A source says: "The school hired a consultant who recommended changes in the Bylaws and board structure. I think it is a litmus test on how people feel about the current leadership under Morey Levovitz. The only people who have a problem with the recommendations are likely to be the same gripers who have a problem with him. My own hope (and belief) is that it is a small group without the power to scuttle the changes as long as enough of the mainstream comes out to vote."
Here’s a pdf of the old bylaws and here’s a pdf of the new bylaws.
The consultant told the parents, "Hillel is like Starbucks. If you don’t like it, don’t shop there."
It’s weird that Hillel held its townhall meeting on a night when there were a bunch of other things going including Bna David’s banquet. Neither Morey nor most of the Executive Board showed up but 100 parents did.
At the last townhall meeting two years ago, Morey lost his temper when he was challenged (and we all know how rare that is in Jewish Los Angeles).
Hillel has apparently started a blog called Hillelparent.
Who knew that Jewish education could be this exciting? Wow, warring blogs and everything.
Here’s a summary of Sunday night’s meeting from the school:
Dear Parent:
I am enclosing a summary of the points reviewed by Mr. Terry Moore, the ISM Consultant at our town hall meeting this past Sunday night. It was wonderful to hear healthy dialogue among the parents and sound recommendations from a recognized consultant on best practices for our school.
Summary:
There are three types of schools. Price schools aim to keep the price economical for everyone but are forced to compromise on quality as a result. Product schools generally only accept students in the top 25th percentile of academic performance in the country. Process schools accept students from the entire spectrum and concentrate on educating the whole child. Process schools are traditionally more expensive to run and manage then the other two types of schools. Hillel as an Orthodox Jewish school is clearly a process school.
There are specific stability markers that indicate whether schools can achieve excellence. In order to move from a school that is mediocre to become one that is excellent, it is imperative that Hillel embark on formulating a strategic plan. The strategic plan takes into account the following key items:
a) The Board has to redefine its role and focus on four functions: To define the strategic plan, to ensure that resources are maintained, to raise the funds to achieve fundraising goals and to support and evaluate the Head of School. The Board has to become a strategic and fiscally oriented Board.
b) The Strategic Plan becomes the standard procedure for the Board. The bylaws have to change to ensure full implementation of the strategic plan. Note: The mission statement and philosophy of the school do not change.
c) The School has to allow the professionals to run the school under the leadership of a Head of School who can function as the CEO of the school. This must happen without outside interference, including the Board’s. Authority in the Head will also give the faculty the security it needs to grow and develop without outside interference.
d) The management of the school resides under the leadership of the Head of School. The school is built on the Circle Theory. The Headmaster is in the middle circle and is surrounded by a management team. The management includes experts in respective areas of concern, required to run a school. This includes in Hillel’s case, a General Studies Director, Judaic Studies Director, Early Childhood Director, Business Manager and an Advancement (Fundraising) Director.
e) Resources need to be allocated to the faculty to allow them to grow professionally. Professional growth among the faculty will influence the culture in the school and the classrooms to foster excellence.
f) The Board must profile its members so it can achieve the goals set out in the strategic plan.
g) The Board has to recruit the correct Board members from the broad spectrum of parents in the school and the community at large. Recruits will fit the profile defined by the goals of the strategic plan.
To achieve the above strategic items, the Board needs to change from one elected by the parents to one that self-perpetuates. Self-appointed Boards is the current practice of most other successful private schools including ones in our city.
The Six-year Strategic Plan for Hillel
Year One:
a) Develop a strategic plan to effectively organize the Board and give direction for the school’s excellent operation.
b) Institute an ongoing self-evaluation process to insure effective execution, to research best practices and to properly scope and sequence the educational programs. This self-evaluation process is arranged by the Headmaster and his educational administration utilizing all educational resources, from faculty to community educators, as needed. The results will be shared with the parents at public meetings and in writing. It will also be shared with the Board. Everyone will be privy to our progress and growth towards excellence.
c) Appoint a Committee on Directors to develop the Board profile and recruit new members for the Board that fit the profile.
d) Evaluate the bylaws and make recommendations to the community for strategic changes to maximize school operations.
e) Appoint a facilities committee to evaluate plant needs and determine necessary renovations.
f) Appoint a major gifts committee. g) Conduct an annual Board self-assessment.
h) Appoint Board committee structure to maximize strategic plan effectiveness.
Year Two:
a) Institute an ongoing self-evaluation process to insure effective execution, to research best practices and to properly scope and sequence the educational programs. This self-evaluation process is arranged by the Headmaster and his educational administration utilizing all educational resources, from faculty to community educators, as needed. The results will be shared with the parents at public meetings and in writing. It will also be shared with the Board. Everyone will be privy to our progress and growth towards excellence.
b) Begin funding to complete management team and to enhance technology and office staff.
c) Conduct a feasibility study to determine ability to raise funds for facility renovations.
d) Conduct Board annual self-assessment.
Year Three:
a) Institute an ongoing self-evaluation process to insure effective execution, to research best practices and to properly scope and sequence the educational programs. This self-evaluation process is arranged by the Headmaster and his educational administration utilizing all educational resources, from faculty to community educators, as needed. The results will be shared with the parents at public meetings and in writing. It will also be shared with the Board. Everyone will be privy to our progress and growth towards excellence.
b) Complete funding to finalize hiring the management team and to enhance technology.
c) Increase funding for faculty professional development.
d) Begin capital campaign based on feasibility study results – begin capital campaign.
e) Develop and implement additional extra-curricular activities to make program more competitive. (Sports, fine arts, clubs, etc.)
f) Conduct annual Board self-assessment.
Year Four:
a) Institute an ongoing self-evaluation process to insure effective execution, to research best practices and to properly scope and sequence the educational programs. This self-evaluation process is arranged by the Headmaster and his educational administration utilizing all educational resources, from faculty to community educators, as needed. The results will be shared with the parents at public meetings and in writing. It will also be shared with the Board. Everyone will be privy to our progress and growth towards excellence.
b) Hire a facilities manager.
c) Focus on character education program.
d) Conduct Annual Board self-assessment.
e) Increase funding for faculty salaries to insure that talented faculty are rewarded for excellent service and that we can attract talented new faculty.
f) Further increase funding for faculty professional development.
g) Develop marketing plan and new marketing materials.
h) Complete funding to develop and implement additional extra-curricular activities to make program more competitive.
Year Five:
a) Institute an ongoing self-evaluation process to insure effective execution, to research best practices and to properly scope and sequence the educational programs. This self-evaluation process is arranged by the Headmaster and his educational administration utilizing all educational resources, from faculty to community educators, as needed. The results will be shared with the parents at public meetings and in writing. It will also be shared with the Board. Everyone will be privy to our progress and growth towards excellence.
b) Increase funding for faculty professional development.
c) Update website.
d) Increase funding for facilities maintenance.
e) Complete development of marketing plan and new marketing materials.
f) Increase funding for faculty salaries to insure that talented faculty are rewarded for excellent service and attract talented new faculty.
g) Conduct Board annual self-assessment
Year Six:
a) Institute an ongoing self-evaluation process to insure effective execution, to research best practices and to properly scope and sequence the educational programs. This self-evaluation process is arranged by the Headmaster and his educational administration utilizing all educational resources, from faculty to community educators, as needed. The results will be shared with the parents at public meetings and in writing. It will also be shared with the Board. Everyone will be privy to our progress and growth towards excellence.
b) Expand employee benefits to address competitive issues.
c) Increase funding for instructional technology upgrade.
d) Increase funding for faculty professional development.
e) 8th grade trip to Israel.
f) Increase funding for faculty salaries – insure that talented faculty are rewarded for excellent service and attract talented new faculty.
g) Conduct Board annual self-assessment
The reason why the Board seeks to vote on the bylaws amendments now was also addressed. If the bylaws are amended early on in the summer, then the Board can immediately begin the process to set up a Committee of Directors to profile the Board. If it waits until September, the wait will delay the process for another few months. The momentum achieved by Mr. Moore’s visit and guidance and by the Board voting in the strategic plan needs to continue.
At the meeting we reiterated that healthy dialogue is okay and encouraged. However, lashon hora and personal attacks will not be tolerated at any time at Hillel including now. While we are going through this dialogue phase, in anticipation of an important vote, we ask you to maintain the highest standards of derech eretz as is expected in a Torah institution.
Please feel free to call me or email me with any required clarifications.
Biveracha
Rabbi Y. Boruch Sufrin
Headmaster
