Cardigan’s Board Approves Strategic Plan

New Plan Focuses on People, Programs, and Financial Stability

When Cardigan’s previous strategic plan and the corresponding capital campaign concluded during the School’s 75^th anniversary year of 2020, Head of School Chris Day P’12,’13 described both as “wildly successful.”

With those results––and the successful framework behind it––as a foundation, Cardigan took the first step toward building a new plan in early 2021, when board committees met through Zoom to perform a Strength-Weakness-Opportunity-Threat (SWOT) analysis within their individual areas of responsibility. Shortly thereafter, a decision was made that, despite the challenges and risks of the COVID-19 pandemic, it would be critical to continue this process in person both to create a fully-informed plan but also to establish and strengthen the relationships between Cardigan stakeholders.

A three-day retreat was planned in Park City, Utah, where board member Jory Macomber and his wife Martha were amazing hosts to a representative group of twenty-five board members, administrators, faculty members, and parents. 

The agenda asked participants to consider several topics including vision and goals, people, program, and financial sustainability. Presentations on each area considered past and current trends and the results of the SWOT analyses conducted earlier. After each presentation, attendees broke into smaller groups in which they were instructed to brainstorm ideas in the context of “What’s next for Cardigan?” A final workshop asked participants to reach consensus on the highest priority items for inclusion in the next strategic plan.

During the weekend, the group came to the realization that Cardigan’s goals for Diversity, Equity, and Inclusion (DEI) were philosophically intertwined with the School’s mission and Core Values, and that significant work lay ahead at the board level, within the School’s adult community, and among our student body. There was further recognition that success would require a multifaceted approach: to build and maintain a diverse student body, the School will also need to recruit and retain diverse faculty and staff; and to do both of these things will require a welcoming, informed, and inclusive culture.

Similarly, the group identified three components of the Cardigan curriculum––the Gates Invention & Innovation Program, Personalized Education for the Acquisition of Knowledge and Skills (PEAKS), and Cardigan Outdoor Recreational Experience (CORE)––both for their academic value as well as vehicles through which Cardigan can support the health and wellness of our community. There was clear consensus that the enhancement and expansion of these signature Cardigan programs needs to be a priority.

By the end of the weekend, it was agreed that Cardigan’s new strategic plan––with the exception of an Athletic Master Plan and Residential Master Plan––would focus on people and programs. Many felt this a logical next step from the strong but flexible foundation of facilities and infrastructure provided by the School’s previous strategic plan and the corresponding Campaign for Cardigan 2020.

That campaign raised more than $60 million, and all in attendance believed that the success of a new strategic plan for Cardigan would require a similar or greater investment. It was agreed that increasing Cardigan’s endowment will be the path to long-term financial stability, allowing the School to continue its focus on mission and core values rather than be forced to compromise in the face of financial pressures.  As Board Chair David Gregory P’18 remarked at the close of the meeting, “We need financial freedom; it’s the key!”

In January of 2022, and after a thorough review of the work produced at the retreat, Cardigan’s Board of Trustees approved The Strategic Plan for Cardigan 2032. Cardigan wishes to thank the members of our community who contributed their time and wisdom to defining the School’s next strategic steps. To read the complete plan, please visit cardigan.org/strategic.