Portland Jewish Academy
Strategic
PLAN
2025-2028
board of directors
Nadine Gartner - President
Jason Zidell - Immediate Past President
John Emshwiller - VP of Facilities
David Solondz - VP of Strategy
Nate Smith - Treasurer
Naomi Harwin - Secretary
Eric Brickenstein, Nicole Frisch, Marni Glick, Martha Izenson, Arielle Goranson, Chris Hathaway, Michelle Kashinsky, Danelle Romain, Sandra Valle, Tamar Wyte-Lake
MissionOur
Portland Jewish Academy provides an academically rich, values-based education that supports the social, emotional, and spiritual growth of children from infants through eighth grade. As a community day school that welcomes students and families of all backgrounds, PJA inspires Jewish engagement, and cultivates a sense of belonging in a welcoming and inclusive community.
visionOur middot
Grounded in their foundational Jewish education, shared values, and commitment to service, Portland Jewish Academy alumni are empowered to think for themselves and work for the world.
(Core Values)
vkhve | KEHILLAH | Community sucf | KAVOD | Respect
sunhk | LIMMUD | Study ,uhrjt | AKHRAYUT | Responsibility
vhsuv | HODAYAH | Appreciation ,uvz | ZEHUT | Identity
Strategic Planning Committee
Steve Albert
Jules Bailey
Sean Bartlett
Nadine Gartner
Beth Germain
Sarah Glass
Merrill Hendin
Erika Saiers
Hannah Schafer
Nate Smith
Dear Friends,
In December 2023, PJA embarked on a strategic planning process, facilitated by consultants from Prizmah: Center for Jewish Day Schools. In partnership with our Strategic Planning Committee, they revised our school mission, articulated a new vision, and engaged all school constituencies to complete a report of strengths, challenges, opportunities, and threats.
The report identified five key areas of focus, and we established working groups to explore each area. Each group, comprised of representatives from the board, administration, faculty, families, alumni, and broader community, developed strategic goals and objectives. They recommended short (1-2 years) and long-term (3-5 years) actions to achieve these goals.
The PJA Board is responsible for setting the strategic direction of the school. In addition to actively participating in the process above, the board provided feedback on the draft plan and approved the final plan in December 2024. School leadership developed an implementation plan to identify action steps to achieve the five goals, create timelines, and define key performance indicators.
We are delighted to share our new strategic plan. Thanks to all who participated in each stage of this process. We look forward to further strengthening PJA in the years ahead.
B’Shalom,
Nadine Gartner
Steve Albert Merrill Hendin President, Executive Principal Board of Directors Director
Invest in people Goal 1
Deepen our investment in our faculty and staff, and continue to build a strong culture of professional growth across all programs, to ensure that our staff best serves Portland Jewish Academy.
High-level objectives to accomplish this goal:
w Articulate and communicate a comprehensive compensation package that will strengthen the school’s ability to attract and retain highly qualified faculty and staff.
w Cultivate professional development opportunities that ensure that faculty and staff can confidently and successfully support the mission of the school.
w Enhance alignment and communication among divisions within the school to enhance employee satisfaction and morale, improve school operations, strengthen school culture, and better meet student needs.
w Develop succession plans for school leaders and for teaching faculty to enable continuity.
Learning and Teaching Goal 2
Continue to refine and articulate an integrated and aligned educational experience for all learners that promotes inquiry, curiosity, creativity, and critical thinking.
High-level objectives to accomplish this goal:
w Continue to systematize and articulate the ways in which PJA promotes intentional collaboration across disciplines and grade levels to ensure consistency in the educational experience.
w Empower teachers to meet the needs of diverse learners of all grade levels, and consistently anchor classroom pedagogy in common practices that promote deep thinking, skill building, and curiosity in order to enable accessibility.
w Clearly articulate and communicate the scope and sequence of PJA’s curriculum to community stakeholders, and ensure that teachers are wellequipped to implement the curriculum.
w Identify the tools and skills that PJA graduates need to become lifelong learners and agents of change, and ensure that these are integrated into the curriculum.
Jewish Studies, Hebrew Language, and Israel Education Goal 3
Ensure that PJA graduates develop a strong foundation of Jewish life and literacy, Hebrew skills, and authentic connection to Israel while remaining steadfast in our commitment to pluralism.
High-level objectives to accomplish this goal:
w Increase Jewish literacy and understanding of key aspects of Jewish life, learning, and spirituality so that PJA graduates feel a deeper sense of connection to self, and to both the Jewish and global communities.
w Increase students’ fluency in Hebrew in order to deepen their connection to Israel, and to improve their ability to read and understand prayers (tefillot).
w Strengthen the PJA community’s connection to Israel in robust and authentic ways while ensuring alignment with the school’s pluralistic values.
w Use a variety of communication and marketing tools to ensure that all stakeholders understand the school’s priorities and objectives regarding Hebrew language, Jewish studies, and Israel education.
Strategic Enrollment Growth Goal 4
Increase entry level grade (kindergarten and sixth grade) enrollment and lateral transfers through targeted marketing and messaging, deeper relationships with the extended PJA community, and the strategic use of new tuition models.
High-level objectives to accomplish this goal:
w Expand PJA brand awareness and reach, especially in key communities and geographic areas.
w Explore alternative tuition models to be able to meet the needs of more families and to encourage more families to enroll in the school.
w Ensure that PJA marketing and messaging is strategic and reflective of what is happening in the school community and that it reaches specific populations.
w Strengthen matriculation from Early Childhood to Day School to increase overall enrollment in the school.
Sustainability and Financial Viability Goal 5
Identify opportunities for cost savings, and increase non-tuition revenue – particularly from fundraising, endowment, and rentals –in order to strengthen PJA’s financial position and ensure its financial sustainability.
High-level objectives to accomplish this goal:
w Strengthen the culture of philanthropy within the greater PJA community and create more meaningful opportunities for giving.
w Grow the size of the existing endowment in order to ensure the long-term financial success of the school.
w Explore ways to increase revenue from auxiliary programs through mission-aligned options.
