There Are No Quick Fixes (Cultivating a Thriving Christian School Series – Pt. 1)

Cultivating a Thriving Christian School Series: Addressing major components for institutional health in Christian schools

By Ron Gordon and Ron Klein

In the early 1980s, American consumers became increasingly attentive to automobile quality. U.S. car manufacturers were losing ground to the Japanese primarily as a result of differences in quality. U.S. automakers attempted to stem the loss of market share by campaign slogans such as “Quality is Job 1.” After the ads ran, Americans walked into showrooms and could still see the wide variances in how the hood aligned with the body. In the end, the Japanese gained even more market share, and U.S. auto manufacturers lost not only sales but also their credibility. The fact remained that improving the quality of automobiles required changes in design, closer tolerances with tooling, higher quality requirements in supplier contracts, substantial training for employees and subcontractors, and different quality assurance practices. These improvements would take years of diligent engineering, the development of stronger supply chain partnerships, and more effective methods of management.

Far too often, we see a similar phenomenon in Christian schools with heads of schools and board members focused on increasing enrollment, finding major donors, or receiving large grants. The euphoria experienced when the unexpected $100,000 gift is received is undoubtedly a thrill; however, joy fades quickly under the ongoing struggles of ineffective systems and poor leadership. 

In this series of articles, we will examine the critical success factors required for Christian schools to mature and flourish. Sustainable systems and organizations are not built nor grown with quick-fix solutions. Numerous verses in Scripture speak clearly of the relationship between diligent work and the associated rewards. In Proverbs 14:23, King Solomon reminds us “In all toil there is profit, but mere talk tends only to poverty.” Other verses such as Psalm 128:2 reflect the benefits of hard work: “You shall eat the fruit of the labor of your hands; you shall be blessed, and it shall be well with you.” The Bible emphatically supports that we will reap what we sow.

Increased enrollment follows improved focus and progress in academics, facilities, and biblical integration. Stable finances are the result of improved enrollment and sound financial management. When someone says, “We just need to get enrollment up,” they are confusing symptoms with causes.

Thirty years ago, parents would enroll their children in a Christian school because they perceived this as a biblical responsibility. We could call them loyalty parents. Today, parents are more sensitive to the quality of every aspect of the school, especially given tuition costs. They want caring teachers and a Christian environment. They want spiritual discipleship and also expect strong academics. Today’s parents could be referred to as value parents. While the spiritual development and growth of the student should continue to be of the utmost importance, parents are expecting more from their Christian school. Forcing a parent to decide on good academics in a public school with a faulty worldview versus Christian teachings with poor academics is a faulty dichotomy.

Too frequently, we see school leadership avoid the hard work of improvement. Most distressing are the situations where, desperate for tuition revenue, the school enrolls more students than they are resourced to educate or enroll from families who do not share the school’s vision. A few years later, ACT test scores decline, the culture of the school shifts, and the school loses more mission-fit families. This is steady and often irreversible institutional suicide.

Cultivating a thriving Christian school requires uncommon excellence:

  • The first and foremost element a Christian school must understand is the critical reliance of being aligned with God’s vision. This means the Christian school must have a pervasive and fervent passion around prayer.
  • Spiritual development and biblical integration must be intentional and permeate all facets of the student’s education.
  • The board needs to clearly define a mission-fit student and align admission practices accordingly.
  • Formative and summative assessments need to be regularly employed to strengthen academic rigor.
  • Boards need to spend their time on strategy, not operational matters.
  • Leadership, faculty, and staff need to be developed, supported, and, when necessary, replaced.
  • Budgets need to be realistic and balanced.
  • Facilities don’t need to be expensive but do need to be clean, functional, and attractive.
  • Communications with parents, grandparents, and the local community need to be effective.
  • Donor relationships need to be developed and cultivated.

Like auto manufacturers setting out to improve the quality of their cars, transitioning an ordinary Christian school into an excellent one requires passionate persistence. Results are not immediate. As an example, if middle school math scores are struggling, it will likely take five to seven years until higher SAT and ACT math scores reflect the changes implemented. Similarly, leadership, donor relations, board member selection and engagement, and needed personnel changes can’t be accomplished in a few months.

RenewaNation founder, Jeff Keaton, highlighted the core elements of a spiritually thriving Christian school in previous issues of The RenewaNation Review. In this article adaption of the series, we will be detailing the key success factors to drive growth and ensure long-term sustainability. Planting and cultivating these elements are hard work; however, the harvest is both bountiful and eternal. In the next article, we will begin with a focus on effective board governance.