Pomfret Purpose

THE POMFRET PURPOSE

Strategic Vision and Plan August 2013

From President of the Board of Trustees

CHARLIE WILMERDING

s Pomfret School moves into its 120th year, we are proud to affirm our history as a progressive and forward-thinking institution, dedicated to the education and growth of our students. With this Strategic Vision and Plan, we embark on the next phase of our journey as an exceptional school and a vibrant intellectual community.

Thanks to the year-long efforts of Pomfret’s board of trustees and faculty, and valued input from alumni/ae, parents, and students, we now move forward with an updated Mission, a new Vision of the Graduate and Learning Principles, and a clear blueprint for the future. Our commitment to Pomfret’s future is matched only by the remarkable dedication and passion shown by students, faculty, alumni/ae, and parents. It has truly been an honor to be part of the strategic planning process, and the trustees and I appreciate everyone who played a role in its inception.

It is an exciting time for the School as we move forward in the implementation of the new Vision and Plan. On behalf of the entire board, I look forward to your continued support of Pomfret.

Charlie Wilmerding P ’11, ’14 President, Board of Trustees

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From Head Of School

TIM RICHARDS s an independent school educator for nearly thirty years, I can say with assurance that as parents and educators we are facing the most fascinating, if uncertain, time I have known regarding the role and purpose of education for our students.

We aim to be both bold and practical in our approach — intensely focused on the interests and needs of our students and pragmatic in our efforts to prepare them for the joys and rigors of advanced studies, scholarship, work, and life.

It is indisputable that the world for which we are preparing our students will require updated ways of thinking — habits of mind, if you will — with more emphasis on skills and greater strength of character. Yet while change beckons, a growing body of research confirms that our small student population, our commitment to knowing every student well, and our careful cultivation of an inclusive and intellectually curious community are among the criteria that define the best schools.

For young people to flourish, lead, create, and solve complex problems in a changing world, we must prepare them wisely, differently, and well. At Pomfret, we are aware of emerging trends, and we believe we must continue to learn, adapt, and redesign how we educate our students in ways that will likely, over time, represent significant changes in how we currently operate.

We began this strategic planning process in 2012 by asking faculty, trustees, parents, and alumni/ae this essential question: “What knowledge, skills, and character traits do our graduates need to flourish and excel in college and beyond?” Answers to this question helped shape our Mission, Vision of the Graduate, and Learning Principles which will be our guideposts as we move forward. The latter two are the result of intense collaboration between our faculty and the board of trustees over the past year. Presented in this document, they represent a deep process of research into best practices and emerging trends in education and self-assessment.

To go beyond what all great schools must offer, we pushed to explore our greatest asset: what it means to be a boarding school, and specifically, Pomfret. We recognize that we must strengthen the transformative experience only an excellent boarding school can provide. In a world that has become increasingly complex, we are proud that Pomfret, while embracing many of the changes shaped by an increasingly digital world, at the core remains unaltered.

In our safe and diverse community, the School continues to encourage students to explore, create, communicate, and collaborate with each other and with adults whose abiding passion is their students’ growth and development. It is a magnificent platform from which to begin.

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The Pomfret Purpose can be described as a dynamic vision. We could not have developed, nor will we achieve, our vision alone.

I have discovered in our faculty and in our community eagerness, excitement, and a vibrant intellectual and emotional commitment to what is best for young people in an uncertain future. We need to invest in our people and in new capacities, which will require heightened levels of engagement from our constituents. It is our plan to engage past, present, and future generations of Pomfret alumni/ae, families, and experts in education to join us on this journey as we work together to create a truly distinctive, relevant, and sustainable educational experience.

Together we will help our students anticipate, embrace, and prepare for their future. This is our purpose.

Thank you.

Tim Richards P ’15 Head of School

“Together we will help our students anticipate, embrace, and prepare for their future. This is our purpose.�

POMFRET’S CORNERSTONES The School has set forth its Mission, Vision of the Graduate, and Learning Principles as the pillars of its Strategic Plan. Together they form the foundation of a transformational boarding school experience.

POMFRET’S MISSION Pomfret School cultivates a healthy interdependence of mind, body, and spirit in its students as it prepares them for college and to lead and learn in a diverse and increasingly interconnected society.

POMFRET’S VISION OF THE GRADUATE Pomfret School develops students who are: •

Disciplined and Multifaceted Learners – asking relevant questions, pursuing interests and obligations with determination, reflecting on success, and developing resilience from failure;

•

Collaborative and Empathic Leaders – working effectively with others in a variety of contexts and a diversity of cultures;

•

Critical Thinkers – pursuing, interpreting, and synthesizing information with a critical eye;

•

Creative Problem-Solvers – producing innovative and original ideas and solutions, whether for the marketplace or the human race;

•

Effective Communicators – conveying the essence of a situation with purpose, clarity, and poise;

•

Respectful and Ethical Citizens – conducting themselves with integrity, compassion, and responsibility.

POMFRET’S LEARNING PRINCIPLES At Pomfret, learning:

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•

Is student-centered, relevant, and meaningful;

•

Values diversity in thought, perspective, and expression;

•

Engages not just the mind and the brain, but the heart and the spirit;

•

Happens within a variety of contexts and through multiple instructional approaches;

•

Requires appropriate levels of rigor and challenge to foster growth and develop mastery.

POMFRET’S STRATEGIC VISION: To be a recognized leader in learning, teaching, and innovative program design for independent boarding schools. The depth and breadth of our education and the investment in our students as we prepare them for productive, meaningful adult lives will make the School a model for others to follow.

POMFRET’S STRATEGIC PRIORITIES:

XII I XI

XII I XI XXII II

VI VII

IV V

IV V V

II III II VIII VII V

VI

II III I

IIII VIIII V

IX X

II IIII

IX X

X

IIII

X

X XI

VIIII V I

VVII

V

Leaders in Learning and Teaching

PONTEFRACT P ONTEFR FRACT

Distinctive Boarding School Experience

CRATIA CR ATIA AT IA DEI MECU MECUM

POMFRET POM P O FRET SCHOOL SCH OO OL

Measurement of Achievement

FOUNDED F OUNDED OUNDED

1894 18 94

Long-term Success

XII I XI

II

X

XII I XI IX

X

II IV

IV

I VII

VI

V

III

IX

III

I VII

VII

VII V VI

Leaders in Learning and Teaching The School will advance its profile as a leader in learning and teaching through well-designed curricula and programs, pedagogical approaches, and collaborative partnerships with valued colleagues in education and industry.

GOAL 1 Superior Teaching – Be a leader in professional development, marked by an ongoing emphasis on best practices that improve the learning experience and intellectual development of Pomfret’s students.

GOAL 2 Progressive and Relevant Curriculum Design – Map and redesign the academic curriculum to align with our Mission, Vision of the Graduate, and Learning Principles. Emphasize interdisciplinary approaches, emerging and relevant disciplines, and project-based learning experiences.

GOAL 3 Comprehensive College and Career Programs – Research and implement an expanded college counseling program to work with each student throughout his or her Pomfret career to develop a personal, relevant, and grade-appropriate college plan and career exploration opportunities.

GOAL 4 Robust Climate of Innovation, Research, and Partnerships – Foster a climate of innovation for students and faculty by designing, piloting, and implementing new practices, content, and programming. Cultivate partnerships with leading thinkers and organizations worldwide to enhance learning and teaching.

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PONTEFRACT

Distinctive Boarding School Experience The School will achieve the Vision of the Pomfret Graduate through a distinctive boarding school experience characterized by superior advising and program design in an inclusive, healthy, and thoughtfully fostered community of students and adults.

GOAL 1 Personal Responsibility – Develop meaningful student life programs that complement the academic curriculum and emphasize ethics and morality, service, leadership, and cultural competency.

GOAL 2 Healthy Habits – Foster physical and emotional well-being through a rigorous athletic program and educational experiences targeting nutrition, mindfulness, stress management, and healthy relationships.

GOAL 3 Lifelong Engagement – Promote lasting connections with alumni/ae, parents, and friends through education, networking, and mentoring programs.

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CRATIA DEI MECUM

Measurement of Achievement The School will measure what matters to achieve the Pomfret Purpose. Through ongoing assessment of student learning and development and of effective teaching, the School will continually refine methods that shape transformative boarding school experiences.

GOAL 1 Forward-looking Assessments — Research and implement new assessments to measure student learning and the effectiveness of both academic and co-curricular programs.

GOAL 2 Progressive Assessment Methodology and Practices for Faculty – Continually assess and refine faculty development and evaluation programs.

GOAL 3 Successful Alumni/ae Outcomes – Develop formal mechanisms for tracking the progress and accomplishments of alumni/ae during and after college.

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POMFRET SCHOOL

FOUNDED

1894

Long-term Success The School will ensure long-term success through committed leadership, prudent financial management, dynamic recruitment programs, bold advancement practices, and investment in new capacities.

GOAL 1 Sustainable Financial Model – Focus on identifying and adopting new opportunities for growth and increased productivity. Continue to deliver a high quality, innovative program while controlling tuition costs.

GOAL 2 Strengthened Yield of Mission-Appropriate Applicants – Assess and refine admissions criteria and outreach efforts and work to increase inquiries, visits, applications, and yield by mission-appropriate candidates.

GOAL 3 Clear Endorsement of Strategic Priorities Through Increased Contributions to the Pomfret Fund and Capital and Endowment Giving – Align investment, fundraising, and resource development goals with critical programmatic initiatives to achieve The Pomfret Purpose.

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For more information visit:

www.pomfretschool.org/purpose

398 Pomfret Street PO Box 128 Pomfret CT 06258- 0128 860-963-6100