PTA General Meeting — February 2026
The February PTA meeting for The Neighborhood School (TNS) highlighted a critical juncture for the community, defined by significant leadership transitions, financial shortfalls, and a shift in engagement strategies. The school is currently navigating the C30 process to select a successor for Principal Dyanthe, who is in her final year. Simultaneously, the PTA is facing a governance change, with nearly all Executive Board positions up for election in May.
Financially, the PTA is behind its $35,000 annual goal, having raised only $14,290 to date. This deficit is compounded by a lack of volunteers to spearhead essential fundraisers and the loss of the venue for the Spring Fling, the school's largest annual fundraising event. Despite these challenges, leadership emphasized the enduring value of TNS's unique educational tools, such as narrative reports, and its commitment to the opt-out movement regarding standardized testing. The meeting concluded with a consensus that evening Zoom meetings are ineffective, signaling a likely return to exclusively in-person morning meetings to better foster community engagement.
I. School Leadership and the Principal Selection Process
The search for a new principal — formally known as the C30 process — is a central focus as Principal Dyanthe prepares to depart.
The Interim Principal Process
• Timeline: While an interim principal will be selected for the immediate transition, the official process for choosing a permanent principal will likely occur in the Fall, though it could extend into the following Spring depending on the superintendent's discretion.
• Vetting and Community Input: The Superintendent leads the search and identifies candidates, but the School Leadership Team (SLT) is responsible for vetting them.
• Candidate Pool: Candidates currently include assistant principals from other schools, a tenure-holding principal, and internal staff such as the current EL coach. One notable candidate mentioned is Andrea Castellano, who was referred to the PTA advocacy committee. Andrea is currently a teacher in Brownsville, who is seeking a principal position at a progressive school.
• Community Survey: A survey will be distributed to gather parent values and preferences to help the Superintendent understand what the majority of the community seeks in a leader.
Legacy and Philosophy
• Opt-Out Movement: Principal Dyanthe was originally brought to TNS in 2013 to support the opt-out movement after the previous principal was ousted over the administration of state tests. A Morning Hour in February will focus on the school's ethos and importance of opting out.
• Narrative Reports: Leadership emphasized that these long-form assessments are overwhelmingly more useful than standard report cards. They provide a vision of the child's classroom experience and strengths that parents otherwise cannot see.
II. PTA Governance and Impending Vacancies
The PTA is operating with a lean team and faces a major leadership turnover in May.
• Executive Board: The following members will step down at the end of the school year:
• Co-Presidents: Brooke Moreland and Elena Matt
• Co-Treasurer: Stephanie Skaff
• Parent Coordinator/Class Parent Liaison: Kristen Majewski
• Secretary: Sarah Seidman
• Structural Needs: The board expressed a strong preference for having two people in every role to make the work more manageable and fun.
• Call for Volunteers: Leadership stressed that the PTA is not a static corporation; its look and feel evolve based on the skills and interests of the current volunteers. There is an urgent need for all hands on deck to ensure the organization remains viable.
III. Financial Status and Fundraising Challenges
The Treasurer's report indicated a stressful fiscal environment with lower-than-expected participation.
Current Financial Metrics
Metric Value
Annual Fundraising Goal $35,000
Current General Donations $14,290
Projected Target (Year-to-Date) ~$17,500
Status ~20% behind monthly targets
Fundraising Obstacles and Opportunities
• Event Fundraising: There is a lack of volunteers to spearhead movie nights or other community events. However, the Bake Sale Committee is performing well.
• The Auction and Spring Fling: These represent the largest source of PTA income. The school has lost its previous venue and is urgently seeking low-cost or donated space.
• Corporate Matching: This is identified as a no-lift opportunity that is currently underutilized. Only one parent has solicited a match in the last two years.
• Alumni Network: While a list of up to 2,000 alumni exists, outreach has resulted in zero cash response. Leadership noted this effort requires consistent management rather than once-a-year emails.
• Small DIY Fundraisers: Success was noted in smaller events, such as a wine and cocktail night that raised $1,600 with donated goods.
IV. Community Engagement and Logistics
The meeting addressed a perceived decline in parent involvement and the effectiveness of current communication channels.
• Evening Zoom Meetings: Attendance data suggests evening Zooms don't work. A formal vote will occur in March to decide whether to return to exclusively in-person morning meetings.
• Volunteer Sentiment: Some members expressed fear regarding the decline in parent initiative, noting that the same small group of people often takes on multiple roles.
• Administrative Transparency: Leadership clarified that the primary nuts-and-bolts work of the PTA happens between meetings. This includes administrative tasks, paying for agreed-upon school needs, and supporting school messaging.
V. SLT and Policy Updates
Beyond leadership transitions, the SLT has been working on formalizing school policies and safety protocols.
• Parent-Teacher Conflict Policy: A new official document has been approved. The process requires parents to first speak with the involved staff member, then the principal, before escalating to the district level.
• Grading Consistency: Efforts are underway to ensure narrative reports for fourth graders align more closely with the 1–4 grading scale required for middle school applications to avoid surprises during the application process.
• School Safety: Discussions were held regarding the school's response to ICE, ensuring the community and administration are prepared for potential school safety issues.
• Recruitment: Plans are being developed for a block party and other efforts to drive enrollment and diversity, competing against charter and private school options.