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Strategic Plan

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Jack M. Barrack Hebrew Academy Strategic Plan

2024-2029

August 2024

Over the past year, we engaged in a process to develop a strategic plan that will guide our work as a community for the next 3-5 years. We believed it was the right moment to undertake a fresh, in-depth exploration into our goals, priorities, and purpose with an eye toward strengthening our school—and the experiences of our Barrack community—for generations to come.

We remain committed to our core mission of offering an unmatched rigorous academic program infused with Jewish values and learning that enables students to become critical thinkers, confident and compassionate leaders, and thoughtful changemakers across Jewish and global communities. With its commitment to the education and development of the whole person, Barrack cultivates students’ individuality along with a strong connection to their Jewish identity and sense of communal purpose within a diverse and supportive environment.

We put forth this new Strategic Plan with a deep appreciation for Barrack’s rich 78-year history and the profound contribution of a klal Yisrael community day school to the continuity, strength, and growth of the Jewish community as a whole. The Plan distills our vision into five key pillars: Community, Leadership, Enrollment, Financial Strength, and Student Experience and includes critical strategies and action plan items to achieve our stated goals.

This was an intentional and collaborative process. We enlisted an outside consultant, engaged a task force and working groups composed of Board members, community professionals, staff, and stakeholders, and conducted interviews and strategic analyses to reflect the wide range of perspectives and priorities among our varied constituents. Guided by our shared values and vision, the resulting Strategic Plan serves as an adaptable, aspirational road map for the future that will reflect and respond to the changing needs of the school and the world around us.

With thanks to all who have informed, inspired, and enriched this process, we invite you to read our Strategic Plan and partner with us as we welcome and work together towards Barrack’s continued role as a source of enlightenment, meaning, and connection for our entire community.

 

Rabbi Marshall Lesack ’97
Head of School
Jack M. Barrack Hebrew Academy

Vision for Jack M. Barrack Hebrew Academy

Jack M. Barrack Hebrew Academy offers an unmatched rigorous academic program infused with Jewish values and learning that enhances its students’ critical thinking skills and character, preparing them to be strong, kind, and confident young adults ready to lead in a complex and ever-changing world. As a klal Yisrael, Jewish community day school, Barrack offers an inspired and transformative educational environment coupled with the values and tradition of our supportive community. Barrack students exemplify a dedication to lifelong learning, personal growth, self-reliance, humility, and a commitment to others, guided by Jewish values and a moral vision for our world.

Jack M. Barrack Hebrew Academy Strategic Plan

Read more about the five pillars of the strategic plan.

Selected Highlights of the Strategic Plan

  • Create updated structure for parent involvement which includes new model and clarity of purpose for PTO and Parent Ambassador groups
  • Assess current community partnerships and devise a broader plan for intentional partnering with local/ national/international organizations
  • Establish a system of intentional recruitment to populate the Board so that it represents the demographics of the Barrack community and supports the specific needs of the Board
  • Work towards total enrollment of 375-400 students over the next 3-5 years, including possible investments in increased space and staffing
  • Increase community-based programs for families of all ages to increase touch points with Barrack
  • Assess stewardship of current donors while strategically cultivating new donor relationships
  • Secure additional funding to support and offset the cost of 8th grade and 11th grade Israel programs
  • Review and/or establish appropriate systems and standards among divisions and departments with respect to grading policies, homework, use of Learning Management Systems and other academic-related items of iimportance, while maintaining room for flexibility and individuality for faculty
  • Utilize current research to create more opportunity for alternative means of assessment to give students choice in how to demonstrate their learning
  • Evaluate our ability to address or coordinate mental health and related services at school to better address student needs
  • Ensure consistent staffing and offerings for an Art/Drama/Music program
  • Determine how investment in and focus on faculty wellness and support impact teacher growth, faculty culture, and retention

Strategic Plan Task Force

Yoella Epstein
Scott Erlbaum
Noa Hedaya
Rena Kopelman
Charles Korman
Lisa Sandler
Marc Singer
Rabbi Mike Uram
Jonathan Zabusky
Rabbi Marshall Lesack

Working Groups

Process of Development

1) Preparation Phase

January 2023
  • Engaged Evolve Giving Group to support the development of our strategic plan.
     

2) Discovery Phase

Winter 2023 - Spring 2024
  • Evolve Giving Group performed an environmental scan of comparable Jewish day schools as well as market analysis interviews, including speaking to current and former parents, alumni, donors, and other community members. Findings were summarized in a report shared with the Strategic Planning Task Force.

3) Planning Phase

Board Retreat May 2023
Summer 2023 - Winter 2024
  • The Strategic Planning Task Force identified the five pillars of the strategic plan - Community, Leadership, Enrollment, Financial Strength, and Student Experience.
  • Evolve Giving Group partnered with working groups for each pillar area. Each working group included members of the Board, staff, and community.
  • Each working group prioritized outcomes with the most critical strategies to progress in each pillar area.

4) Approval Phase

Final draft was approved by the Board of Directors March 14, 2024.