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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STRATEGIC PLAN 2013-2018
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.
STRATEGIC PLAN 2013-2018
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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.
STRATEGIC PLAN 2013-2018
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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.
STRATEGIC PLAN 2013-2018
STRATEGIC PLAN 2013-2018
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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.
STRATEGIC PLAN 2013-2018
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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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