Newsletter 1 - NYC Outward Bound Schools

NYC Outward Bound®
P A R T N E R S I N I M P R O V I N G P U B L I C S C H O O L S
WINTER 2005 VOLUME 10, #2
First EL High School
Opens in Fall 2004
The Bronx Expeditionary
Learning High School
In September 2004, NYC Outward Bound celebrated the
culmination of 17 years of working with students and public
schools as we welcomed 106 ninth graders into our
first Expeditionary Learning (EL) Outward Bound high school.
The Bronx Expeditionary Learning High School (BELHS)
is the first in a network of new, small public high schools we
are establishing in the City, using the Expeditionary Learning
design, which offers a comprehensive model for school formation,
improvement and reform. Over the next five years we
will open eight such schools, in partnership with the NYC
Department of Education, with funding from the Bill and
Melinda Gates Foundation and others.
BELHS—its curricula, structure and culture—is built on
Outward Bound’s experience-based, interdisciplinary
approach to education. With its demanding academic program
and emphasis on building community and character,
we expect BELHS and the seven schools that follow to
demonstrate high levels of student achievement.
Our Faculty
Joshua N. Solomon, a former investment banker who redirected
his career to education, is BELHS’ principal. He began
work in April, visiting Expeditionary Learning sites and institutes
in Maine and Colorado. This is his first post as a principal,
after serving the Young Women’s Leadership School in
East Harlem as assistant principal.
His team of faculty includes four full-time and two parttime
teachers, an instructional guide plus a guidance counselor,
Soussana Vartanova, who previously taught at Taft
High School, the building BELHS now shares. Science
teacher Katie Jungers traveled the farthest, moving from
Ohio to take the position. Instructional guide and crew leader
Cheryl Sims and Steve Gilman, who teaches history, served
in the same Army airborne division. As a veteran teacher with
many years’ experience using Expeditionary Learning, Cheryl
coaches colleagues in implementing the model. Steve and
math teacher Scott Meltzer, coincidentally, had worked
together before, at Intermediate School 195 in Harlem. Leah
Reedstrom, the English teacher, joins Steve in teaching
humanities.
Adventure fitness coordinator Charlie Maciejewski, a
seasoned Outward Bound field instructor, leads students in
daily stretching, exercise, dance or meditation, or outdoor
activities like running and football. The class emphasizes
staying fit and healthy, with students creating personal fitness
plans to improve on sleep and what they eat. And Warren
Bradley, the part-time art teacher, is working with students on
painting still lifes and sketching geometric forms.
Continued on page 6

NYC Outward Bound WINTER 2005, VOLUME 10, #1 2
Questions For Richard Stopol
NYC Outward Bound’s
“executive director
extraordinaire,” as
Board Chair Arthur
Maybe action shot of Sulzberger describes his
Richard?
long-time colleague,
marked 15 years with
our organization on
July 1, 2004. In a city
that has seen nine
schools chancellors
come and go in those
years, Richard Stopol’s
longevity is remarkable.
We checked in with
him recently for his perspective on his tenure,
and on the organization’s progress:
Q: Looking back on your 15 years there, what have been
the most significant challenges you’ve met at Outward Bound,
your proudest achievements?
I am proud of having helped an organization grow from
embryo to what we are now—a healthy, thriving organization. The
challenge was narrowing the field, determining what we do best,
and organizing ourselves around that. When we started in 1987,
Tom James [now dean of the education school at the University of
North Carolina, Chapel Hill], the intellectual guru of Outward
Bound, did a feasibility study. He found there were 65 to 75 ways
Outward Bound could be applied in New York City—aiding the
transition of foster-care kids to independent living, work preparation
for teens, working with adjudicated youth... working in schools
was only one of many. We could apply our educational philosophy
in many contexts. Finding what we would do best, where we would
have the most impact, was the challenge. Very quickly we realized
that bringing Outward Bound’s principles and practices into the
City’s public schools should be our primary focus, because it
would give us the opportunity to have the greatest impact on the
City’s young people.
Q: You have a degree from one of the top law schools in the
country. Was your intent ever to practice law?
Yes and no. I was one of these people who wasn’t sure what I
wanted to do, and figured a law degree couldn’t hurt. I was never
really drawn to it even though I practiced briefly. I was at the Legal
Aid Society for a while. I was hired by the Fund for the City of New
York and worked there for about a decade, specializing in issues
affecting children and youth, including education. The Fund
helped to incubate new nonprofits, and one was NYC Outward
Bound. The Fund’s executive director, Greg Farrell, was a founding
NYC Outward Bound board member and he drew me into the
incubation work.
The point at which it became something more than an assignment
was my participation in NYC Outward Bound’s first course, in
September 1987. It was a four-day urban adventure that paired
adults, including City Council President Andy Stein, with teens who
had participated in Outward Bound elsewhere. I could immediately
see that there was something very powerful about Outward Bound
as an educational experience. An interest and concern for me
was—and is—the idea of bringing people together across lines
like race/ethnic, socioeconomic, generational. This experience was
amazingly effective in that regard. It was a wonderful leveling
experience.
I grew up in New York City. I live here, and I love the City. The
idea that it could be a source of learning really spoke to me. After
my experience on this course, I became more and more involved,
culminating in my appointment as NYC Outward Bound executive
director in July 1989.
Q: Have you had any real disappointments?
Nothing major; it ebbs and flows. Right after 9/11 it was very
difficult. Ironically for us, we thought we were at a high point. We
had a triumphant moment on 9/6, 2001. We had just completed a
$7 million capital campaign, and moved into our own space [in
Long Island City]. After that, we went through two years of having
to constrict and cut back for the first time. We had experienced 13
or 14 consecutive years of break-even or a small surplus—then the
bottom dropped out. We laid off staff for the first time; people took
salary cuts as high as 20 percent. I give a lot of credit to our board
and our staff; they showed their colors for sure during that period.
Some wonderful funding partners, like the Tiger Foundation, dipped
into their 9/11 funds to get us through that time.
Q: Looking forward, what are the biggest issues in front of
you? How do you see NYC Outward Bound in another 15
years, in 2019?
I see us as having made a significant contribution to how
teaching and learning takes place in New York City. The startup of
the [small high] schools is really our opportunity to do that. The
new schools are our chance to bring together everything we’ve
done in the past 17 years in one place, to affect kids and their
learning in a deep way.
Continued on page 3

Helping
Campuses
Come Together
3
Carving small high schools out of existing large institutions
is a challenge in itself. Not only are physical
changes required, but a cultural transformation
must take place. The New York City Council and its speaker,
Gifford Miller, realized the enormity of the challenge, as 200 new
small schools are coming on and pre-existing ones shrinking, or
being phasing out altogether. The Council earmarked funds for
NYC Outward Bound to work on cooperation and community building
with schools that share a common campus.
The campus model holds enormous potential for educational
innovation. To realize that potential, students and staff in discrete
schools on a campus must learn to live together, sharing facilities
and other resources and creating a safe, nurturing environment
that supports learning and achievement.
David (Buddy) Orange, education specialist, was tapped to take
on this critical task. Working in organizational development with NYC
Questions cont. from page 2
Expeditionary Learning has been using a slogan I like, “it’s
the way school should be.” I think we’re onto something. We will
be able to point to a cluster of great schools, but the practices one
sees would seep into the drinking water of public education more
broadly. I’m not impatient at all. A wonderful line in the feasibility
study was, “Outward Bound ought to be right in there, in the
toughest places, addressing the toughest issues.” All the places
where kids are poorly served by their schools—those are the hardest
places to work, but the need is the greatest. We’re in business
to bring our approach to teaching and learning to the kids who
most need it and will most benefit from it.
Outward Bound since 1997, Buddy has extensive experience in helping
staff, faculty, school leadership teams and parents become effective
in carrying out a common educational vision for their schools.
Principals on shared campuses form councils and meet
weekly to work on creating a cohesive community. Collectively,
they must decide how to balance their own school’s interests with
the greater good. Although each is independent, they share
resources such as cafeterias and security, where critical decisions
require agreement. “The goal is to help campus councils work
more collaboratively and cooperatively,” Buddy said.
Tensions arise around issues like discipline. Security officers
have typically been hired by
the pre-existing school, but To realize [the] poten-
now must be accountable to
tial, students and staff
all. If a mindset of loyalty to
the hiring school prevails, in discrete schools on
confrontations can result. If
a campus must learn
pre-existing students feel like
the campus stepchildren, to live together, shar-
morale becomes an issue. ing facilities and other
Another pressure point is
extra-mural discipline ques- resources and creattions:
Who deals with a stuing a safe, nurturing
dent from one school who
environment.
barges into another’s classroom
to see a friend? “Even
though each school has its own, color-coded geographical area,
the lines can be ambiguous,” Buddy points out.
Buddy’s work with campuses starts with morning-long workshops
for the principals, to help them develop a new vision for the
campus. The hallmark of these sessions is not only organizational
development theories, such as how to implement shared decisionmaking,
but opportunities for participants to try out and practice
new skills, teamed with colleagues, in the types of situations they
actually encounter. In the next phase, Buddy will help the principals
work for alignment, developing a strategic plan for the council.
Through such efforts, NYC Outward Bound is delivering the
best of our knowledge and expertise to encourage cohesive community
building as the new campuses evolve.
I would just say it really has been an amazing 15 years for
me. It wasn’t something I was seeking. People kid me sometimes;
I love the outdoors, but I’m not very good at a lot of the [Outward
Bound] activities. Actually, I’m quite bad at some, such as rock
climbing. My first time, I was among the worst. That hasn’t
improved. I’ve come to realize it’s not about how you climb rocks.
It’s something much deeper than that. What seemed an unlikely
organization for me to be involved with, on a deeper level turned
out to be a very appropriate pairing. The values of this organization
really speak to me, and have been important to me.

NYC Outward Bound WINTER 2005, VOLUME 10, #1 4
Many Thanks to our 2003-04 supporters
New York City Outward Bound is deeply grateful to our many friends and
supporters. The list below reflects contributors in our most recent fiscal year,
from July 1, 2003 to June 30, 2004. (It does not include gifts to our capital
campaign nor gifts made after June 30, 2004.) Without the help of everyone
on this list, we could not fulfill our mission: to effect positive and lasting change
in the lives of New York City’s young people and in their public schools.
$100,000 and Above
Bill and Melinda Gates
Foundation
Charles Hayden Foundation
New York City Department of
Education
New York City Department of
Youth & Community
Development
The Tiger Foundation
$50,000-$99,999
The Arthur M. Blank Family
Foundation
CB Richard Ellis, Inc.
The Clark Foundation
Dormitory Authority of the
State of New York
Forest City Ratner Cos.
J.P. Morgan Chase
J.P. Morgan Chase Foundation
New York State Office of
Children & Family Services
The New York Times Co.
The Pinkerton Foundation
Jonathan Sackler & Mary
Corson
The Star-Ledger
Arthur Sulzberger, Jr.
UBS Paine Webber
United Way of NYC/Community
Achievement Project in
Schools
$25,000-$49,999
Anonymous
Barnes & Noble
Bloomberg
Bloomingdale’s
The Louis Calder Foundation
John Catsimatidis
CIT Group
The Diller-Von Furstenberg
Family Foundation
Gordon Fund
The Heckscher Foundation for
Children
IAC/InterActiveCorp.
The Interpublic Group of Cos.
Miramax Film Corp.
The New York Times Co.
Foundation
Samuel I. Newhouse
Foundation Inc.
Outward Bound USA
Steven Rattner & Maureen
White
Jane Rosenthal
Verizon Foundation
$15,000-$24,999
The Cayuga Foundation
CIBC World Markets
The Walt Disney Co.
Tommy Hilfiger
Edward S. Moore Family
Foundation
Newmark & Co. Real Estate,
Inc.
The Overbrook Foundation
Robert Pittman
Edwin Schlossberg
Thomas Weisel Partners
$10,000-$14,999
The Barker Welfare Foundation
Elizabeth & David Beim
Cablevision Systems Corp.
Con Edison
Gardner & Theobald, Inc.
Gensler
Goldman, Sachs & Co.
Cheryl Gordon
Guess?, Inc.
Home Box Office
KeySpan Foundation
Marsh & McLennan Cos. Inc.
The Pfizer Foundation Inc.
William E. Phillips
Julian H. Robertson, Jr.
The Shubert Organization, Inc.
Russell Simmons
SJP Properties
Arthur O. Sulzberger, Sr.
Tahari Ltd.
Time Inc.
Tishman Speyer Properties
Geoffrey F. Worden
$5,000-$9,999
Mark Abramowitz
Sheila Baird
Carole & Norman Barham
Bertelsmann Inc.
The Blackstone Group
Mr. & Mrs. Edgar Bronfman, Jr.
Brunswick Group LLP
Cahill, Gordon & Reindell
John W. Carr
Carter, Ledyard & Milburn
Carolyn Chin
Daniel H. Cohen & Leah Keith
The Corcoran Group
Greg D’Alba
The Durst Organization
Fox & Fowle Architects
Meyer S. Frucher
LaRue R. & Doreen R. Gibson
John N. & Gillett A. Gilbert
Alexander M. Goren/
Goren Brothers
The Robert Z. Greene
Foundation
Honeywell
Hudson River Foundation
J-M Manufacturing Co., Inc.
Mr. & Mrs. Bradley H. Jack
Christine LaSala
The Estee Lauder Cos.
Lifetime Entertainment Services
Mr. & Mrs. Leonard Litwin
Madame Tussaud’s New York
Charles J. Maikish
Kevin P. Maloney
Mercer Delta Consulting
National Amusements
The New York Stock Exchange
Paul Parker & Andrea Hagan
A. Alex Porter
Brad Raymond
Jack Rudin
Irwin Silverberg
Simpson, Thacher & Bartlett
John Sykes
The Thornton-Tomasetti Group,
Inc.
Vanneck Bailey Foundation
Hon. John C. Whitehead
Russell & Eileen Wilkinson
$2,000-$4,999
Thomas C. Barron
Mr. & Mrs. Scott Bok
Mr. & Mrs. James Dimon
Lawrence P. Fraiberg
Jane & Allen Grossman
Mr. & Mrs. Jeffrey R. Gural
Mitchell Hara
Jonathan Harber
Mr. & Mrs. Steven R. Harber
Indian Point Foundation
Alan & Marlene Kaufman
Mr. & Mrs. Raj Keswani
Mr. & Mrs. Lee P. Klingenstein
R. Gaynor McCown
Brooke & Daniel Neidich
Mr. & Mrs. Frederick G.
Perkins, Jr.
Ann Pinkerton
Polo Ralph Lauren Corp.
Robert Knakal Realty Services,
Inc.
John P. Rosenthal
Frances A. Rubacha
Nelson R. Schiff
Ralph Schlosstein & Jane
Hartley
Suzanne K. Schwerin
Marcie L. Setlow
Richard Snyder & Laura Yorke
Solow Realty Development Co.
Richard & Carolyn Stopol
Puget Sound Fund of the Tides
Foundation
Time Warner Book Group
United Federation of Teachers
Lucille Werlinich
Deborah J. Ziskin
Christian Zugel
$1,000-$1,999
AKRF, Inc.
Mr. & Mrs. Brad Albright
Nancy & John Alderman
Aon Foundation
Mr. & Mrs. Cale Bader
Mr. & Mrs. Tom A. Bernstein
Amy Bernstein
Dale & Robert Burch
Traci C. Burgess
Mr. & Mrs. Howard Chatzinoff
Linda Chester
James Cohen
Daedalus Foundation
Michael W. Ferro, Jr.
Susan Fleming
Beatrice & Lloyd Frank
Joseph B. Frumkin
Mr. & Mrs. Robert L. Gable
Neal C. & Dr. M. Brigid Garelik
Marcia Goldstein
Les Gorman & Stephanie
Drescher
Jane F. Greenman
Mr. & Mrs. Norman Gross
Eric P. Grubman &
Elizabeth Compton
The H.O. West Foundation
Leonard C. Harber
Mary Harz
Richard & Catherine Herbst
The Hidden Pond Foundation
Sister Elizabeth Hill
Mr. & Mrs. Robert D. Hodes
Richard Holbrooke
Hooper Holmes, Inc.
Alan Jones & Ashley Garrett
George S. Kaufman
Laura Shapiro Kramer
Mr. & Mrs. Harold Krause
Monique Lowitt
Mr. & Mrs. Jerome D. Lucas
The Luttrellstown Collective
Lynn & Elizabeth Mangum
Connie S. & Betty Maniatty
Foundation
Mr. & Mrs. Arthur Maslow
Gary H. Matt
Henry McGee
Mr. & Mrs. John McGurk
Robert S. Miller
Mr. & Mrs. William J. Moran
Christopher E. & Lynn
Alexander Morris
Perelmuth & Associates
Piper Rudnick LLP
Mr. & Mrs. John J. Pomerantz
John Read
Ronald & Marcia Rubin
Thomas Russo
Anthony M. Saytanides
Robert B. Schumer
Deborah F. Scott
SeaVest, Inc.
Lauren Seikaly & Michael
Huber
Michael & Yvonne B. Silverman
Ian H. Slome
Mr. & Mrs. Ray Stark
Richard & Pam Stebbins
Mr. & Mrs. Philip Stopol
Dr. Judith P. Sulzberger
Lynelle Thomas, M.D.
Tick & Co., Inc.
Robert & Susan Tofel
Robert Turner
VNU
Dr. & Mrs. Filippo Vita
Robin Wachenfeld
Mr. & Mrs. William Walker
Daryl Wash & Heidi Dorrow
Mr. & Mrs. Laurence Weiner
Carl Weisbrod
Peter Workman
Alan L. Wurtzel
Yoswein New York, Inc.
Mr. & Mrs. George H. Young III
Donald & Barbara Zucker
$500-$999
Barbara A. Abeles
Mr. & Mrs. Richard Abrons
William Birnbaum
Harris J. Bixler, Sc.D.
Mary C. Churchill
Mr. & Mrs. John Clarke
The Clarett Group
William Cohen
Jay Coleman
Alan Dean
Penny Y. Dollard
Mr. & Mrs. Arthur Estey
Timothy Forbes
Mr. & Mrs. Roy Furman
Hope & John L. Furth
Jane Gol
Goldberg McDuffie
Communications
Michael & Anne B. Golden
Toni K. Goodale
Stanley Grayson
Scott W. Hamilton
JMT & Associates, Inc.
Truda C. Jewett
Mr. & Mrs. J. Robert Jones, Jr.
Marc H. Katz
Susan & Henry Keller
Mr. & Mrs. Victor Kiam III
Mr. & Mrs. David Kuperberg
L & S Soll Fund
William & Karen Lauder
Ros & Fran L’Esperance
Mr. & Mrs. Henry Levin
William H. Lewis & Katie
Procter
Euan & Bethany Menzies
Lisa V. Moran
Mr. & Mrs. James Moss
Mueser Rutledge Consulting
Engineers
Eileen Mulcahy
Bernadette B. Murphy
Bruce Paisner
Julius & Ursula Pearson
Pentagram Design Inc.
Joel Perelmuth &
Patricia Jaeger
Evelyn Phillips
Mr. & Mrs. Thomas N. Phillips
Janet Prindle & Charles Seidler
Sanna Randolph Thomas
Amie Rappoport &
Stephen McKenna
Michael Recanati & Ira Statfeld
Deb Richards
Kathy Robbins
Mr. & Mrs. Dylan Roberts
RWDSU/UFCW Local 338
Ryder Construction Co.
John Sargent
Janet K. Schoeberlein
Suzanne K. Schwerin
Dr. Joseph G. Perpich & Cathy
J. Sulzberger
The Sulzberger Foundation,
Inc.
Anne Sweeney
Ed Thompson
Joseph Vita
Sarah E. Wendt
Adrienne White
William Morris Agency, Inc.
$100-$499
Deborah Abelow &
Rochelle N. Stern
Bill & Judy Abelow
Advance Publications, Inc.
Mr. & Mrs. William Anglin
Katharine E. Angstadt
Erik Baker
Karolyn Bauer
Mr. & Mrs. Roger Baumann
Mr. & Mrs. Rene W. Beaulieu
Lara & Lenny Beaulieu
Laura C. Bell
Veronika Bellezza
Serge Benchetrit &
Melissa Brescia
Lisa Berg
David Black
Tiffany Bluemle
Beth Blumenthal & Ron Corwin
Mr. & Mrs. Barry Boniface
Mitch Bredefeld
Alexandra B. Buckley
Melvyn L. Cantor &
Kathryn Gabler
Helen Chapman
Sandra & Harry Choron
David S. Christy, Jr.
Shelley Cole
Mr. & Mrs. Charles Cole
Georgette Deroche
Jeffrey Devcich
Mr. & Ms. John Elliott
Mr. & Mrs. Phil Erard
Lida Exstein
Mr. & Mrs. John Fontaine
Michael Fragnito
Cheryl S. French
John Gault / Cable Intel, Inc.
Marion M. Gilbert
Lewis Glenn
Peter & Aileen Godsick
Mr. & Mrs. Norman Goluskin
Dr. Jason R. Gordon
Phyllis Grann
Barbara W. Grant
Mr. & Mrs. Thomas M. Gregg
HarperCollins Publishers
Thrae Harris
Mr. & Mrs. Gilbert Harrison
Frances Hatch
Karen B. Hopkins
Julie Horn & Andrew Cook
Martin & Lucille Kantor
Robert E. Kaplan
Kristina Kloberdanz
Mr. & Mrs. Edgar Koerner
Mr. & Mrs. Marshall M.
Krassner
Lois & Max Kraus
Sarah Lazin
Robert Lerner
Mr. & Mrs. Lear Levin
Milton J. Little, Jr.
Melinda Lloyd
Mr. & Mrs. Martin Lustberg
Dr. Frank J. Macchiarola
Dr. & Mrs. Larry Markel
Market Partners International
Brenda Marsh
Peter Mayer
Shelley Mazor
Philip Mazzucco
James W. McLane
Mia & Kevin Meacham
Dr. Jordan Metzl
George L. Miles, Jr.
Beth Miller & Thomas B.
Hallock
Jeff Minors
Mr. & Mrs. Donald P. Moriarty
Blake & Ann Morris
Joan Morse
N.S. Bienstock Inc.
Esther Newberg
Sarah & Ted Norman
James A. Northrop
Marne Obernauer, Jr.
Michel Orban
Mr. & Mrs. Robert Ottenstein
Mr. & Mrs. Robert J. Parker
Raia Bredefeld & Associates
Mr. & Mrs. Norman Reich
Marc Ricks
Gayle F. Robinson
Elizabeth & Robert Rodgers
Louisa S. Ruffine
Mr. & Mrs. Phillip Satow
John J. Scalfani
Mitch & Lorna Schamroth
Ida Schmertz
Mr. Anthony Schulte
Lois & Jeffrey Schwartzberg
Christine Sciulli
Florence C. Silverman
Cheryl Sims
Mr. & Mrs. Michael Soguero
Mr. Wesley A. Spencer
Mr. & Mrs. Michael C. Stanley
Mr. & Mrs. Howard Stein
Larry & Carol Stopol
Karen Sulzberger & Eric Lax
John & Linda Booth Sweeney
B. Brooks Thomas
Mr. & Mrs. Nate Thorne
Seth Tobias
Richard Traum, Ph.D.
United Construction
Waterproofing Co.
Valcon Construction
Consultants, Inc.
Stephen L. Wald
Lisa & Lewis Warren
Clifford Wasserman
Edgar M. Wayne
Gary & Margot Weinstein
Mr. & Mrs. Mark Weiss
Brenda & Jason Wilenksy
Mr. & Mrs. William Wolf
Mr. & Mrs. J. Duke Wooters, Jr.
Lloyd Zuckerberg &
Charlotte Triefus
Under $100
Margaret Bartelme
Alfred S. Belluche
Mr. & Mrs. Philip R. Braun
Sabra Brock
Court Chilton
Paul Chung
Judith Curr
Edgewater Equity Partners, L.P.
Don Forschmidt
Ralph Gaeta
Tolman Geffs
Elisabeth A. Graf
Mr. & Mrs. Irwin Greenberg
Bennet S. Harber
Dr. & Mrs. Herbert B. Holtzman
Lloyd Jassin, Esq.
Andrew Korotzer
Kate Liebhold & James R. Cole
Joyce Pedretti
Jessica S. Rich
Deborah H. Schuessler
Cynthia Sulzberger &
Steven Green
Judith Sussman
Massimo Toschi
Ian R. Wade
Marsha L. West
Carol B. Wittmeyer
Debra L. Zvanut
Gifts In Kind
Lisa Berg
Bertelsmann Inc.
Paul Chung
Mary Ann Conk
Lynn Forester de Rothschild
Signe Helmen
IBM
L. Blake Morris
John Mastrorocco
Hirozo Matsuzaka
Edward Milza
Purdue Pharma
Britta Wierich
Corporate Matching Gifts
American Express Co.
Bank of America Matching Gift
Program
The Ford Foundation
J.P. Morgan Chase Foundation
Lehman Brothers
McKinsey & Co., Inc.
Mobil Foundation, Inc.
The New York Times Co.
Foundation
Tyco Employee Matching Gift
Program
We apologize for any errors or
omissions.

Tenth Annual Benefit Dinner
| Raises Nearly $1.2 Million
Whitehead Tighe Kennedy
“Some of my most
important and
memorable experiences
have been with
Outward Bound.”
The majestic Cathedral of St.
John the Divine once again
provided a splendid stage for
—John C. Whitehead, Lower our annual dinner, on June 3, 2004.
Manhattan Development Corp.
Amidst its soaring, candlelit columns,
nearly 700 friends and supporters gathered that Thursday evening
to celebrate 17 years of NYC Outward Bound involvement in our
City’s public schools.
The banquet’s theme, Starting New Schools, trained a spotlight
on our unprecedented new endeavor: creating eight new high
schools in New York City, with seed funding from the Bill and
Melinda Gates Foundation. Based on our Expeditionary Learning
5
model, these small high schools will benefit from the greatest possible
Outward Bound involvement. They embody everything we
believe—that the combination of a demanding academic program,
character development and community building will result in high
levels of student achievement. Capturing the essence of this effort
was “An Outward Bound High School,” a display of large blackand-white
photos taken by Advisory Board member Lisa Berg, of
students at our pilot school—The Bronx Guild: A NYC Outward
Bound School.
The dinner honored two New York
Outward Bound’s
City leaders for their involvement with
summer literacy
and support of our programs, and their
program “taught me to personal commitment to the City’s pub-
be responsible, have lic schools. Mary Anne Tighe, president
and CEO of the New York Tri-State
confidence, strength,
Region of CB Richard Ellis, and John
and most important,
C. Whitehead, chairman of the Lower
a sense of self worth: Manhattan Development Corp.,
‘I have more in me addressed guests from the Cathedral’s
than I thought’.”
elevated marble pulpit, as did two
—Delores Elliott, BS in psycholo- other speakers.
gy 2004, SUNY/New Paltz
“Over the next five years we will
open 200 new small schools, of
which eight will be Outward Bound
schools, making Outward Bound
one of the most important partners
in New York City education.”
—Caroline Kennedy, NYC Public Schools
Caroline Kennedy offered her perspective as chief executive,
Office of Strategic Partnerships for the New York City Public
Schools. “Two of the most important elements in turning around
our schools are absolutely central to the Outward Bound mission
and programs: leadership and community,” she said, crediting our
organization with sparking her interest in public school reform.
Since 1987 NYC Outward Bound has transformed numerous
schools, helping them to become places where academics, community
and character all count, and where every student is challenged
and supported to achieve at the highest possible level.
Our efforts have touched the lives of more than 30,000 students,
teachers and administrators from more than 250 public
schools throughout the City. Giving the evening an invaluable
perspective was Delores Elliott, a graduate of the NYC Outward
Bound program at Brooklyn’s Erasmus High School. “I learned the
importance of trust, independence and the value of taking
chances,” said the recent graduate, who also worked five
summers for NYC Outward Bound. “I developed a passion for
reading and writing poetry, and a natural thirst to be in the outdoors.”
Delores credited our organization for “…helping me get
through high school, introducing me to the idea of college and
being the support I needed to get through college. I am happy to
say that on May 22nd I became the first in my family to graduate
from college.”
The benefit raised $1,190,572 to uphold NYC Outward
Bound’s partnership with our City’s public schools. The staff offers
our deepest thanks to all supporters who attended and contributed
to this great endeavor. In particular we thank the event
chairs: Cheryl Gordon, of Apollo Management, L.P.; William B.
Harrison, Jr. from J.P. Morgan Chase; Eileen Naughton, of TIME;
Bruce C. Ratner, Forest City Ratner Cos.; Arthur Sulzberger, Jr.
of The New York Times Co.; Harvey Weinstein, Miramax Film
Corp.; and Geoffrey F. Worden, of South Street Capital.

NYC Outward Bound WINTER 2005, VOLUME 10, #1 6
First New High School cont. from page 1
The new team spent a lot of time
together over the summer participating in
intensive professional development.
Under the direction of NYC Outward
Bound’s field director, Angela Jolliffe,
each teacher received about 30 days of
training in EL principles, curriculum and
culture. Steve Gilman called it “the best
training I’ve had as a New York City public
school teacher. They gave us tools to
use in the classroom, with great results.
We are engaging students at the most
basic level, toward outcomes.”
Angela, Cheryl and our Outward
Bound school designer, Marianne
Rossant, provide ongoing training and
support. BELHS faculty and staff meet
twice a week: 100 minutes on Mondays
for professional development, as mandated
by the Department of Education, and about an hour on Fridays
to address logistical and administrative issues. Focus group meetings
are optional, but most attend. “People put in long hours,”
Cheryl observes. “I have to tell them to go home. Everyone wants
to keep meeting.” Teachers e-mail one another in the evening and
on weekends to keep working on issues.
In the Classroom
BELHS classes are longer than those in most public high schools.
Extended class blocks let students stay immersed in integrated,
interdisciplinary projects. An emphasis on active learning allows
deeper understanding of subject matter, while group work and
fieldwork make learning more enjoyable.
Steve Gilman’s humanities/global class spent a day with an
archaeologist from the U.S. Army Corps of Engineers, who brought
actual artifacts for students to examine and puzzle over like detectives.
It was a “huge experience,” recalled student Quemuel
Arroyo. Steve also used the Presidential election to explore
themes from early history— commerce, conquest and the development
of democracy in ancient Greece.
Leah Reedstrom guided her English students in composing
an epic poem, which they read aloud, each taking a stanza, to an
audience of parents and friends. Katie Jungers has her science
students raising trout from eggs collected at a Long Island hatchery
in December. The trout will mature in a tank at BELHS, and students
will release them, fully grown, to a river next spring and
compile a publication about the process.
Traditional public schools, Steve noted, “have to concentrate
on controlling [students], on order, not growth. There’s not a lot of
room for creativity.” Not only is there room for that at BELHS, but
there is trust, respect and communication based on the high standard
that has been set. “I’ve never before had kids come to me on
a consistent basis and say, ‘I like this school’,” he added.
A Community
Emerges
BELHS is one of six schools
located on the Taft Campus
in the South Bronx. Many of
the students, primarily from
that borough, bring some
significant personal challenges.
Two have babies,
and others have had contact
with the court system. A significant
number are living
with their families in shelters.
One-quarter of BELHS students
are English language
learners, and about 15 percent
are in special education,
attending early morning
sessions in addition to their
regular classes. Of the most
challenging teens, Steve
observed, some don’t want
to leave at the end of the
day: “They like the atmosphere,
and feel comfortable.”
Josh and his team have
created a warm, welcoming
environment, where students
and teachers all call one
another by name. As part of
the Expeditionary Learning
model, all students belong to
Continued on page 7
Everything we
say is heard.”
Keiyon Gonzales, 14, is talking on
her cell phone, waiting for an afterschool
dance class to start. (“The
teacher is a regular choreographer,”
she points out.) But she’s eager to
talk about BELHS, a place so different
from her previous, “typical” public
school. “I really like it; I want to stay
the full four years,” she says. Keiyon is
quite impressed that all teachers stay
late. So does she, departing at the
2:30 close only on Fridays.
Several times during this conversation,
she remarked, “When we
speak, everything we say is heard—
what we want, how we want the
school to be organized. We vote in the
student government and any problem
we have, we send to the principal. He
knows everybody’s name. We make
decisions.” Even students who don’t
want to speak can write down their
thoughts and put them in a special
box. “You’re heard, everything you say
counts,” Keiyon emphasizes.
Summoning the words of Outward
Bound founder Kurt Hahn, she adds,
“We have a school quote: ‘We’re all
crew, not passengers’.”

7
Board Adds 9
New Directors
In the past year, NYC Outward
Bound welcomed a new crew of
board members. We’re also delighted
that a former member, Meyer S.
(Sandy) Frucher, has rejoined the
board. Our new directors follow:
L. Brooks Entwistle is a managing director at Goldman Sachs,
where he has worked almost continuously since 1989. He began
his investment banking career in corporate finance in New York
and Hong Kong, eventually joining the firm’s high technology
group. From 1992-1993 he served as a district electoral supervisor
for the United Nations in Cambodia. In 1998 he returned to Hong
Kong to start the Asia High Technology Group and in 2001,
became chief operating officer for Goldman Sachs Asia. Brooks
came back to New York in 2003 to assume his current position.
Now on the New York board of the National Federation for
Teaching Entrepreneurship, he earned a BA in history from
Dartmouth College and an MBA from Harvard Business School.
Jane F. Greenman, vice president, compensation, benefits
and labor relations of Tyco International, has global responsibility
for development of global compensation and benefits programs as
First New High School cont. from page 6
“crews” which meet daily, focusing on goals the crew has set, talking
about issues and everyday life, and getting help with academics
and personal problems.
A cornerstone of BEHLS, and of each of the new schools we
will open, is an Outward Bound wilderness course which all students
take part in during their freshman year in small groups made
up of fellow crew members and crew leaders. At BEHLS, crew
members initially got to know each other on a week-long orientation
course in the Adirondacks, before the official start of school.
Half the students went backpacking near Lake Placid and the rest
canoed in the Racquette Lake region. This challenging orientation
not only introduced students to their new school, but paved the
path for a school culture that emphasizes best effort and support
of others. Late registrants who couldn’t make the trip participated
in their own mini-urban expedition that focused on New York black
history and the Underground Railroad.
well as labor relations. She joined Tyco in 2003 from
Honeywell International Inc., where she was vice
president and deputy general counsel, human
resources. Jane was previously a partner in
Hughes Hubbard & Reed, in the firm’s New York
office, and chair of the employment benefits department.
After graduating with a BS from Cornell
University’s School of Industrial and Labor
Relations, she earned both a JD and a Masters in
Labor Law at NYU School of Law.
Mitchell G. Hara has recently rejoined
Citigroup as a director in retail and consumer
investment banking. Prior to assuming this post, he
was a partner at Hill Street Capital LLC, a boutique
investment banking firm, where he was responsible
for mergers and acquisitions, and restructuring in
the retail and consumer space. Mitch has extensive
investment banking experience, also having worked at Merrill
Lynch & Co., Peter J. Solomon Co., Ltd. and Wasserstein Perella &
Co. Inc. He began his career in leveraged finance at
Citicorp/Citibank N.A. in New York City, and later moved to the
capital markets desk in Tokyo. Mitch graduated from Syracuse
University with a BS in Finance and earned an MBA from Harvard
Business School.
Richard O. Leggett, Jr. is a managing director in the investment
banking division of Goldman Sachs, where he specializes in
technology companies. Prior to joining this division in 2004, he
was a senior equity research analyst in Goldman Sachs’ London
office, where he led the technology research team. Before joining
Goldman Sachs in 2000, Rich was director of technology research
at Friedman, Billings and Ramsey, a Washington, DC-based
investment bank. He began his career at Accenture, in 1991. Rich
Continued on page 8
Quemuel speaks for most students when he calls the relationship
between staff and students “not the usual. It’s like a friendship,
a different bond. Professionalism and friendship come
together. You can relate, speak to that teacher, trust them, they
care so much. My friends in different high schools don’t get that
caring and attention.” Expectations of BELHS students are high:
college preparation is the oft-invoked mantra. “Everyone’s main
goal is college,” Quemuel confirmed.
Parent involvement in the school is strong. “They are very
excited about the school,” said Josh, who has met most parents;
crew leaders are in constant contact with them.
Midway through the year, a distinct community has formed at
BELHS, one in which character development is valued as highly
as academic achievement—thanks in no small measure to its
committed educators, and the strong school culture they are fostering
every day.

Board adds 9 cont. from page 7
graduated cum laude from Georgetown University, with a BA in
business, in 1990. He is active in Goldman Sachs’ recruiting effort;
in Community Team Works, the firm’s charitable services program,
and the Non Profit Finance Fund advisory board.
Charles Maikish has served J.P. Morgan Chase & Co. as
executive vice president since 1998, managing the firm’s real
estate and client services, physical facilities, strategic space planning
and security services worldwide. Previously, he headed facilities
management for Columbia University. He had numerous
responsibilities at the Port Authority of New York & New Jersey: As
director of the World Trade Center, he oversaw its recovery and
reconstruction after the 1993 bombing. Earlier, he worked as a trial
lawyer and engineer. Charlie holds a BS in philosophy from St.
Joseph’s College and Seminary and a JD from New York Law
School. He is a director of the Lower Manhattan BID, Grand
Central Partnership and Regional Planning Association.
Robert Miller, president of Hyperion Books, founded the general
interest publishing company for the Walt Disney Co. in 1990.
The firm specializes in fiction and non-fiction for adults; one in 10
of its books ranks as a national bestseller. Previously, he was a
vice president at Dell Publishing, and editorial director of
Delacorte Press. Earlier in his career, he worked for Warner Books
and St. Martin’s Press. Bob holds a BA from Boston University. He
is chairman of the executive committee of AAP Trade Publishers.
Terri Santisi is media and entertainment industry leader with
KPMG. A partner since joining the firm in 1999, she has led projects
for clients such as Time Warner, Walt Disney, McGraw-Hill
Cos., Reader’s Digest and Warner Music Group. Previously she
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served as general manager for EMI-Capital Music Group, N.A.,
and from 1976-1990 was a partner in Ernst & Young. Terri is active
in the World Economic Forum, having served for three years as its
media and entertainment governor, and is a member of the Boston
College Wall Street Council. She earned a BS in accounting,
magna cum laude, at Boston College.
Peter Thonis is senior vice president, external communications,
at Verizon. His responsibilities for communications and
media strategy span the company’s domestic and international
businesses. Prior to the merger of Bell Atlantic and GTE, he was
vice president, external communications for GTE. Earlier, he
worked in communications and marketing for BBN Corp., which
was bought by GTE. Prior to 1995, Peter spent 14 years at IBM in
senior communications management. He earned a BA in communications
and English literature from Syracuse University, and an
MS in journalism from the University of Missouri.
Shirley F. Wang is president of Plastpro Inc., which she
founded in 1994. The New Jersey-based company manufactures,
imports and distributes millwork products. Plastpro is a world
leader in fiberglass doors and door components. Among other
businesses she manages are Nan Tech Inc., a scrap management
firm, and ABS Pipe Inc., a plastic pipe manufacturer. Shirley
gained her financial expertise from Citicorp and advertising/marketing
experience from J. Walter Thompson. She received a BA
from UCLA and an MBA from Columbia University. She has sponsored
educational programs such as the PBS documentary
“Becoming American: The Chinese Experience,” and “Facing
History and Ourselves.”
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