School Improvement Plan

2017 - 2022
Measuring the Mission
Christian Schools International Accreditation
School-Wide Goals:

1. CALVIN CHRISTIAN SCHOOL WILL IMPLEMENT A GOVERNANCE MODEL TO MORE

EFFECTIVELY GUIDE A MULTI-CAMPUS SYSTEM.

2. CALVIN CHRISTIAN SCHOOL WILL DEVELOP AND IMPLEMENT A PROFESSIONAL

DEVELOPMENT PLAN THAT INCLUDES REGULAR TEACHER COACHING AND EVALUATION,
TARGETED TRAINING, AND USE OF ASSESSMENT DATA TO INFORM INSTRUCTION.

3. CALVIN CHRISTIAN SCHOOL WILL DEVELOP AND IMPLEMENT PROCESSES TO ENSURE ALL
AREAS OF THE ACADEMIC PROGRAM ARE RELEVANT AND CONTINUOUSLY IMPROVING.

4. CALVIN CHRISTIAN SCHOOL WILL INCREASE THE LEVEL OF ENGAGED LEARNING OF

STUDENTS THROUGH FACILITY AND RESOURCE ENHANCEMENTS.

5. CALVIN CHRISTIAN WILL ENHANCE COMMUNICATIONS AND ENGAGEMENT TO BETTER

INFORM AND BUILD OWNERSHIP AMONG STAKEHOLDERS.

Mission: Calvin Christian School provides quality education that is fully integrated with a biblical knowledge of God and his world,
supporting Christian parents and the church in nurturing children as disciples of Christ.
Vision: Calvin Christian School will thrive as a provider of distinctively Christian elementary and secondary education and will lead
the larger community to adopt Christian education as a priority.
Values: Cultural Connectedness, Thoughtful Discipleship, Nurturing Community, Transforming Education, Opening Opportunities
Goal #1: CALVIN CHRISTIAN SCHOOL WILL IMPLEMENT A GOVERNANCE MODEL TO MORE
EFFECTIVELY GUIDE A MULTI-CAMPUS SYSTEM.
Identified need(s) which caused the SIT to write this goal:
Approximately three years ago, the CCS Board of Directors decided to transition to a Board Policy
Governance Model for CCS. The position of President was created, in part, to facilitate this change in
governance. The CCS board is still in the process of understanding and working with the board policy
governance model. Continuing education on policy governance will be an ongoing requirement. Parents,
faculty, and staff are also very new to the understanding of this model.

Indicators which helped the SIT identify this need: (list three digit of indicator and name of indicator)
1.2.6 Written Policies:
1.3.4 Policies and Procedures
1.4.4 Head Administrator Job Description and Evaluation

Additional documentation or data which helped the SIT identify this need:

Measurable Objective 1:
Over the next 3 - 5 years, Calvin Christian will fully implement a Board Policy Governance Model.
Strategy 1: Calvin Christian will complete a written Board Policy Manual (BPM).

Activity Begin Date End Date Source of Funding Staff Responsible

Remaining sections of the BPM will be completed Feb., 2017 June 30, 2017 N/A President through the
Education Committee

The CCS Constitution will be amended, with approval of the March, 2017 May, 2017 N/A President and School Board
CCS Society, to align with the Board Policy Governance model.

Strategy 2: Calvin Christian will complete a Presidents Interpretation Manual

Activity Begin Date End Date Source of Funding Staff Responsible

CCS President will provide interpretation narrative for the May, 2017 June 30, 2017 N/A CCS President
recently adopted Board policies.

Measurement standards will be established for monitoring the May, 2017 July, 2017 N/A CCS President
implementation of Board policies.

Strategy 3: Calvin Christian will complete an Operating Policy Manual

Activity Begin Date End Date Source of Funding Staff Responsible

Operational items in the former Board Policy Manual will be July, 2017 Aug., 2018 N/A CCS President
placed in a new CCS Operating Policy Manual.

The Operating Policy Manual will be reviewed by an expert on Jan. 2018 June 2018 N/A CCS President
policy governance.
Strategy 4: A plan for continuing education of the CCS Board of Directors on board policy governance will be established and
implemented.

Activity Begin Date End Date Source of Funding Staff Responsible

An annual retreat will be held for the purpose of educating Board Feb. 2017 Ongoing N/A Leadership Devel. Comm.
members on policy governance.

Process for educating board members on policy governance will August 2017 Ongoing N/A Leadership
be included in the New Board Member Orientation. Development

Strategy 5: A communication plan will be established and implemented to inform CCS stakeholders on the policy governance model.

Activity Begin Date End Date Source of Funding Staff Responsible

The Board Linkage Committee will be fully populated and June, 2017 October, 2017 N/A Board Chairperson,
operational. CCS President

Regular listening sessions will established with CCS stakeholders. Oct. 2019 Ongoing N/A Linkage Comm

Information about the CCS governance model will be shared on the Oct. 2017 Oct. 2018 N/A President
CCS website.

Measurements that will determine progress or success made on this goal: (Data or documentation that will
be shared with Christian Schools International Accreditation in your schools annual reports to demonstrate progress or success
toward meeting the goal.)

Board Retreat Agenda

The completed Board Manuals (Board Policy Manual, Presidents Interpretation Manual, Operating Policy Manual)

Updated CCS Website

Agenda for New Board Member Orientation

Goal #2: CALVIN CHRISTIAN SCHOOL WILL DEVELOP AND IMPLEMENT A PROFESSIONAL
DEVELOPMENT PLAN THAT INCLUDES REGULAR TEACHER COACHING AND EVALUATION,
TARGETED TRAINING, AND USE OF ASSESSMENT DATA TO INFORM INSTRUCTION.
Identified need(s) which caused the SIT to write this goal:
Professional development has primarily been geared toward school-wide areas of focus, and has lacked a measure of intentionality
toward helping individual teachers work toward specific areas of development. Also, teachers are lacking training and development
in the areas of assessment and data-driven instruction.

Indicators which helped the SIT identify this need: (list three digit of indicator and name of indicator)
2.2.3 - Educational support services
2.3.2 - Valid, reliable, and bias free.
2.3.4 - Informs instruction.
3.1.2 - Focus on student results
3.1.5 - Accountability and evaluation.
3.3.2 - Results-driven.

Measurable Objective 1:
Develop and implement professional development coaching processes geared toward helping
teachers grow in identified growth areas.
Strategy 1: Revise and implement induction program for new staff.

Activity Begin Date End Date Source of Funding Staff Responsible

Review current new staff induction materials and procedures. March 2017 June 2017 N/A Leadership Team
Identify gaps in the process that need to be bolstered or
redundancies that need to be eliminated.

Write and document new teacher orientation/induction plan for June 2017 August 2017 N/A Campus Principals
SY 2017-18.

Use revised materials for new teacher orientation. August 2017 Ongoing N/A Campus Principals
Annually

Strategy 2: Create a process for coaching staff in identified growth areas in content, instructional best practices, and faith and learning
integration.

Activity Begin Date End Date Source of Funding Staff Responsible

Review current teacher observation and evaluation practices, March 2017 June 2017 N/A Campus Principals
calendar, and timeline. Identify strengths and weaknesses.

Revise yearly teacher observation and evaluation plan for May 2017 August 2017 N/A Campus Principals
principals. This includes timeline and dates for evaluation and
reporting.

Evaluate Living Curriculum materials and their most effective Summer 2017 Ongoing N/A Campus Principals
use for teacher development and coaching.

Analyze and prioritize dedicated professional development August 2017 Dec 2017 N/A Leadership Team, Campus
time and current structures (PLCs, etc.) for addressing Principals
individual teacher coaching..
Strategy 3: Analyze leadership structure and identify ownership of professional development and coaching process.

Activity Begin Date End Date Source of Funding Staff Responsible

Identify role of TfT lead teachers in ongoing professional June 2017 Dec 2017 N/A Principals and TfT lead
development for new and experienced teachers. teachers

Assess current practices and ownership of professional March 2017 June 2017 N/A Leadership Team
development process to determine if increased teacher
leadership or peer/360 evaluations are viable.

Determine if any leadership restructuring or hiring is Jan 2018 June 2018 Operating Fund Leadership Team
necessary to facilitate the professional development objectives
(such as Director of Learning)

Measurable Objective 2: Identify and analyze the diverse learning needs of students, implement
systems, and adequately train instructional staff to meet the needs of diverse learners.
Strategy 1: Ensure high school staff is equipped to meet the current identified learning needs of students.

Activity Begin Date End Date Source of Funding Staff Responsible

Identify the extent of current student learning needs (IEPs, March 2017 May 2017 N/A HS Principal, teachers,
International Students, etc.) office staff

Analyze existing budget and resource availability. March 2017 Ongoing N/A HS Principal, Leadership
team, HS staff

Identify and hire for specialized staffing needs. March 2018 Ongoing Operating Fund HS Principal and
Leadership Team

Identify instructional strategies and train classroom teachers. June 2017 Ongoing Operating Fund HS principal, Director of
Learning?

Establish admissions guidelines and criteria for potential August 2017 Dec 2017 N/A Director of Admissions,
incoming students with identified learning needs based on the HS principal
schools assessment of its ability to meet those needs. For
2018-19 enrollment year.

Strategy 2: Create a plan to address diverse learning and instructional needs K-12.

Activity Begin Date End Date Source of Funding Staff Responsible

Identify the extent of current student learning needs at all March 2017 June 2017 N/A Campus principals,
campuses Current IEPs, learning plans, etc. faculty, office staff.

Analyze alignment of current resources with existing needs. March 2017 June 2017 N/A Leadership team,
Campus Principals

Identify and prioritize specific areas of teacher training and August 2017 Dec 2017 N/A Campus principals
professional development to bridge the identified gaps.

Evaluate and refine criteria used to demonstrate proficiency August 2017 May 2017 N/A Campus Principal,
and promotion to the next grade level. Both internally Admissions Director
(promotion) and externally (admissions).

Determine if additional staffing is needed. Hire accordingly. Dec 2017 June 2018 Operating Fund Leadership team
Strategy 3: Explore the possibility of serving an increased number of high-needs students at CCS.

Activity Begin Date End Date Source of Funding Staff Responsible

Complete SWOT analysis or other assessment of the viability Aug. 2018 June, 2019 N/A Leadership Team
of pursuing inclusion.

Establish Inclusion Task Force Aug., 2019 June, 2020 N/A Leadership Team, Board

Identify, explore, gather documentation, and engage with Summer 2018 Dec. 2019 N/A Campus Principal, staff
other Christian schools with existing inclusion programs.

Identify and engage with organizations which will provide August 2018 June 2019 N/A Leadership Team
expertise and support for exploration of developing an
inclusion model.

Create 3-5 year inclusion plan based on research. June 2019 August 2019 N/A Leadership Team

Measurable Objective 3: Create and implement a process by which assessment data and information
are gathered and systematically used to inform instruction.
Strategy 1: Identify and adopt high quality assessments.

Activity Begin Date End Date Source of Funding Staff Responsible

Identify what standard assessments other like-minded schools April 2017 June 2017 N/A Campus Principals,
are using. Guidance Counselor

Evaluate current assessments to determine which we want to April 2017 June 2017 N/A Campus Principals,
continue to administer, and which we want to Guidance Counselor
suspend/eliminate/replace.

Create process by with standardized assessments are August 2017 Dec 2017 N/A Education Committee,
evaluated and subsequently continued or altered. (adopted, Principals, Guidance
retired, etc.) Counselor

Strategy 2: Gather and organize data and information from assessments..

Activity Begin Date End Date Source of Funding Staff Responsible

Create timeline and process for gathering and organizing data June 2017 August 2017 N/A Principals, Guidance
from assessments Counselor

Assign responsibilities for management and oversight of data June 2017 August 2017 N/A Principals, Leadership
records to staff Team
Strategy 3: Systematize process for using data to inform curriculum and instruction.

Activity Begin Date End Date Source of Funding Staff Responsible

Incorporate assessment data analysis into curriculum review April 2017 Ongoing N/A Curriculum review teams
process.

Intentionally include data analysis as part of professional August 2017 Ongoing Operating Fund Campus principals
development workshops.

Measurements that will determine progress or success made on this goal: (Data or documentation that will be
shared with Christian Schools International Accreditation in your schools annual reports to demonstrate progress or success toward
meeting the goal.)

Written documentation of new staff induction process.

Written documentation of faculty evaluation and professional development plans (Living Curriculum).

Record of annual assessments adopted, given, and areas of instruction being addressed based on data and information gleaned from those assessments..
Goal #3: CALVIN CHRISTIAN SCHOOL WILL DEVELOP AND IMPLEMENT PROCESSES TO
ENSURE ALL AREAS OF THE ACADEMIC PROGRAM ARE RELEVANT AND CONTINUOUSLY
IMPROVING.

Identified need(s) which caused the SIT to write this goal:

A systematic way of organizing and documenting the curriculum is needed so that it is easily accessible and
useful to the teaching staff. Much of the curriculum is not consistently aligned to state or national standards.
More attention needs to be focussed on the vertical alignment between lower elementary to upper elementary
(2nd to 3rd), upper elementary to middle school (5th to 6th) and middle school to high school (8th to 9th).
CCS could benefit from more horizontal alignment of curriculum between the two K-8 campuses.
Curriculum areas have not reviewed regularly in recent years. A consistent process for curriculum review
needs to be established and implemented.
Indicators which helped the SIT identify this need: (list three digit of indicator and name of indicator)
2.1.1 - Curriculum is Articulated
2.1.3 - Curriculum is Aligned to Standards
2.1.4 - Curriculum is Reviewed and Revised Regularly

Additional documentation or data which helped the SIT identify this need:

Measurable Objective 1:
All curricular and co-curricular areas will be reviewed in a regular and consistent manner within a
planned schedule.

Strategy 1:
A formal process for curricular review will be articulated and implemented by the CCS Education Committee and
Campus Principals.

Activity Begin Date End Date Source of Funding Staff Responsible

The CCS Education Committee will develop and approve a April 2017 August 2017 N/A Education Committee and
process for curricular and co-curricular review. This process will Building Principals
ensure that all areas of the educational program will be reviewed
in a consistent manner.

Strategy 2:
A schedule of curriculum review will be established ensuring that all areas of the CCS curricular and co-curricular will
be reviewed within the next 5 - 7 years.

Activity Begin Date End Date Source of Funding Staff Responsible

The CCS Education Committee will establish a schedule, April 2017 August 2017 N/A Education Committee and
process, and timeline for review/revision for each curricular and Building Principals
co-curricular area.
Measurable Objective 2:
The CCS learner outcomes for all curricular areas will be horizontally and vertically aligned within
the Calvin Christian School education program. All learner outcomes will also be aligned to MN state
standards. (Strategies 2 - 4 below will happen simultaneously according to the curriculum review
schedule.)

Strategy 1:
A formal method of documentation of learner outcomes and corresponding local/national standards will be
implemented and applied at all grade levels.

Activity Begin Date End Date Source of Funding Staff Responsible

The CCS Leadership Team will investigate and adopt an June 2017 Dec. 2017 Operating Fund Building Principals
electronic curriculum mapping tool.

A staff in-service will be held to educate the teaching staff on the January 2018 August 2018 N/A Building Principals
use of the curriculum mapping tool.

Staff members will be given time to populate their curriculum January 2018 Ongoing Title II Funds; CCS Building Principals
maps on the mapping tool. Professional
Development Funds

Determine CCS teacher and administrative use of electronic June 2017 Dec. 2017 N/A Building Principals
curriculum mapping tool and Teaching for Transformation
Template

Strategy 2:
The CCS learner outcomes for all curricular areas will be established, standardized, and measured at each grade
levels (K-12).

Activity Begin Date End Date Source of Funding Staff Responsible

CCS staff members will review documented learner May 2017 May 2019 Title II Funds Building Principals
outcomes at each grade level to make sure they are Professional Growth
consistent and horizontally aligned across campuses. Funds

Staff will be trained to ensure that the learner outcomes are Oct. 2017 June 2020 Title II Funds Building Principals
assessed in a valid and reliable manner in order to measure Professional Growth
learner growth and achievement. Funds

Strategy 3:
The MN Standards will be reviewed at each grade level to make sure the CCS learner outcomes are meeting or
exceeding the local and/or national standards.

Activity Begin Date End Date Source of Funding Staff Responsible

Determine which set of standards (MN, National, or other) Feb. 2017 March 2017 N/A Education Committee
each area of the curriculum will be aligned with.

The results of the NWEA MAP results will be analyzed. Student Oct. 2017 Ongoing N/A Teaching Staff
scores will be compared to the MCA predictability chart.
Strategy 4:
The CCS learner outcomes will be vertically aligned (K-12).

Activity Begin Date End Date Source of Funding Staff Responsible

A committee will be created to review/revise the major August 2017 June 2018 N/A Building Principals
school-wide learner goals at Calvin Christian School. These
goals will be aligned with the mission and vision of Calvin
Christian.

Staff members will formally review the grade level learner May 2017 May 2019 N/A Building Principals
outcomes to ensure that there are no gaps and minimal overlap
between grade levels.

Measurable Objective 3:
Teachers will use instructional strategies that result in high levels of learning for all students.
Strategy 1:
Teachers will implement instructional strategies that demonstrate effectiveness based upon current learning
research.

Activity Begin Date End Date Source of Funding Staff Responsible

Calvin Christian will define and document best practices for May 2017 May 2019 N/A Building Principals,
instruction that staff members will seek to implement. Curriculum Review Teams

Staff members will implement instructional strategies from the May 2019 Ongoing N/A Building principals, Teaching
documented list of best practices staff

Strategy 2:
Teachers will implement differentiated instructional practices to meet the varied learner needs within their classroom.

Activity Begin Date End Date Source of Funding Staff Responsible

Teachers will review differentiated practices in the areas of Sept. 2019 Ongoing N/A Building Principal and
content, process, product, and effect. teachers

Teachers will show evidence of differentiated practices in the Sept. 2019 Ongoing N/A Teaching staff
areas of content, process, product and effect

Measurements that will determine progress or success made on this goal: (Data or documentation that will be
shared with Christian Schools International Accreditation in your schools annual reports to demonstrate progress or success toward
meeting the goal.)

Document with the revised school-wide learner goals

Sample of a grade level curriculum map

Schedule of Curriculum Review

Document indicating the process followed for curricular review

 Sample Unit Plan

Documentation of Best Instructional Practices

Goal #4: CALVIN CHRISTIAN SCHOOL WILL INCREASE THE LEVEL OF ENGAGED LEARNING OF
STUDENTS THROUGH FACILITY AND RESOURCE ENHANCEMENTS.

Identified need(s) which caused the SIT to write this goal:

The physical space we occupy and tangible resources we use have a direct impact on the quality of learning that takes place. Some
of our facilities are more conducive to high quality teaching and learning than others. We need to identify the current space and
facility enhancements that will allow us to most effectively pursue our mission, while also evaluating future facility needs for the
growth and development of our programs. Technology is an increasingly vital resource that we must be intentional about using well.
We need to address both the IT needs of our three-campus school and the effectiveness of technology as a tool for learning.

Indicators which helped the SIT identify this need: (list three digit of indicator and name of indicator)
3.1.3 - Integration and use of technology
4.3.3 - Facilities

Measurable Objective 1:
Assess and define school-wide infrastructure improvements in order to defining capital
improvements based on strategic planning efforts and enrollment trends/needs assessment.
Strategy 1: Pursue K-12 Northside Facility

Activity Begin Date End Date Source of Funding Staff Responsible

Convene a K-12 Northside Facility Task Force Oct 2016 Nov 2016 N/A Board, Leadership Team

Task Force gives conceptual and procedural recommendation Nov 2016 June 2017 N/A Task Force, Board
to Board regarding K-12 northside facility

Develop campaign, including case statement, feasibility study, September February Campaign President, Advancement
etc for a single K-12 campus in the north metro. 2017 2018 Contributions Director

Evaluate administrative and staffing structures needed to September October N/A Leadership team
launch a single K-12 campus. 2017 2017

Conduct capital campaign to acquire location for K-12 campus December June 2019 N/A President, Advancement
and prepare and occupy the space. 2017 Director

Move Blaine K-8 and CCHS to new K-12 campus June 2020 August 2020 TBD President

Strategy 2: Enhance existing facilities to foster engaged learning.

Activity Begin Date End Date Source of Funding Staff Responsible

Research current trends in learning spaces. Conduct Spring 2016 Dec 2017 N/A Lead Principal
professional development regarding the use of space to foster
engaged learning.

Conduct a needs assessment for currently occupied facilities August 2017 Dec 2017 N/A Leadership team
as it relates to current research.

Prioritize facility improvements based on enrollment and Jan 2018 June 2018 N/A Leadership Team
 program needs.

Strategy 3: Develop a comprehensive transportation plan to meet the needs of a three-campus school.

Activity Begin Date End Date Source of Funding Staff Responsible

Assess current bus usage and vehicle ownership to identify June 2017 August 2017 N/A Leadership Team
short and long-term school-wide bussing needs.

Explore transportation options (rental, purchase, hybrid) to August 2017 Dec 2017 N/A Leadership Team
meet transportation needs.

Document comprehensive transportation plan based on Jan 2018 June 2018 N/A Leadership Team
research.

Measurable Objective 2:
Update and implement comprehensive technology plan for ongoing K-12 technology development.
Strategy 1: Create the leadership structures necessary to lead technology effectively

Activity Begin Date End Date Source of Funding Staff Responsible

Identify and secure a Task Force leader March 2017 March 2017 N/A Education Committee

Determine leadership structure for technology needs, June 2017 August 2017 N/A Task Force
including both IT and learning integration

Determine start up and ongoing cost for IT and learning June 2017 August 2017 N/A Task Force
integration staffing

Identify and secure leaders for both positions Sept 2017 April 2018 Operating Fund Task Force, Leadership
Team

Strategy 2: Provide adequate IT support for staff and student technology use.

Activity Begin Date End Date Source of Funding Staff Responsible

Assess current IT support and evaluate I.T. needs June 2017 August 2017 N/A Technology Task Force
school-wide.

Create technology maintenance plan for current and future Sept 2017 April 2018 N/A Technology Task Force
technology use.

Explore Future trends in technology use. Ongoing N/A Technology Task Force

Create job description/task list for support staff at each April 2018 N/A Technology Task Force
campus

Identify and provide professional development for support staff April 2018 June 2018 Operating Fund Leadership Team/Campus
at each campus Principals
Strategy 3: Provide development and support for Technology and Learning Integration.

Activity Begin Date End Date Source of Funding Staff Responsible

Assess current learning technology integration school-wide. April 2017 June 2017 N/A Technology Task Force

Research technology plans from schools identified as quality February 2017 June 2017 N/A Technology Task Force
technology integration schools (i.e. Holland Christian)

Establish CCS K-12 student outcomes and submit Sept 2017 April 2018 N/A Technology Task Force,
recommendation to Education Committee for approval. Education Committee

Explore future trends in learning technology. April 2017 Ongoing N/A Technology Task Force

Establish a timeline and identify PD space in the yearly PD April 2018 June 2018 Operating Fund Campus Principals
calendar for professional development

Implement Learning Technology PD plan. August 2018 Ongoing N/A

Measurements that will determine progress or success made on this goal: (Data or documentation that will be
shared with Christian Schools International Accreditation in your schools annual reports to demonstrate progress or success toward
meeting the goal.)

Conceptual and Procedural Recommendation for K-12 Northside Facility

Capital Campaign Materials

Documented School Technology Plan

Professional Development Plan for technology integration

Goal #5: CALVIN CHRISTIAN WILL ENHANCE COMMUNICATIONS AND ENGAGEMENT TO
BETTER INFORM AND BUILD OWNERSHIP AMONG STAKEHOLDERS.

Identified need(s) which caused the SIT to write this goal:

For the most part, Calvin Christian does well with communication within our community of parents; however,
parents have indicated a lack of knowledge on the vision and direction of the school as well as the financial
status of the school. As an organization, CCS also needs to rethink and expand its communication and
engagement with alumni, alumni parents, and the broader church community. Calvin Christian has been in
existence for 56 years. A small percentage of alumni and parents of alumni have a connection to CCS
today.

Indicators which helped the SIT identify this need: (list three digit of indicator and name of indicator)
4.4.2 Intentional: The school has intentional, formal channels to listen to and communicate with all stakeholders.

Additional documentation or data which helped the SIT identify this need:
The 2016 Parent Survey results indicated that improvement was needed in parents understanding of the strategic direction
of the school, their ability to influence the direction of the school, and their knowledge of organizational and financial matters
of the school.

Measurable Objective 1:
Inform and build ownership among stakeholders through enhanced communication and
engagement opportunities.
Strategy 1: Strategies will be developed and implemented to improve communication and engagement with alumni and former
families.

Activity Begin Date End Date Source of Funding Staff Responsible

Research ways to increase the accuracy of alumni and former Oct. 2018 Oct. 2019 N/A Advancement Director
parents contact information in our database and implement
identified data management practices..

Identify and implement new practices to increase alumni and Oct. 2017 Oct. 2019 N/A Advancement Director
former parent participation in the CCS Challenge, CCS
Fellowship Dinner and other school related activities

Strategy 2: Communication avenues will be enhanced so that stakeholders are better informed about school governance, vision, and
finances.

Activity Begin Date End Date Source of Funding Staff Responsible

E-mail (video) from the Board chair to all stakeholders discussing Sept. 2019 Ongoing Operating Fund Linkage Committee
the top initiatives for the year.

Create and distribute a comprehensive Annual Report that Jan. . 2018 Ongoing Operating Fund Director of Development
includes the state of the school and future plans of the school.

A semi-annual report on the financial status of the school will be Dec. 2017 Ongoing N/A President and Development
sent out to all stakeholders. Director

Protocols will be implemented so that RenWeb, the CCS website, Aug., 2017 March 2018 N/A Director of Development,
and social media content is consistent. Admissions, Admin. Asst.
Strategy 3: Strategies will be developed and implemented to provide opportunities for stakeholders to influence the direction of the
school.

Activity Begin Date End Date Source of Funding Staff Responsible

Round table discussions will be held annually at each of the CCS Oct. 2018 Ongoing N/A Linkage Committee
Supporting Churches.

Research ways to make the CCS Society a more meaningful part Oct. 2018 May 2020 N/A Linkage Committee
of the school governance.

Annual listening session will be implemented with CCS Oct. 2017 Ongoing N/A Linkage Committee
stakeholders.

Strategy 4: Avenues of communication and connectedness will be established and implemented with churches that are represented
within the CCS student body.

Activity Begin Date End Date Source of Funding Staff Responsible

The CCS President will annually seek to meet one-on-one with 8 Aug. 2019 Ongoing Operating Fund CCS President
- 12 key church leaders.

An annual Invite your Pastor event will be held at each April 2018 Ongoing Operating Fund Campus Principals
campus.

All represented church pastors will receive a quarterly Fall 2018 Ongoing Operating Fund President
communication from Calvin Christian School. Advancement Director

Measurements that will determine progress or success made on this goal: (Data or documentation that will
be shared with Christian Schools International Accreditation in your schools annual reports to demonstrate progress or success
toward meeting the goal.)

A copy of an Annual Report

A copy of an Invitation to a Pastors Event

Letter to Pastors

A copy of an invitation to a listening session.