TCA Strategic Plan 2015-2021

The Christian Academy

Strategic Plan

2015-2021

Adopted: October 13, 2015

Our Mission:
The mission of The Christian Academy is to partner with Christian parents to equip students through a classical
education with the necessary skills to pursue excellence through Christ in every area of life.

Our Vision:
The vision of The Christian Academy is to be a life-giving oasis in the desert where all students are biblically
trained in body, mind and spirit so that they will radically influence their communities for Christ and His glory.

Core Commitments:
The Christian Academy is committed to—

 The authority of Scripture. God's Word is recognized as inspired, inerrant and authoritative.
 Truth. All truth is God's truth, and all knowledge and every discipline is recognized as

created by Him.
 Community. What drives our education comes from the interpersonal relationships that are

fostered in the educational process.
 Excellence. We want to do everything to the glory of God. The relentless pursuit of

excellence in all aspects of the school must remain a priority.
 The Faculty. Our teachers are the hallmark and backbone of our school.
 A Biblical worldview. Every area of knowledge is presented from a biblical perspective so

that teachers and students may live lives to the glory of God.
 Diversity. The character and breadth of our school comes from our families' cultural heritage,

economic ability and denominational differences and similarities.

Christian Education:

At the focus of all teaching and learning is the Word of God. We unapologetically and unashamedly
stand firm on God's revelation of Himself and His world through the Bible, which is the basis of every
subject. TCA does not attempt to teach history, science and math and try to tie God's Word into it, but
rather teach God's Word and formulate subjects such as history, science and math from it. After all,
how can you have true learning without truth at the base? Learning that takes place without a biblical
world view builds a hollow structure, weak at its very foundations and destined to collapse, as we
have seen in the educational system today. But because God created the heavens and the earth, its
orders and rules, it is impossible to teach any truth or any knowledge without Him. Therefore, we
seek to teach all subjects as parts of an integrated whole with the Scriptures at the center.

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 2

Introduction:
The Christian Academy is celebrating its 65th year. These years have been marked by
faithfulness and stability on the part of leadership and staff and change and challenge from the
outside. During the course of these 65 years, the school has grown and evolved in many ways
while remaining committed to the principles on which it was founded—Christ centered quality
education to the surrounding area in partnership with Christian parents from diverse
backgrounds. Many of these defining words have changed over the 65 years. Standards of
academics have changed. Strength of Christian families has changed. The look and extent of
diversity has changed. The idea of partnership has changed. The surrounding area has
changed. New challenges have presented throughout the history of the school. God’s
faithfulness and a shared commitment by those who serve have been constants. Today, The
Christian Academy finds itself preparing for what will come next while, at the same the time,
remaining committed to these shared goals.

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 3

STRATEGY

Robert Sevier, of Stamats Higher Education Consulting, is a leader in new thinking on strategic
planning. We would summarize his argument thus: too much emphasis on planning and not
enough on strategy. Faster is better than slower. Pretty good is better than perfect. Simple is
better than complex. When it comes to challenges schools face the same ones: costs are too
high, demands are always increasing and market forces change rapidly. In order to avoid getting
bogged down in planning and make progress during a strategic planning process, our strategy is
as follows: vision should come first—it is the reason you are doing what you do. Focus on fewer
things. Develop a sense of urgency as part of the plan. Be bold.

This approach is the best approach when it comes to developing and implementing a plan for the
future. The distinguishing features of the school are those things that are compelling. As found in
many research settings, a school needs to focus on what is unique, believable and motivating to
its target market. What are those things that are unique? Will others believe that we are those
things and that they are unique to us? And if they do, will they care? Will they be moved to join
us in our mission?

As Charter Research we also bring our own experience in leading strategic planning both in for
profit organizations as well as Christian education consulting. The best plans are both actionable
and adaptable. A plan needs to be strategic in that it is designed to adapt and forward leaning.
But it also needs to be doable. Planning at the expense of strategy can lead to plans that have
little value. Strategy needs to be actionable and this is most often achieved within the
organization rather than simply at the top. In order to achieve powerful results, we recommend a
broad plan at the top of the organization and internal pans that others have responsibility for that
has both great specificity and greater likelihood to change. Tying these more specific strategic
planning activities back to the broader enterprise wide plan provides direction and continuity.

The purpose of the strategic plan is to lay out how the goals (the vision) will be accomplished. In
laying out this plan, we present a two phased approach. First consensus is developed around
broad yet actionable goals. Then, internal goals are developed within each of the broader goals.
These are both actionable as well as measurable and have the added component of being
flexible and measurable in their timeframe. Accomplishing the vision is the objective. So,
measuring success against how well we accomplish the vision will be critical.

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 4

To understand the needs and plan for the future, we need to understand the situation in which
the school operates. This part of the process is quite traditional. Here we explore what we are
doing, the context in which we do it, changes in this context and likely factors impacting what
we do. This is called situation analysis and it provides the basis of performing a strategic
SWOT analysis. In situation analysis, basic questions addressed are such as:

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 5

SITUATION ANALYSIS

Research with parents of school aged children in the target market area of The Christian Academy provides insight
into unmet needs with current school options. The chart below demonstrates where current school options of parents
who are not at TCA are performing at, above or below expectations. When one looks at the features of a school that
potential parents report as important, it is clear that those features most related to academics (and safety) are at the
top of the list. The gap between how important certain features are to where their current school is performing
indicates areas of opportunity for TCA. This research was also conducted 3 years ago. Comparison between the two
sets of research shows consistency which confirms this year’s data as valid. Here we see opportunity in the areas of
gaps in importance vs. performance.

 Focus on safety as both a reality and an area of importance to you as an administrator to potential parents.
 Highlight areas of opportunity for your students in your programs as examples of your quality academics (dual

enrollment for example). We can prove this by talking about outcomes.
 Technology is related to how one views the quality of a school’s academics—we know this from multiple

places where we have done this research as well as parent interviews. Always talk about technology in ways
related to how it supports and enhances academics.
 Opportunity for early college credit seems to have huge potential based on what is currently available
compared to importance.

Performance Drama 2.7 2.8 3.4
Spiritual training 2.9 3.0
3.2 3.5
Importance Cafeteria 3.4 3.8
Music 3.4
3.5 3.6
Remedial support services 3.6 4.0
4.0 3.9
Provided Transportation 4.2 4.2
4.2
Athletics 4.3 3.5
4.3 3.9
Cost 4.4 4.4
4.5 4.2
Opportunity for early college credit 4.5 4.2
4.8 4.3
Enrichment Programs for Advanced Students 4.8 4.4
4.5
Location 4.5

Facilities 3.5 4.0 4.5

Social Growth

Technology

Academic Rigor

Academic Opportunity

Safety

2.5

While it is difficult to be definitive in interpreting what to do about areas where current options are over performing in
certain categories, it does seem reasonable to conclude that there is limited opportunity around focusing on these
areas as potential distinctives since there is little perceived need (music, athletics, drama). So, while not focusing
excess effort we can still highlight successes in these areas through visual and narrative representation (such as web
site pictures).

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 6

The Christian Academy has a strong reputation among those who are familiar with it in the market area. When those
who have heard of TCA are asked about its reputation, 40% of respondents say that it has a good reputation (as
shown in the chart below). More significantly is the fact that those who have considered other options for their children
have a better perception of TCA’s reputation than those who have not. Those who have considered other options
represent parents who are looking at school options for their children. These are potential new parents and at least
represent the type of parent who may be considering TCA. This reputation has remained steady over the past three
years. Compared to reputations researched for other schools in other markets, this is about what should be expected
for the region and the market.

There is considerable opportunity to expand the reach of TCA by sharing the profile of TCA with a broader market.
When potential parents are shown a profile of The Christian Academy, responses are strong. These are those who
are not part of the school community but will be potential parents in the future. Particularly among those who have
considered other options, the profile is strong. Interestingly, those who have considered other options are more likely
to have seen other schools with which they compare this profile. So, their perspective is more informed. The more
parents know about other options, the better they view TCA’s profile. The bottom responses to the profile are also
significantly better among those who have considered other options for their children

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 7

Target parents expect this school to cost $10,429, almost $3,000 more than what is currently being charged. This is
considerably more than we expected based on answers to this type of question in other markets. The table below
shows how much parents expect the school to cost based on the profile that was shown them (TCA’s profile).
However, it is important to consider how accurate the profile represents the reality of TCA. Once that is determined,
then you may conclude that you are underpriced compared to what expectations are. However, this does not mean
that the income exists among this target market audience—only that they expect it to cost this much. Also of note, the
group who has considered other options expects the school as detailed in the profile to cost $1,000 less than those
who have not considered other options. The expectation of this group who have considered other options is probably
more reliable as they already have some comparative information on those schools that they have explored.

How much would you Considered Have not Considered Total
expect this school to Alternatives
cost? N=66 N=100
N=34 $10,622.73 $10,271.00
Mean
$9,588.24

Target parents seem quite movable when asked about their likelihood to send their children to private school. The
group who has considered other options is over twice as likely to send their children to private school. This group is
already aware of options, able to evaluate those options and a good gauge of likely interest.

Leadership Assessment of TCA:
What makes you better than others (for this mission)?

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1. Consistency on policies
2. Teachers on the same page
3. Consistent discipline
4. Students know teachers care about them
5. TCA is inviting and welcoming
6. Preparedness—we prepare students spiritually
7. Certainly academically
8. Our kids write far more than other kids
9. Our kids are self-disciplined
10. Our students work hard
11. Retention has been huge
12. Bullying isn’t even on the radar
13. Classical school is a strength—also a possible weakness related to awareness
14. We really do plan how to do world view integration
15. Our students do leave with an integrated view
16. Denominational diversity is a strength
17. Racial diversity is a strength—lack of teacher diversity is a weakness
18. How to attract teachers who are African American
19. Technology is a strength—our skill in using it is a strength
20. BYOD in the high school

What are the key issues?

1. We need to ask the question about open enrollment.
2. The team is exceptional
3. Biggest threat? Enrollment, maybe.
4. We have far outgrown the churches. We impact families more than churches do
5. Families don’t interact because they are from all over. But within the school it’s a strong community.
6. Leadership plans to stay
7. Leadership sees themselves as a strong team
8. They love what we are doing here.
9. They deal with students and sin extremely well.

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What challenges exist in the future?
 How to grow advancement effort—annual fund is roughly $75K
 Long range plan for other facility should be explored.
 Endowment of $4.7 spins off $230k
 Should they explore sale of real estate—rental income is $530k year.
 It costs $10.6k to educate and they charge $7.6 for each child.
 Major donors of $5k + are at 5 or 6 a year—donor base Is not growing
 Tim would like teacher salaries to be 80% of public—public is $37k. TCA is $29.5K
 Succession planning—needs to be considered
 Staffing needs for the future

What is your staff asking for?
1. Like more diversity but not hearing anything
2. Recognize we don’t get paid well-so they keep their expectations at a level
3. Pull out options for the kids-especially in elementary-not great support system
4. We screen stringently-so don’t get all the family
5. Modified math program for 3 kids who could not keep up—added cost to parent
6. Pull out for Math students in HS
7. Regular and honors track-class dynamics on levels

Trends of the last 5-10 years:
1. Academically stronger-classical
2. Atmosphere-improved
3. Spiritually – improved
4. Develop student leadership-intentional
5. Greater effort in seeking parental involvement—informally done-engaging
6. Leadership loves kids and in front of them all the time
7. Financially stronger
8. Each has its role-someone will make the hard decision.-mutual respect for each other

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 10

EXAMPLE SWOT ANALYSIS

Strengths
 What is your strongest business asset?
 Do you consider your team strong? Why?
 What do you offer that makes you stand out from the rest?
 What unique resources do you have?
 Do you have any specific marketing expertise?
 Do you have a broad customer base?

Weaknesses
 What can be improved?
 In what areas do your competitors have the edge?
 What necessary expertise / manpower do you currently lack?
 Do you have cash flow problems?
 Are you relying primarily on just a few clients or customers?

Opportunities
 What trends do you see in your industry?
 What trends do you foresee?
 What trends might impact your industry?
 What external changes present interesting opportunities?
 What have you seen in the news recently that might present an opportunity?

Threats
 What obstacles do you face?
 What is the competition doing that you're not?
 What challenges can be turned into opportunities?
 Are external economic forces affecting your bottom line?

With respect to The Christian Academy, these types of questions were addressed in a series of meetings in the winter
of 2014-15. As a result of these meetings and interviews and comparing the notes of them with each other, consistent
and meaningful observations result in the following:

Examples of Weaknesses:

1. Not enough male teachers in the elementary school
2. Not enough female teachers in HS
3. Not enough African American teachers—1 Dean, helps with Elementary Library (both females)
4. Some faculty lag in the adaptation to technology for some
5. Difficult to serve the entire family—no track for students who can’t handle the classical
6. Not enough diversity among students

Examples of Strengths:

1. Professional
2. Clear path for sharing challenge
3. Retention of faculty – is strong
4. Parents are very positive
5. There are pockets of lacking trust but this is very rare

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 11

Mapping the positive and negative aspects uncovered through interviews and research and analyzing these aspects
based on whether the element is internal or external gives us the SWOT analysis as follows:

Internal or Favorable or Unfavorable
External
Favorable Unfavorable

Strengths Weaknesses

Internal  Faculty  Lack of Diversity
 Biblical distinctive  Lack of co-
 Facilities
 History curricular
 Outcomes opportunity
 Leadership  Unsustainable
 Classical tuition model
 Future Leadership
Curriculum Transitions
 Strong retention  Trend becoming
 Stable enrollment more heavily low
income and female

Opportunities Threats

External  Failing schools  Good performing
nearby school districts

 Few private  New school
options facilities nearby

 Parents looking  Weaker Christian
for a quality families
Christian
education  Higher expectations
 Possible new
 Growing target
population Christian school
 Lack of
 Parents who seek
classical Christian understanding of
curriculum classical education

 International
students

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 12

PRELIMINARY PRIORITIES

Personnel: Finances:
1. Leadership 1. Cost

1.1. What is the succession plan? 1.1. What are the costs of education at various
1.2. How are leaders developed? levels?
2. Faculty
2.1. How is diversity among faculty maintained? 1.2. How are costs accounted for?
2.2. What is the compensation strategy to attract 2. Tuition

and keep faculty? 2.1. How much of the cost is tuition covering?
2.2. How is tuition set?
Market: 3. Advancement
1. Diversity 3.1. What is the advancement strategy?
3.2. Who is responsible for advancement?
1.1. How is ethnic diversity maintained?
1.2. What is the strategy to deal with other elements Academics:
1. Preparation
of diversity?
2. Christian community 1.1. How has preparedness for school changed?
1.2. How are you serving whole families?
2.1. What changes in the churches and community 2. Offerings
is impacting the school? 2.1. How do you plan new offerings?
2.2. What offerings are you considering?
2.2. What ways can we partner with churches and
Christian parents?

3. Family dynamics
3.1. How is the makeup of school families changing?
3.2. How geographic range impacts school life?
3.3. Is the Christian commitment changing?

EXAMPLE OF LONG-TERM STRATEGIC PRIORITIES

ACADEMIC ACHIEVEMENT
 Improve academic achievement and programs.

o All students will excel in core areas
o Support a more academically diverse target market
o 100% of our students will be prepared for higher education

DISCIPLESHIP
 Engage in and support opportunities for spiritual growth through the curricular and co-curricular activities of the school

o Serve more whole families
o 100% of our students will have the opportunity to profess faith and serve
o Mentoring will take place

COMMUNITY AND FAMILY ENGAGEMENT
 Promote community and family engagement

o Actively solicit parental and partner input in aspects of school
o Parents will be part of their children’s education

PROFESSIONAL DEVELOPMENT
 Continue to develop our educators, staff and board

o Enhance the teaching staff by
o Strengthen retention and recruitment of highly qualified and effective teachers who are capable of

teaching from a biblically integrated classical approach

ORGANIZATIONAL AND FINANCIAL STEWARDSHIP
 Effectively employ our financial resources to strengthen operations, facilities and technology

o Maintain and ensure fiscal stewardship, oversight and control
o Plan for strong leadership in the future
o Actively engage partnership opportunities

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 13

If the vision of The Christian Academy is:

1) to be a life-giving oasis – provide life changing help
2) in the desert – the world does not offer life
3) where all students – all are important to us
4) are biblically trained – integrated thinkers
5) in body, mind and spirit – in all areas
6) so that they will radically influence – Christian life is radical
7) their communities – community is the context in which we have influence
8) for Christ and His glory – we have a purpose outside of ourselves

So, in order for The Christian Academy to provide life changing help that the world does not offer to all those who
are in need of this, we should have a program that develops integrated thinkers in all areas. Students will be
shown a radical Christian life in a community that supports influence beyond that community in order to live out a
purpose outside of themselves. In doing this, the following priority areas will be the focus of this plan:

PRIORITIES AREAS

What should strategies and priorities look like?

Finances
1) Tuition base
2) Tuition increases
3) Financial aid
4) Capital Expenses
5) Revenue Opportunities

Personnel
1) New Positions
2) Future planning
3) Leadership

Marketing
1) Awareness
2) New markets
3) Compelling messages

Advancement
1) Staff
2) Expansion

Spiritual Life
1) Core commitments
2) Who do we serve?
3) Discipleship

Facilities
1) Brookhaven Campus
2) Media Campus

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Finances

Priority area: Tuition Rate

Goal: Consider setting tuition at a sustainable level so that 100% of operating expenses are covered by
tuition. This process should consider market factors as well as retention, recruitment and marketing
efforts.

Rationale: Tuition should be market based in order to be accessible to the largest number of families for
sustainable period of time.

Priority area: Tuition Increase Strategy

Goal: A systematic approach to tuition increases based on expected expenses, market factors and
program expansion

Rationale: Tuition increases should be approached strategically rather than reactionary. Using this
approach will make future increases predictable and will play a role in decisions around new
programs, program expansion or contraction or changes in other market factors such as
enrollment, employment, economic changes, etc.

Priority area: Financial Aid

Goal: Accessible Christian education to any parents who desire it for their child or children

Rationale: Christian schooling represents the best opportunity to provide an integrated Christian
education to a school aged child. Christians who currently have access to this opportunity
ought to provide means of accessing this to others.

Priority area: Capital Expenses

Goal: To be prepared for capital expenses in advance of their occurrences and to be strategic in the
selection of which capital expenses to incur when possible

Rationale: Better planning will likely reduce costs and be a better way to fund capital expenses.

Priority area: Revenue Opportunity

Goal: To take advantage of additional revenue opportunities as they present themselves and do not
distract from the core mission of the school.

Rationale: Added revenue can enhance the schools ability to deliver on its core mission objectives

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 15

Personnel

Priority area: New Positions
Goal: To adequately staff for the future and strategically plan for new and needed roles.
Rationale: Staffing needs should be addressed strategically and in light of both opportunity as well as costs.

Priority area: Leadership Development

Goal: To create a plan for the retention and development of leadership to support a strong leadership team as
well as to provide leaders for the future both of TCA and other Christian schools.

Rationale: Leadership planning helps to protect the future of the school as well as provide opportunity to key
personnel.

Leadership

Priority area: Succession Planning

Goal: To create a plan for succession that is known and reliable

Rationale: Succession planning promotes stability and confidence and is a key opportunity to identify future
potential leaders.

Marketing

Priority area: Brand Awareness

Goal: To expand the brand awareness of the Christian Academy by 10% per year in key target markets.

Rationale: Expanded awareness improves marketing opportunities and increases the reach of The Christian
Academy to those families who will benefit from a classical Christian education

Priority area: New Markets
Goal: Explore the potential for new markets.
Rationale: Growth will allow for increased offerings and added opportunity for current families

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 16

Advancement

Priority area: Staff Expansion
Goal: To hire a Director of Development
Rationale: Advancement efforts will support the financial sustainability of the school

Academic

Priority area: Student Outcomes
Goal: Measurement of outcomes to continue
Rationale: Assessment measures progress and provides guidance on effectiveness

Priority area: Student Needs

Goal: Explore feasibility of providing support to meet needs of students with greater gaps in performance than we
currently serve

Rationale: Classical Christian education ought to be as widely available as possible to those who desire it and to
whole families desiring to be at the school

Priority area: Opportunity
Goal: Expand opportunity for current students with co-curricular opportunity
Rationale: Enhanced opportunity serves our families well.

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Spiritual

Priority area: Core Commitments

Goal: Develop plan to measure outcomes related to the mission of the school as it pertains to the spiritual
distinctives and commitments

Rationale: The core commitments of authority of scripture and a biblical worldview should be measured in order
to be promoted and maintained.

Priority area: Student Discipleship

Goal: Students will demonstrate evidence of spiritual growth and formation as a result of their time at The
Christian Academy.

Rationale: The school’s purpose includes this element and as such ought to measure effectiveness where
possible.

Priority area: Who does the school serve?

Goal: Expand the mission of the school to target groups as yet unserved while preserving he mission and vision of
the school.

Rationale: The school can expand its impact by considering serving new target groups.

Facilities

Priority area: Brookhaven Campus

Goal: Maintain a comprehensive building renovation program to accommodate growth

Rationale: “By wisdom a house is built, and through understanding it is established; through knowledge its
rooms are filled with rare and beautiful treasures.” Proverbs 24:3-4

Priority area: Media Campus

Goal: Maintain a comprehensive building renovation program as is appropriate for a rental property.

Rationale: “By wisdom a house is built, and through understanding it is established; through knowledge its
rooms are filled with rare and beautiful treasures.” Proverbs 24:3-4

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 18

ACTION PLAN CHART
Finances

Priority area: Tuition Rate
Goal: Consider setting tuition at a sustainable level so that 100% of operating expenses are covered by tuition. This process
should consider market factors as well as retention, recruitment and marketing efforts.
Rationale: Tuition should be market based in order to be accessible to the largest number of families for sustainable period of time.

Action plan:

Activities Timeline Responsibility Resources Constraints Completion
Administration Committed Available data Date
Personnel
1. Explore comparable schools, data, 2015-16 Time
family demographics

2. Create plan for two tiered approach of 2016-17 Board Personnel Support, long
current/new students Time term commitment

3. Develop communication plan to 2016-17 Administration Personnel
current families Time

4. Work to raise tuition by 1/4 of 2016-2020 Board Personnel Family resources
expected increase each year to reach Time
target

Priority area: ACTION PLAN CHART
Goal: Finances
Rationale:
Tuition Increase Strategy
A systematic approach to tuition increases based on expected expenses, market factors and program expansion
Tuition increases should be approached strategically rather than reactionary. Using this approach will make future
increase predictable and will play a role in decisions around new programs, program expansion or contraction or changes
in other market factors such as enrollment, employment, economic changes, etc.

Action plan: Timeline Responsibility Resources Constraints Completion
2015-16 Administration Committed Enrollment Date
Activities Personnel
Yearly Administration Time Enrollment
1. Expected expenses, planned Finance Comm. Feedback
programs and personnel needs will Personnel
be considered in the process of Time
determining tuition increases.

2. Pursue increases in the range of 3.5-
6%

3. Develop communication plan to 2015-16 & Administration Personnel
Finance Comm. Time
explain the market factors and subsequent
program costs. years Administration Personnel
Time
4. Schedule parent meetings to explain 2015-16 Time

tuition increase strategy

5. Explore cost structure for different 2015-16 & Administration Personnel Time
divisions subsequent Time
years

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Priority area: ACTION PLAN CHART
Goal: Finances
Rationale:
Financial Aid
Accessible Christian education to any parents who desire it for their child or children
Christian schooling represents the best opportunity to provide an integrated Christian education to a school aged child.
Christians who currently have access to this opportunity ought to provide means of accessing this to others.

Action plan: Timeline Responsibility Resources Constraints Completion
2015-16 Admissions Committed Date
Activities Personnel
2015-16 Administration Time Limited resources
1. Develop assessment tool on how to 2015-16
determine the extent to which 2015-16 Board Personnel Finances
families desire Christian school for Yearly Finance Comm. Time
their child or children Yearly Admissions Lack of data
Personnel
2. Consider accessibility and impact on Administration Time Finances
cost when considering programmatic
changes. Admissions Personnel Lack of
Time understanding
3. Evaluate how much of future budget Board Finances
increases ought to go toward Finance Comm. Personnel
financial assistance Time

4. Create material that makes the case Personnel
for need based aid in the context of Time
the Christian school community. Finances
Personnel
5. Evaluate data and trends to better Time
predict how much future needs will Finances
impact budgeting.

6. Promote available resources to
families

7. Develop strategy of mixture between Yearly
funded and discounted tuition
support

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 21

Priority area: ACTION PLAN CHART
Goal: Finances

Rationale: Capital Expenses
To be prepared for capital expenses in advance of their occurrences and to be strategic in the selection of which capital
expenses to incur when possible
Better planning will likely reduce costs and be a better way to fund capital expenses.

Action plan:

Activities Timeline Responsibility Resources Constraints Completion
Committed Time Date
Administration Personnel Time
1. Develop plan for annual evaluation of 2015-16 Finance Comm. Time
Administration Personnel Time
capital expenses Time Finances
Administration
2. Annually survey leadership and Yearly Finance Comm. Personnel
Administration Time
others on likely future capital Board Personnel
Finance Comm. Time
expenses.

3. Effectively budget for both small and Yearly

major capital expenses each year.

4. Consider the need for a capital 2016-17

campaign

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 22

ACTION PLAN CHART
Finances

Priority area: Revenue Opportunity
Goal: To take advantage of additional revenue opportunities as they present themselves and do not distract from the core
mission of the school.
Rationale: Added revenue can enhance the schools ability to deliver on its core mission objectives

Action plan:

Activities Timeline Responsibility Resources Constraints Completion
Committed Finances Date
Administration Personnel Finances
1. Explore the sale of some of the field 2015-16 Time Finances
acreage at the other campus 2016-17 Administration Personnel Finances
2016-17 Bldg/Grounds Comm Time Finances
2. Explore additional rental 2016-17 Administration Personnel
opportunities for all facilities* 2016-17 Bldg/Grounds Comm Time
Administration Personnel
3. Promote the use of the facilities for Bldg/Grounds Comm Time
church and other Christian activities Administration Personnel
Education Comm Time
4. Adequately capitalize property to
maintain the value as rental facilities.

5. Explore expanding some programs
(addressed in other section)
* Postponed due to already filled ’15-
’16 calendar

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 23

ACTION PLAN CHART
Personnel

Priority area: New Positions

Goal: To adequately staff for the future and strategically plan for new and needed roles.

Rationale: Staffing needs should be addressed strategically and in light of both opportunity as well as costs.

Action plan: Timeline Responsibility Resources Constraints Completion
2015-16 Committed Finances Date
Activities Administration Personnel
2015-16 Board Time 7/1/2015
1. Develop positon descriptions of Administration Personnel
planned hires Board Time Finding the right
Inst. Adv. Comm. person
2. Hire a Director of Advancement Administration Personnel
Inst. Adv. Comm. Time
3. Determine metrics by which a 2015-16 Consultants Finances
successful advancement effort will be 2016-17 Administration Personnel
evaluated On-going Board Time Finances

4. Create a new guidance position and Administration Personnel Finances
make the dual guidance/admissions Time
role exclusively admissions

5. Explore opportunities for increased
diversity among teachers and
administrators

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 24

ACTION PLAN CHART
Personnel

Priority area: Leadership Development

Goal: To create a plan for the retention and development of leadership to support a strong leadership team as well as to
Rationale: provide leaders for the future both of TCA and other Christian schools.
Leadership planning helps to protect the future of the school as well as provide opportunity to key personnel.

Action plan: Timeline Responsibility Resources Constraints Completion
2015-16 Administration Committed Date
Activities Personnel Finances
On-going Administration Time Finances
1. Monitor and track satisfaction of all On-going Finances
employees; consider data collection On-going Administration Personnel
options Finance Com m. Time
Administration Personnel
2. Provide professional development Time
opportunities to key leadership staff Personnel
Time
3. Evaluate increasing tuition support
for graduate programs for key staff

4. Set goals for each key staff member
to suggest and attend professional
development training.

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 25

Priority area: ACTION PLAN CHART
Goal: Leadership
Rationale:
Succession Planning
To create a plan for succession that is known and reliable
Succession planning promotes stability and confidence and is a key opportunity to identify future potential leaders.

Action plan: Timeline Responsibility Resources Constraints Completion
Activities 2014-15 Committed Date
Administration Personnel
1. Seek training on succession planning Board Time 4/2015
Administration Personnel
2. Identify key personnel 2014-15 Board Time 4/2015
Administration Personnel
3. Write the Plan 2015-16 Board Time 8/2015
Administration Personnel
4. Communicate for both continuity as 2015-16 Time
well as marketing purposes.

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 26

Priority area: ACTION PLAN CHART
Goal: Marketing
Rationale:
Brand Awareness
To expand the brand awareness of the Christian Academy by 10% per year in key target markets.
Expanded awareness improves marketing opportunities and increases the reach of The Christian Academy to those
families who will benefit from a classical Christian education

Action plan: Timeline Responsibility Resources Constraints Completion
Activities 2015-16 Committed Limited human Date
Admissions Personnel resources
1. Create parent promoters Inst. Adv. Comm. Time Finances
Administration Personnel
2. Expand marketing materials 2015-17 Inst. Adv. Comm. Time Finances
Administration Personnel
3. Strategic use of SEO and SEM 2015-16 Inst. Adv. Comm. Time Finances
Administration Personnel
4. Test marketing materials and use Yearly Consultants Time Finances
research to inform messaging Yearly Admissions Personnel
Yearly Inst. Adv. Comm. Time Finances
5. Promote success of TCA students Yearly Admissions Personnel
back to their churches Time Finances
Admissions Personnel
6. Promote dual enrollment options for Time
early college credit

7. Highlight Classical Christian
Education for people who may look
for this

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 27

Priority area: ACTION PLAN CHART
Goal: Marketing
Rationale:
New Markets
Explore the potential for new markets.
Growth will allow for increased offerings and added opportunity for current families

Action plan:

Activities Timeline Responsibility Resources Constraints Completion
Admissions Committed Finances Date
Inst. Adv. Comm. Personnel Finances
1. Create material that clearly 2015-16 Time
communicates the mission of TCA to 2015-16 Admissions Finances
new target groups Inst. Adv. Comm. Personnel
2015-16 Time Finances
2. Consider expanding the mission of 2015-16 Administration Finances
TCA to those outside of the 2016-17 Inst. Adv. Comm. Personnel Potential
traditional target market but who are 2016-17 Time cannibalization
otherwise interested in what TCA has Administration
to offer. Personnel
Administration Time
3. Consider the development of Inst. Adv. Comm.
preschool as a source to feed Administration Personnel
Kindergarten Time
Personnel
4. Market school as a desirable school Time
for international students based on
academic outcomes and location

5. Consider other methods of delivery
of a TCA education

6. Explore the university model and
under what circumstances

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 28

ACTION PLAN CHART
Advancement

Priority area: Staff Expansion

Goal: To hire a Director of Development

Rationale: Advancement efforts will support the financial sustainability of the school

Action plan: Timeline Responsibility Resources Constraints Completion
Activities 2015-16 Committed Finance Date
Finance Comm. Personnel
1. Budget for the positon in 2015 2015-16 Board Time Finance
Consultants Personnel
2. Consider a national search for Time
Director of Advancement

3. Utilize outside friends of the school 2015-16 Administration Personnel
for contacts and recommendations Inst. Adv. Comm. Time
Board
4. Develop metrics for measurement of 2015-16 Consultants Personnel
success in year one and subsequent 2016-17 Time
years
Development Officer Personnel
5. Expand strategy on use of EITC/OSTC Time

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 29

ACTION PLAN CHART
Academic

Priority area: Student Outcomes

Goal: Measurement of outcomes to continue

Rationale: Assessment measures progress and provides guidance on effectiveness

Action plan: Timeline Responsibility Resources Constraints Completion
On-going Administration Committed Tools Date
Activities Personnel
Time
1. Assess effectiveness of current
process

2. Implement changes based on review On-going Administration n Personnel
Time

3. Implement action plans based on On-going Administration Personnel
outcomes Time

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 30

ACTION PLAN CHART
Academic

Priority area: Student Needs
Goal: Explore feasibility of providing support to meet needs of students with greater gaps in performance than we currently
serve
Rationale: Classical Christian education ought to be as widely available as possible to those who desire it and to whole families
desiring to be at the school

Action plan: Timeline Responsibility Resources Constraints Completion
Activities 2016-17 Administration Committed Finances Date
Personnel
1. Explore parallel program options Time

2. Determine market size and need 2016-17 Administration Personnel Data
Time

3. Determine feasibility based on cost 2016-17 Administration Personnel Data
Time

4. Promote diversity of offerings to 2016-17 Administration Personnel
broader market Time

5. Consider how to prepare children in 2016-17 Administration Personnel
advance of admission Time

6. Explore expanding the Navigator 2016-17 Administration Personnel
program Time

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 31

Priority area: ACTION PLAN CHART
Goal: Academic
Rationale:
Opportunity
Expand opportunity for current students with co-curricular opportunity
Enhanced opportunity serves our families well.

Action plan: Timeline Responsibility Resources Constraints Completion
2015-16 Admissions Committed Date
Activities Inst. Adv. Comm. Personnel Finances
2015-16 Time Personnel
1. Explore marketing of Classical On-Going Admissions Personnel
education in a targeted way to Personnel
specific groups Time

2. Market dual enrollment program

3. Explore interest, cost and feasibility 2016-17 Administration Personnel
of STEM Time

4. Explore support for and interest in 2016-17 Administration Personnel
Debate Time

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 32

Priority area: ACTION PLAN CHART
Goal: Spiritual

Rationale: Core Commitments
Develop plan to track the growth of an understanding of the mission of the school as it pertains to the spiritual
distinctives and commitments
The presentation of the core commitments of authority of scripture and a biblical worldview should be measured in order
to be promoted and maintained.

Action plan:

Activities Timeline Responsibility Resources Constraints Completion
Committed Date
Personnel
1. Identify the spiritual elements that 2015-16 Administration Time On-going
are a part of the educational program Deans
at TCA 2015-16 Personnel
Pre-test – 9th gr. Administration Class Time
2. Survey the extent to which students Post-test-12th gr Bible teachers
understand the core commitments Personnel
that are related to the spiritual focus 2016-17 Administration Class Time
of the school Bible Teachers Personnel
2015-16 Administration Time
3. Survey high school students new to Bible/English
TCA as part of the orientation process Teachers

4. Identify ways in which the 12th grade
Ethics Inter-disciplinary Project
reveals the students understanding of
biblical authority

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 33

ACTION PLAN CHART
Spiritual

Priority area: Student Discipleship

Goal: Students will demonstrate evidence of spiritual growth and formation as a result of their time at The Christian Academy.

Rationale: The school’s purpose includes this element and as such ought to measure effectiveness where possible.

Action plan:

Activities Timeline Responsibility Resources Constraints Completion
Administration Committed Date
Bible Teachers Personnel
1. Evaluate current bible curriculum as 2015-16 Time
to the extent to which it addresses 2015-16 Administration
discipleship as well as biblical 2016-17 Bible Teachers Personnel
knowledge Administration Time
On-going Bible Teachers Personnel
2. Adopt necessary revisions to support Time
spiritual growth and formation Principal
Deans Personnel
3. Develop a survey to be given in Time
grades 5, 8 and 11 that would collect
information regarding church and/or
service involvement as well as
sensitivity to spiritual matters

4. Track over time.

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 34

Priority area: ACTION PLAN CHART
Goal: Spiritual
Rationale:
Who does the school serve?
Expand the mission of the school to target groups as yet unserved while preserving he mission and vision of the school.
The school can expand its impact by considering serving new target groups.

Action plan:

Activities Timeline Responsibility Resources Constraints Completion
Committed Lack of consensus Date
Admissions Personnel
1. Explore new target audiences beyond 2016-17 Administration Time
current mission Inst. Adv. Comm.
Admissions Personnel
2. Establish working groups to reach 2016-17 Administration Time Lack of consensus
consensus on the desirability of this Inst. Adv. Comm.
direction Board Personnel
Admissions Time
3. Communicate expansion based on 2016-17 Administration Finances
reasons related to mission rather 2016-17 Inst. Adv. Comm. Personnel Finances
than enrollment needs Admissions Time
Administration
4. Develop strategy to maintain Inst. Adv. Comm.
diversity among student body

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 35

Priority area: ACTION PLAN CHART
Goal: Facitities
Rationale:
Brookhaven Campus
Maintain a comprehensive building renovation program to accommodate growth.
“By wisdom a house is built, and through understanding it is established; through knowledge its rooms are filled with
rare and beautiful treasures.” Proverbs 24:3-4 (Psalm 18:2, 127:1-2)

Action plan: Timeline Responsibility Resources Constraints Completion
Activities Maintenance Committed Budget Date
Summer 2016 Maintenance Personnel Budget
1. Refurbish Rm. 219
2. Begin program of painting Summer ’16, ’17, Maintenance Time Budget
’18, ’19, ‘20 Finances ($3,000)
classrooms (6 rms/yr) Maintenance Budget
Lobby/Music Hall Maintenance Personnel Budget
3. Begin program of refinishing – 2016 Time
Terrazzo floors
Lib/Office Hall – Finances ($500/rm)
4. Install carpeting in Office area 2017
5. Refinish Gym floor Personnel
Ele Hall/Café – Time
2018
Finances
Artwing/Stairwells
- 2019 Personnel
Time
Summer 2016
Finances
Summer 2016 Personnel

Time
Finances ($15,000)

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 36

Priority area: ACTION PLAN CHART
Goal: Facitities
Rationale:
Brookhaven Campus
Maintain a comprehensive building renovation program to accommodate growth.
“By wisdom a house is built, and through understanding it is established; through knowledge its rooms are filled with
rare and beautiful treasures.” Proverbs 24:3-4 (Psalm 18:2, 127:1-2)

Action plan: Timeline Responsibility Resources Constraints Completion
Activities Summer 2016 Maintenance Committed Budget Date

6. Replace pads under the basketball Personnel
backboards and on folding door Time

Finances

7. Eliminate gym fountains and ceramic Summer 2016 Maintenance Personnel Budget
floor Time

Finances

8. Investigate feasibility of replacing Summer 2016 Maintenance Personnel Budget
main heating pipes Maintenance Time Budget
Summer 2017 Budget
9. Begin a program of replacing On-Going Cafeteria Finances Budget
classroom & hallway lighting with T5 Maintenance
or LED fixtures On-going Personnel
Time
10. Develop a plan for the replacement 2016
of major appliances in the cafeteria Finances
including the pizza oven,
stove/griddle, serving tables Personnel
Time
11. Replace Auditorium projector
Finances

Personnel
Time

Finances

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 37

Priority area: ACTION PLAN CHART
Goal: Facitities
Rationale:
Brookhaven Campus
Maintain a comprehensive building renovation program to accommodate growth.
“By wisdom a house is built, and through understanding it is established; through knowledge its rooms are filled with
rare and beautiful treasures.” Proverbs 24:3-4 (Psalm 18:2, 127:1-2)

Action plan: Timeline Responsibility Resources Constraints Completion
Activities Maintenance Committed Budget Date
Maintenance
12. Investigate feasibility of replacing the Summer 2017 Personnel
auditorium seating Time

13. Investigate feasibility of creating a Summer 2017 Finances Budget
“lecture hall” in the rear of the
auditorium Personnel
Time

Finances

14. Replace generator Summer 2016 Maintenance Finances ($65,000) Budget

15. Take underground oil tank out of Summer 2017 Maintenance Personnel Budget
service and replace with above Maintenance Time Budget
ground tank
Finances
16. Begin a program of replacing sections Music Wing-‘16
of the roof Office/Lobby- Personnel
Time
‘17
Art Wing-‘18 Finances
Library Hall-‘19

Aud.-‘20
Gym-‘21

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 38

Priority area: ACTION PLAN CHART
Goal: Facitities
Rationale:
Brookhaven Campus
Maintain a comprehensive building renovation program to accommodate growth.
“By wisdom a house is built, and through understanding it is established; through knowledge its rooms are filled with
rare and beautiful treasures.” Proverbs 24:3-4 (Psalm 18:2, 127:1-2)

Action plan: Timeline Responsibility Resources Constraints Completion
Activities Committed Date

17. Re-pave the main driveway by the Summer 2017 Maintenance Finances Budget
canopy

18. Coat the upper parking lot Summer 2018 Maintenance Personnel Budget
19. Coat the lower parking lot Summer 2019 Maintenance Time Budget
20. Baseball/Softball Infields Summer 2016 Maintenance Budget
Finances
Personnel

Time
Finances
Personnel

Time
Finances

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 39

Priority area: ACTION PLAN CHART
Goal: Facitities
Rationale:
Media Campus
Maintain a comprehensive building renovation program as is appropriate for a rental property
“By wisdom a house is built, and through understanding it is established; through knowledge its rooms are filled with
rare and beautiful treasures.” Proverbs 24:3-4 (Psalm 18:2, 127:1-2)

Action plan: Timeline Responsibility Resources Constraints Completion
Activities 2015-2016 Maintenance Committed Budget Date

1. Develop a plan to systematically Personnel
replace 10X10 squares of the roof Time

Finances

2. Inspect the water pit and plan for any 2015-2016 Maintenance Personnel Budget
necessary repairs, etc. Time

Finances

3. Prepare building for potential new Summer 2017 Maintenance Personnel Budget
tenant Maintenance Time Budget
Maintenance Budget
4. Replace electric disconnect switch Summer 2017 Maintenance Finances Budget
leading from PECO pole to
transformer Personnel
Time
5. Replace metal “skirt” around exterior Summer 2018
base of the building Finances

6. Paint the exterior of the building Summer 2018 Personnel
Time

Finances

Personnel
Time

Finances

Prepared by Charter Oak Research Partners | The Christian Academy 2015-2021 Strategic Plan 40