We are extremely proud to present the 2013-18 Strategic Plan for Donna Klein Jewish Academy. Building on DKJA’s already considerable strengths, the plan articulates the vision, mission, goals, and strategies to secure and enhance the status of DKJA as an extraordinary Jewish day school. In 2005, DKJA conceptualized and implemented a Strategic Plan that dramatically impacted the school’s educational aspirations. Building on and expanding beyond the scope of the previous plan, the current plan looks at the entire institution and adds additional areas of focus such as Board governance, comprehensive financial resource development, and strategies to enhance enrollment.

Our timeline to accomplish our task was very short. It required scores of meetings, considerable research, and objective deliberation. Our outstanding Strategic Planning Team, comprised of both professionals and volunteers, brought passion and expertise to all of our sessions. We also reached out to the broader community through surveys, and deliberated on our vision in a community session attended by over 200 people. Together, as a team, we defined the areas of strategic focus to span the next five years. Shortly thereafter, work groups with the appropriate expertise were then charged with the task of writing initiatives for each area of strategic focus so that our plan is a practical resource tool.

We would like to extend special recognition to our Head of School, Karen Feller, for her wisdom and guidance throughout this process; to Christina Drouin, our consultant, who provided the structure and experience to allow us to achieve our ambitious timeline; and to Karen Shaffer, Karen Feller’s executive assistant, whose organization was critical.

We believe the collective involvement of all of the participants in the process leading to this expansive plan reaffirms what an important role DKJA plays in the community in ensuring a strong Jewish future. All of us on this journey are invigorated to ensure that our vision of the future for our school is fully realized.

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

Sincerely,

Lesley ZafranPresidentBoard of Trusteees

Jeffrey L. KleinVice PresidentBoard of Trustees

MISSION Why we exist

To educate our children and the DKJA community to be knowledgeable and responsible citizens of the world,

committed to Jewish values and lifelong learning.

DKJA VISION 2018 What we want to look like five years from now

An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in

tomorrow’s world.

21ST CENTURY CURRICULUM

Articulating and actualizing the defining characteristics of a DKJA

mission-based education challenged by the expectations and needs of

student learning in the 21st century

FACILITIES

Exploration of the present and future facilities needs in terms of space

and programming to provide the 21st century education that DKJA

envisions for its students

HIGH-QUALITY FACULTY

Recruiting, retaining, and competitively compensating highly qualified

faculty and staff in an increasingly competitive market for talent and

resources

INTERNAL & EXTERNAL MARKETING

Internal and external marketing optimizing strategies to focus on

competition, public awareness, and the effective utilization of integrated

communications/marketing tools

RESPONSIBLE & COMPASSIONATE GLOBAL CITIZENS

Articulating and actualizing the defining characteristics of a DKJA

mission-based education developing responsible and compassionate

global citizens

OPPORTUNITIES AND CHALLENGES THAT DKJA WILL ADDRESS IN THIS NEXT FIVE YEAR PLANNING CYCLE GOALS: WHAT MAJOR ACCOMPLISHMENTS WILL SHAPE OUR VISION I STRATEGIES: HOW WE WILL ACHIEVE OUR GOALS

STRATEGIC DRIVERS OF ETZ CHAIM

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

THE ADVANCEMENT OF LEARNING IS THE HIGHEST COMMANDMENT MAIMONIDES

GOALS & STRATEGIESFOR DKJA’S FIVE YEAR STRATEGIC PLAN

GOAL 2 FACILITIES By 2018, DKJA will have completed campus improvements and changes to maximize programmatic excellence.

STRATEGIESA. Create a sustainable environment.

B. Align capital facilities to educational programs.

C. Upgrade and enhance the quality of the learning environment for all students.

D. Maximize utilization of all campus space to enhance quality of student life.

E. Assure the South Campus can be the permanent home of DKJA.

GOAL 3 BOARD GOVERNANCEBy 2018, DKJA’S Board of Trustees will function as an exemplary Board and will be composed of visionary and dynamic leaders who demonstrate their deep commitment to DKJA and its future.

STRATEGIESA. Create and implement a system to recruit, engage, and develop passionate

advocates for DKJA.

B. Access and build capacity for optimum Board and Head of School performance.

C. Guarantee that DKJA has the resources required to deliver its mission and achieve its vision.

D. Plan for and execute successful transition of Board and school leadership.

E. Ensure that the Board and institution adopt a posture of ongoing strategic thinking, planning, and execution.

GOAL 1 EDUCATIONAL PRIORITIES By 2018, DKJA will have identified, prioritized, and implemented innovative educational imperatives as an institution that embodies lifelong learning.

STRATEGIESA. Develop high quality facilitators of learning.

B. Create educational opportunities for parents as partners.

C. Optimize the learning experiences for all students.

D. Ensure Jewish life will be woven through all aspects of the DKJA experience.

GOAL 4 COMMUNICATIONS/MARKETING By 2018, DKJA will have achieved community awareness, understanding, and loyalty.

STRATEGIESA. Develop and execute a communications/marketing platform.

B. Develop and execute a communications/marketing plan to maximize enrollment.

C. Ensure the DKJA brand for the future.

GOAL 5 MAXIMIZED ENROLLMENT By 2018, DKJA will have developed, funded, and executed an enrollment action plan.

STRATEGIESA. Target a broader range of prospective families.

B. Develop an enrollment management plan at every division level.

C. Disseminate a consistent message.

D. Maximize and communicate DKJA’s value-added education.

GOAL 6 FINANCIAL SUSTAINABILITYBy 2018, DKJA will have secured the required financial resources through a multi-faceted strategy to ensure that DKJA is a world class Jewish community day school.

STRATEGIESA. Formulate and execute an effective multi-year financial plan.

B. Increase streams of revenue.

C. Create and maximize a culture of philanthropy.

D. Evaluate and optimize advancement structures, processes, and plans.

RATIONALEWHY A STRATEGIC PLAN?Writing a five-year strategic plan avoids the pitfalls of crisis management, optimizes opportunities for in-depth analysis, long-range planning, and creative thinking, and reaffirms our purpose as a Jewish community day school. By identifying the strategic issues facing Donna Klein Jewish Academy over the next five years and addressing them through our vision, goals, and strategies, we will determine our direction and shape our future.

WHY NOW?Wise schools are always beginning, implementing or completing a strategic plan. DKJA’s most recent plan was completed at the beginning of the 2012-13 academic year. Therefore, it made sense to use the rest of the year to build on the success of the previous plan, and chart the course for the upcoming five years.  

WHERE WILL IT TAKE US? The Tree of Life Strategic Plan for 2013-2018 will be DKJA’s blueprint for the upcoming five years. During this time, one of the key inflection points will be a leadership transition of a long-time Head of School and Board Chair. During times of top leadership transition, strategic plans are a framework for unity and stimulation to provide inspirational guidance and steady reassurance. The Tree of Life Plan will anchor the institution in its core values and mission while stimulating the progress it needs to remain sustainable as it heads into a time of transition. The strategic focal areas of The Tree of Life Plan include educational priorities, facilities, Board governance, communications and marketing, enrollment, and financial sustainability.

THE PROCESS A key philosophy behind The Tree of Life Plan has been inclusiveness. Under the expert leadership of our consultant, Christina Drouin, our goal has been to include every constituency of our DKJA community – staff, faculty, administrators, students, parents, and Board members. This collaborative approach required an elaborate database for all our research and discussions, and the numerous statistics we compiled and analyzed have grounded our work in objectivity. At each stage of the work – writing our vision, mission, goals, strategies, and initiatives – we have listened to those affected, and those who understand DKJA best, to achieve consensus and unity of purpose.

IMPLEMENTATION As we work toward our vision for 2018, we will continually assess our outcomes against the goals stated in The Tree of Life plan. Each year of the five-year plan, an implementation team will identify priority initiatives, set performance measures, develop budgetary recommendations, communicate our progress, and recalibrate the plan as necessary to keep it relevant and on track. This team will work with faculty, staff, and the Board of Trustees as we begin to live our new vision for DKJA in 2018: An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in tomorrow’s world.

TIME LINEOCTOBER 2012

Donna Klein Jewish Academy’s Board of Trustees commissions a Strategic Plan

NOVEMBER 2012

Planning process begins

JANUARY 2013

Mission and Values are formulated and endorsed by the Board of Trustees

MARCH 2013

Visioning Day is conducted for the community;Vision is finalized

APRIL 2013Goals and Strategies are crafted; Board of Trustees approves Vision, Goals, and Strategies

NOVEMBER 2012 to JANUARY 2013

Research is conducted; Strategic Drivers are identified

APRIL - JUNE 2013

Initiatives to achieve each Strategy are written and finalized

DECEMBER 2013

Formal public launch of Etz Chaim Strategic Plan

AUGUST 2013Implementation begins

We are extremely proud to present the 2013-18 Strategic Plan for Donna Klein Jewish Academy. Building on DKJA’s already considerable strengths, the plan articulates the vision, mission, goals, and strategies to secure and enhance the status of DKJA as an extraordinary Jewish day school. In 2005, DKJA conceptualized and implemented a Strategic Plan that dramatically impacted the school’s educational aspirations. Building on and expanding beyond the scope of the previous plan, the current plan looks at the entire institution and adds additional areas of focus such as Board governance, comprehensive financial resource development, and strategies to enhance enrollment.

Our timeline to accomplish our task was very short. It required scores of meetings, considerable research, and objective deliberation. Our outstanding Strategic Planning Team, comprised of both professionals and volunteers, brought passion and expertise to all of our sessions. We also reached out to the broader community through surveys, and deliberated on our vision in a community session attended by over 200 people. Together, as a team, we defined the areas of strategic focus to span the next five years. Shortly thereafter, work groups with the appropriate expertise were then charged with the task of writing initiatives for each area of strategic focus so that our plan is a practical resource tool.

We would like to extend special recognition to our Head of School, Karen Feller, for her wisdom and guidance throughout this process; to Christina Drouin, our consultant, who provided the structure and experience to allow us to achieve our ambitious timeline; and to Karen Shaffer, Karen Feller’s executive assistant, whose organization was critical.

We believe the collective involvement of all of the participants in the process leading to this expansive plan reaffirms what an important role DKJA plays in the community in ensuring a strong Jewish future. All of us on this journey are invigorated to ensure that our vision of the future for our school is fully realized.

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

Sincerely,

Lesley ZafranPresidentBoard of Trusteees

Jeffrey L. KleinVice PresidentBoard of Trustees

RESPECTDonna Klein Jewish Academy believes that each person in our school community has an ethical responsibility to respect themselves and each other as evidenced by their actions, attitudes, behaviors, and words.

GOOD CHARACTER DKJA values good character as exemplified in daily attention to one’s sense of honor, integrity, moral courage, honesty, and personal responsibility.

At DKJA, we believe that individuals of good character exhibit kindness, empathy, and compassion in their thoughts and interactions with others.

EXCELLENCE IN TEACHING AND LEARNING DKJA values teaching that is student-centered and acknowledges individual needs.

DKJA values meaningful learning that crosses disciplines, promotes critical thinking, and inspires lifelong learning.

DKJA believes in an academic environment that challenges students, encourages creativity, promotes academic risk-taking, and enables each individual to reach his or her personal best.

DKJA believes that excellence in teaching and learning depends upon the growth of a caring, commited faculty through professional training, mentoring, educational research, and evaluation.

JEWISH VALUES AND JEWISH IDENTITYDKJA is committed to the teaching of Torah as relevant and central to everyday life. This includes an understanding of the special relationship between G-d and the Jewish people, of our Jewish heritage, the practice of Jewish rituals, mitzvot (commandments), and tikkun olam (making the world a better place).

As a Jewish community day school, DKJA values k’lal Yisrael, the unity of the Jewish people.

We value the development of each child’s Jewish identity through his or her Jewish knowledge, experiences, spirituality, and values.

NURTURING ENVIRONMENT DKJA believes that nurturing and support have a profound impact upon each child’s emotional growth and stability and must go hand-in-hand with academic development.

DKJA believes that learning takes place best in an environment that is safe and non-threatening.

DKJA values the contributions of each individual and provides experiences to support all learners who can benefit from the school program.

DKJA values a warm, respectful, and supportive environment where teachers, parents, and administrators work together for the benefit of each student.

CORE VALUESWHO WE ARE, WHAT WE STAND FOR, WHAT WE LIVE BY THAT IS NOT NEGOTIABLE

ACKNOWLEDGMENTS

2012-2013 BOARD OF TRUSTEESOFFICERSLesley Zafran, President

Stuart Wexelman, Vice President

Shelley Gold, Treasurer

Linda Melcer, Secretary

Michael Beckerman, Immediate Past President

TRUSTEESScott Ball

Shirley Enselberg

Robert B. Greenberg

Myrna Gross

Shelly Gross

Harold Jacobsohn

Jeffrey L. Klein

Talia Klein

Julian Leinhardt

Lothar Mayer

Linda Melcer

Dr. Arthur Press

Julie Weinstein

Fred G. Weiss

A. Robert Zeff

Genevieve Menaged, PTO President

SPECIAL RECOGNITION AND THANKS TO:Jeffrey L. Klein, Chair of Strategic Planning, whose leadership, commitment, and forethought enabled DKJA’s process to move forward in a concisely organized and efficient manner.

Karen Feller, Head of School, whose constant flow of ideas, flexibility, and passionate commitment have been an inspiration and a mainstay throughout the strategic planning process.

Members of the DKJA community, who participated in research activities, the Strategic Planning Visioning Day, and/or the meetings to write initiatives.

Christina Drouin, Principal of the Center for Strategic Planning, for her expertise, wisdom, and humor, which kept the planning process stimulating and engaging.

Lesley Zafran, President of the Board of Trustees and parent, for her visionary leadership and passionate commitment to the process.

STRATEGIC PLANNING LEADERSHIP COUNCIL Hilary Arenstein, Principal of Lower School

Scott Ball, Secretary of the Board of Trustees, parent

Rabbi Tzvi Berkson

Dr. Rona Bernstein, Psy.D., Director of Psychological Services

Jane Neubauer Black, Director of Communications

Judith Chason, Associate Director of Development

Sue Einhorn, Principal of Middle School

Karen Feller, Head of School

Harold Jacobsohn, DKJA Trustee and grandparent

Sharon Kamber, Associate Head of School for Institutional Advancement

Jeffrey L. Klein, Chair of Strategic Planning

Talia Klein, DKJA Trustee and parent

Marci Goldman, Assistant Principal of Lower School and Director of the SUN Center

Rabbi Yaakov Green, Principal of High School Judaic Studies

Bob Greenberg, Trustee and parent

Helena Levine, MSW, Principal of High School

Yafa Levit, Principal of Lower School Judaic Studies

Eric Lipson, Trustee and parent

Genevieve Menaged, First Vice President of the Board of Trustees, PTO President, and parent

Janice Odesnik, Director of Technology

Jodi Orshan, Director of Admissions

Dr. Arthur Press, Trustee

Stephanie Schoenberger, Director of the Library/Media Center

Mark Shaffer, CPA, Chief Financial Officer

Sydney Siegel, LCSW, Middle School Guidance Counselor and Assistant Principal of Middle School

2013-2014 BOARD OF TRUSTEESOFFICERSLesley Zafran, President

Genevieve Menaged, First Vice President,

PTO President

Stuart Wexelman, Vice President

Jeffrey L. Klein, Vice President

Shelley Gold, Treasurer

Scott Ball, Secretary

TRUSTEESShirley Enselberg

Robert B. Greenberg

Myrna Gross

Shelly Gross

Harold Jacobsohn

Talia Klein

Eric Lipson

Lothar Mayer

Dr. Arthur Press

Julie Weinstein

Fred G. Weiss

Edna Willis

A. Robert Zeff

STRATEGIC PLANNING COMMITTEE MEMBERSLinda Behmoiras

Max Friedman

Lisa Horesh

Carol Kolsky

Sheryl Sagel

Shirley Solomon

Loren Stein

MISSION Why we exist

To educate our children and the DKJA community to be knowledgeable and responsible citizens of the world,

committed to Jewish values and lifelong learning.

DKJA VISION 2018 What we want to look five years from now

An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in

tomorrow’s world.

21ST CENTURY CURRICULUM

Articulating and actualizing the defining characteristics of a DKJA

mission-based education challenged by the expectations and needs of

student learning in the 21st century

FACILITIES

Exploration of the present and future facilities needs in terms of space

and programming to provide the 21st century education that DKJA

envisions for its students

HIGH-QUALITY FACULTY

Recruiting, retaining, and competitively compensating highly qualified

faculty and staff in an increasingly competitive market for talent and

resources

INTERNAL & EXTERNAL MARKETING

Internal and external marketing optimizing strategies to focus on

competition, public awareness, and the effective utilization of integrated

communications/marketing tools

RESPONSIBLE & COMPASSIONATE GLOBAL CITIZENS

Articulating and actualizing the defining characteristics of a DKJA

mission-based education developing responsible and compassionate

global citizens

OPPORTUNITIES AND CHALLENGES THAT DKJA WILL ADDRESS IN THIS NEXT FIVE YEAR PLANNING CYCLE GOALS: WHAT MAJOR ACCOMPLISHMENTS WILL SHAPE OUR VISION I STRATEGIES: HOW WE WILL ACHIEVE OUR GOALS

STRATEGIC DRIVERS OF ETZ CHAIM

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

THE ADVANCEMENT OF LEARNING IS THE HIGHEST COMMANDMENT MAIMONIDES

GOALS & STRATEGIESFOR DKJA’S FIVE YEAR STRATEGIC PLAN

Goal 2 FACILITIES By 2018, DKJA will have completed campus improvements and changes to maximize programmatic excellence.

STRATEGIESA. Create a sustainable environment.

B. Align capital facilities to educational programs.

C. Upgrade and enhance the quality of the learning environment for all students.

D. Maximize utilization of all campus space to enhance quality of student life.

E. Assure the South Campus can be the permanent home of DKJA.

Goal 3 BOARD GOVERNANCEBy 2018, DKJA’S Board of Trustees will function as an exemplary Board and will be composed of visionary and dynamic leaders who demonstrate their deep commitment to DKJA and its future.

STRATEGIESA. Create and implement a system to recruit, engage, and develop passionate

advocates for DKJA.

B. Access and build capacity for optimum Board and Head of School performance.

C. Guarantee that DKJA has the resources required to deliver its mission and achieve its vision.

D. Plan for and execute successful transition of Board and school leadership.

E. Ensure that the Board and institution adopt a posture of ongoing strategic thinking, planning, and execution.

Goal 1 EDUCATIONAL PRIORITIES By 2018, DKJA will have identified, prioritized, and implemented innovative educational imperatives as an institution that embodies lifelong learning.

STRATEGIESA. Develop high quality facilitators of learning.

B. Create educational opportunities for parents as partners.

C. Optimize the learning experiences for all students.

D. Ensure Jewish life will be woven through all aspects of the DKJA experience.

Goal 4 COMMUNICATIONS/MARKETING By 2018, DKJA will have achieved community awareness, understanding, and loyalty.

STRATEGIESA. Develop and execute a communications/marketing platform.

B. Develop and execute a communications/marketing plan to maximize enrollment.

C. Ensure the DKJA brand for the future.

Goal 5 MAXIMIZED ENROLLMENT By 2018, DKJA will have developed, funded, and executed an enrollment action plan.

STRATEGIESA. Target a broader range of prospective families.

B. Develop an enrollment management plan at every division level.

C. Disseminate a consistent message.

D. Maximize and communicate DKJA’s value-added education.

Goal 6 FINANCIAL SUSTAINABILITYBy 2018, DKJA will have secured the required financial resources through a multi-faceted strategy to ensure that DKJA is a world class Jewish community day school.

STRATEGIESA. Formulate and execute an effective multi-year financial plan.

B. Increase streams of revenue.

C. Create and maximize a culture of philanthropy.

D. Evaluate and optimize advancement structures, processes, and plans.

RATIONALEWHY A STRATEGIC PLAN?Writing a five-year strategic plan avoids the pitfalls of crisis management, optimizes opportunities for in-depth analysis, long-range planning, and creative thinking, and reaffirms our purpose as a Jewish community day school. By identifying the strategic issues facing Donna Klein Jewish Academy over the next five years and addressing them through our vision, goals, and strategies, we will determine our direction and shape our future.

WHY NOW?Wise schools are always beginning, implementing or completing a strategic plan. DKJA’s most recent plan was completed at the beginning of the 2012-13 academic year. Therefore, it made sense to use the rest of the year to build on the success of the previous plan, and chart the course for the upcoming five years.  

WHERE WILL IT TAKE US? The Tree of Life Strategic Plan for 2013-2018 will be DKJA’s blueprint for the upcoming five years. During this time, one of the key inflection points will be a leadership transition of a long-time Head of School and Board Chair. During times of top leadership transition, strategic plans are a framework for unity and stimulation to provide inspirational guidance and steady reassurance. The Tree of Life Plan will anchor the institution in its core values and mission while stimulating the progress it needs to remain sustainable as it heads into a time of transition. The strategic focal areas of The Tree of Life Plan include educational priorities, facilities, Board governance, communications and marketing, enrollment, and financial sustainability.

THE PROCESS A key philosophy behind The Tree of Life Plan has been inclusiveness. Under the expert leadership of our consultant, Christina Drouin, our goal has been to include every constituency of our DKJA community – staff, faculty, administrators, students, parents, and Board members. This collaborative approach required an elaborate database for all our research and discussions, and the numerous statistics we compiled and analyzed have grounded our work in objectivity. At each stage of the work – writing our vision, mission, goals, strategies, and initiatives – we have listened to those affected, and those who understand DKJA best, to achieve consensus and unity of purpose.

IMPLEMENTATION As we work toward our vision for 2018, we will continually assess our outcomes against the goals stated in The Tree of Life plan. Each year of the five-year plan, an implementation team will identify priority initiatives, set performance measures, develop budgetary recommendations, communicate our progress, and recalibrate the plan as necessary to keep it relevant and on track. This team will work with faculty, staff, and the Board of Trustees as we begin to live our new vision for DKJA in 2018: An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in tomorrow’s world.

TIME LINEOCTOBER 2012

Donna Klein Jewish Academy’s Board of Trustees commissions a Strategic Plan

NOVEMBER 2012

Planning process begins

JANUARY 2013

Mission and Values are formulated and endorsed by the Board of Trustees

MARCH 2013

Visioning Day is conducted for the community;Vision is finalized

APRIL 2013Goals and Strategies are crafted; Board of Trustees approves Vision, Goals, and Strategies

NOVEMBER 2012 to JANUARY 2013

Research is conducted; Strategic Drivers are identified

APRIL - JUNE 2013

Initiatives to achieve each Strategy are written and finalized

DECEMBER 2013

Formal public launch of Etz Chaim Strategic Plan

AUGUST 2013Implementation begins

We are extremely proud to present the 2013-18 Strategic Plan for Donna Klein Jewish Academy. Building on DKJA’s already considerable strengths, the plan articulates the vision, mission, goals, and strategies to secure and enhance the status of DKJA as an extraordinary Jewish day school. In 2005, DKJA conceptualized and implemented a Strategic Plan that dramatically impacted the school’s educational aspirations. Building on and expanding beyond the scope of the previous plan, the current plan looks at the entire institution and adds additional areas of focus such as Board governance, comprehensive financial resource development, and strategies to enhance enrollment.

Our timeline to accomplish our task was very short. It required scores of meetings, considerable research, and objective deliberation. Our outstanding Strategic Planning Team, comprised of both professionals and volunteers, brought passion and expertise to all of our sessions. We also reached out to the broader community through surveys, and deliberated on our vision in a community session attended by over 200 people. Together, as a team, we defined the areas of strategic focus to span the next five years. Shortly thereafter, work groups with the appropriate expertise were then charged with the task of writing initiatives for each area of strategic focus so that our plan is a practical resource tool.

We would like to extend special recognition to our Head of School, Karen Feller, for her wisdom and guidance throughout this process; to Christina Drouin, our consultant, who provided the structure and experience to allow us to achieve our ambitious timeline; and to Karen Shaffer, Karen Feller’s executive assistant, whose organization was critical.

We believe the collective involvement of all of the participants in the process leading to this expansive plan reaffirms what an important role DKJA plays in the community in ensuring a strong Jewish future. All of us on this journey are invigorated to ensure that our vision of the future for our school is fully realized.

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

Sincerely,

Lesley ZafranPresidentBoard of Trusteees

Jeffrey L. KleinVice PresidentBoard of Trustees

RESPECTDonna Klein Jewish Academy believes that each person in our school community has an ethical responsibility to respect themselves and each other as evidenced by their actions, attitudes, behaviors, and words.

GOOD CHARACTER DKJA values good character as exemplified in daily attention to one’s sense of honor, integrity, moral courage, honesty, and personal responsibility.

At DKJA, we believe that individuals of good character exhibit kindness, empathy, and compassion in their thoughts and interactions with others.

EXCELLENCE IN TEACHING AND LEARNING DKJA values teaching that is student-centered and acknowledges individual needs.

DKJA values meaningful learning that crosses disciplines, promotes critical thinking, and inspires lifelong learning.

DKJA believes in an academic environment that challenges students, encourages creativity, promotes academic risk-taking, and enables each individual to reach his or her personal best.

DKJA believes that excellence in teaching and learning depends upon the growth of a caring, commited faculty through professional training, mentoring, educational research, and evaluation.

JEWISH VALUES AND JEWISH IDENTITYDKJA is committed to the teaching of Torah as relevant and central to everyday life. This includes an understanding of the special relationship between G-d and the Jewish people, of our Jewish heritage, the practice of Jewish rituals, mitzvot (commandments), and tikkun olam (making the world a better place).

As a Jewish community day school, DKJA values k’lal Yisrael, the unity of the Jewish people.

We value the development of each child’s Jewish identity through his or her Jewish knowledge, experiences, spirituality, and values.

NURTURING ENVIRONMENT DKJA believes that nurturing and support have a profound impact upon each child’s emotional growth and stability and must go hand-in-hand with academic development.

DKJA believes that learning takes place best in an environment that is safe and non-threatening.

DKJA values the contributions of each individual and provides experiences to support all learners who can benefit from the school program.

DKJA values a warm, respectful, and supportive environment where teachers, parents, and administrators work together for the benefit of each student.

CORE VALUESWHO WE ARE, WHAT WE STAND FOR, WHAT WE LIVE BY THAT IS NOT NEGOTIABLE

ACKNOWLEDGMENTS

2012-2013 BOARD OF TRUSTEESOFFICERSLesley Zafran, President

Stuart Wexelman, Vice President

Shelley Gold, Treasurer

Linda Melcer, Secretary

Michael Beckerman, Immediate Past President

TRUSTEESScott Ball

Shirley Enselberg

Robert B. Greenberg

Myrna Gross

Shelly Gross

Harold Jacobsohn

Jeffrey L. Klein

Talia Klein

Julian Leinhardt

Lothar Mayer

Linda Melcer

Dr. Arthur Press

Julie Weinstein

Fred G. Weiss

A. Robert Zeff

Genevieve Menaged, PTO President

SPECIAL RECOGNITION AND THANKS TO:Jeffrey L. Klein, Chair of Strategic Planning, whose leadership, commitment, and forethought enabled DKJA’s process to move forward in a concisely organized and efficient manner.

Karen Feller, Head of School, whose constant flow of ideas, flexibility, and passionate commitment have been an inspiration and a mainstay throughout the strategic planning process.

Members of the DKJA community, who participated in research activities, the Strategic Planning Visioning Day, and/or the meetings to write initiatives.

Christina Drouin, Principal of the Center for Strategic Planning, for her expertise, wisdom, and humor, which kept the planning process stimulating and engaging.

Lesley Zafran, President of the Board of Trustees and parent, for her visionary leadership and passionate commitment to the process.

STRATEGIC PLANNING LEADERSHIP COUNCIL Hilary Arenstein, Principal of Lower School

Scott Ball, Secretary of the Board of Trustees, parent

Rabbi Tzvi Berkson

Dr. Rona Bernstein, Psy.D., Director of Psychological Services

Jane Neubauer Black, Director of Communications

Judith Chason, Associate Director of Development

Sue Einhorn, Principal of Middle School

Karen Feller, Head of School

Harold Jacobsohn, DKJA Trustee and grandparent

Sharon Kamber, Associate Head of School for Institutional Advancement

Jeffrey L. Klein, Chair of Strategic Planning

Talia Klein, DKJA Trustee and parent

Marci Goldman, Assistant Principal of Lower School and Director of the SUN Center

Rabbi Yaakov Green, Principal of High School Judaic Studies

Bob Greenberg, Trustee and parent

Helena Levine, MSW, Principal of High School

Yafa Levit, Principal of Lower School Judaic Studies

Eric Lipson, Trustee and parent

Genevieve Menaged, First Vice President of the Board of Trustees, PTO President, and parent

Janice Odesnik, Director of Technology

Jodi Orshan, Director of Admissions

Dr. Arthur Press, Trustee

Stephanie Schoenberger, Director of the Library/Media Center

Mark Shaffer, CPA, Chief Financial Officer

Sydney Siegel, LCSW, Middle School Guidance Counselor and Assistant Principal of Middle School

2013-2014 BOARD OF TRUSTEESOFFICERSLesley Zafran, President

Genevieve Menaged, First Vice President,

PTO President

Stuart Wexelman, Vice President

Jeffrey L. Klein, Vice President

Shelley Gold, Treasurer

Scott Ball, Secretary

TRUSTEESShirley Enselberg

Robert B. Greenberg

Myrna Gross

Shelly Gross

Harold Jacobsohn

Talia Klein

Eric Lipson

Lothar Mayer

Dr. Arthur Press

Julie Weinstein

Fred G. Weiss

Edna Willis

A. Robert Zeff

STRATEGIC PLANNING COMMITTEE MEMBERSLinda Behmoiras

Max Friedman

Lisa Horesh

Carol Kolsky

Sheryl Sagel

Shirley Solomon

Loren Stein

MISSION Why we exist

To educate our children and the DKJA community to be knowledgeable and responsible citizens of the world,

committed to Jewish values and lifelong learning.

DKJA VISION 2018 What we want to look five years from now

An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in

tomorrow’s world.

21ST CENTURY CURRICULUM

Articulating and actualizing the defining characteristics of a DKJA

mission-based education challenged by the expectations and needs of

student learning in the 21st century

FACILITIES

Exploration of the present and future facilities needs in terms of space

and programming to provide the 21st century education that DKJA

envisions for its students

HIGH-QUALITY FACULTY

Recruiting, retaining, and competitively compensating highly qualified

faculty and staff in an increasingly competitive market for talent and

resources

INTERNAL & EXTERNAL MARKETING

Internal and external marketing optimizing strategies to focus on

competition, public awareness, and the effective utilization of integrated

communications/marketing tools

RESPONSIBLE & COMPASSIONATE GLOBAL CITIZENS

Articulating and actualizing the defining characteristics of a DKJA

mission-based education developing responsible and compassionate

global citizens

OPPORTUNITIES AND CHALLENGES THAT DKJA WILL ADDRESS IN THIS NEXT FIVE YEAR PLANNING CYCLE GOALS: WHAT MAJOR ACCOMPLISHMENTS WILL SHAPE OUR VISION I STRATEGIES: HOW WE WILL ACHIEVE OUR GOALS

STRATEGIC DRIVERS OF ETZ CHAIM

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

THE ADVANCEMENT OF LEARNING IS THE HIGHEST COMMANDMENT MAIMONIDES

GOALS & STRATEGIESFOR DKJA’S FIVE YEAR STRATEGIC PLAN

Goal 2 FACILITIES By 2018, DKJA will have completed campus improvements and changes to maximize programmatic excellence.

STRATEGIESA. Create a sustainable environment.

B. Align capital facilities to educational programs.

C. Upgrade and enhance the quality of the learning environment for all students.

D. Maximize utilization of all campus space to enhance quality of student life.

E. Assure the South Campus can be the permanent home of DKJA.

Goal 3 BOARD GOVERNANCEBy 2018, DKJA’S Board of Trustees will function as an exemplary Board and will be composed of visionary and dynamic leaders who demonstrate their deep commitment to DKJA and its future.

STRATEGIESA. Create and implement a system to recruit, engage, and develop passionate

advocates for DKJA.

B. Access and build capacity for optimum Board and Head of School performance.

C. Guarantee that DKJA has the resources required to deliver its mission and achieve its vision.

D. Plan for and execute successful transition of Board and school leadership.

E. Ensure that the Board and institution adopt a posture of ongoing strategic thinking, planning, and execution.

Goal 1 EDUCATIONAL PRIORITIES By 2018, DKJA will have identified, prioritized, and implemented innovative educational imperatives as an institution that embodies lifelong learning.

STRATEGIESA. Develop high quality facilitators of learning.

B. Create educational opportunities for parents as partners.

C. Optimize the learning experiences for all students.

D. Ensure Jewish life will be woven through all aspects of the DKJA experience.

Goal 4 COMMUNICATIONS/MARKETING By 2018, DKJA will have achieved community awareness, understanding, and loyalty.

STRATEGIESA. Develop and execute a communications/marketing platform.

B. Develop and execute a communications/marketing plan to maximize enrollment.

C. Ensure the DKJA brand for the future.

Goal 5 MAXIMIZED ENROLLMENT By 2018, DKJA will have developed, funded, and executed an enrollment action plan.

STRATEGIESA. Target a broader range of prospective families.

B. Develop an enrollment management plan at every division level.

C. Disseminate a consistent message.

D. Maximize and communicate DKJA’s value-added education.

Goal 6 FINANCIAL SUSTAINABILITYBy 2018, DKJA will have secured the required financial resources through a multi-faceted strategy to ensure that DKJA is a world class Jewish community day school.

STRATEGIESA. Formulate and execute an effective multi-year financial plan.

B. Increase streams of revenue.

C. Create and maximize a culture of philanthropy.

D. Evaluate and optimize advancement structures, processes, and plans.

RATIONALEWHY A STRATEGIC PLAN?Writing a five-year strategic plan avoids the pitfalls of crisis management, optimizes opportunities for in-depth analysis, long-range planning, and creative thinking, and reaffirms our purpose as a Jewish community day school. By identifying the strategic issues facing Donna Klein Jewish Academy over the next five years and addressing them through our vision, goals, and strategies, we will determine our direction and shape our future.

WHY NOW?Wise schools are always beginning, implementing or completing a strategic plan. DKJA’s most recent plan was completed at the beginning of the 2012-13 academic year. Therefore, it made sense to use the rest of the year to build on the success of the previous plan, and chart the course for the upcoming five years.  

WHERE WILL IT TAKE US? The Tree of Life Strategic Plan for 2013-2018 will be DKJA’s blueprint for the upcoming five years. During this time, one of the key inflection points will be a leadership transition of a long-time Head of School and Board Chair. During times of top leadership transition, strategic plans are a framework for unity and stimulation to provide inspirational guidance and steady reassurance. The Tree of Life Plan will anchor the institution in its core values and mission while stimulating the progress it needs to remain sustainable as it heads into a time of transition. The strategic focal areas of The Tree of Life Plan include educational priorities, facilities, Board governance, communications and marketing, enrollment, and financial sustainability.

THE PROCESS A key philosophy behind The Tree of Life Plan has been inclusiveness. Under the expert leadership of our consultant, Christina Drouin, our goal has been to include every constituency of our DKJA community – staff, faculty, administrators, students, parents, and Board members. This collaborative approach required an elaborate database for all our research and discussions, and the numerous statistics we compiled and analyzed have grounded our work in objectivity. At each stage of the work – writing our vision, mission, goals, strategies, and initiatives – we have listened to those affected, and those who understand DKJA best, to achieve consensus and unity of purpose.

IMPLEMENTATION As we work toward our vision for 2018, we will continually assess our outcomes against the goals stated in The Tree of Life plan. Each year of the five-year plan, an implementation team will identify priority initiatives, set performance measures, develop budgetary recommendations, communicate our progress, and recalibrate the plan as necessary to keep it relevant and on track. This team will work with faculty, staff, and the Board of Trustees as we begin to live our new vision for DKJA in 2018: An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in tomorrow’s world.

TIME LINEOCTOBER 2012

Donna Klein Jewish Academy’s Board of Trustees commissions a Strategic Plan

NOVEMBER 2012

Planning process begins

JANUARY 2013

Mission and Values are formulated and endorsed by the Board of Trustees

MARCH 2013

Visioning Day is conducted for the community;Vision is finalized

APRIL 2013Goals and Strategies are crafted; Board of Trustees approves Vision, Goals, and Strategies

NOVEMBER 2012 to JANUARY 2013

Research is conducted; Strategic Drivers are identified

APRIL - JUNE 2013

Initiatives to achieve each Strategy are written and finalized

DECEMBER 2013

Formal public launch of Etz Chaim Strategic Plan

AUGUST 2013Implementation begins

MISSION Why we exist

To educate our children and the DKJA community to be knowledgeable and responsible citizens of the world,

committed to Jewish values and lifelong learning.

DKJA VISION 2018 What we want to look five years from now

An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in

tomorrow’s world.

21ST CENTURY CURRICULUM

Articulating and actualizing the defining characteristics of a DKJA

mission-based education challenged by the expectations and needs of

student learning in the 21st century

FACILITIES

Exploration of the present and future facilities needs in terms of space

and programming to provide the 21st century education that DKJA

envisions for its students

HIGH-QUALITY FACULTY

Recruiting, retaining, and competitively compensating highly qualified

faculty and staff in an increasingly competitive market for talent and

resources

INTERNAL & EXTERNAL MARKETING

Internal and external marketing optimizing strategies to focus on

competition, public awareness, and the effective utilization of integrated

communications/marketing tools

RESPONSIBLE & COMPASSIONATE GLOBAL CITIZENS

Articulating and actualizing the defining characteristics of a DKJA

mission-based education developing responsible and compassionate

global citizens

OPPORTUNITIES AND CHALLENGES THAT DKJA WILL ADDRESS IN THIS NEXT FIVE YEAR PLANNING CYCLE GOALS: WHAT MAJOR ACCOMPLISHMENTS WILL SHAPE OUR VISION I STRATEGIES: HOW WE WILL ACHIEVE OUR GOALS

STRATEGIC DRIVERS OF ETZ CHAIM

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

THE ADVANCEMENT OF LEARNING IS THE HIGHEST COMMANDMENT MAIMONIDES

GOALS & STRATEGIESFOR DKJA’S FIVE YEAR STRATEGIC PLAN

Goal 2 FACILITIES By 2018, DKJA will have completed campus improvements and changes to maximize programmatic excellence.

STRATEGIESA. Create a sustainable environment.

B. Align capital facilities to educational programs.

C. Upgrade and enhance the quality of the learning environment for all students.

D. Maximize utilization of all campus space to enhance quality of student life.

E. Assure the South Campus can be the permanent home of DKJA.

Goal 3 BOARD GOVERNANCEBy 2018, DKJA’S Board of Trustees will function as an exemplary Board and will be composed of visionary and dynamic leaders who demonstrate their deep commitment to DKJA and its future.

STRATEGIESA. Create and implement a system to recruit, engage, and develop passionate

advocates for DKJA.

B. Access and build capacity for optimum Board and Head of School performance.

C. Guarantee that DKJA has the resources required to deliver its mission and achieve its vision.

D. Plan for and execute successful transition of Board and school leadership.

E. Ensure that the Board and institution adopt a posture of ongoing strategic thinking, planning, and execution.

Goal 1 EDUCATIONAL PRIORITIES By 2018, DKJA will have identified, prioritized, and implemented innovative educational imperatives as an institution that embodies lifelong learning.

STRATEGIESA. Develop high quality facilitators of learning.

B. Create educational opportunities for parents as partners.

C. Optimize the learning experiences for all students.

D. Ensure Jewish life will be woven through all aspects of the DKJA experience.

Goal 4 COMMUNICATIONS/MARKETING By 2018, DKJA will have achieved community awareness, understanding, and loyalty.

STRATEGIESA. Develop and execute a communications/marketing platform.

B. Develop and execute a communications/marketing plan to maximize enrollment.

C. Ensure the DKJA brand for the future.

Goal 5 MAXIMIZED ENROLLMENT By 2018, DKJA will have developed, funded, and executed an enrollment action plan.

STRATEGIESA. Target a broader range of prospective families.

B. Develop an enrollment management plan at every division level.

C. Disseminate a consistent message.

D. Maximize and communicate DKJA’s value-added education.

Goal 6 FINANCIAL SUSTAINABILITYBy 2018, DKJA will have secured the required financial resources through a multi-faceted strategy to ensure that DKJA is a world class Jewish community day school.

STRATEGIESA. Formulate and execute an effective multi-year financial plan.

B. Increase streams of revenue.

C. Create and maximize a culture of philanthropy.

D. Evaluate and optimize advancement structures, processes, and plans.

RATIONALEWHY A STRATEGIC PLAN?Writing a five-year strategic plan avoids the pitfalls of crisis management, optimizes opportunities for in-depth analysis, long-range planning, and creative thinking, and reaffirms our purpose as a Jewish community day school. By identifying the strategic issues facing Donna Klein Jewish Academy over the next five years and addressing them through our vision, goals, and strategies, we will determine our direction and shape our future.

WHY NOW?Wise schools are always beginning, implementing or completing a strategic plan. DKJA’s most recent plan was completed at the beginning of the 2012-13 academic year. Therefore, it made sense to use the rest of the year to build on the success of the previous plan, and chart the course for the upcoming five years.  

WHERE WILL IT TAKE US? The Tree of Life Strategic Plan for 2013-2018 will be DKJA’s blueprint for the upcoming five years. During this time, one of the key inflection points will be a leadership transition of a long-time Head of School and Board Chair. During times of top leadership transition, strategic plans are a framework for unity and stimulation to provide inspirational guidance and steady reassurance. The Tree of Life Plan will anchor the institution in its core values and mission while stimulating the progress it needs to remain sustainable as it heads into a time of transition. The strategic focal areas of The Tree of Life Plan include educational priorities, facilities, Board governance, communications and marketing, enrollment, and financial sustainability.

THE PROCESS A key philosophy behind The Tree of Life Plan has been inclusiveness. Under the expert leadership of our consultant, Christina Drouin, our goal has been to include every constituency of our DKJA community – staff, faculty, administrators, students, parents, and Board members. This collaborative approach required an elaborate database for all our research and discussions, and the numerous statistics we compiled and analyzed have grounded our work in objectivity. At each stage of the work – writing our vision, mission, goals, strategies, and initiatives – we have listened to those affected, and those who understand DKJA best, to achieve consensus and unity of purpose.

IMPLEMENTATION As we work toward our vision for 2018, we will continually assess our outcomes against the goals stated in The Tree of Life plan. Each year of the five-year plan, an implementation team will identify priority initiatives, set performance measures, develop budgetary recommendations, communicate our progress, and recalibrate the plan as necessary to keep it relevant and on track. This team will work with faculty, staff, and the Board of Trustees as we begin to live our new vision for DKJA in 2018: An extraordinary and diverse community of learners inspired by Jewish values and empowered to succeed in tomorrow’s world.

TIME LINEOCTOBER 2012

Donna Klein Jewish Academy’s Board of Trustees commissions a Strategic Plan

NOVEMBER 2012

Planning process begins

JANUARY 2013

Mission and Values are formulated and endorsed by the Board of Trustees

MARCH 2013

Visioning Day is conducted for the community;Vision is finalized

APRIL 2013Goals and Strategies are crafted; Board of Trustees approves Vision, Goals, and Strategies

NOVEMBER 2012 to JANUARY 2013

Research is conducted; Strategic Drivers are identified

APRIL - JUNE 2013

Initiatives to achieve each Strategy are written and finalized

DECEMBER 2013

Formal public launch of Etz Chaim Strategic Plan

AUGUST 2013Implementation begins

We are extremely proud to present the 2013-18 Strategic Plan for Donna Klein Jewish Academy. Building on DKJA’s already considerable strengths, the plan articulates the vision, mission, goals, and strategies to secure and enhance the status of DKJA as an extraordinary Jewish day school. In 2005, DKJA conceptualized and implemented a Strategic Plan that dramatically impacted the school’s educational aspirations. Building on and expanding beyond the scope of the previous plan, the current plan looks at the entire institution and adds additional areas of focus such as Board governance, comprehensive financial resource development, and strategies to enhance enrollment.

Our timeline to accomplish our task was very short. It required scores of meetings, considerable research, and objective deliberation. Our outstanding Strategic Planning Team, comprised of both professionals and volunteers, brought passion and expertise to all of our sessions. We also reached out to the broader community through surveys, and deliberated on our vision in a community session attended by over 200 people. Together, as a team, we defined the areas of strategic focus to span the next five years. Shortly thereafter, work groups with the appropriate expertise were then charged with the task of writing initiatives for each area of strategic focus so that our plan is a practical resource tool.

We would like to extend special recognition to our Head of School, Karen Feller, for her wisdom and guidance throughout this process; to Christina Drouin, our consultant, who provided the structure and experience to allow us to achieve our ambitious timeline; and to Karen Shaffer, Karen Feller’s executive assistant, whose organization was critical.

We believe the collective involvement of all of the participants in the process leading to this expansive plan reaffirms what an important role DKJA plays in the community in ensuring a strong Jewish future. All of us on this journey are invigorated to ensure that our vision of the future for our school is fully realized.

2013 - 2018

STRATEGIC PLANDONNA KLEIN JEWISH ACADEMY

Sincerely,

Lesley ZafranPresidentBoard of Trusteees

Jeffrey L. KleinVice PresidentBoard of Trustees

RESPECTDonna Klein Jewish Academy believes that each person in our school community has an ethical responsibility to respect themselves and each other as evidenced by their actions, attitudes, behaviors, and words.

GOOD CHARACTER DKJA values good character as exemplified in daily attention to one’s sense of honor, integrity, moral courage, honesty, and personal responsibility.

At DKJA, we believe that individuals of good character exhibit kindness, empathy, and compassion in their thoughts and interactions with others.

EXCELLENCE IN TEACHING AND LEARNING DKJA values teaching that is student-centered and acknowledges individual needs.

DKJA values meaningful learning that crosses disciplines, promotes critical thinking, and inspires lifelong learning.

DKJA believes in an academic environment that challenges students, encourages creativity, promotes academic risk-taking, and enables each individual to reach his or her personal best.

DKJA believes that excellence in teaching and learning depends upon the growth of a caring, commited faculty through professional training, mentoring, educational research, and evaluation.

JEWISH VALUES AND JEWISH IDENTITYDKJA is committed to the teaching of Torah as relevant and central to everyday life. This includes an understanding of the special relationship between G-d and the Jewish people, of our Jewish heritage, the practice of Jewish rituals, mitzvot (commandments), and tikkun olam (making the world a better place).

As a Jewish community day school, DKJA values k’lal Yisrael, the unity of the Jewish people.

We value the development of each child’s Jewish identity through his or her Jewish knowledge, experiences, spirituality, and values.

NURTURING ENVIRONMENT DKJA believes that nurturing and support have a profound impact upon each child’s emotional growth and stability and must go hand-in-hand with academic development.

DKJA believes that learning takes place best in an environment that is safe and non-threatening.

DKJA values the contributions of each individual and provides experiences to support all learners who can benefit from the school program.

DKJA values a warm, respectful, and supportive environment where teachers, parents, and administrators work together for the benefit of each student.

CORE VALUESWHO WE ARE, WHAT WE STAND FOR, WHAT WE LIVE BY THAT IS NOT NEGOTIABLE

ACKNOWLEDGMENTS

2012-2013 BOARD OF TRUSTEESOFFICERSLesley Zafran, President

Stuart Wexelman, Vice President

Shelley Gold, Treasurer

Linda Melcer, Secretary

Michael Beckerman, Immediate Past President

TRUSTEESScott Ball

Shirley Enselberg

Robert B. Greenberg

Myrna Gross

Shelly Gross

Harold Jacobsohn

Jeffrey L. Klein

Talia Klein

Julian Leinhardt

Lothar Mayer

Linda Melcer

Dr. Arthur Press

Julie Weinstein

Fred G. Weiss

A. Robert Zeff

Genevieve Menaged, PTO President

SPECIAL RECOGNITION AND THANKS TO:Jeffrey L. Klein, Chair of Strategic Planning, whose leadership, commitment, and forethought enabled DKJA’s process to move forward in a concisely organized and efficient manner.

Karen Feller, Head of School, whose constant flow of ideas, flexibility, and passionate commitment have been an inspiration and a mainstay throughout the strategic planning process.

Members of the DKJA community, who participated in research activities, the Strategic Planning Visioning Day, and/or the meetings to write initiatives.

Christina Drouin, Principal of the Center for Strategic Planning, for her expertise, wisdom, and humor, which kept the planning process stimulating and engaging.

Lesley Zafran, President of the Board of Trustees and parent, for her visionary leadership and passionate commitment to the process.

STRATEGIC PLANNING LEADERSHIP COUNCIL Hilary Arenstein, Principal of Lower School

Scott Ball, Secretary of the Board of Trustees, parent

Rabbi Tzvi Berkson

Dr. Rona Bernstein, Psy.D., Director of Psychological Services

Jane Neubauer Black, Director of Communications

Judith Chason, Associate Director of Development

Sue Einhorn, Principal of Middle School

Karen Feller, Head of School

Harold Jacobsohn, DKJA Trustee and grandparent

Sharon Kamber, Associate Head of School for Institutional Advancement

Jeffrey L. Klein, Chair of Strategic Planning

Talia Klein, DKJA Trustee and parent

Marci Goldman, Assistant Principal of Lower School and Director of the SUN Center

Rabbi Yaakov Green, Principal of High School Judaic Studies

Bob Greenberg, Trustee and parent

Helena Levine, MSW, Principal of High School

Yafa Levit, Principal of Lower School Judaic Studies

Eric Lipson, Trustee and parent

Genevieve Menaged, First Vice President of the Board of Trustees, PTO President, and parent

Janice Odesnik, Director of Technology

Jodi Orshan, Director of Admissions

Dr. Arthur Press, Trustee

Stephanie Schoenberger, Director of the Library/Media Center

Mark Shaffer, CPA, Chief Financial Officer

Sydney Siegel, LCSW, Middle School Guidance Counselor and Assistant Principal of Middle School

2013-2014 BOARD OF TRUSTEESOFFICERSLesley Zafran, President

Genevieve Menaged, First Vice President,

PTO President

Stuart Wexelman, Vice President

Jeffrey L. Klein, Vice President

Shelley Gold, Treasurer

Scott Ball, Secretary

TRUSTEESShirley Enselberg

Robert B. Greenberg

Myrna Gross

Shelly Gross

Harold Jacobsohn

Talia Klein

Eric Lipson

Lothar Mayer

Dr. Arthur Press

Julie Weinstein

Fred G. Weiss

Edna Willis

A. Robert Zeff

STRATEGIC PLANNING COMMITTEE MEMBERSLinda Behmoiras

Max Friedman

Lisa Horesh

Carol Kolsky

Sheryl Sagel

Shirley Solomon

Loren Stein