the last cohort.  We were headed towards a prototype of a Student-Led Conference, although it is possible we may not have gotten all the way there, before COVID-19, but now this too must wait until next year.

…with regard to the new Homework Philosophy, I think, as expected, that implementation has been the trickiest part.  We will need to continue to spend meaningful time with faculty to ensure a shared understanding of how the philosophy ought to live across grades and subjects.  It is also going to be hard to know how the shift towards Distance Learning for the last third of the school will color feedback on this (and the next one below).  We will get some sense from Faculty and Parent Surveys, but not as targeted as it otherwise might have been.

…with regard to the new behavior management program, as with the new homework philosophy, implementation is the trickiest part.  We had greater success in the Lower School than in the Middle School, but good progress was being made right up until COVID-19.  More work will need to be done into next year.  Hereto, it is going to be hard to know how the shift towards Distance Learning for the last third of the school will color feedback.  As above, we will get some sense from Faculty and Parent Surveys, but not as targeted as it otherwise might have been.

…and, finally, with regard to parent and community relations, this still feels like an area for growth.  We held one workshop on “Technology” and then the move towards Distance Learning led to additional workshops specific to the pandemic.  Our virtual Family Kabbalat Shabbats and PTA virtual experiences have played a meaningful role during this time of distancing.

Those are just highlights.

If you have already contributed feedback through our surveys, thank you.  Your (additional and/or direct) feedback – whether publicly commented here, privately shared with me through email or social media, or shared through conversation – is greatly appreciated.  As I tell our teachers, I look forward to getting better at my job each year and I am thankful for the feedback I receive that allows me to try.

Radical Transparency: Finding Wellness Through Brazen Vulnerability

I was out of the office this past Monday and Tuesday attending an Alumni Retreat of the Day School Leadership Training Institute (DSLTI).  DSLTI is the preeminent preparer for new heads of Jewish day schools and I was lucky enough to be in its fourth cohort.  In addition to the coaching and content that comes during your cohort experience, one of the greatest ongoing values of DSLTI is its robust alumni network.  That alumni network gathers annually for a retreat and is typically a peak experience for attendees.  The topic this year was “wellness” and I was asked to speak specifically  on the connection between “transparency” and “wellness”.  As those were concepts that I didn’t automatically connect, I spent some time proposing and then rejecting possible ideas.

Here’s what I did not talk about:

At first, I thought I would approach it from the angle of how blogs and blogfolios can actually promote wellness in our school culture through small, but meaningful acts of kindness.

Then I thought I would come at it from how my own blogging and social media usage embodies transparency as a personal value that promotes my own self-care – talking about my personal flaws, coping with the death of my father, setting health goals, etc.

My next rejected idea was to talk about how I blog transparently about what I want to be true with the hope that by putting it out into the universe, I set in motion making it actually come true.

Next idea was to explore blogging as a form of personal cheshbon ha’nefesh – a self-accounting to inspire me to do and be better.

My final rejected idea was to explore how we use the concept of the “nondiscussible” to build a professional culture that promotes wellness in the workplace.

The truth is that I could have told compelling professional anecdotes about any of the above slides/topics.  And since many of them are pulled from blog posts I have already written…I guess I already have. But because DSLTI is such an intimate environment, a safe place for heads of schools to get real with themselves and each other, I decided that I would go deeper and more personal.  And so I landed here…

“Imposter Syndrome” is a common condition across all professions.  It can be defined as…

…a collection of feelings of inadequacy that persist despite evident success. ‘Imposters’ suffer from chronic self-doubt and a sense of intellectual fraudulence that override any feelings of success or external proof of their competence. They seem unable to internalize their accomplishments, however successful they are in their field. High achieving, highly successful people often suffer, so imposter syndrome doesn’t equate with low self-esteem or a lack of self-confidence.

I can distill my “imposter syndrome” down to three anecdotes reflected in the slide above which served as the heart of my talk…

The handsome gentleman on the left is me at age 13.  I was yet even more handsome at age 10 when we moved from Edison, New Jersey to Fremont, California.  In addition to my amazing Jewish Neil Diamond hair, and owlish eyeglasses, I also brought with me to California an overbite of cartoonish proportions.  My overbite was so large that I could fit two fingers (sideways) comfortably inside.  The solution?  A bionator.

My Google search for a bionator reveals to my surprise its continued existence, since I had imagined it would have been banned by the Geneva Conventions as a source of torture.  In my parents’ great wisdom and to avoid my needing to wear braces until 35, not only did I get to wear the bionator for all of Grades 6 and 7, I also got to wear headgear 18 hours a day.  And one of those days was, in fact, the very first day of school.

In a new school.

In a new state.

I show up for the first day of Grade 6 with my bionator in, Jewish locks pouring through the headgear and owl eyes.  As just one example of how awesome that was, because the bionator took up every inch of space in my mouth, I had to take it out to speak.  And because I needed a toolset to take it out, I had to have prearranged times with my teachers for when I was going to be called on.  (I swear this is all true.) My Math Teacher would tell me that she was going to call on me at 10:45 AM and then at 10:30 AM I would take out my toolset and start unhooking myself.  My time would come, I would say, like, “5x,” and then I would hook myself back together.

How I ever met a friend is an enduring mystery…

That “first-day-of-school-in-a-new-school-wearing-a-bionator” is how I feel each time I walk into a new room with new people.

The hirsute gentleman in the upper righthand corner is me at age 23.  I had taken a year after university to try to figure out what path in the Jewish professional world I wanted to walk down and landed at Jewish Education.  Based on my Reform Jewish background, I should have wound up in the master’s program at the Hebrew Union College-Los Angeles.  And I likely would have if not for the friend of my mother’s who told her that if I was already going to down to LA for an interview at one seminary, that I might as well visit the Conservative one, the University of Judaism (now American Jewish University).  So I set myself up an interview…

They told me that my day was going to begin with “minyan” and I said, “Great!” even though I had no idea what that was.  To paint the full picture, I wore my hair that day in a ponytail (which I assumed was more professional), put modest earrings in my four piercings, wore the only long pants in my possession coupled with Naot (Israeli Birkenstocks).  That is how I looked when a grad student met me and escorted me to the school’s beit knesset for minyan.  That morning was the first time in my life I had ever seen tefillin or a Hebrew siddur.  It was the first all-Hebrew service I had ever attended and I was totally unfamiliar with the words and the tunes.

Why I wound up attending that school and the larger Jewish journey it took me on is a longer story…

That “first-time-in-minyan” is how I feel every time I enter a synagogue.

The picture in the lower righthand corner of the slide is not a class photo.  That is the school photo from my first year as founding head of the recently closed Solomon Schechter Day School-Las Vegas.  Grades 1 & 2, 14 students, three teachers and me.  The story of how that school came into existence and how I came to be its founding head is long and complicated.  It is, in fact, the subject of my doctoral dissertation and should you wish to join the exclusive club of my dissertation committee, my mother and my wife, I invite you to look it up and read it.  Needless to say, I was not a typical applicant for this job having never attended, worked or virtually ever stepped foot inside a day school until applying to be a founding head.

I distinctly remember the part of my interview where I attended a parlour meeting for prospective parents at the home of the rabbi who was spearheading the school’s creation.  At that time there were only the 6 students continuing into Grade 2 and prospective parents for what would turn out to be 8 students beginning Grade 1.  Because of my utter lack of experience and network – I was only accepted into DSLTI after I somehow got the job – the only way I could prepare for the interview was to do some light internet research.  I landed on PEJE’s (Partnership for Excellence in Jewish Education, now folded into Prizmah) PDF for launching new Jewish schools and tried to commit it to memory.

At this parlour meeting was a set of parents who had graduated from The Ramaz School, a very prominent Modern Orthodox Day School in Manhattan and they asked me a ton of very reasonable and practical questions to try to ascertain how on earth I was qualified to found this new school.  As I stood in the foyer sweating through my suit, stumbling to express my views on secular curriculum, Jewish curriculum, pedagogy, Hebrew, and anything and everything else about running a school, I was quite convinced that this was the beginning and the end of my career in Jewish day school education.

Why I wound up getting the job and the larger arc of my career that it launched is a longer story…

That  “sweating through my suit” is how I feel at all our town halls.

The feedback from my DSLTI peers when I gave this presentation was instructive.  Many shared with me that they had no idea that I felt that way – I seem so confident or I appear to have a strong leadership presence.  And like most people, I both do and I don’t.  I have obviously grown and learned and failed and succeeded and achieved and done a lot since I was 10, 23 and 33.  But that’s the way imposter syndrome works for us all.

So there you have it.  The simple truth is that I employ a kind of radical transparency not only because I think it creates healthy culture, leads to sound pedagogy, fosters parental buy-in and engagement – which I do.

In a sense “transparency” is my superpower.  It is the superhero cape I adorn that lets me be my best self.  I put it all out there because doing so makes me well and, I hope, promotes wellness in others.  Ken y’hi ratzon.

This will be my last blog post before we go onto Winter Break next week.  Wishing everyone a joyous Chanukah, a Happy New (Secular) Year and a relaxing break.  We look forward to welcoming everyone back to school in 2020!

The Transparency Files: The OJCS 2019-2020 Faculty

I realize that I may have squeezed out five blog posts over the last two weeks, but that for many of you, this is the annual post you have been waiting for…

It is amazing to note that we have reached this point in the calendar and that the final two weeks of school are in front of us!  It has been such an extraordinary year here at OJCS and we are already busy planning for the next one.  I can appreciate that no one – including me! – wants to wish their summer away, but we are so excited about what is in store that we almost cannot wait to begin again!

Speaking of next year…

As you hopefully have already heard, we are saying goodbye to Rabbi Finkelstein and Noga Reiss who will be retiring at the end of this school year after long and distinguished careers at OJCS. [Hopefully you are planning on attending their Retirement Tea on Sunday, June 23rd at 3:00 PM here at the school.  Email the office to RSVP.]  These two faculty members have contributed much to our school and each will be missed.

The search process to fill Rabbi Finkelstein’s and other existing and new positions is underway and we will continue to update you as we make hires between now and the beginning of next year.

Looking back at last year’s post, I am struck by how many new structures and departments we introduced and that here, a year later, how much more stable we have become.  Last year, we introduced new schedules, increased contact time with both Hebrew and French, a new Department of Special Education, and a new Educational Leadership Team.  This year, we are simply letting you know who the key ingredients to the meal we are cooking together will be…

It does not mean that we are content or don’t have lots of work still ahead of us in order to become the school we seek to become!  In order to reach those “North Stars,” our teachers are looking forward to a year to live them more fully, to make sure the strategies we have developed (such as “prototyping”) are understood, to give us all a chance to better understand the whys and hows of classroom blogs, to implement a new homework philosophy, to truly strengthen the “J” in OJCS, to open our makerspace, and to launch a powerful new partnership to enhance French language education.  This will be more than enough to keep us joyfully busy into next year and beyond…

Finally, you will see below a few places where we have decided to absorb the cost of splitting classes, not just because enrollment in those classes may be going up, but because our promise to parents of personalization requires us to staff according to need, not to numbers, and we intend to deliver on those promises.

OK, I think I have given a lengthy enough preamble.  Let’s get excited about this gifted and loving group of teachers and administrators who will partner with our parents in the sacred work of educating our children.  I know I am!

The 2019-2020 OJCS Faculty & Staff

Lower School General Studies Faculty

  • Kindergarten: Janet Darwish, Dora Scharf (French) & Taylor Smith (EA)
  • Grade One: Ann-Lynn Rapoport & Dora Scharf (French) [TWO Classes]
  • Grade Two: Lianna Krantzberg & Dora Scharf/Aaron Polowin (French) [TWO Classes]
  • Grade Three: Faye Mellenthin & Aaron Polowin (French)
  • Grade Four: Julie Bennett, a French Teacher (Core) & Aaron Polowin (Extended) [TWO Classes]
  • Grade Five: Melissa Thompson, a French Teacher (Core) & Aaron Polowin (Extended)

Lower School Jewish Studies Faculty

  • Kitah Gan: Shira Waldman
  • Kitah Alef: Ada Aizenberg [TWO CLASSES]
  • Kitah Bet: Bethany Goldstein [TWO CLASSES]
  • Kitah Gimmel: Sigal Baray
  • Kitah Dalet: Yardena Kaiman [TWO CLASSES]
  • Kitah Hay: Gonen Sagy

Middle School Faculty

  • Grade 6 Educational Assistant: An Educational Assistant
  • Science: Josh Ray
  • Mathematics: Chelsea Cleveland
  • Language Arts: Mike Washerstein
  • Social Studies: Deanna Bertrend
  • Extended French: Stéphane Cinanni
  • Core French:  French Teacher
  • Hebrew: Gonen Sagy  (Level I) & Ruthie Lebovich (Level II)
  • Jewish Studies: Mike Washerstein
  • Rabbinics: A Rabbinics Teacher

Specialists

  • Art: Shira Waldman
  • Music: A Music Teacher
  • PE: Josh Ray, Faye Mellenthin (Grades 1, 2 & MS Girls) & Linda Signer (K)
  • Library: Brigitte Ruel

Department of Special Education

  • Keren Gordon, Vice Principal
  • Sharon Reichstein, Director of Special Needs
  • Linda Signer, Resource Teacher
  • Brian Kom, Resource Teacher
  • Chelsea Cleveland, Math Resource
  • Shira Waldman/Sigal Baray, Hebrew Resource*
  • French Teacher, French Resource*

Education Leadership Team

  • Melissa Thompson, Teaching & Learning Coordinator
  • Deanna Bertrend, Student Life Coordinator

Administration

  • Josh Max – IT & Technology Support
  • Ellie Kamil – Executive Assistant to the Head of School
  • Head of Jewish Studies – Head of Jewish Studies
  • Development Director – Director of Development*
  • Jennifer Greenberg – Director of Recruitment
  • Keren Gordon – Vice-Principal
  • Dr. Jon Mitzmacher – Head of School

We are moving full steam ahead with candidates for all the above positions and between our extraordinary returning teachers and the quality of the candidates we have met thus far for new teachers, we know that the future is bright at OJCS.

*New position for 2019-2020.

This likely ends my weekly blogging for the season.  I will be away with our Grade 8s next week on their GRAD Trip to NYC (follow us on social media!) and then it is OJCS Graduation, Last Day of School and Faculty Pre-Pre-Planning (our PD days where we pivot towards the next year).  I will blog through the summer if and when there is what to share.  Our office remains open, of course, but administration will take staggered vacation throughout the summer to make sure our saws are fully sharpened for 2019-2020.

The Transparency Files: Evaluation of Self

Although the weather outside is only finally warming up, it is actually June and we have reached our final month of this amazing 2019-2020 school year!  It is hard to believe how much has happened this year and how much we still have on tap for the final weeks!  Circumstances led me to switch up the order of my annual series of closing “Transparency Files” blog posts.  This year, I began with the results of the Annual Parent Survey and the results of the Annual Faculty Survey (shared directly with Faculty), am now moving here to my self-evaluation, and will finish with a discussion of next year’s new initiatives and conclude with an introduction of the 2019-2020 OJCS Faculty.

So let’s lean in…

We are in that “evaluation” time of year!  As Head of School, I have the responsibility for performing the evaluation of staff and faculty each year.  Fittingly, they have an opportunity to do the same of me.  Our Annual Faculty Survey presents current teachers and staff with the opportunity to provide anonymous feedback of my performance as Head of School.  Please know that I have already shared the results and analysis with the faculty and have sent the full unedited results to our Board’s Head Support & Evaluation Committee as part of their data collection for my evaluation.

You are welcome to review last year’s self-evaluation post before moving onto this year’s…

This year’s self-evaluation is based on goals created for this year (which was done at the beginning of the year in consultation with that same Head Support & Evaluation Committee).  You will not find a complete laundry list of my day-to-day responsibilities.  [I am focusing here on more of my “principal’s” responsibilities, not as much on my “head of school’s” (i.e. fundraising, marketing, budgeting, etc.)]  You will find selected components [there are more goals in each area than I am highlighting here] for the 2018-2019 OJCS academic year:

Establish steady and measurable growth of the student population

  1. Establish and drive a recruitment plan to promote the school and attract new students.
    1. Develop a recruitment strategy with the Admissions Director by December 1st.
    2. Review and track recruitment effectiveness and make adjustments as required (ongoing, but December – April is the key period).
  2. Design and execute a retention strategy and plan.
    1. Develop a “moves management” database for all current families and launch weekly retention meetings with Admissions Director by first week in December.
    2. Annual Parent Survey is taken each May, shared with families and utilized in plans for the following years (when appropriate).
    3. Complete exit interviews/surveys with students and parents to better understand reasons for leaving are done as decisions become final in the Spring.
    4. Parent Ambassador for all new OJCS families to launch the first week of school.
  3. Strengthen pipeline with Ganon & Early Beginnings.
    1. Meet with directors to share updates and solicit feedback twice-yearly (December & May).
    2. Schedule engagement opportunities for Ganon and Early Beginnings JKs w/OJCS K for November.
    3. Develop a plan for the ongoing transition of Ganon’s JK to OJCS by February.
  4. Deepen relationships with synagogues.
    1. Re-launch the Rabbinic Advisory Committee in November with a goal of identifying concrete engagement opportunities for OJCS and each synagogue.
    2. Meet with each Rabbi by January to identify a specific engagement opportunity for Jon (speaking, Shabbat dinner, etc) and a select group of prospective parents.

OJCS is a school of excellence (through our work with NoTosh we aspire to be “the best school in Ottawa”)

  1. Translating our “North Stars” (“The OJCS Way”) into a strategy document.
    1. Work with NoTosh to revise final strategy document by December 1st.
    2. Translate the strategy document into a slide-deck for presentation to teachers/board/parents by January.
    3. Create parent collateral to help drive external identification of “The OJCS Way” with “excellence”.
  2. Connecting the dots between our work with NoTosh and our work with Silvia Tolisano.
    1. Meet with members of the NoTosh Design Team and the Silvia Cohort to keep everyone on the same page (ongoing).
    2. Encourage at least 10-15 prototypes through the prototype protocol.
  3. Clarify what role the CAT-4 plays in evaluating academic “excellence”.
    1. Analyze CAT-4 results with teachers to evaluate how useful they are in shaping instruction.
    2. Based on data and “The OJCS Way” blog out results while holding individual parent meetings (as needed).
  4. Create a technology plan for teachers, students and school.
    1. Work with Technology Director to develop plans for current and desire technology in the school.
    2. Work with teachers – and then parents – to decide which devices students will need to have (both in school and at home) in which grades.
  5. Develop a comprehensive Professional Development (PD) plan.
    1. Ensure that each teacher has a signed Professional Growth Plan (PGP) by November.
    2. Work with new Coordinators to see what common themes arise from PGPs and decide where and how to address over the course of the year (PD days, faculty meetings, conferences, resources, etc.).
  6. (Constantly) improve faculty morale.
    1. Launched “Positive Notes” prototype in January
    2. Results from the Annual Faculty Survey indicate success.

OJCS inspires Jewish journeys in its students, families and community.

  1. Deepen and develop personal relationships with holiday and Shabbat experiences.
    1. Invite children’s classes to house for Sukkot (September).
    2. Begin rotating families through for Shabbat dinners.
    3. Prototype at least one holiday workshop with PTA.
  2. Expand holiday family experiences.
    1. Make sure each grade has at least two Kabbalat Shabbat experiences at school.
    2. Grow our annual Chanukah and Passover celebrations to deepen family engagement.
    3. Coach a few teachers who have family engagement as part of their PGP to maximize their prototypes.
  3. Thought-leadership.
    1. Make sure blog has appropriate balance, including connections between the way Judaism is lived in school and how it could be lived at home.
    2. Work with local synagogues on Shabbat and holiday programming.

I am pleased to say that we managed to hit many of the above goals and are on our way to hitting the rest!  Here are some things to focus in on…

…we just recently met with our friends at the SJCC and Ganon Preschool to deliver preliminary plans for the next two years of transition of JK from Ganon to OJCS and we are holding meetings this month between JK and SK teachers to launch new initiatives in 2019-2020.

…we are pleased to be cosponsoring a Shavuot program this week with Congregation Beit Tikvah and co-facilitating a Shavuot program with Kehillat Beth Israel.

…we are meeting with PTA leadership this week to pass along feedback from the Annual Parent Survey and to explore ways to engage more parents in holiday workshops or other parent education opportunities.  This is an area we are desperate to improve in next year.

…we have drafted a BYOD (bring your own device) policy for Grades 4-8, which will be sent to parents later on this month.

…the schedule kinda got away from us, but we do have a final K-5 Kabbalat Shabbat on June 21st at 3:00 PM!

Those are just some highlights!  As always, your feedback – whether publicly commented here, privately shared with me through email or social media, or directly shared through conversation – is greatly appreciated.  As I told our teachers, I look forward to getting better at my job and I am thankful for the feedback I receive that allows me to try.

The Transparency Files: Annual Parent Survey

This is probably a couple of weeks later than I had hoped, but I am pleased to share with you the results of this year’s Annual Parent Survey!  If you want a full comparison with last year, you can reread those results or toggle back and forth.  What I will try to do here, is to capture the highlights now that we have a baseline for comparison.

The first thing to name is that the percentage of students represented in this year’s survey is lower than last year, even if it captures slightly more students.  Last year’s survey covered 81 students and this year’s covers 84.  Also, the survey is per student, not per family, which means that it is even less representative than that.  In the service of anonymity, we have no way to know how many families the survey actually represents.  Finally, for most of the sections below, only 70 students – or roughly 40% of the school – is represented in the results.  (Surveys of 14 students did not include data outside the opening and closing questions.)  We would love to see that number at 70% or higher in the future to be more sure that the results are valid, but as always, we believe that all data is valuable data.

Whereas it is common wisdom that folks with concerns are usually more likely to fill out these surveys, the truth is that it would only strengthen these numbers, because by and by they are pretty good!  More than being worried about the motivations for why families do or don’t fill out surveys, we are most concerned that our families feel that they have an opportunity to provide us with feedback and, even more important than that, that the school factors in parent voice as it makes decisions.  We can only hope that we prove to families each year that we do take voice seriously, we do lean into healthy critique, and we do want to hear from them.  We will revisit when we give the survey, how long we keep the survey window open and how we could incentivize folks to fill them out.  We will aim for over 50% next year and 70% in the years to come.  In the meanwhile, let’s celebrate the parents who did participate and try to make meaning of what they are telling us.

As was the case last year – and is usually the case everywhere – it is the parents of our youngest students who are the most invested with decreasing participation as the years go on.  It is, however, a bit more representative than last year’s group.

This percentage is higher than last year and is confounded a bit by the fact that families who are moving out of Canada for example, or who are graduating would sit in the same “No” with families who attritting before Grade 8.  That the percentage is higher has some logic because our attrition rates are down again heading into next year, but I cannot unpack the “No” box while maintaining anonymity.  All of this to say is, if it is true that our most critical parents are filling out this survey, the overwhelming majority intend to continue at OJCS.  That says a lot about them and about us.

Let’s look at the BIG PICTURE:

So I will remind/tell you that for this and all categories, we look at the range between 7-9 as the healthy band, obviously wanting scores to be closer to 9 than 7, and looking for numbers to go up each year.  Last year, our score was 7.13 and this year it is 7.20.  Is it healthy?  Absolutely, although still closer to the low end of the band than we would prefer.  Did it go up?  Yes, although not as much we would like considering how much better a school we have become by a variety of other measures.  Is there a disconnect between what the school believes is true and what parents see and believe?  Is this a failure of communication?  These will be important questions for us to chew on.  Let’s dig deeper…

A few things jump out…

  • The topline number is essentially unchanged (7.17 to 7.11), while remaining lower in the healthy band than we would like to see.
  • Unlike last year, the score for “learning LEVELS” and “learning STYLES” is exactly the same, which leads me to wonder if people understand what we’re actually asking about (are these actually good or clear questions).
  • Even the ones that are below the healthy range (in the 6s) are actually all up from last year, which hopefully means they will enter that range soon.
  • I am pleased to see parents have pushed the question about individualized attention into the healthy range (7.09) as it is a core value of the school.
  • Our lowest score (6.56) is connected to homework, which we had already identified as a critical concern.  We hope that the new Homework Philosophy we shared out just a few weeks ago will help see that score rise when it is implemented next year.

  • So here is where having comparison data is actually helpful.  Each score in this section is lower than we want it to be and each score in this section is higher than it was last year.  (Remember that we think 7-9 is the healthy range; a “5” still means “satisfied” on the scale).
  • The topline number is still below a 7 and that still remains unacceptable.  It may round up, but next year it has to get there on its own.
  • The biggest improvements in this section are connected to our ability to meet the needs of students with IEPs and we know it is connected to our having hired a Director of Special Education this year.  We also know that it is not yet where we want it to be, but this is a clear example of where parent voice, aligned with teacher and student voice, leads to meaningful action.  (Fill out those surveys y’all!  We really do pay attention.)

As was the case last year, there are no huge bombshells, but there are some things worth pointing out…

  • The topline number is essentially the same (7.27 to 7.24).
  • Our lowest scores (and we added two new sub-questions in this category) deal with French and we are excited to see those numbers begin to approach healthy levels as we move forward next year with the intense professional development for our French Faculty that we announced earlier this week.  We are a bit disappointed that the added contact time and rigor have not yet registered, but we know they were steps in the right direction.  Our newest families have the same high expectations of us that we have for ourselves, and now it is time for the school to deliver on its promises.  This is another clear example of where parent voice, aligned with teacher and student voice, leads to meaningful action.  (Fill out those surveys y’all!  We really do pay attention.  We even wrote it twice to be sure you noticed!)
  • From the comments in the experimental section on French outcomes, it is very clear that we do, in fact, have three populations at OJCS.  We have families who are satisfied with what we presently offer with a “Core” and “Extended” program.  We have many families who want to see the quality of those programs increase, especially the ones who are counting on our ability to graduate students out of “extended” into Grade 9 immersion programs.  We also, however, have families who would like to see us – at least as an option – provide an analogous immersion experience to the public board.  This conversation, as we said, is just beginning.
  • We noted last year that we were counting on Art, Music and PE to be improved by assigning them teachers who could focus more exclusively on these specialties and we are pleased that each score has gone up!

  • With regard to Jewish Studies, we are very pleased that all our numbers are significantly up from last year and have entered the healthy range (one score needs a little rounding to get there, but still)!  Reading last year’s results, I said that, “I fully expect that the changes we proposed for Jewish Studies – emphasis on Hebrew fluency, reinstitution of structured tefillah, etc. – will lead to higher scores in the year to come.”  Well…we made those changes and it is wonderful to see that they landed with our families.
  • We clearly have work remaining to bring our hot lunch program, our field trips (both quantity and quality), and helping our friends at the JCC with feedback about after-school programming to bring those scores into the healthy band…speaking of after-school programming…

From our experimental section, we gain this data point.  If we have at least 40 students, as is indicated, expressing interest in a French after-school experience, we have a responsibility to figure out the how and the what.  Stay tuned.

  • I will hold most of my comments on my own scores for an upcoming “Transparency Files” with my full self-evaluation.  Here, I will simply say that I am relatively pleased with stable scores in the healthy range.
  • My lowest score is in providing learning for parents…and I agree!  I am legitimately struggling to figure out how to do this better with the busy lives of our parents.  Last year I tried to teach a weekly class, but we couldn’t carry a critical mass week-to-week to make it viable.  I’m open to suggestion (like, please do) on how to do this better.  Help me to help you to help me.
  • Our lowest score in this area (ticked slightly down from last year’s 6.97) is about our “code of conduct” and we are pleased to share that we are working on launching a new, school-wide behavior management system next year based on the “7 Habits” and anchored in our “North Stars”.  I will be surprised if this score doesn’t go up next year.

Last data point:

Remember this question was scaled 1-5.  Our score is interestingly unchanged at 4.14.  I’m not sure how much more room to go up there is, but it is a windmill we will gladly tilt at.

So there you have it for 2018-2019!

Thanks to all the parents who took the time and care to fill out surveys!  In addition to the multiple choice questions, there were opportunities for open-ended responses and a couple of experimental sections.  Your responses added an additional layer of depth; one which is difficult to summarize for a post like this.  Please know that all comments will be shared with those they concern as you have seen that we really do use this data to make enhancements and improvements each year.  By the by, we are pleased with how well satisfied our parents are with how the school is going…but be assured, just like with everything else, we expect to see growth and progress in a school where there is “a floor, but no ceiling”.

In the next few weeks, I will look forward to sharing my self-evaluation, an exciting enrollment update, and to introducing the 2019-2020 OJCS Faculty!

The Transparency Files: Why Do We Give Homework?

That’s not rhetorical.  It is an actual, live question that we are finally ready to begin answering here at the Ottawa Jewish Community School, as promised.

It is reasonable to conclude that there are various philosophies about what the purpose of homework ought to be and that there is ample research to be found supporting just about all of them.  For our school, however, the conversation comes with a context.  Considering who we are and what we believe to be true about teaching and learning, what ought to be the role of homework here?

What is our current homework policy?

We have a simple 10 minutes that incrementally increases by grade level (outside of reading) formula for estimating the appropriate time it should take a typical student to complete his or her homework.

Part of the impetus for taking this on is that not only does that policy seem not to hold true often enough, it fails to address the whys and whats of homework.  It only speaks to, “how much?”  We can do better.

 

The purpose of an OJCS Homework Policy, once re-imagined, will be to provide guidelines for teachers, provide for consistency through the grades, and to educate parents who have questions about homework.  A school policy regarding homework, along with clear expectations for teachers as to what constitutes good homework, can help to strengthen the benefits of homework for student learning.

This policy will need to address the purposes of homework, amount and frequency, and the responsibilities of teachers, students, parents, and administrators.  The OJCS Homework Policy will be based on research regarding the correlation between homework and student achievement as well as best practices for homework.

Without having had all the conversations we will be having, I do think based on the conversations we have had, that there are philosophical conclusions consistent with who we are that we can put up front that will inform the policy once complete.  The philosophy at the Ottawa Jewish Community School regarding K-8 homework is that it should only be assigned if it is meaningful, purposeful, and appropriate. Homework will serve to deepen student learning and enhance understanding.  Homework should be consistent with the school’s “North Stars” and strive to incorporate creativity, critical thinking, authenticity, and student ownership.

There are also some commonsense practices we believe will help to increase the benefits of homework while minimizing potential problems.

Homework is more effective when:

…..the purpose of the homework assignment is clear.  Students should leave the classroom with a clear understanding of what they are being asked to do and how to do it.

…..it does not discourage and frustrate students.  Students should be familiar with the concepts and material (unless a flipped pedagogy is being employed).

…..it is on a consistent schedule.  It can help busy students and parents remember to do assignments when they are consistent.

…..it is explicitly related to the classwork.

…..it is engaging and creative.

…..it is authentic.

…..feedback is given.  Follow-up is necessary to address any comprehension issues that may arise.

…..it is personalized.

 

This is not to suggest that we are not presently trying to live up to the above in our current practice.  But it is to suggest that our written policy fails to provide teachers, parents or students with sufficient guidance to ensure that all students in all grades are doing appropriate homework – appropriate quality, appropriate content and appropriate length.

As with every other initiative or project we undertake at OJCS, our conversation and conclusions about homework will be done collaboratively and transparently.  We look forward to these conversations, to doing the work, and to sharing it out when done.

Let’s Talk About Blogs: The OJCS Blogosphere Town Hall

Early in the year, I blogged about coming attractions and shared that…

With the beginning of the 2018-2019 school year, and due to significant and overwhelming feedback from parents, teachers, and students, the OJCS is transitioning away from Google Classroom and launching school-wide class blogs.   Our new blogging platform will make it a whole lot easier for parents and students to know what is happening in their classes and for teachers and students to share pictures, videos, examples and reflections of the incredible work they are doing.

“We learn better together” is one our North Stars;  school blogs will help us expand the concentric circles of “we” to amplify and share the learning.

We held a “Town Hall” on October 3rd (delayed once due to the tornado) in which we laid out our big picture vision for moving towards a blogging platform and to take a tour of the “OJCS Blogosphere”.  So.  Now that we have made it through the Jewish holidays, essentially restarted school and have finished our first (!) five-day week, it seems like a good time to check in to see how this whole blogging prototype is going.

The first thing that is important is to know that the OJCS Blogosphere exists!  There are Lower School Blogs for each class K -5, a Middle School landing page with a calendar of major projects/tests, individual Middle School Teacher Blogs (Math, Language Arts, etc.), School Activities and Special Interest Blogs and Leadership Blogs. You will find increasing and increasingly exciting content on them all. You may also find navigating the blogosphere new, confusing, or frustrating, depending on what you are looking for, how easy it is to find (or not) or whether it is there (yet) at all.

The use of “prototype” to describe our launch of blogs is intentional. It is to remind us that we are trying something new, seeking feedback, and making changes as we go.  We are learning what works and what doesn’t.  We are also learning what works as a vehicle for education and what works as a vehicle for communication. Recognizing there is no one platform that does everything we want in terms of both education and communication, we are working to fill the gaps.  We have appreciated your comments and your suggestions and are meaningfully considering them as we go.  For now, however, I thought it might be easier to frame where we currently are as a hypothetical FAQ built on real email questions we have received thus far:

What are the minimum expectations of what is supposed to be where?  Is everything on the blogs or do I need monitor email, the website, The Hadashot, etc?  

We are in the beginning of a major shift, but the consistency is not yet there.  Each teacher/grade-level team was given a rubric for their blogs with the minimum “must-haves” and they include homework, class events, quizzes, and major projects.  There are some distinctions between Lower School and Middle School – the Middle School Calendar we created on the homepage for Middle School is intended for major tests/projects (only) for example, but where we are headed is a place where the blogs become the primary (only) source for information.

It is a major transition in two ways.

The first is for students.  As they get older and take on greater executive functioning, learning to manage their workloads, where to find homework, etc., transitions from teacher/parent to teacher/student(/parent).  There will likely become a point where providing physical agenda books becomes obsolete (with exceptions of course). We are learning as a faculty how to function this way and learning how to help students make the transition.

The second is for parents. With a new website (finally!) going live this week, we can finally reorient our entire communication system.  If we treat the website as a blog (for school-wide and/or community-wide communication), then we can start using our Hadashot and all school social media to direct people to the right blog to find the rest of the story.  A picture, a headline, and a link should suffice to get people where they need to be.

What do I do if I have children in multiple grades?  Do I have to go into each blog and find each relevant thing?

Depending on what you are interested in, you can subscribe (there is a box on each page) to as many blogs as you wish (at which point you will receive an email when each subscribed blog has a new post) or use the social media (email and Constant Contact included) of your choice as a cue to click on what you are interested in.  We would highly suggest that you subscribe (at a minimum) to your children’s primary blog(s).  [We would love if you subscribed to all the blogs, but that depends on how much email you would like to receive.]  It is kind of like the difference between subscribing to my blog or waiting for me to use Facebook/Twitter to share the headline of this week’s post and choosing whether you want to click or not.  Of course the school can’t use email or social media to prompt you for everything.  You will need to rely on your discretion and your children as well.  There is also a piece of this which is about where your children need to go to find what they want/need and where you need to go.  Depending on your child (and you) those could be different things.  Having lived through this in other schools, I can assure you that you will eventually (sooner than you think!) adapt and adjust.

Did this help answer some of your questions or concerns?  If you have additional ones, I encourage you to comment on this blog post or email/call/drop in.  I will happily answer your questions and happily share out in future posts additional FAQs.

 

How will we know if a move to the blogosphere is right for OJCS?  The same way we (now) measure any significant initiative – do they bring us closer to our North Stars?  Does utilizing blogs help us…

…own our learning?

…learn better together?

…inspire Jewish journeys?

…provide a floor, but not a ceiling?

…experience ruach?

…be more responsible each to the other?

I would argue emphatically that it does.  But don’t take my word for it. Go see it for yourself!   The future is here and it is open, collaborative, reflective, transparent, personalized, transformative and limitless. Students coming out of OJCS will not only be prepared to participate in this world, they will be prepared to thrive and to lead.

The Transparency Files: The OJCS 2018-2019 Faculty

It is amazing to note that we have reached June and the final three weeks of school are in front of us!  It is hard to believe how much we have accomplished and how much we have planned for next year.  I can certainly understand that no one wants to wish their summer away – including me – but we are so excited about what next year has in store at OJCS that we really almost cannot wait to begin again!  Speaking of next year…

As you hopefully have already heard, we are saying goodbye to Marlène Colbourne and Rachel Kugler who will be retiring at the end of this school year after long and distinguished careers at OJCS.  [Hopefully you are planning on attending their “Retirement Tea” on Sunday, June 24th at 2:00 PM here at the school.  Email the office to RSVP.]  We are also saying goodbye to two additional longstanding teachers – Stacy Sargeant and Rabbi David Rotenberg – and we wish them all the best in their new endeavors.  These four faculty members have contributed much to our school and each will be missed.  The search process to fill existing and new positions has already begun and we will update you periodically as we make hires.

You will see below that we are looking to hire a significant number of positions – more than the four alluded to above.  Let’s talk about why that is true…

…the first reason is pretty simple: we are a growing school!  With attrition down and recruitment up, we will need more teachers.  With 26 students enrolled for Kindergarten (and more prospects expressing interest), we will have two Kindergartens next year, and they each require not only a lead teacher, but an assistant teacher in order for us to deliver on our promise of personalization.

…speaking of delivering on promises, the second reason is due to the increase in contact time for French next year.  We will need two additional French teachers to join our French Department to ensure that the commitment to increased rigor comes along with the increased time.

…the third reason is a direct response to both our own lived experience and the feedback we heard loud and clear from the Annual Parent Survey.  With all the transition that took place from last year to this, our ability to meet the needs of our current special needs population requires more support. We are actively looking for a Director of Special Education who will work under our Vice Principal and with our Resource Teachers to ensure that our communication will be as clear and proactive as our accommodations.  We are also looking for a part-time Music Teacher to help clarify and streamline music education at OJCS.

One more point to make before we make the big reveal…

You will note a few structural changes as well.  The first is the aforementioned creation of a Department of Special Education.  The second is the formation of an Education Leadership Team (ELT) that will bring together members of the faculty who have been given “Coordinator” portfolios, signifying additional quasi-administrative responsibilities, and members of the administration to help move the innovation agenda forward, preparing us to take that next great leap forward.  The third is that we will be sharing out soon a revamped Middle School Jewish Studies Curriculum that may better explain the way we have described the positions below.

OK, I think I have given a lengthy enough preamble.  Let’s get excited about this gifted and loving group of teachers and administrators who will partner with our parents in the sacred work of educating our children.  I know I am!

The 2018-2019 OJCS Faculty & Staff

Lower School General Studies Faculty

  • Kindergarten: Janet Darwish, a French Teacher & 2 Educational Assistants
  • Grade One: Ann-Lynn Rapoport, Lianna Krantzberg & a French Teacher
  • Grade Two: Ann-Lynn Rapoport & a French Teacher
  • Grade Three: Julie Bennett & Aaron Polowin (French)
  • Grade Four: Julie Bennett, a French Teacher (Core) & Aaron Polowin (Extended)
  • Grade Five: Melissa Thompson, Aaron Polowin (Core) & a French Teacher (Extended)

Lower School Jewish Studies Faculty

  • Kitah Gan: Shira Waldman
  • Kitah Alef: Ada Aizenberg & Lianna Krantzberg
  • Kitah Bet: Bethany Goldstein
  • Kitah Gimmel: A Jewish Studies Teacher
  • Kitah Dalet: Ada Aizenberg
  • Kitah Hay: Bethany Goldstein (Core) & Ruthie Lebovich (Extended)

[Please recall that this will be the last year of “Core” and “Extended” in Jewish Studies.]

Middle School Faculty

  • Science: Josh Ray
  • Mathematics: Chelsea Cleveland
  • Language Arts: A Teacher
  • Social Studies: Deanna Bertrend
  • Extended French: Stéphane Cinanni
  • Core French: Aaron Polowin (Grade 6) & a French Teacher (Grades 7 & 8)
  • Hebrew: Noga Reiss  (Level I) & Ruthie Lebovich (Level II)
  • Bible: A Bible Teacher
  • Rabbinics: Rabbi Howard Finkelstein

Specialists

  • Art: Shira Waldman
  • Music: A Music Teacher
  • PE: Josh Ray & Shira Waldman (Girls 7 & 8)
  • Library: Brigitte Ruel

Department of Special Education

  • Keren Gordon, Vice Principal
  • Director of Special Needs
  • Linda Signer, Resource Teacher
  • Brian Kom, Resource Teacher
  • Chelsea Cleveland, Math Resource

Education Leadership Team

  • Melissa Thompson, Teaching & Learning Coordinator
  • Deanna Bertrend, Student Life Coordinator

Administration

  • Josh Max – IT & Technology Support
  • Ellie Kamil – Executive Assistant to the Head of School
  • Rabbi Howard Finkelstein – Dean of Judaic Studies
  • Jennifer Greenberg – Director of Recruitment
  • Keren Gordon – Vice-Principal
  • Dr. Jon Mitzmacher – Head of School

We are moving full steam ahead with candidates for all the above positions and between our extraordinary returning teachers and the quality of the candidates we have met thus far for new teachers, we know that the future is bright at OJCS.

Let’s Talk About The Future: The 2018-2019 OJCS Sneak Peek Town Hall

It is hard to believe, but June is around the corner and with it comes a crescendo of closing experiences marking the end of a remarkable year of re-imagination and revitalization.  Looking back on the journey, I can honestly tell you that we are farther along than I could have hoped, and that the next year will bring us even closer to the school we are looking to become.  You can see it in the numbers and you can feel it in the building.  Enrollment is up and attrition is down.  We have officially opened up a second kindergarten class as we are cresting towards 30 new kindergartners next year.  And although we continue to pay very close attention to attrition from Grades 3 to 4 (largely due to French immersion) and Grades 6 to 7 (as we continue to watch the influence of high schools dipping down to Grade 7), and we will suffer some attrition, the percentages have decreased.  We also have new students joining many grades, including five new students joining Grade 1.

Numbers matter.  But feelings matter too.  And a time of year that used to be fraught with anxiety – whether about enrollment or funding – is now filled with enthusiasm as we look to celebrate the year that was, and plan the year that is to come.  There are big events still to come: Public Speaking Assembly, Entrepreneurship Day, Grade 8 Grad Trip, Girls & Boys Nights In, Walk-a-Thon, Yearbook Assembly, etc., all culminating in a celebration of our remarkable eighth graders at Graduation.  There are also a few more “Transparency Files” to come as we look forward to providing a more detailed look at next year’s daily schedule and sharing out the 2018-2019 OJCS Faculty.  That is a lot of activity for just five weeks!

For today, however, I would like to close one loop by sharing out a “movie” of last night’s Town Hall, the topic of which was “A Sneak Peek at Next Year”.  I learned a new trick, which I am playing with here. I have converted the PowerPoint presentation into a movie.  When you hit “play” it will begin scrolling the slides and will automatically play the embedded videos.  You are welcome to hit “pause” at any point to give yourself more time to digest.

Because any good presentation consists of much more than you find on the slides, please know that you may not quite grasp the full meaning of each slide.  (That’s why you should have come to the Town Hall!)  To help make it a little more clear, however, I want to call your attention to the narrative flow…

You will find within, the four critical conversations we declared early in the year would be necessary for our school to take a leap forward: Transparency, Jewish Mission/Vision, French Outcomes and the OJCS Value Proposition.  The first, transparency, we attempted to launch on day one; the latter three have each taken their own path, ending with a “town hall”.  The presentation walks you through the highlights of those four journeys…

There is one slide that lays out for the first time our “North Stars” – the core values that came as a result of all the work we did with NoTosh.  You may not fully capture the meaning from just that slide.  There is an entire separate presentation of those North Stars that we will look to make at the beginning of next year.

The embedded videos try to make the case that change is necessary and that we never change for change’s sake.  We distinguish between that which is timely and that which is timeless.

Finally, we lay out some of the concrete changes for next year that come as a result of all the work, the conversations, the data collection, the consultations, the feedback, the recommendations, the surveys and the town halls.  These come from our students, teachers, parents, volunteers, donors, supporters, consultants and the wider world of education and innovation.  We believe that we are prepared to take that next leap forward…and we are blessed to have so many new and returning families joining us on that journey.