A Jewish Day School Surfing the Edge: an Autoethnographic Study
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1 A JEWISH DAY SCHOOL SURFING THE EDGE: AN AUTOETHNOGRAPHIC STUDY A Doctoral Thesis presented by Sharon Pollin to The School of Education In partial fulfillment of the requirements for the degree of Doctor of Education In the field of Education College of Professional Studies Northeastern University Boston, Massachusetts February 2017 2 Abstract A thriving Jewish day school is a vital cornerstone of a flourishing Jewish community. Particularly in communities with small Jewish populations, Jewish day schools are able to play roles that extend beyond the lives of their own student body, and they often serve as a hub for community connection and engagement. In July 2013, with a student enrollment of 27, a nationally recognized day school feasibility expert recommended that the Community Day School of New Orleans close its doors. The research problem I intend to study is my experience as leader of the K–5 (renamed) Jewish Community Day School of Greater New Orleans, as it endeavors to achieve viability and strength. Although many recent studies focus on the sustainability of Jewish day schools, there is a gap in the literature about the journey of a school poised at the edge of the wave between viability and impossibility. This autoethnographic account of my experience will contribute to the growing body of scholarly literature on Jewish day school sustainability. Complexity leadership theory serves as the theoretical framework for this research project. Keywords: Complexity leadership theory, autoethnography, Jewish day school sustainability, New Orleans 3 Acknowledgments I would like to thank Rabbi Dr. Karen Reiss Medwed for the persistence of her support and guidance as my professor at Hebrew College and as my doctoral advisor at Northeastern University. Her encouragement made it possible for me to continue this work despite the many disruptions in my life, and I am deeply grateful. I would also like to thank my second reader, Dr. Billye Sankofa, for taking the time to deeply peruse my work and suggesting that I read the book, Sweetwater: Black Women and Narratives of Resistance, by Robin M. Boylorn. Dr. Boylorn’s intimate ethnographic writing helped open the window for personal vulnerability in my own. I wish to express my appreciation to Rabbi Dr. Shira Leibowitz for taking the time to serve as my third reader, and Gail Naron Chalew for her generous offer to edit this work; her attention to detail has served to enhance this thesis, and any remaining errors are entirely my own. I thank as well the members of my Hebrew College cohort for their support and for teaching me, a digital immigrant, how to tweet. Finally, I wish to acknowledge and thank the warm, gracious, and tenacious members of the extraordinary Jewish community of Greater New Orleans for sharing their stories with me and for working together with me in support of the treasure that is Jewish Community Day School. Dedication 4 To my father, whose life exemplifies generosity, wisdom, and grit. To my children, who daily inspire me to be my best self, and without whom my life would be incomplete. Finally, to the many and diverse members of my beautiful family, each a complex adaptive system in his or her own right. 5 Table of Contents Abstract…………………………………………………………………………………………… 2 Acknowledgments…………………………………………………………………………………3 Dedication………………………………………………………………………………………… 3 Table of Contents…………………………………………………………………………………. 5 Chapter One: Introduction ………………………………………………………………………...8 Statement of the Problem…….……………………………………………………………………8 Research Problem……………………………………………………………………………… 8 Justification of the Research Problem…………………………………………………………..9 Deficiencies in the Evidence…………………………………………………………………..11 Relating the Discussion to Audiences…………………………………………………………11 Significance of the Research Problem………………………………………………………... 12 Positionality…………………………………………………………………………………... 13 Research Central Question…………………………………………………………………….15 Theoretical Framework: Complexity Leadership Theory……………………………………..16 Chapter Two: Literature Review………………………………………………………………... 16 Overview of Proposed Study…………………………………………………………………. 16 Introduction…………………………………………………………………………………… 17 Jewish Day Schools in the United States……………………………………………………... 19 Jewish Community Day School of Greater New Orleans……………………………………. 20 Complexity Leadership Theory………………………………………………………………. 27 6 Examining the Evidence……………………………………………………………………… 29 Complexity Leadership Theory and Schools…………………………………………………. 32 Complexity Leadership: Theory into Practice………………………………………………... 33 Limitations……………………………………………………………………………………. 34 Conclusions…………………………………………………………………………………… 36 Chapter Three: Research Design………………………………………………………………... 36 Methodology………………………………………………………………………………….. 36 Reflections on Autoethnography as Research Methodology…………………………………. 38 Data Collection……………………………………………………………………………….. 40 Data Analysis…………………………………………………………………………………. 41 Trustworthiness………………………………………………………………………………. 41 Protection of Human Subjects………………………………………………………………... 42 Chapter Four: Report of Research Findings…………………………………………………….. 43 A View from the Balcony: Jewish New Orleans……………………………………………... 43 Modern Infrastructure………………………………………………………………………… 46 Financial Snapshot 2006–2013……………………………………………………………….. 48 Agents of Change: Year One…………………………………………………………………. 58 Findings………………………………………………………………………………………. 73 Conclusion……………………………………………………………………………………. 78 Chapter Five: Discussion of Research Findings………………………………………………… 79 Introduction…………………………………………………………………………………… 79 Research Questions…………………………………………………………………………… 80 7 Autoethnography as Methodology: Three Vignettes…………………………………………. 81 Complexity Leadership Theory Revisited……………………………………………………. 90 Vignettes: Viewed Through the Lens of Complexity………………………………………… 92 Conclusion…………………………………………………………………………………... 102 APPENDICES…………………………………………………………………………………. 104 Appendix A………………………………………………………………………………….. 104 Appendix B………………………………………………………………………………….. 105 Appendix C………………………………………………………………………………….. 109 Appendix D………………………………………………………………………………… 113 References……………………………………………………………………………………… 115 Figures and Tables Table 1. JCDS Enrollment, Tuition, and Contribution Income, 2001–2014…………………... 49 Figure 1. Logos of NOJCS (2005), CDS (2012), and JCDS (2014)…………………………….64 Figure 2. Selected Portraits of Community Leaders from the JCDS “We Believe” Marketing Campaign……………………………………………………………………………………..….65 Figure 3. An Ever-Expanding Frame of CAS Agents……………………………………………78 Figure 4. Jewish Community Day School as a Complex Adaptive System……………………..94 8 Chapter One: Introduction Statement of the Problem The New Orleans Jewish Day School welcomed 86 students in grades K–8 to a new school year on August 15, 2005. Two weeks later, on August 29, the flooding activated by Hurricane Katrina devastated New Orleans and the surrounding area. Families evacuated the city, and most remained where they had landed, enrolling their children in schools that were open and ready to receive them. Twenty percent of the evacuees stayed away from New Orleans for the long term. The school was not spared the devastating damage wrought by Katrina. Drenched materials, destroyed equipment, staggering amounts of muck, and blooming colonies of mold shuttered the school for twelve months of repairs. In August 2006, the New Orleans Jewish Day School reopened with an enrollment that had tumbled from its pre-Katrina high of 86 in May 2005 in nine grades to 22 students in kindergarten through grade three. Supported by national funds and the determined work of local leaders, the school slowly rebuilt, its enrollment reaching 51 students in grades kindergarten through five by August 2010. In July 2013, enrollment had dipped to 27. Two months later, a nationally recognized day school feasibility expert recommended that the school close its doors. What follows is an autoethnographic account of my experience as leader of this school. Research Problem In the summer of 2013, the Jewish Federation of Greater New Orleans initiated a feasibility study designed to ascertain Community Day School’s potential as a sustainable community institution; its findings would guide future investment by the Jewish community in 9 its community Jewish day school. The impetus for the study was the recent change in school population and demographics. Enrollment had risen steadily for 3 years following the traumas of Hurricane Katrina, largely supported by very generous tuition subsidies made possible through post-Katrina grants from national Jewish organizations. Suddenly, within a two-year period, enrollment numbers plummeted by 48%, from an enrollment of 51 in 2011–2012 to just 27 for 2013–2014: The majority of Jewish families who had been committed to the school had withdrawn. Against the wishes and advice of Jewish community stakeholders and RAVSAK: The Jewish Community Day School Network, the name of the school was changed to Community Day School, the word “Jewish” eliminated from its title. Voucher and non-Jewish students were courted and enrolled. By the time I arrived as the new Head of School in July 2013, non-Jewish students outnumbered Jewish students, 55% compared to 45%. Two months later came the holiest day of the Jewish year, Yom Kippur, the day our liturgy asks, “Who will live, and who will die?” It was at this existentially fragile moment that the school’s sustainability committee was advised by its consultant to spend the current academic year winding down, in preparation for shutting its doors. She believed that the problems