H.F. Epstein Hebrew Academy released details of its strategic plan late last week, an effort it hopes will yield bigger enrollment numbers, a growing base of donor support and a top-notch educational environment.

“This is not a prescribed plan with a series of neat checkboxes,” strategic planning chair Dalia Oppenheimer told the group, “but a dynamic structure.”

That process has been taking shape since the beginning of the year. That’s when Epstein announced it would be working with a team led by Scott Goldberg of Yeshiva University’s Institute for University-School Partnership to address “significant” challenges faced by the 70-year-old Orthodox institution in the face of a shrinking student body.

“When we started this process, the conversation was financial sustainability,” said Steve Wertman, finance committee chair. “The school was perceived to be not financially sustainable and that perception was reality. We were headed for, to borrow a term from the news, a fiscal cliff. That drove the realization that we needed to do something. We needed to figure out why that was happening and how to correct it.”

But Wertman said the issue was approached in a way that looked at the school’s larger environment. The resulting plan is a wide-ranging blueprint that aims to build the school’s characteristics in many areas. 

Educational enhancements include the introduction of philosophies of differentiated instruction and personalized learning strategies as well as a “technology roadmap” that focuses on building important skills. A detailed external curricular review is also underway at present with YU staff.

“Our long term goals for curriculum include an internal, ongoing review mechanism,” said Oppenheimer.

Other priorities include the implementation of a national anti-bullying program as well as a new methodology for solidifying communications with parents on any issue of concern.

“When tracked properly, issues can be dealt with swiftly and consistently and parents can be confident that steps are being taken to address every situation,” said Oppenheimer. “This increased transparency is further encouraged by recommendations for feedback opportunities for parents at certain checkpoints and formal procedures for working with families who may be at risk for attrition.”

That reflects a larger goal of the school to attract and retain families to help grow enrollment figures. One nascent outreach effort, an ambassadors initiative, has already brought in several new students, said Oppenheimer.

“This program matches current parents at the school with prospective parents and encourages positive conversation about our school,” she said. “If we want our community to invest in Epstein, we have to get the word out that we are here to stay and that we are a warm, welcoming place.”

Meanwhile, the school has also begun to investigate software for tracking engagement with families of potential students and developing new recruitment materials such as a brochure and curricular guide. 

On the fiscal side of the equation, Epstein has already begun increased monitoring of expenditures and revenue, doing an annual review of cost-per-student ratio and using a tool from YU that allows for better financial modeling in which the school can look three to five years ahead. More training for the board is in the offing as well as the institution works to put together an organized development strategy.

“Without a clear plan for tracking and projecting financial scenarios, any long-term planning would be tenuous at best,” said Oppenheimer. “Strained finances make it difficult to plan ahead and think strategically over the long-term.”

Wertman told the group that Epstein was pursuing a new path to reach a more financially stable future, with the school now focusing on investment.

“We’re not cutting to get there,” he said. “We’re growing to get there.”

Wertman said that Epstein had about 110 full-time equivalent students enrolled, a number it hopes to grow to 135 over the coming three to four years.

 “We have short-term challenges and a plan in place that will get us there,” he said. “With the community’s support and generosity, we will get there.”

Committee seeks next head of school

Though not addressed much during the meeting, one questioner from the audience did ask about the search for a new principal. Head of school Rabbi Avi Greene announced in a September letter to the community that he would be departing at the conclusion of the school year.

Interviewed after the forum, Mickey Ariel, the head of the search committee, said an international search was already underway for a replacement and they hope to have an applicant selected as soon as late winter.

Greene, who is now in his fourth year with the school, told the Jewish Light that he looks forward to the coming year but had decided against seeking renewal for the 2014-15 term after deciding to pursue other opportunities.

“I’m looking at different options in the intersection of education and technology,” he said. “I’m really looking at places where those two are being used in interesting ways so that I might be able to employ them in a Jewish or secular setting.”