Camphill Soltane

STRATEGIC PLAN
June 2003 – August 2008

INTRODUCTION
Camphill Soltane is a values-based and aspirational community, meaning that it strives toward the spiritual insights of anthroposophy. Camphill Soltane focuses these aspirations particularly in its social life, education, land work, and the arts. We offer this insight because we feel that it will enhance your understanding Soltane’s new Strategic Plan. You will find a CHART HIGHLIGHTING PROJECTS AND NEEDS FOR FISCAL YEARS 2003/04 through 2007/08 at the end of this report.

KEY OBJECTIVES OF THE PLAN
1. To serve additional students and resident alumni ~
Presently Camphill Soltane serves 41 companions - 25 companions in the Continuing Education Program and 15 in the Community Houses program. Camphill Soltane’s approved Master Plan (through 2025) will accommodates up to 132 adults adult residents on the current property, including 30-35 students, 27-30 resident alumni, and coworkers. This number does not include Soltane’s possible Day Placement Program population (see C. below) or employees. The Master Plan allows for a maximum of two more Continuing Education houses and three more Community Houses on Soltane’s present property.

Goals for Strategic Plan 2003-2008 -
A. Construction of new residence in 2004-2005 will allow up to four additional spaces for resident alumni in the Community Houses program.
B. Construction of new continuing education residence in Spring 2006 will offer space for 3-6 additional students.
C. As coworker capacity builds, we plan to develop a modest Day Placement Program. 5-7 day places may be added over the next four years.

2. To develop Camphill Soltane in ways that foster coworker recruitment and retention ~
Clearly, coworker capacity is a fundamental factor in Soltane’s ability to fulfill its mission. This objective has many layers. For strategic planning purposes, the key elements are:

A. A commitment to building our Enablement Fund as support for senior coworkers. (The goal of increasing this Fund to $2M will be reached by December 31, 2004 if all pledges come in.)
B. The development of household supporter and second circle roles to support house-holding coworkers (many with families) who are living 24/7 with students and resident alumni.
C. Construction of a new multi-unit residence to house household supporters and resident alumni who wish to live to have training and experience in independent living. (see 3.A. below).
D. Follow-through on coworker development initiatives, which include outreach, education and training, professional supports, and the development of a local volunteer program.
E. Exploration of proposals for the further diversification and local integration of Camphill Soltane. Ideas being explored include:
i) A bakery business that will connect us to our local community.
ii) An off-campus retail presence through the auspices of natural foods store being planned by a local businessman who has offered Soltane the opportunity to establish a café as part of the operation.
iii) Facilitating the establishment and development of a local CSA (community-supported agriculture) initiative to help provide locally grown organic/biodynamic produce to people in the area. CSA’s bring producers and consumers into a mutually supportive relationship that fosters healthy communities and agriculture.

Implicit in these (and all business venture) proposals are a number of significant issues to be worked through, and Soltane’s Board and Advisory Board members will provide assistance in assessing each proposal and in writing business plans for those that make sense for Soltane.

Camphill Soltane is excited about the multiple synergies these projects could create for Soltane’s students, resident alumni, coworkers, local community, and local development efforts.

3. To develop the Community Houses program to best meet the needs of resident alumni -
Pioneer students who have entered and stayed in Soltane’s Community Houses program are now in their mid-30’s. As such, their needs, interests, and talents are significantly different from those of Soltane’s 18- and 19-year-old student body. Two projects will facilitate this objective:

A. Construction of a multi-unit residence to provide several small apartment units for training in independent and semi-independent living (see 2.C. above). The apartments may serve as a one-year experience, an ongoing lifestyle choice, or a stepping-stone to supported, off-campus living.
B. Already strongly affirmed by myriad stakeholders is Soltane’s idea to construct a new bakery on its property. Soltane’s commitment and challenge is to develop the bakery into a productive business (see 2. E. previous page).

4. To maintain racial and socio-economic diversity ~
Camphill Soltane has maintained a commitment to racial and socio-economic diversity since its founding in 1988. The first important step Soltane took to insure the successful fulfillment of this goal was to establish the Helen Watson Buckner Fund in 1990 to provide, specifically, full scholarships for minority students. Assuming all Endowment Campaign pledged funds are realized by the end of the pledge period, December 31, 2004, the overall scholarship portion of Soltane’s Endowment (including the Helen Watson Buckner Fund) will total $4M. Currently, more than 30% of Soltane’s students and resident alumni receive financial aid.

These are the key goals and concomitant projects that Camphill Soltane will undertake over the next few years. At the same time, Soltane will maintain its commitment to excellence in carrying out its mission-central residential care, education, training, artistic, and vocational programs.

CHART HIGHLIGHTING PROJECTS AND NEEDS
FOR FISCAL YEARS 2003/04 through 2007/08

1 Camphill Soltane Foundation Investment Committee is chaired by Joseph Pancerella, Manager of Planned Tax Services, The Vanguard Group. Members include: Winthrop Jessup, CEO, Chartwell Investment Partners; James Norris, Principal, The Vanguard Group; David Vermeil, Vice President, Wilmington Trust Bank; Gregg Davis, Executive Director, Camphill Soltane; Susan Kukic, Executive Director, Camphill Soltane Foundation.

2 Camphill Foundation Asset Management Committee is chaired by Dick Rogers, President, Rogers International; Jerry Schwartz, President, Arista Investments; Roger Begelman, VP/Deputy Director of Compliance, Goldman, Sachs; Ken Mumma, President, New Century Bank; Bernard Murphy, Executive Director, Camphill Triform; J. Murray Logan, President, L-R Global Partners; Sidney Kraines, President, Goldman Brothers Foundation; Joel Goldfrank, President, Allied Founders Inc.; Jeff King, President, Quaker Securities; and Clemens Pietzner, Executive Director, Camphill Foundation.