Jewish Educational Services Assessment: Results & Implementation Concluded: April 2013 Lisa Harris Glass Managing director Community planning and impact

WHY an assessment? To gain understanding of the needs of the Northern New Jersey community vis-a-vis synagogue-based religious schools and Jewish early childhood education from a framework of Federation’s commitment to ensuring Jewish identity and continuity. To determine the most impactful use of Federation resources in those areas.

Landscape for Jewish education in Northern New Jersey 31 synagogue-based religious schools 46 Jewish Early Childhood programs 31 syn-based RS Serving 36 congregations 3rd – 7th grades 46 J EC programs 30 syn-based 3 JCC 6 day school 7 independent

Determining our CUSTOMERS Determining our PARTNERS The consumer (and potential consumer) of Jewish education is our customer. Specifically those being educated (and their parents). Rabbis and education professionals are our partners in serving these customers.

PROCESS Hire consultant Methodology One-on-one interviews Focus Groups Surveys Methodology Focus Groups Rabbis Directors of Education (synagogue-based religious schools) Directors of Jewish Early Childhood programs Surveys - Over 175 surveys completed by: Education Directors and Early Childhood Directors Rabbis and lay leaders Parents of synagogue-based religious schools students and parents of Jewish early childhood students Parents who do not use Jewish early childhood and/or synagogue-based religious schools

Recommendations 5 themes emerged Quick wins and responses 5 themes As recommendations that would strengthen Jewish identity and the capacity of schools and educational programs and that would push the possibilities for effective, cost efficient, and engaging Jewish education.

THEME 1: THEME 2: Help Schools Build Capacity and Change Federation as “THE” central address for Jewish education THEME 2: Help Schools Build Capacity and Change THEME 1: Stakeholders (Early Childhood Directors, Synagogue-based Religious School Directors, and Rabbis) all expressed the need for a central address in northern New Jersey for Jewish Education which would: Develop marketing strategies to promote early childhood and supplementary schools. Build bridges between formal and informal Jewish education. Deal with education in totality from early childhood to adult education. Invest in strategic, structural, and human resources of the schools to enable education to be delivered in accordance with its mission and in the most effective and efficient manner. 1.Federation to help with professional development and programs to support innovation and change. 2. Use similar initiatives deployed by the Federation’s Synagogue Leadership Initiative to prepare synagogue- based religious schools for change.

THEME 3: THEME 4: Professional Development - Technology Assist Jewish Educational Leaders In Making Solid Financial Decisions THEME 4: Professional Development - Technology THEME 3: The cost of religious school emerged as one of the biggest obstacles for Jewish Education. There is a tension surrounding the percentage of “discretionary” income that must be dedicated for this purpose. Federation can assist by developing more “Significant Sustainable Collaborations” for the schools. Both the Principal’s Council and networking events can assist with this. THEME 4: Support the use of educational technology through training and possible resource allocation

THEME 5: Continue to Support Collaboration Theme 5: Build upon local successes such as: Kehillah Cultural Arts program Madrichim training 2. Explore new collaborative programs.

Quick win TECHNOLOGY Incorporating technology into classroom and curricula. 12 Directors of Education 56 teachers Ongoing training

Quick win RESPONSE: Promoting JEWISH early childhood CHOICES Raise the profile of Jewish Early Childhood Education choices in our Federation catchment area by distributing customizable postcards to Jewish early childhood programs. Provided training on the effective use of these cards. Ran (and continue to run) Google ad campaign for Jewish Early Childhood programs.

FRONT BACK

Alternative Models of synagogue-based religious school RESPONSE: Synagogue-based religious schools CONFERENCE: Alternative Models of synagogue-based religious school CHANGE INITIATIVE: ATID – Addressing Transformative Innovative Design in Jewish Education ATID: Addressing Transformative Innovative Design in Jewish Education Five synagogue cohort by application Change readiness assessment prior to being chosen Must include team: Rabbi, Education Director, Teacher, Board of Education Chair and a member of the synagogue Executive Committee (not the President or the Rabbi) 5 sessions for each cohort with consulting time and homework that includes in-synagogue focus groups OUTCOMES: 3 schools launching hybridized Shabbat School components 2 schools collaboratively launching technology integrated classroom 1 school moving to “Passport” (experiential) model 1 school incorporating a Family Shabbat retreat component into their curriculum. COHORT 2: Beginning Fall 2014

Managing Director, Community Planning and Impact Lisa Harris Glass Managing Director, Community Planning and Impact LisaG@jfnnj.org 201-820-3941