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The Class of 2026 enjoys Fun Fest

CA Curious

Spring in North Carolina can be wonderful!

April 29, 2021

In speaking with Middle School Head Marti Jenkins about this week’s Fun Fest activities – rife with bouncy castles and bingo — she said: “This is the first time in over a year that things have felt normal.”  

Indeed, the transition to Yellow Mode has brought a sense of joy, and normalcy, to the routine of school and rituals of spring. Even against the backdrop of ongoing challenges, there is a sense of hope and optimism that very much matches the season. Watching the kids run, and jump, and laugh, on the MS Field lifted my spirits in unexpected ways. It felt right to smile, and maybe for a moment, look forward to better times ahead.  

Of course, one of the reasons to be optimistic for “better times ahead” is that we do not expect to rewind and return to “normal.” While the pandemic and racial reckoning have been isolating and painful, they also have been instructive. We will honor the pain by growing from the experience(s) and doing some things differently, and better, going forward.  

Now, it might be a bit too early to outline precisely what those things are … but I feel quite confident that Cary Academy will start next school year stronger and more committed to our mission than at any time in our 25-year history.  

As a school, I am proud that we have moved our programs and strategic plan forward this year against any number of odds. We’ve put renewed emphasis on student wellness, reimagined how we structure and use time, and leaned into new ways to further experiential learning. Together, these efforts have offered new avenues for our students to exercise agency, leadership, and choice. At the same time, we’ve also reconfirmed and strengthened our commitment to being an anti-racist organization, institutionalizing important ways to genuinely listen, understand, learn from, and support one another.   

While we’ve struggled like every organization and every community this past year, we’ve also learned that we are individually and collectively resilient. Our community is comprised of deeply caring people who want the best for our own families, our school, and our world.  

And our collective patience and goodwill, while stretched at times, never snapped. I cannot overemphasize how important—and, frankly, remarkable–that has been. While there have been plenty of opportunities for Monday morning quarterbacking this pandemic, our families put their trust in CA. Fighting the virus has been hard enough; thankfully, we never started fighting each other. Given the times in which we live, this is greatly appreciated. Thank you, all!  

I’m looking forward to closing out the 2020-2021 school year in the most typical way possible, and planning ahead for a new and improved “normal” for 2021-2022. 

Written by Mike Ehrhardt, Head of School

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CA Curious

The lessons learned by living through history

March 25, 2021

“We’re living through history right now 
with major crises that seem to be happening almost daily.” 
-Christina Polge ’22 

Like so many people across the country and the world, we in the Center for Community Engagement spent much of spring 2020 checking in with one another about how everyone was doing amid pandemic-imposed virtual school and masked grocery shopping.  

Our conversations, like those with many of our students at the time, kept turning to how we were keenly aware of how race and economic status were shaping disparities in how different populations were experiencing the pandemic.  

Over the summer, as the nation continued to reckon with the ongoing effects of its legacy of racial inequity, CA committed to redoubling its diversity, equity, and inclusion efforts and advancing social justice work. So, when the administration asked us to develop an experimental interdisciplinary program for a cohort of students, the questions we had already been grappling with took on new salience: What are the traits of a leader who responds effectively to a crisis, and what are the hallmarks of a successful response to a crisis? And, perhaps most crucially, how do we inspire and instill these traits and skills in our next generation of leaders?! 

After lengthy collaboration and consideration, we arrived at our proposed answer: a new, collaboratively taught, interdisciplinary, cross-grade level experiential curriculum designed to engage students in the complex intersectionalities of race, gender, and class relations in America. We pitched our Leadership During Crisis program to Upper School students, and receiving an enthusiastic response, ultimately formed a cohort of twelve 10th – 12th grade students. 

By any measure, it has been a productive and eye-opening year for all involved.   

We have read, discussed, journaled, and written essays; we have also interacted with past and current climactic events.  

We have visited sites of memory (and amnesia)—battlefields, monuments, and memorials—and an outdoor exhibit of sculptures by North Carolina artists that engage the year’s overlapping crises.  

We have attended live conferences by Zoom, which have enabled us to hear from a range of speakers—from local anti-racism education activists to First Nations singer/songwriter and activist Lyla June to Nobel Laureate and past president of Liberia Ellen Johnson Sirleaf.  

We witnessed the Capitol insurrection live in class and took in the Inauguration at the Capitol a couple weeks later. We discussed the Wilmington Coup of 1898 and Amanda Gorman’s The Hill We Climb to process both events. 

We have found our rhythm, but February 5 was no ordinary Friday for the US Leadership During Crisis cohort; instead of meeting together in person as usual, the students fanned out across campus to Zoom into the NC Association of Independent Schools Diversity & Inclusion Conference as presenters. 

After a brief overview of the program by us teachers, we turned things over to the students.  

Bella Nesbeth ’22 and Christina Polge ’22 discussed what drew them to opt into the program. Christina said: 

“The class and the opportunity could not have come at a more meaningful time for me or for the world. Especially during the pandemic, I think it’s so important that everyone has a good sense of self.  I also wanted to learn how to use my privilege both as a white person and a student at a private school to be able to help others who are struggling more than I am. With the events of the past year– such as Breonna Taylor and George Floyd’s deaths–I wanted to understand how I can be a good ally and community member. We’re living through history right now with major crises that seem to be happening almost daily. So, not only was this program interesting to me, but it’s also timely and extremely relevant.” 

Sydney Ross ’23 and Maris James ’23 laid out how Ta-Nehisi Coates’ Between the World and Me set up important themes which framed our discussions of subsequent literary works and their historical contexts.  

Maris introduced Coates’ complication of the American Dream in which, as she put it, “people live in oblivion from the safety of their own homes which shields them from the cold hard truth that many people must experience every day. And it is in waking up from the Dream and stepping out from behind the picket fence of security that we bring the change that our community, and our country so desperately needs.” And Sydney explained how the class has examined historical and fictional leaders’ motivations through Coates’ lens on people stumbling despite best intentions: “Good intentions is a hall pass through history, a sleeping pill that ensures the Dream.” 

Jenna Pullen ’23 and Bela Chandler ’23 discussed how Toni Morrison’s A Mercy explores the complexity and intersectionality of race, gender, and class relations in America through historical fiction set in 1680s Maryland: “The race relations throughout A Mercy are important because they show the relationships and hierarchy between different races during that period. Regardless of someone’s place in society, other’s perspectives of them based on their race set the first impression, and that is not easily changed.” 

Eli Weinstein ’21 transitioned to the cohort’s examination of leadership, explaining that “societal memory–the stories a group tells about itself–sits at the intersection of history and leadership. This is because leadership is inherently about the future, and in shaping the future a leader must create and use an understanding of history. The tool a leader uses to create that understanding of history is memory. We employ memory every time we look to the past to tell us where we should go. This cohort has seen in every book we’ve read and every historical site we’ve visited, the tremendous consequence of memory.”  

And Jared Seidel ’22 pointed to Ibram Kendi’s How to Be An Anti-Racist as an example of how leaders can reexamine society’s narrative of the past to wake people from what Coates terms the Dream to the legacy which has brought about the present reality. 

Camryn Friedman ’23 and Clay Thornton ’21 shared their plans for the leadership-in-action component of the program—projects the students designed in February and will undertake throughout the spring to address crises that speak to them. 

Lexie Davalos ’23 and Kate Sandreuter ’23 concluded the presentation by detailing how the program has “met and exceeded” their expectations. Kate told the assembled educators that “I assumed the courses would follow a more traditional approach, but I’ve been really pleasantly surprised to have found that the classes’ flexibility to allow lots of space for us to discuss related and relevant topics–including current events–and adjacent themes.”  

Lexie summed up the impact the program has had on her, offering: “Our country is going through massive changes right now, and this program has given me a lot of reasons to want to be a part of it. Now not only do I wish to be a lawyer, but I’ve been able to narrow my focus to immigration, criminal defense, or civil rights. Our hope is that the more our generation can bring awareness to the social, racial, and economic injustices prevalent in our society today, the more change we can produce. The impact this program has had on my life is something I would hope everyone gets a chance to experience.” 

We are so very grateful to these students for joining our adventure with open minds and open hearts. While this has been a trying year for us all, our work together has been sustaining and inspiring. 

Written by Dr. Michael McElreath and Palmer Seeley, Experiential Learning Director and Entrepreneurship Coordinator

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CA Curious

Welcome to our visiting accreditation team

March 18, 2021

After nearly a year on the back burner, the time has come to bring accreditation front and center once again. 

As I shared in a previous post, schools seeking re-accreditation are expected to host a visit by a team of peer educators charged with reviewing the school’s responses to a set of accreditation standards, as well as its self-study and five-year improvement plan. Cary Academy was originally slated to host a visiting team from the Southern Association of Independent Schools (SAIS) last April, but the pandemic caused that visit to be postponed, first to the fall, and then to the following spring. At long last, spring 2021 has arrived, and with that, we are all set for our visiting team to join us for a three-day visit from March 22-24.     
 
Who are our distinguished guests? 

Leading the team is Dr. Susan Banke, Executive Coach and Clinical Assistant Professor of Educational Leadership at Kennesaw State University. She will be joined by Ms. Alyssa Belcher, Assistant Director for College Guidance at Christ School in Asheville; Dr. Christopher Garran, Head of School at Cape Henry Collegiate in Virginia Beach; Ms. Carla Moyer, Head of Middle School at Cannon School in Concord; and Mr. David Welsher, Elementary Principal at The Epstein School in Atlanta.   

The visiting team would normally spend all three days of the visit on our campus, but because of the pandemic, this year’s visit will be conducted in a new hybrid format developed by SAIS.  Team members will visit our school in person on Monday, March 22nd, and then return home to carry out the remainder of the visit virtually on Tuesday the 23rd and Wednesday the 24th. In keeping with this new format, Monday will focus primarily on touring facilities and observing classes, while Tuesday and Wednesday will focus more on Zoom meetings with members of the Strategic Planning Committee and small groups of representatives from various constituencies (faculty, staff, students, parents, and alumni). The visiting team will, of course, observe all of our established safety protocols while they are on campus, including wearing masks and maintaining social distance.  It should also be noted that while we would normally have 20+ representatives participating in each of the constituent group meetings when held in person, SAIS has asked that we limit the number participating in this year’s virtual meetings to 10-12 in order to make the Zoom sessions easier to manage. 

The visiting team typically explores school operations within five major areas of effective school practice:  mission, governance and leadership, teaching and learning, stakeholder communications and relationships, and resources and support systems. In another change related to the pandemic, however, this year’s team will also be looking into our implementation of virtual learning as an additional category of effective practice.  How did we plan and prepare for the shift to remote learning in Spring 2020 and hybrid learning during the current school year?  How are we ensuring that our virtual learning components are designed and delivered in ways that support student-to-student and student-to-faculty interactions? How do we provide for safety and wellbeing specific to the virtual learning environment? How will we use our experiences with virtual learning to inform our practice moving forward? These are all new questions that we can expect to address during the team visit. We will also be discussing our strategic plan with the visiting team, as well as sharing how our commitment to and prioritization of anti-racism and equity work aligns with the wellbeing dimension of our strategic vision and supports the pursuit of our strategic goals.   

Accreditation is designed to be a growth opportunity for schools anchored in reflective inquiry and meaningful feedback, and we greatly appreciate the willingness of our visiting team members to take time away from their own schools and families to be part of our accreditation process. Ultimately, visiting team members will use what they learn during their visit to develop a series of commendations and recommendations for our school, which they will capture in a written team report. The report will also include the visiting team’s recommendation to SAIS regarding our continued accreditation for the next five years. 

Please join me in welcoming the team to campus on March 22nd for what is sure to be a thought-provoking and rewarding accreditation visit! 

Written by Martina Greene, Dean of Faculty

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A message of support of our Asian and Asian-American community

March 17, 2021

CA Community,

We awoke this morning to devastating news, the horrific murder of eight individuals, including six Asian and Asian American women in Atlanta. Since the start of the pandemic, anti-racist organizations have noted a staggering increase in violence and harassment against Asians and Asian Americans—some reporting a 150% increase in reported incidents alone. And, of course, we know that number does not include the micro- and macro- aggressions that go unreported on a daily basis.  

Cary Academy condemns these attacks and the racism and misogyny that spurs them in the strongest possible terms. 

Racism against Asian Americans is not new in this country. Centuries of racist sentiment and actions have led us to this moment. Increasingly, fanned by incendiary and racist rhetoric, it spills into our streets and into our daily news feeds, taking a devastating emotional and physical toll.  

To our Asian and Asian American students, families, faculty, and staff—we see you. We grieve with you. We stand with you. And we reaffirm our pledge to fight the racism that plagues our country and community. It will not stand.

— The Leadership Team at Cary Academy

Written by Mandy Dailey, Director of Communications

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Tony Hinton

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Facing Forward

February 10, 2021

Tony Hinton joined Cary Academy in January 2021 as the Director of Facilities. Before coming to CA, Tony was Chief of the Lease Compliance and Construction Division with the Maryland State Department of General Services. A member of the Association for Facilities Engineering and a Certified Professional Manager, he brings a broad background to the role, having previously served as a director of facilities and operations, quality assurance manager, and police officer at various points in his career. He
is married with five children.

Tony is responsible for overseeing all aspects of facilities’ operations, ensuring not only that CA’s buildings and grounds are properly maintained, but that they follow a mission-aligned path of facility innovation. Recently, we had the opportunity to sit down with Tony to discuss his vision for CA’s Facilities Division and the perspective and insights he brings to his new role.

Beyond keeping the lights on and maintaining the beautiful campus for which CA is well-known, how does the facilities team support CA’s mission and opportunities for innovative, relevant, personalized learning?

The number one goal for the Facilities Division is making sure that the school is ready and able to help students learn every day. Without classrooms that are comfortable, clean, and support the faculty’s teaching needs, the school won’t be able to perform its whole reason for being. For us, the number one priority is preventative maintenance. Sure, unexpected problems happen, but as Director of Facilities, you don’t ever want to have something go so wrong that you have to close the school.

The environment we create and maintain is crucial to making sure students are ready to learn. Having a welcoming campus makes it more enjoyable to be here each day. It also signals that we take care of our assets, which tells prospective parents that it’s less likely that an HVAC problem or a plumbing issue will prevent their child from learning any given day. Having safe, reliable, eye-catching activity buses does the same—it gets people’s attention and puts CA’s name out there in a way that instills pride.

My team—and I consider us all teammates, myself included—is divided into facilities maintenance and landscaping. We are responsible for all buildings, the grounds, the foodservice facilities, school vehicles, and athletics facilities. My staff includes trained electricians, a plumber, an HVAC technician, and a certified athletic field technician.
You might be surprised to know that there are specific standards by which we have to maintain the athletic fields to host games; there is work that has to be done to the fields before and after every match.

It’s our job to make sure everything you see and touch at CA works like it’s supposed to—to the point where you don’t even have to think about it working; it just does.

Looking ahead, what challenges are most critical for CA’s facilities, and what opportunities do those challenges present?

Since it opened, CA has done a great job of introducing and maintaining cutting-edge technology in the classroom. However, the ideas of how to use our spaces—classrooms and offices and the campus as a whole—have changed a lot in the past 25 years. Some of those forward-thinking ideas—like LEED certification and giving faculty offices rather than dedicated classrooms—have been put into practice in the Center for Math and Science. I believe such innovative use of space, green practices, and a greater focus on efficiency should be a goal across campus.

One of the most important ideas shaping educational facilities these days is creating more welcoming, efficient spaces that help make the day-to-day experience even better for students and faculty. Increased natural light is a big part of that, and much of the Upper School renovation project is about increasing the amount of natural light inside the building. I also want to see even more green spaces on campus; we have many of them compared to traditional schools, but I want us to have even more.

One of the biggest questions I’m wrestling with is how we grow and where we grow. The recommendations in the Master Facilities Plan are based on the idea of CA staying pretty much the same as it was when the original review was done. If we grow—and we have been growing—it’s essential to know which of those recommendations make sense to follow and which would hinder the school over the next five to ten years.

How does your background influence the way you see your role and potential impact at CA?


I think that having such a diverse background—I’ve been a cop, I’ve worked with ex-offenders who were transitioning out of prison, I’ve worked with homeless populations, I’ve taught in the classroom—has given me the ability to relate to people with many different perspectives. I’ve seen people at their highest heights, and I’ve seen people at their lowest depths. That empathy to understand —to say ‘I may not share your experience, but I understand your joy, pain, needs, and concerns’—I think that’s especially important with students.

Many of our students experience so much stress and face challenges that we, as adults, don’t always understand; they struggle with peer pressure, socioeconomic differences, uncertainty about their future, and a sense of responsibility as the next generation of leaders. CA goes a long way towards helping our students navigate those challenges by giving them the tools to take ownership of their education and their future—and I love that. I think my experience in showing compassion will help support them.

What drew you to the Director of Facilities position at CA?


In a previous role, I had the opportunity to teach sixth-grade science. So, I have a heart for teaching and children learning and a sense of what’s key to helping children learn. I was very encouraged by the ways CA invests in its students and how the school gives them the tools and opportunities to own their learning—the ability to manage their educational pursuits. It was a completely different concept than I’d encountered before.

And then I saw the campus setup. CA is like a college campus. It gives everyone—students and faculty—room to relax and decompress when they are not in class. Combined with the chance to find their own way to learn, it gives students the opportunity to get a feel for the college experience at an early age.

I also noticed that many employees have worked here since the school opened. That says a lot about CA as a workplace and the community as a whole.

That said, sometimes, longevity can be a double-edged sword. Some of my first thoughts were: is it going to be hard to innovate and bring change in this role? Are people going to be receptive to new thoughts or new ideas?

When people have had a part in creating a policy or making a decision long ago, they are reluctant when someone new asks, “why do we do this?” But, so far, everyone’s been open to that question and been willing to give new ideas consideration. That’s a big part of my job—to think ahead about what we will need in the future and how we get from here to there, which means sometimes following a different path than what got us here.

What’s the most surprising aspect of working in facilities at a school like CA?

The ongoing investment from the CA community—including the founders—was surprising to me. It’s not something I’m used to. Often, in my experience, facilities’ needs are seen reactively; we will deal with things when they happen, not before—because of the costs involved in being proactive. CA’s openness—not just to fix things when they break, but to sit down and listen to needs and plan ahead on big picture matters­—was like a foreign language to me at first. It’s been a welcome surprise.

Written by Dan Smith, Digital Content Producer and Social Media Manager

7th

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CA welcomes new Director of Facilities

January 15, 2021

Last week Tony Hinton joined the CA leadership team, replacing Jess Garcia, who retired at the end of 2020, as Director of Facilities. Tony joins us with his family from Baltimore, where held facilities and compliance roles for the State of Maryland in the Department of General Services. Tony has a broad background, having previously served as a director of facilities and operations, quality assurance manager, property manager, and police officer.

Written by Dan Smith, Digital Content Producer and Social Media Manager

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