DEEP CONNECTIONS Relationship-Centered Learning In A Transforming World
STRATEGIC PLAN 2013-2018
Newark Academy will contribute to the world engaged individuals instilled with a passion for learning, a standard of excellence and a generosity of spirit. – Mission Statement
STRATEGIC PLAN 2013-2018
DEAR MEMBERS of the Newark Academy Community,
Strategic planning is daunting. The future we plan for is inherently uncertain, but plan we must if Newark Academy is to remain a strong, relevant school. As one of the most basic responsibilities of the Board of Trustees, planning gets serious attention here at regular intervals, and our plans have had impact. The 2007-2012 Strategic Plan led to major initiatives, such as the construction of the new Upper School Academic Center, the launch of the “Rise & Flourish Campaign” to fund capital improvements and endowment, and the introduction of Capstone Experiences, the Immersion Program, June Term, and the Newark Scholars program. The new 2013-2018 Strategic Plan presented in these pages was a year in the making. It springs from an effort to think hard about a fundamental question: What is the source of value in a Newark Academy education? The answer, we believe, is simple though not easy: learning that takes place through personal interaction, starting with the relationships that develop between fine teachers and students. In a world where superficial connections proliferate, we seek to foster deep human connections, deep engagement in learning, deep understanding and skills. By no means do we reject the promise of technology to enrich education at Newark Academy. But the relationships that develop here between people are irreplaceable sources of value and indeed a lens through which to make choices about pursuing program innovation. Please take a few minutes to read through this plan, whose four imperatives cover people, educational programs, our broad community, and the foundations of institutional strength. Importantly, these priorities reflect insights gained from our students, alumni, faculty, and parents through the online NA Jam that took place in February 2012. We recently learned that the Jam earned an award from the Council for the Advancement and Support of Education (CASE), and we thank all those who participated in the Jam conversation for helping to illuminate what makes NA tick. The Board and leadership of the school are confident in Newark Academy’s distinctive character, the value of our students’ educational experience, and the road ahead. We hope the direction outlined here will inspire you as well.
Donald M. Austin Head of School
Jonathan D. Olesky ’74 Chairman, Board of Trustees
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DEEP CONNECTIONS Relationship-Centered Learning In A Transforming World
Newark Academy aspires to leadership in educating young people for productive engagement in a deeply interconnected world. Planning is vital to make this ideal a reality. To fulfill this responsibility, the Board of Trustees examines and revises the school’s strategic plan every five years. Our last five-year plan led to groundbreaking initiatives. We expanded global curricular horizons and experiential learning programs, developed plans to bring our 1960s-era building and campus up to date, and acted to secure the financial resources to accomplish all this while continuing to nurture a spirited, inclusive school community. The experiential Immersion Program, the June Term, Capstone Experiences, the Newark Scholars program, a growing International Baccalaureate program, the new Upper School Academic Center, improved athletic fields, and an ambitious campaign to raise capital and strengthen the endowment grew out of the plan developed by the Board and Administration in 2006-2007. The value of these investments in new programs and facilities will be realized for many years to come. What next? To identify priorities for the next five years, the Strategic Planning committee looked broadly at the educational and cultural landscape, while also digging deeper into the distinctive value of an NA education. We sought perspective from our extended community of students, faculty, parents, and alumni. We considered NA in the context of independent school trends and best practices. Above all, we pondered the implications of the school’s mission. Which strategic choices are most salient to our purpose? What is essential to an excellent, balanced educational program that prepares the whole person, in an environment of accelerating change, for a life of learning, adaptation, and principled engagement in the community and the world?
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STRATEGIC PLAN 2013-2018
From the first, we identified human connections as the wellspring of learning at Newark Academy. No matter how critical programs, facilities and finances are, the spark of understanding ignited between teacher and student is at the heart of an NA education.
STRATEGICALLY GLOBAL Newark Academy’s commit-
In dynamic, relationship-centered learning, therefore, we recognize a principle that illuminates how longstanding priorities can be applied to contemporary challenges, continuing to mark NA as an educational leader. This plan articulates four imperatives:
➢ Cultivate a superb faculty and a dynamic student body engaged in learning together;
➢ Develop educational programs to a consistently high standard that deepens understanding and rises to 21st century challenges;
ment to develop citizens of the world, with the global horizons championed in the 2007-2012 strategic plan, remains strong. Our innovative Immersion Program was one of the first and most comprehensive global education initiatives undertaken by an independent school. The Global Speaker
➢ Nurture an engaged, multidimensional extended Newark Academy community;
➢ Keep the institutional foundations of NA strong.
Series introduces students to extraordinary individuals grappling with challenges all over the world. Weaving global
To the extent that our efforts on these fronts enhance the relationships and experiences at the heart of true learning – among student peers, faculty colleagues, administrative leaders, alumni and parents as well as between teachers and students – we will develop the citizens, leaders and community envisioned in the school’s mission.
perspective into the fabric of the NA experience will remain an important task – entirely consistent with the priorities of this new plan.
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DEEPLY ENGAGED LEARNING Begins with Teachers and Students CULTIVATE A CONSISTENTLY HIGH-CALIBER, DYNAMIC FACULTY AND STUDENT BODY
Rich educational relationships are a distinguishing strength of Newark Academy, shaping each student’s growth. Students and families are drawn to Newark Academy because of its reputation for outstanding teachers, who in turn come to NA because they are looking for highly able, motivated, and thoughtful students. Reinforcing this virtuous cycle is vital. Our definition of faculty encompasses coaches and auxiliary instructors as well as teachers in core academic disciplines: all must be educators first. FOR FACULTY:
➢ Cultivate a growth-oriented environment that empowers creative, relationshipcentered teaching and learning. Provide continued freedom and support for teachers to shape courses, resources and activities within an intellectually stimulating, inquiry-based curriculum structure – scope that is a hallmark of excellence at NA and essential to responsive, inspiring pedagogy. Improve support for teachers using technology to this end. Involve faculty extensively in experiential learning design to further the quality and impact of immersion, practicum, and community service engagements.
➢ Provide strong support for professional development, continuing summer sabbaticals and tuition reimbursement for advanced degrees, and exploring initiatives that reflect evolving faculty needs.
➢ Stay actively competitive in compensation and benefits, given intensifying demand for the best teachers and administrators, the high cost of living in our area, and the proximity of opportunities in New York City.
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STRATEGIC PLAN 2013-2018
FOR STUDENTS:
➢ Ensure enrollment of exceptional young people with the character, ability and motivation to contribute actively to our school community. NA continues to experience healthy demand for admission in a competitive environment. Cultivate and strengthen this position through compelling presentation of our strengths, drawing on market analysis, experience, and best practices. Hone our ability to identify and develop relationships with applicants and families who promise to be an excellent fit for our school and community.
➢ Reinforce our commitment to access and affordability. Tuition assistance for families at NA has increased to a current level of $2 million or 13 percent of gross tuition revenue, in keeping with the school’s values and mission, a level that exceeds the independent school norm. Maintaining this commitment, monitor and as needed revise financial aid policies in light of emerging standards and economic conditions. ACROSS THE FACULTY AND STUDENT BODY:
➢ Cultivate a deeply diverse, inclusive school culture. Push consistently to expand the socioeconomic, cultural, racial, and ethnic mix at NA, which enriches the educational environment for all. Broaden the pool of high-potential applicants for student and faculty places, including nontraditional sources. With specific initiatives, challenge the school community to develop a deeper understanding and embrace of diversity in all aspects of school life.
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DEEP LEARNING CONNECTIONS Require Program Excellence and Innovation EXPAND PROGRAM INITIATIVES GEARED TO 21ST CENTURY CHALLENGES
Striving to offer excellent educational programs is a constant at Newark Academy, in academic, arts, athletic, and extracurricular opportunities of every kind. The strategic planning process has highlighted the following areas for special focus over the next five years, even as many efforts in progress, and no doubt some yet to be imagined, will refine our educational offerings and foster the deep learning connections we most value. SCIENCE AND TECHNOLOGY
➢ Make superb science programs a priority. Forcefully demonstrate Newark Academy’s commitment to excellence in the sciences by upgrading resources and facilities, and scrutinizing curriculum to offer the most compelling opportunities for learning, including more advanced course options.
➢ Embrace technology to advance teaching and learning. Advance the use of digital tools, while keeping human connections at the center of learning at NA. Develop infrastructure, including educational technology specialists to support pedagogical excellence and digital literacy. Integrate library, media and technology resources to meet changing needs and gain efficiencies.
PILOTING INNOVATION NA hasn’t waited for a strategic plan to explore digital resources. One experiment involves the use of Kindles and iPads in several courses, evaluated at year-end by teachers and students. In another pilot, Upper School students have pursued an online Economics course developed by MIT and two online courses offered by the International Baccalaureate program. Assessments of these pilot programs will help determine how to choose and use technology that adds value to teaching and learning.
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STRATEGIC PLAN 2013-2018
➢ Take advantage of technology to enrich and extend curricular offerings across disciplines. Explore promising digital resources, encourage well-planned experimentation, and develop principles for the use of digital courses and materials. Explore online professional development opportunities. SKILLS FOR THE FUTURE
➢ Ensure that students develop the skills and qualities needed to meet the challenges of a complex, rapidly changing global environment: • Analytical, creative thinking and problem-solving • Complex oral and written communication • Leadership and teamwork • Digital and quantitative literacy • Global perspective
CULTIVATING LEADERS
• Adaptability, initiative and risk-taking
Education can help to develop
• Integrity and ethical decision-making
important qualities of character in every student. From integrity
Embed practice in these increasingly critical skills – many of them timeless and already emphasized – more intentionally and rigorously into students’ experience. Recognize that adults model skills, character, and leadership in the classroom and studio, on the stage and playing field – another reason to place a superb faculty at the top of our priority list.
➢ Foster resilience – a student’s ability to seek challenges, withstand setbacks, embrace responsibility, and use the lessons of experience to spur growth. A growing body of research points to resilience and perseverance, traits of character that can be developed through education, as lifelong advantages. Pursue and communicate the value of school policies that nurture resilience.
and mutual respect to independence and grit, NA seeks to provide experiences and reinforce values that develop resilient, productive adults. Not incidentally, the qualities of character we nurture are the building blocks of leadership. A foundation for leadership that encompasses ethical principles, independent thinking, intelligent risks and creative connections is proudly promoted at Newark Academy.
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STRATEGIC PLAN 2013-2018
EXPERIENTIAL LEARNING
➢ Integrate and refine recently launched programs. Cultural immersion and hands-on grappling with complex challenges can offer some of the most profound learning experiences available to students. Deeply integrate our innovative experiential learning initiatives into the NA educational program and engage faculty to help students derive the greatest value from them. MIDDLE SCHOOL PROGRAM
➢ Promote a signature Newark Academy middle school program. With planning well under way for expansion of the Middle School to accommodate 180 students in sixth through eighth grades, continue to push our strong middle school program to a new level of excellence. Faculty and administrative efforts will integrate into the program best practices in curriculum, scheduling, and skill development, with a focus on relationship-centered learning and healthy development. ARTS AND ATHLETICS
➢ Advance dynamic arts and athletics programs. Ensure that Newark Academy offers consistently excellent programs in arts and athletics. NA will sharpen its focus on superb adult leadership, student participation, the creation and maintenance of vibrant facilities, and the development of students who embrace and embody the values inherent in these programs, such as discipline and teamwork.
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DEEP COMMUNITY CONNECTIONS Generate Value on Campus and Beyond NURTURE AN INVOLVED, MULTIDIMENSIONAL EXTENDED COMMUNITY
The community formed by Newark Academy students, parents, faculty, and alumni is a source of connection and value for all, crucial to the long-term vitality of our institution. The 2012 online NA Jam confirmed that tapping the wisdom of the NA crowd is potent (and fun). We also live in relationship with a wider community – neighboring towns, schools and organizations, our roots in Newark, the nation and beyond. We seek to nurture our school community with care, and to be a good neighbor and responsible citizen.
➢ Strengthen relationships with graduates and deepen the value of their involvement with Newark Academy. Continue to expand alumni/ae programs to offer graduates meaningful connections, experiences, and professional and personal benefits. While we hope that each generation will be inspired to support those that follow, we will ground relationships with our graduates above all in mutual respect and lifelong value.
THE WISDOM OF THE JAM The dynamism of the Newark Academy community was on full display in the firstever NA Jam – turning it into a “peak experience,” in one teacher’s words. Between the pre-Jam survey and online Jam discussion in February 2012, more than 450 students, faculty, alumni, and parents participated. The conversation ranged over the value of faculty-student relationships and academic rigor, open dialogue and diversity, experiential learning, and educating students for productive lives in a complex world. The Board has gratefully incorporated insights from the Jam in this Strategic Plan.
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STRATEGIC PLAN 2013-2018
➢ Nurture parent relationships through good communication and engaging programs. Newark Academy is fortunate to have a supportive community of parents, including a vibrant Newark Academy Parent Association (NAPA). Stay committed to supporting and communicating openly with parents as partners in their children’s education, sharing information and aligning school and parent efforts for the benefit of students.
➢ Make Newark Academy a beacon of learning for surrounding communities. Strengthen our role as an educational leader in our area by exploring the feasibility of opening more programs to the public. In this context, explore expansion of our successful, proprietary academic summer program to exploit NA’s strengths.
➢ Honor our heritage by expanding educational access and building relationships in Newark. Develop ongoing support for the Newark Scholars program; support volunteer involvement with Newark schools; develop service opportunities with Newark partners.
➢ Develop generosity of spirit through community service. Extended service commitments, encouraging a habit of civic engagement, can provide indelible learning experiences and respond substantively to community needs. Explore community partnership(s) to engage students in longer-term service projects over the course of their years at Newark Academy. On campus, develop a system of shared responsibility for the school environment.
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STRONG FOUNDATIONS Deepen Support For Mission and Values SUSTAIN NEWARK ACADEMY’S INSTITUTIONAL STRENGTH
Newark Academy’s commitment to sustainability encompasses the full range of policies and practices required to manage the school professionally and plan for its future.
➢ Plan for long-range institutional sustainability. Many factors shape our environment, including the rising cost of independent education, demographic changes, shifting economic and political currents, and technological innovations. While demand for admission to NA is strong, many independent schools face enrollment challenges. Charge a Board-level task force to monitor long-term trends, beyond this plan’s five-year horizon, keeping NA alert to emerging challenges.
➢ Build financial strength. Complete the “Rise & Flourish Campaign” to fund key capital improvements on campus, which include upgrading the middle school, auditorium, laboratories, and athletic fields. Increase the school’s endowment, as planned in the campaign, to continue support for access and affordability via financial aid. Actively develop long-term funding capacity and ancillary revenue-generating opportunities.
➢ Update the campus master plan. Dynamically manage the use of space to reflect the priorities of this strategic plan, as well as current programs and evolving needs, maintaining a sound long-term plan for the Newark Academy campus and facilities. In the expansion of the auditorium and other reconfigurations, provide for facilities commensurate with the high quality of NA’s arts program.
➢ Meet high standards of environmental responsibility. Make sure new facilities and renovations are inspiring examples of healthy environments that use resources wisely (the new Upper School Academic Center, for example, will be LEED certified). Nurture a sense of environmental stewardship and strengthen sound environmental practices throughout the school.
➢ Advance Newark Academy’s distinctive reputation for excellence. Through intelligent communication and marketing, and constructive engagement with our constituents, the public, and the media, ensure that Newark Academy actively projects its distinctive strengths and identity in a compelling, consistent way. Our reputation in the broad community is critical to attracting the families, faculty and staff that allow our school to flourish.
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MOVING FORWARD Newark Academy is planning for the future from a position of strength. Evidence of institutional vitality abounds in admissions, student achievement, educational initiatives, faculty recruitment and retention, college placement, alumni programs, parent involvement, finances, and philanthropic trends. Yet complacency is never in order. The influence of technology, the cost of providing an excellent education, the reality of socioeconomic disparity, the unpredictable world in which our students will live and work – all present challenges for planning, even five years ahead, and even more beyond that. The chemistry of success at Newark Academy, we believe, arises from deep learning relationships, intellectually stimulating and forward-looking educational programs, an engaged community, and sound institutional foundations. These imperatives form the backbone of the new strategic plan, which builds on core strengths and the initiatives of the past five years. Whatever the uncertainties of the future, we will fulfill our educational mission best by reinforcing the profound human connections that generate genuine growth and lifelong value for our students, and for all who are a part of Newark Academy.
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BOARD OF TRUSTEES 2012-2013 Chairman Jonathan D. Olesky ’74 Executive Board Patricia Budziak Nancy Baird Harwood ’75 Kim Hirsh ’80 Bobby Jett Wayne D. Kent ’85 Joseph P. McGrath Jr. ’81 David D. McGraw ’77 Jane Wilf Trustees Donald M. Austin John Bess ’69 Betsy Dollinger Bernstein ’86 William Bloom Lawrence G. Cetrulo ’67 Jeffrey Cohen ’81 Samuel W. Croll, III ’68 Laura White Dillon Lauren Hedvat ’01 Jeffrey Kaplan Kristen Kolek Philip McNeal Sandra Peinado Richard Redmond ’77 Mark Rosenbaum Ajay Sawhney Evangeline Tross Joshua Weinreich Larry S. Wieseneck Suzanne Willian
Emeriti Louis V. Aronson II ’41 Paul Busse ’38 Robert Del Tufo ’51 William D. Hardin ’44 K. Kelly Marx ’51 John L. McGraw ’49 Robert S. Puder ’38 Gary Rose William T. Wachenfeld ’44
STRATEGIC PLANNING COMMITTEE Thomas Ashburn Donald M. Austin Patricia Budziak Samuel W. Croll, III ’68 Richard DiBianca, Ph.D. Laura Dillon Sam Goldfischer Lisa Grider Nancy Harwood Bobby Jett Jonathan D. Olesky ’74 Von Rollenhagen Eric Sumner ’73 Eric S. Williams III ’75
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