Strategic Plan 2013-2018

DEEP CONNECTIONS Relationship-Centered Learning In A Transforming World

STRATEGIC PLAN 2013-2018

Newark Academy will contribute to theworld engaged individuals instilled with a passion for learning, a standard of excellence and a generosity of spirit.

– Mission Statement

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 Jonathan D. Olesky ’74

Head of School Chairman, Board of Trustees

DEAR MEMBERS of the Newark Academy Community,

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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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DEEP CONNECTIONSRelationship-Centered Learning In A Transforming World

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.

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:

â Cultivate a superb faculty and a dynamic student body

engaged in learning together;

â Develop educational programs to a consistently high

standard that deepens understanding and rises to 21st

century challenges;

â Nurture an engaged, multidimensional extended Newark

Academy community;

â Keep the institutional foundations of NA strong.

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.


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STRATEGICALLY GLOBAL

Newark Academy’s commit-

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

Series introduces students to

extraordinary individuals

grappling with challenges all

over the world. Weaving global

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 LEARNINGBegins 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:

â Cultivate a growth-oriented environment that empowers creative, relationship-

centered 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.

â Provide strong support for professional development, continuing summer

sabbaticals and tuition reimbursement for advanced degrees, and exploring

initiatives that reflect evolving faculty needs.

â 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.

FOR STUDENTS:

â 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.

â 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:

â 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 CONNECTIONSRequire 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

â 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.

â 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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â 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

â 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

•• Adaptability, initiative and risk-taking

•• Integrity and ethical decision-making

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.

â 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.

CULTIVATING LEADERS

Education can help to develop

important qualities of character

in every student. From integrity

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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EXPERIENTIAL LEARNING

â 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

â 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

â 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 CONNECTIONSGenerate 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.

â 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 first-

ever 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.

â 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.

â 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.

â 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.

â 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 FOUNDATIONSDeepen 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.

â 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.

â 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.

â 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.

â 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.

â 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.

BOARD OF TRUSTEES 2012-2013

ChairmanJonathan D. Olesky ’74

Executive BoardPatricia BudziakNancy Baird Harwood ’75Kim Hirsh ’80Bobby JettWayne D. Kent ’85Joseph P. McGrath Jr. ’81David D. McGraw ’77Jane Wilf

TrusteesDonald M. AustinJohn Bess ’69Betsy Dollinger Bernstein ’86William BloomLawrence G. Cetrulo ’67Jeffrey Cohen ’81Samuel W. Croll, III ’68Laura White DillonLauren Hedvat ’01Jeffrey KaplanKristen KolekPhilip McNealSandra PeinadoRichard Redmond ’77Mark RosenbaumAjay SawhneyEvangeline TrossJoshua WeinreichLarry S. WieseneckSuzanne Willian

Thomas Ashburn Donald M. Austin Patricia BudziakSamuel W. Croll, III ’68Richard DiBianca, Ph.D. Laura DillonSam Goldfischer Lisa Grider Nancy HarwoodBobby JettJonathan D. Olesky ’74 Von RollenhagenEric Sumner ’73Eric S. Williams III ’75

EmeritiLouis V. Aronson II ’41Paul Busse ’38Robert Del Tufo ’51William D. Hardin ’44K. Kelly Marx ’51John L. McGraw ’49Robert S. Puder ’38Gary RoseWilliam T. Wachenfeld ’44

STRATEGIC PLANNINGCOMMITTEE

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Strategic Plan 2013-2018

Documents

Transcript of Strategic Plan 2013-2018