“Our Team is Thriving!” How Tiny Windows Transformed ISJL’s Education Department

In 2023, the Goldring/Woldenberg Institute of Southern Jewish Life (ISJL) faced a critical turning point. Their Education department, which had long relied on a successful but increasingly strained model, needed an overhaul. To address this challenge, ISJL turned to Tiny Windows (TW) for guidance in reimagining the department's structure and strengthening its ability to serve Jewish communities across the southern United States.

Founded in 2000, ISJL is dedicated to preserving and promoting Jewish life throughout the South. The organization provides services in education, culture, and spirituality to Jewish communities of all sizes, from large urban centers to small congregations. While much of the national narrative around Jewish life in the South focuses on declining numbers, ISJL takes a different view, celebrating the vibrant, culturally rich Jewish communities that continue to thrive in the region. The Education Department has been at the heart of these efforts, offering crucial support to congregations spread across 13 states.

A Model Under Pressure

For years, ISJL’s Education department used a Program Associate (PA) model, hiring recent college graduates to serve as liaisons between the organization and the congregations it supports. These PAs worked closely with communities, providing Jewish educational programming and guidance, while receiving valuable professional development in return. The model had been highly effective but was becoming difficult to sustain.

“The PA model worked really well for us, but it was getting harder to recruit new people, and our communities were asking for more,” said Molly Levy, ISJL’s Director of Education. “The pandemic also forced us to rethink many of our assumptions. We knew we needed a change, but weren’t sure how to make it happen.”

ISJL approached TW with a clear question: How could they restructure the department to better meet the growing needs of their communities while staying true to their mission and history?

A Blueprint for Transformation

TW began by conducting extensive research into ISJL’s operations, history, and challenges. They spoke with former Program Associates, gathered feedback from ISJL’s staff, and analyzed the organization's needs. The goal was not just to provide a temporary fix but to create a sustainable model for the future.

“What TW did was help us see how we could put the right thing into action,” Molly explained. “Having a plan gave us the clarity and confidence we needed to move forward.”

The solution TW developed was a complete restructuring of the Education department. The new model replaced the PA system with five specialized roles: Director of Education, Community Manager, Curriculum Manager, Regional Coordinators, and Educators in Residence. Each role was designed to address specific challenges ISJL was facing while enhancing the department’s ability to serve its network of communities.

“This new structure gives us a lot more flexibility,” Molly said. “We can now offer more tailored support to our communities, and we’re able to bring in deeper expertise than we could before.”

A Thriving Team and Stronger Communities

A year into the implementation, the impact of the transformation is clear: ISJL’s Education department is functioning more efficiently, and the relationships between ISJL and the communities it serves have strengthened.

“I can’t believe how much my role has changed,” Molly said. “Before, I was mostly mentoring the Program Associates. Now, I’m focused on creating meaningful experiences for our communities and thinking strategically about where we’re headed next. Our team is thriving!”

Not only has the internal dynamic of the Education department improved, but the changes are also rippling out across ISJL. “We’re seeing much more collaboration between departments,” Molly noted. “Other parts of ISJL are realizing they can make changes, too. Our work feels more connected now.”

Perhaps most importantly, the transformation has fostered stronger bonds within the communities ISJL serves. “We’re seeing deeper connections, not just between us and the congregations, but between the congregations themselves,” Molly said. “Communities are learning from each other, and it’s creating a real sense of network and support.”

A Lasting Impact: Building for the Future

ISJL’s partnership with TW not only solved the immediate challenges facing the Education department but set the stage for long-term success. “We’re on a path now that will allow us to keep evolving and growing,” Molly explained. “We still have work to do, but we know where we’re going, and we have the tools to get there.”

Reflecting on the experience, Molly offers advice to other organizations considering working with TW: “Be open to things you didn’t plan on. TW brought us ideas we hadn’t thought of and showed us new ways of doing things that have made all the difference.”

By reimagining its structure with the help of Tiny Windows, ISJL has created a sustainable model that will continue to serve Jewish communities across the South for years to come. As Molly put it, “This was exactly what we needed. Our team is thriving, and our communities are stronger because of it.”