Market Research Can Catalyze Improvement.

"How are we doing?" This question is often asked of school administrators and board members. The answer usually is a subjective "pretty good."

The next question is much more difficult: "How do we know?" This is where the Jackson Hole Middle School decided it needed information from stakeholders before either question could be answered.

Teton County School District opened the new middle school for 443 students in fall 1992. After two years of operation, administration and staff wanted feedback on the quality of the school's program to design an school improvement plan based on objective data. The principal wanted to collect unbiased information and use results as a catalyst for improvement. She chose an outside firm to conduct market research.

Market research is a formalized process for collecting and analyzing information. It gives the opinions of all persons equal weight and visibility, not just those of the most vocal and persistent. It also prevents the bias of hearing what one wants to hear. The confidentiality of the process enables persons to express their true feelings. This underscored the decision to use a professional firm.

Stakeholder Input

Three constituency groups were identified to collect information: parents, students, and teachers. The questionnaire was developed with input from teachers, a parent advisory group, and the principal.

Every teacher and student was asked to complete the questionnaire. Fifty parents, selected randomly from each grade level, were surveyed by phone. All parents contacted agreed to participate.

The outside firm, Morey and Associates, tabulated the completed surveys. A written report was prepared and presented to the middle school staff.

Our Findings

Here are what we considered the most significant survey results:

* Parents and students rated the quality of teachers much more modestly than teachers themselves;

* A significant number of teachers and parents believe schoolwork is too easy;

* Relatively few 8th-grade students described their classes as interesting;

* Parents did not believe their children have enough homework;

* Teachers, parents, and students did not believe the program of student advising is effective;

* Students and parents voiced strong support for continuing the athletic program;

* Slightly more than three-fourths of the parents believed the academic needs of their students are being met;

* Teachers believed the primary strength of the middle school is the staff and the primary weakness is the lack of discipline.

Followup Actions

The survey provided a reality check for the school, but has it made a difference in how the school and its personnel operate? The results were shared with the staff, board members, and the parent advisory committee. The principal used the results to identify areas needing change: discipline, homework, student advising, the 8th-grade program, counseling, and the need for more interactive and interdisciplinary learning. These were included in the school's improvement plan for the following year.

The information gathered by this survey was invaluable. In some instances it affirmed existing beliefs. In other areas, we were surprised. The principal plans to continue with followup surveys to gauge levels of customer satisfaction an to identify areas of concern.

The survey was well worth the $5,730 cost to hire outside professionals. The market research has given the district another way to seek input and advice on school conditions and improvement.

Tom Nelson is superintendent in Buffalo, Minn., and formerly was superintendent in the Teton County Wyo., School District. Michael E. Morey is president of Morey and Associates, a market research and consulting firm in Jackson, Wyo.