HAMILTON DISTRICT CHRISTIAN HIGH
Strategic Plan
OUR MISSION to cultivate character through learning for a life of service to God.
OUR VISION to see all HDCH students become a faithful presence in the communities that they serve.
CORE VALUES
Care | Connection | Growth
1 | INTRODUCTION
This strategic plan for Hamilton District Christian High (HDCH) lays out a purposeful roadmap to guide our institution›s growth and development over the next three years. Rooted in our commitment to providing an excellent Christ-centered education, the plan seeks to ensure that every aspect of the school—academics, student life, community engagement, and operations—reflects our dedication to glorifying God and nurturing students› intellectual, spiritual, and social-emotional growth.
In developing this strategic plan, we have engaged with stakeholders across our school community, including staff, parents, students, and alumni, to develop a plan around 4 major themes; Spiritual Development, Resources, Community and Long Term Planning. This plan outlines our goals, objectives, and initiatives for advancing the school’s mission and vision.
By following this strategic plan, HDCH will not only strengthen its role as a leader in Christian education, but also faithfully pursue its calling to shape students who embody Christ›s love, wisdom, and compassion. We invite our entire school community to join us in this journey as we work together to achieve our shared vision for the future.
2 | STRATEGIC GOALS, OBJECTIVES & INTIATIVES
The following chart identifies the four major themes of this strategic plan. The intention is to provide a roadmap to achieve the desired results of each theme and ensure accountability to specific, measurable targets for each initiative.
The objective is for the responsible parties identified to create and present to the leadership team and board a detailed plan for each initiative of specific, measurable goals that will be implemented over the identified timelines.
Theme 1
Spiritual Development: Discipling our students to Jesus
Result: To see our students connected to God›s purposes for them, and to see their lives transformed by His call, the work of His Spirit, and the light of His Word.
Objectives
1. Through curricular, classroom learning: meaningful work where students discover their God-given gifts and connect their classroom learning to God’s redemptive work in the world. This is explicit and students can articulate it.
2. Through intentional opportunities and experiences outside the classroom: e.g. chapels, prayer meetings, Bible studies, service trips.
3. Through all extracurriculars: explicitly taught as worship through using God-given talents and gifts.
Initiatives Responsible Timeline
Create opportunities for classroom projects that directly serve our city/community.
Leadership Team: Vice Principal, Head of Departments
Focus on opportunities for rich chapel experiences through authentic Christfollower testimony and leading
Prioritize character development and discipleship through all extra-curricular activities
Dean with Chapel Committee
• 25/02 Strat Plan shared
• 25/08 PD Plan initiated
• Reviewed, and recalibrated annually.
• 25/08 Chapel Year Plan.
• Review annually
Dean, Athletics Director, Leadership Team
• 26/08 Document for all coaches & extra-curricular staff.
• Annual Review
MEMBERSHIP MEETING AGENDA
Theme 2
Resources: Wise stewardship of resources for sustainability and growth.
Result: To maintain and develop our physical, financial and human resources.
Objectives
1. Financial: eliminate debt (mortgages, promissory notes); build capital and contingency reserve; keep tuition affordable and build tuition assistance and scholarship funds.
2. Facility: up-to-date maintenance for major (30 year plan) and incidental (day-to-day) items - “zero shabbiness”; 5 year plan for facility innovation and development.
3. Human: sector competitive compensation for all staff; innovative benefits; missionaligned strategic professional development; hiring practices and plan (succession).
Initiatives Responsible Timeline
Explore new opportunities to off-set the rising costs of education - consider social entrepreneurship, grants, donor programs, tiered post-graduation giving, etc.
Finance and Advancement Directors, Principal, Finance Committee, Board of Directors
Create 5-10 year plan for debt elimination
same as above
• Group to determine
Create endowment fund for tuition assistance, scholarships, and innovative benefits for staff attraction and retention.
same as above
• 25/12 Analysis of all debt held.
• 26/01 thru 06 Plan shared
• Year 1 Develop Plan and Set Targets
• Years 2+ Initiate fundraising. Group to determine feasibility.
MEMBERSHIP MEETING AGENDA
Theme 3
Community: Engage and build our community
Result: To tap into the variety and resources of our school community (self), and be a blessing to our city and wider community (neighbour).
Objectives
1. Engage and enlarge our support base
2. Invite our neighbours in
3. Go into all the world
Initiatives
Bring the classroom to the streets: increase opportunities for placements, project based learning connected to other Hamilton institutions, outreach opportunities to coordinate community service hours.
Responsible Timeline
Leadership Team:
Vice Principal, Head of Departments
Create opportunities for Parent and alumni experts connecting to classes (guest speakers, expert audience) and offering extra-curriculars.
Connect student volunteering to local ministries.
Leadership Team:
Vice Principal, Head of Departments, Engagement Coordinator
Dean, Student Services Director, Engagement Coordinator
• 25/05 Strat Plan shared
• 25/08 PD Plan initiated
• Reviewed against objectives; recalibrated annually.
• 25-26 Develop Directory, Annual update and review of directory usage.
• 25-26 Create Database Directory.
• Annual update and review.
MEMBERSHIP MEETING AGENDA
Theme 4
Long-Term Planning/Perspectives:
Ensure the sustainability of our founding mission.
Result: Define, refine and align all aspects of the school with a Reformed Christian educational vision.
Objectives
1. Define and expound HDCH’s foundational vision of Reformed Christian Education.
2. Stay connected with our alumni and past families.
3. Review student pathways through HDCH.
Initiatives Responsible Timeline
Create manifesto of Reformed Christian education at HDCH, articulating how every vocation ties into Kingdom work
Principal, Vice-Principal, Committee
Bring in Community experts in complementary curriculum opportunities to highlight career opportunities and associated pathways
Grow and expand curricular programme, course offerings, vocational pathways through programs such as co-op options, Ontario Youth Apprenticeship Program (OYAP), and Specialist High Skills Major (SHSM)
Dean, with committee; Engagement Coordinator
• 25/08 Draft document
• 25-26 Course Calendar review
• 26-27
“Perspective” Pathway update
• 25-26 Create Database Directory.
• Annual review of directory usage
Co-op Coordinator, Student Services Director, Head of Departments
• 24-25 SHSM Pilot;
• 25-26 OYAP, SHSM review;
• 26-27 Full review of Programme (Head of Departments)
MEMBERSHIP MEETING AGENDA | 17 NOV 2024 -2025-2030 Strategic Plan
3 | EVALUATION & ASSESSMENT
Metrics for Success
i. The Leadership Team will ultimately be accountable for the implementation of this plan. Quarterly, at the March, June, October, and January Board meetings, the Leadership Team will provide a summary progress report to the Board for review and feedback. These summary reports will be added to the Annual Board Calendar to ensure they are captured on the respective months’ agendas.
• The quarterly report will provide a status for each initiative listed above, indicating if the task is initiated, In Progress, or complete/fully implemented with a short description supporting the current status.
ii. At the annual Spring Membership Meeting, the Board will present an overview of the Strategic Plan progress and next steps of implementation.
Annual Review
i. The Board is responsible for an annual review of the Strategic Plan, to be conducted at the final two Board meetings of the year (April and June). Along with the leadership team, the Board will determine whether the Strategic Plan requires any modifications or revisions. This annual review will be added to the Annual Board Calendar to ensure this is captured on the respective months’ agendas.
ii. In the final year of the plan (Year 5) the Board will initiate a full review/impact assessment, and endeavour to update the plan, including consultation with the community and stakeholders, to ensure completion of all outstanding initiatives/goals and to extend the plan for a new 5 year period.
4 | ROLE OF THE LEADERSHIP TEAM AND THE BOARD OF DIRECTORS
Leadership
Team:
The leadership team (the Principal, Vice-Principal, Dean) together with the administrative staff is responsible for the day-to-day operations, ensuring that the school’s programs, policies and resources are directed to our Mission and Vision, and align with our Core Values. Our leaders work collaboratively with faculty, staff, students, and parents/guardians to create a safe and supportive environment that empowers students to mature in their character, discover their true identity as sons and daughters of God, and seek their potential vocation in God’s Kingdom.
Board of Directors:
The Board of Directors provides governance and oversight, ensuring the long-term sustainability and strategic growth of the school. Comprised of dedicated individuals with diverse expertise, the Board’s role is to establish policies, approve budgets, and evaluate the performance of the Leadership Team. The Board serves as a steward of the school’s mission, safeguarding the institution’s biblical, faith-based foundation as a Christian school, and its financial health. Members of the Board should bring a wealth of knowledge and experience, providing counsel and guidance that helps shape the school’s direction and fosters a culture of accountability and excellence.
Together, the Leadership Team and Board of Directors will work in close partnership to ensure that HDCH remains a place where students thrive academically, socially, and spiritually in order to fulfil the foundational mission and vision of the school. This Strategic Plan sets the priorities for the accomplishment of the Mission and Vision in this season.
MEMBERSHIP MEETING AGENDA | 17 NOV 2024 -2025-2030 Strategic Plan
4 | CONCLUSION
Hamilton District Christian High (HDCH) strives to be a thriving, Christ-centred learning community recognized for its robust spiritual, academic, and community contributions. Through this strategic plan, we aim to cultivate a school environment where students are deeply discipled in their faith, actively engaged in meaningful service, and empowered to pursue lives of purpose aligned with God’s Kingdom work. Our focus on spiritual development ensures that chapel experiences, character-building initiatives, and all aspects of student life reflect a commitment to following Christ. By emphasising wise stewardship of resources, we will secure financial sustainability, support accessibility, and enhance staff well-being. The theme of community engagement drives our efforts to connect classroom learning with real-world applications, leverage parent and alumni expertise, and enrich our local and global outreach. Finally, our attention to long-term planning ensures that HDCH’s mission remains vibrant, with expanded vocational pathways and a manifesto that ties education to Kingdom values. Together, these priorities prepare HDCH to be a school that glorifies God and serves as a beacon of transformative Christian education.
Timeline:
• Nov 18, 2024 - Fall Membership Meeting - Update on Progress
• Nov 13, 2024 - Committee members complete sections of new Strat Plan
• Nov 20, 2024 - Strat Plan Committee Meeting (Finalize Draft Strat Plan for presentation to Board)
• Dec 17, 2024 - Board Meeting (General Overview for new Board Members)
• Before Christmas Break - Feedback to Students on how their feedback was incorporated into the Plan (include student Board Reps)
• Jan 14, 2025 - Board Meeting - Present and gather feedback
• Feb 10, 2025 - Strat Plan Committee Meeting - Incorporate Board Feedback AND Review Student Feedback for potential additions/adjustments of Plan
• Feb 18, 2025 - Board Meeting - Board Approves Final Draft for presentation to community
• Feb 28, 2025 - DRAFT Strat Plan issued to Membership/Community
• TBD - Potential Strat Plan Committee Meeting pending feedback
• Mar 18, 2025 - Board Meeting - Review/Approve Final Strat Plan
• Apr 15, 2025 - Board Meeting
• May 12, 2025 - Spring Membership Meeting - LAUNCH