Strategic Plan | Best Small Boarding School | Canterbury School Strategic Plan Introduction With great intention, our plan is anchored in all that we hold paramount—People, Purpose, Program, and Permanence—and draws out a set of strategic imperatives central to realizing our vision for Canterbury’s future. These imperatives serve as enduring points of focus as we anticipate the demands of tomorrow while delivering the most comprehensive educational experiences that our students need to live, learn, and lead with purpose today. Finally, the plan conceptualizes myriad opportunities from which our lofty strategic imperatives can produce real, tangible results. Strategic Imperative Opportunities Attract, retain, and generously support a diverse community of students, faculty, and staff of exceptional character, caliber, and mission alignment. Endow scholarship programs to attract an extraordinary community of learners and ensure equitable access to the Canterbury experience. Enhance compensation and benefits structures that effectively attract, affirm, and retain talented employees who sustain Canterbury's culture and mission. Create a Teaching Commons —physical space, technology, and resources dedicated to faculty professional development—that will foster collaboration and mentoring and support the continuous application of innovative approaches in pedagogy and the curriculum. Endow graduate school funding for early-career teachers to promote their commitment to and success in boarding school education. Build and/or renovate faculty and student housing to enhance our residential community. Strategic Imperative Opportunities Amplify our commitment to providing students with experiences that foster ethical citizenship, servant leadership, global awareness, and social responsibility. Endow the programming of the D’Amour Center for Faith, Service & Justice generally and the Social Justice Series specifically. Fund opportunities for all students to participate in service immersion programs as an integral part of their Canterbury education. Develop a certificate program to guide and distinguish a course of study for students in ethics, service, and justice. Implement an institutional-wide DEIJ roadmap to guide and hold our community accountable for building and sustaining a diverse, equitable, inclusive, and just school culture. Deepen our commitment to sustainability and environmentally conscious practices while further incorporating this critical global issue throughout our program. Strategic Imperative Opportunities Assure the most comprehensive boarding school experience that leads to transformative learning and the best individual outcome for each student, prioritizing academic excellence, well-being, and outstanding co-curricular programs. Centralize academic and college counseling programming/spaces into an Academic Hub to strengthen student success through increased access, communication, collaboration, and support. Expand the Health & Wellness Center facility and resources, as well as wellness education programming, to ensure our ability to care for the physical and socio-emotional well-being of our students. Grow the academic course of study in areas that provide meaningful real-world connections, such as entrepreneurship and financial literacy, innovation and design, digital citizenship, and the Life Worth Living program. Upgrade our academic spaces to reflect the excellence of our teaching and learning, particularly in Old School House and Hume Hall. Upgrade our athletic facilities to support and develop our student-athletes by renovating the Athletic Center and Pigott Arena. Strategic Imperative Opportunities Secure the financial strength and sustainability of our School. Achieve bold growth for Canterbury’s endowment and increase support for the Annual Fund by deepening the commitment of alumni and parents, and increasing the engagement of young alumni, into a self-perpetuating culture of philanthropy. Design and implement a long-term strategic enrollment model to ensure consistent and predictable revenue streams. Create an actionable, measurable, and prudent financial roadmap for each strategic plan initiative, ultimately leading to the launch of a capital campaign to secure new sources of funding to achieve our strategic objectives. Conclusion Firmly rooted in our conviction that we are the best small boarding school , this plan seeks to elevate and strengthen the transformational nature of the Canterbury experience. It trusts our unique ability to provide students with opportunities for powerful learning and personal growth. It is confident in the enduring importance of our institution and the higher purpose that it serves. Finally, it is a plan that assumes a constant process of re-examination and re-invigoration. It will leave Canterbury nimble, revitalized, and well-resourced in 2028. And so we go forth with a commitment to these new ideas and opportunities and with a determined resolve to implement them. Indeed, we go forth empowered by People, Purpose, Program, and Permanence , excited for Canterbury to emerge as an even stronger and truer version of itself. View our Strategic Plan brochure Questions? If you have questions or would like to further discuss our exciting plans for the future of Canterbury School, contact Pete Cotier '86, P '19, '20, Associate Head of School for Operations pcotier@cbury.org | 860-210-3895