Mariners Christian School Strategic Plan

This document represents the rolling strategic plan of Mariner's Christian School through Spring of 2027

MCSCOMMUNITY,

Our founding families built Mariners Christian School 35 years ago with a hope and vision for a covenant, Christian school in Orange County MCS has grown tremendously over the past three decades and we remain committed to the vision and mission to “build a firm foundation through Christ centered education” This mission, and Christian education, has never been more vital as we remain committed to partnering with parents to “train up a child in the way they should go” trusting that “when they are old, they will not depart from it” (Proverbs 22:6)

Like our founders, we continue to prayerfully seek the Lord’s vision and will for our school We believe a well developed vision is essential to continual growth and progress and for the continual pursuit of God’s plan for MCS. A strategic plan provides this direction and serves as a public declaration of our priorities in providing the highest quality Christian education It is a declaration of the principles we stand on and the vision, mission, and values that guide us Equally important, the plan is a statement of accountability to gauge progress in achieving the established goals and objectives.

It is my delight to share with you the result of a year long community endeavor that will serve as a rolling plan to guide the direction of MCS for five years through 2027 The resulting visionary document is a detailed, comprehensive, and ambitious strategic plan. It brings together the prayerful work of the Board of Trustees, Administration, staff, and parents providing a bold but achievable vision for the future of MCS

With the plan finalized, the real work begins Mariners Christian School has never been in a stronger position from the staff, to the families, to facilities and finances. Achieving the initiatives will require the commitment and support of the entire school community as, together, we continue to live out the school’s mission and remain devoted to being on mission for the purpose of Kingdom advancement.

In Him, Heather Harrison Head of School

WHOWEARE

Mariners Christian School is an award winning TK 8th grade Christian school in Orange County that provides excellent academics rooted in biblical truth MCS partners with Christian parents who want their children to grow academically, personally, and spiritually in a supportive, loving and safe environment.

BUILDING A FIRM FOUNDATION THROUGH CHRIST-CENTERED EDUCATION MISSION

MCSCOREVALUES

LoveforChrist

DisciplingstudentstoloveGod’sWord,growinpersonalrelationshipswith Jesus,understandhowtodefendtheirfaith,andinspirethemtobe DifferenceMakersforHisKingdom

ExemplaryAcademics

Developinglifelonglearnersthroughrigorousacademicstandards focusedonmasteryofcontent,Biblicalworldviewintegration,and cultivationofnecessaryskillsandhabitstocontinuallygrowasscholars

WholeChildFocus

Meetingtheacademic,social,emotional,physical,andspiritualneedsof thewholechildbyprovidingopportunitiesthatunlockgiftings,strengths, talents,potential,andpassionssothatallcontinuallygrowinwhoGodhas createdthemtobe.

ConnectedCommunity

Buildingrelationshipsandbelongingwithinaunifiedcommunitythat modelsJesus’commandtoloveGodandloveothers

CultureofInnovation

Nurturingcuriosity,imagination,andpassionthroughresearch based designthinkingthatprovidesavenuesfordiscovery,creativity,invention, andproblemsolving.

ABRIEF HISTORYOF MCS

Mariners Christian School was founded in 1987 with 44 students on the campus of Mariners Church With God’s blessing and the support of the local Christian community, MCS expanded until it outgrew that campus. In 1995, MCS moved to its permanent location, completing the buildout of that campus in 2020 Today, MCS is an accredited, award winning TK 8th grade school with 740 students and a reputation for excellence at every level.

STRATEGIC PLANNING PROCESS

At MCS our mission is to give our students a firm foundation in Christ by delivering an excellent, Christ centered education. This mission is both a privilege and a responsibility Good stewardship requires careful consideration and planning so that we can make the most of MCS for the Kingdom

Over the 2021 22 school year, we invested many hours in this process. We engaged the services of a consultant to uncover key concerns and opportunities in our community, and to help build a strategic plan that will guide our efforts over the next five years

Through parent focus groups, sessions with the Board of Trustees, discussions with staff, and hours of analysis and dreaming with administrators, five areas of focus were identified, each with a set of specific goals That analysis led to the identification of two strategic initiatives outlined in this plan While the process was challenging and even daunting at times, it has given us fresh excitement and inspiration as we look to the future

PASTSUCCESSES

In its 35-year history, MCS has been blessed by God’s guidance and provision at every stage. Even in the midst of growth, we have maintained our commitment to delivering excellent academics in the context of genuine faith, building a supportive community of Christian families, and preparing our students to thrive in high school and beyond.

wice National Blue Ribbon hool, US Department of ducation (2007, 2020)

chieved maximum 6-year creditation status with WASC

uildout of current 6.3 acre mpus with 93,000 square feet facilities

udent retention rate of 95% aff retention rate of 90%

uition funds 95% of operating udget with the remaining 5% ovided through annual ndraising efforts

CURRENTSTRENGTHS

Most grade levels are full with waitlists

Strong alignment between Board and Administration is creating stability

Parent engagement and variety of opportunities for parents to connect

Financial engagement and support of families

Focus on spiritual formation and development

Teaching through Biblical worldview

Building of healthy trust culture

Community reputation

Dedication to academic excellence

Love for each child and commitment to knowing and developing each child

Variety of enrichments and extracurricular activities promoting engagement and developing gifts

Desirable work environment marked by trust and strong relationships amongst leadership and staff

Uncompromising commitment to mission and values

CURRENTCHALLENGES

Through focus groups, meetings and conversations as part of the 2021-22 strategic planning process, several themes emerged as areas of opportunity for growth and improvement.

Tension between long term financial sustainability and maintaining affordability

Lean staffing is creating limitations on growth opportunities and customer service

No financial assistance program exists for families beyond emergency assistance

Enrollment and space is at maximum capacity leaving no room for expansion of any kind

Continual political antagonism and governmental policies in direct conflict with beliefs and values of Christian education

Enrollment capacity restricting MCS from a true reflection of Kingdom belonging and diversity

Increasing student population with learning needs we are currently not able to service or support

Faculty salaries relative to cost of living create a challenge in attracting and retaining the highest quality educators

Elements of misalignment within parent community negatively impacting healthy culture

Maintaining alignment and standards as a decidedly Christian, covenant school with declining spiritual maturity of families and Christian nominalism

Downturn of economy that would threaten financial stability with tuition-driven budget

STRATEGICVISION

AREASOFFOCUS

The strategic planning process is directly aligned to MCS mission and core values. The process facilitated an exhaustive review of five areas of focus: academics, spiritual formation, finance and operations, community, and future growth. This review process organized our thinking and efforts for a full 360 degree strategy for growth and improvement. The result was the identification of two critical areas for strategic focus.

STRATEGICINITIATIVES

MISSIONAL

INITIATIVE 1

MISSIONALADVANCEMENT

As a covenant, Christian school we believe we are part of kingdom advancement. Building a firm foundation through Christ centered education is both missional and ministerial As other educational institutions move further away from biblical values, Christian education has never been more important. Therefore, preserving and providing a covenant, Christian education is vital Where Christian education was once an option, we believe it is now becoming a necessity for Christian families. Therefore, it is our calling and kingdom responsibility to ensure MCS continues to thrive, grow, and operate as a decidedly Christian organization purposed to advance His kingdom. This initiative identifies the ways in which MCS has chosen to accomplish this goal all for His mission and the mission of Christian education in Orange County

EXCEPTIONALCHILDPROGRAM CHIEFAIM 1

Believing wholeheartedly that God designs each child intentionally and that every child is fearfully and wonderfully made, MCS endeavors to provide opportunities to a variety of students including those found to be outside the average stage of development and ability These individuals are identified as “exceptional children.” MCS administration and staff have worked diligently in recent years to create a unified, sequential course of instruction from TK to 8th grade We recognize an educational approach that is “one size fits all” is not in line with our calling or mission as Christian educators It is time to expand our educational offerings to serve a broader spectrum of students by offering a range of services and instruction to meet all students where they are and help them grow to be all God created them to be

GOAL 1

Develop a complete Special Education Program to deliver targeted support, allow for a greater inclusion of students with identified learning needs (mild to moderate), and provide all services necessary to meet the individual needs of students.

This will include educational evaluation provided by a school psychologist, counseling services, Speech and Language services, Occupational Therapy support, and all required modifications and accommodations to ensure individual success.

ACTIONPLAN

Create a Strategic Planning sub committee to develop the full action plan to realize this goal. Action plans must include the following:

Define program elements and parameters including Multi tiered Systems of Support and Response to Intervention Strategies

Determine staffing needs and hire accordingly

Develop partnership with consultants to provide all support services necessary

Determine schedule of fees for program, supports, and assessments

GOAL 2

Expand opportunities for students identified as “Exceptionally Gifted” An “Exceptionally Gifted” child is defined as one who is naturally endowed with a high degree of mental ability or extraordinary ability in a specific sphere of activity or knowledge.

Programs for the exceptionally gifted will include greater rigor and deeper understanding in the regular class setting, accelerated programs to encourage continual progress with appropriate challenge, and additional enrichment opportunities individualized to students specific gifts and talents.

ACTIONPLAN EXCEPTIONALCHILDPROGRAM CHIEFAIM 1

Create a Strategic Planning sub committee to develop the full action plan to realize this goal Action plans must include the following:

Define program elements and parameters including placement criteria, assessments, and courses offered

Develop informational materials that can be used to promote and define the program

Determine staffing needs and training requirements

Determine, if necessary, appropriate Schedule of Fees based on determined offerings

MARINERSACADEMIESPROGRAM CHIEFAIM 2

Significant work has been devoted to the development of MCS Academies in Middle School Within the next five years, this goal aims to complete full implementation of the Academy Programs across a variety of areas.

GOAL 1 ACTIONPLAN

Achieving this goal will result in the full implementation of Middle School Academies. MCS Academies are optional and provide subject specific elective programs with designed pathways within specific areas Academies offer students the opportunity to explore their unique interests and grow their individual talents. Academy students will participate in a rigorous and engaging standards based elective program that will develop their skills and talents through hands on learning experiences, targeted coursework, community engagement, and capstone projects

Over the course of the next five years, MCS will launch four distinct academies within the Mariners Academy Program including Arts, Innovation, Humanities and Languages, and Ministerial Entrepreneurship To support this broad implementation, appropriate participation fees will be determined.

CHIEFAIM 2

GOAL 2

Through the implementation of Middle School Academies, evaluate and determine the appropriate expansion to Elementary allowing for student choice and further development of interests and gifts.

ACTIONPLAN MARINERSACADEMIESPROGRAM

Create a Strategic Planning sub committee to develop the full action plan to realize this goal. Action plans must include the following:

Develop 5 year roll out process for all academies

Determine the necessary staffing model

Finalize course offerings, academy paths, extra curricular activities, capstone projects and showcases

Fully implement the first two academies then conduct feasibility study to determine appropriate implementation in elementary

Determine necessary fees for participation

MCS believes it is necessary for teachers to receive meaningful professional development to ensure continual growth and improvement in instruction and learning To continually provide relevant and meaningful professional development, MCS will create an Institute for Educational Excellence. In addition to providing learning and development opportunities to MCS faculty, this institute will be open to educators, schools, and districts outside of MCS. We believe this is an important component of the missional calling of MCS, to be a light and beacon in education and to demonstrate the excellence of Christian education. It has also provided a strategic recruiting advantage as our reputation grows. Developing an institute for educators, enables us to recruit and train the very best teacher candidates for MCS, while also contributing to the broader mission of Christian education by offering ongoing teacher training on behalf of other schools

GOAL 1 ACTIONPLAN INSTITUTEFOREDUCATIONALEXCELLENCE CHIEFAIM 3

Create a Strategic Planning sub committee to develop the full action plan to realize this goal. Action plans must include the following:

Explore the creation of this Institute through the development of the necessary framework

Complete a feasibility study that determines the necessary staffing model required, financial analysis, goals, offerings, and partnerships

Determine program objectives and scope of offerings

Analyze the effectiveness of all academic programs with a specific focus on math and English Language Arts to determine the appropriate supports, trainings, curriculum documents that will inform professional development

EXPANDINGKINGDOMBELONGING CHIEFAIM 4

The heart of the gospel is centered upon belonging MCS desires to be a school that lives out the gospel in a manner that all know they belong, are valued, and accepted. We believe more attention must be given to increasing the opportunities for a more diverse set of students to experience this belonging. It is a core conviction of the administrative team to provide avenues for a greater variety of students to attend MCS, without compromising admissions standards and covenant values We

acknowledge a tension exists for our school: providing access and affordability for all families who want an excellent, Christ centered education for their children, while maintaining long term financial sustainability. MCS is committed to providing affordable Christian education by maintaining affordable tuition, and offering financial assistance to families who qualify. We believe creating financial assistance programs will allow the opportunity for a broader diversity of families to attend MCS This, in turn, will allow us to better reflect the true belonging within the Kingdom of God.

SCHOLARSHIPENDOWMENT

GOAL 1

Create a sustainable plan to achieve greater diversity in the MCS community by expanding financial assistance opportunities. Build a significant endowment to provide financial assistance and scholarships for the purpose of expanding attendance opportunities to families and students of more diverse socio economic, racial, and learner backgrounds.

ACTIONPLAN EXPANDINGKINGDOMBELONGING CHIEFAIM 4

Create a Strategic Planning sub committee to develop the full action plan to realize this goal. Action plans must include the following:

Conduct a study to determine how much financial assistance can be offered at each grade level to achieve consistent financial sustainability year after year.

Determine parameters for different types of financial assistance: Temporary/Emergency Assistance, Ongoing Needs Based Assistance, Merit Based Scholarships

Determine target tuition rates and fundraising goals required to cover the cost of financial assistance to achieve diversity goals

EXPANDINGKINGDOMBELONGING CHIEFAIM 4

MISSIONALOUTREACHANDSERVICE OPPORTUNITIES

GOAL 2

Develop a service oriented outreach program that models what it is to be the hands and feet of Jesus and provides opportunities for students and families to engage in community service

ACTIONPLAN

Hire campus pastor to lead spiritual formation and outreach programs

Develop the objectives, scope, and age appropriate initiatives across grade levels for outreach and service oriented opportunities

Network and build partnerships with local outreach organizations and churches

INITIATIVE 2

MISSIONALSTEWARDSHIP

We believe God is calling MCS to greater kingdom impact This calling has led to great vision for expansion and advancement The future direction and vision of MCS necessitates both stewardship of all God will provide to bring His vision to fruition and provision of practical needs to realize all goals. This initiative focuses on the requirements needed to maintain financial stability, increase revenue and funding, and provide the avenues needed to achieve the goals outlined in the strategic plan It is the foundation in which we will be able to accomplish what we are confident God has called us to do.

Currently, MCS is only accredited through WASC, an accrediting agency commissioned under the US Department of State As a Christian school, it is vital that we also be accredited by a Christian agency in order to protect and preserve our beliefs, values, and freedoms. This chief aim will seek to secure our status as an accredited school while preserving the mission, core values, and future of the school by obtaining dual accreditation from both WASC and a Christian accrediting agency.

GOAL ACTIONPLAN SECUREMCSMISSIONANDFUTURE CHIEFAIM 1

Research sound Christian accrediting agencies that align to MCS mission, values, and beliefs.

Choose the accrediting agency

Complete the required accreditation process of the identified agency

GOAL ACTIONPLAN MCSEXPANSION CHIEFAIM 2

Demand for excellent Christian education is high in Orange County, but MCS is currently operating at full capacity and does not have room to serve all the families who want an MCS education for their children In addition, all goals within initiative one are dependent upon expansion of MCS as facilities and space for program expansion are not available within our current building Campus expansion can increase capacity and provide the necessary facilities space to implement new and exciting programs This will allow MCS to impact a larger number of students for Christ and expand its mission in Orange County.

Create a Strategic Planning sub committee and construction committee to develop the full action plan to realize this goal Action plans must include the following:

Explore the possibility of purchasing an adjacent property to expand the current MCS campus or a non adjacent property to expand MCS to a second TK 8th grade campus

Conduct a full feasibility study

Prepare capital campaign to ensure financial readiness and fundraising efforts including gift model for major gifts

Develop a complete communication strategy of initiative, fundraising efforts, and expansion plans

Develop master expansion plan in collaboration with architect and contractor

RAISINGSTRATEGICVISIONCAPITAL CHIEFAIM 3

All initiatives and vision for expansion require significant funding that cannot be provided through the existing operational budget A full 95% of the annual budget is provided through tuition, with the remaining 5% provided through fundraising. As such, no funding is available for these initiatives requiring a significant capital campaign with designated priorities for accomplishing the strategic plan while also maintaining affordable tuition so that our families are not taxed by any additional expenses

GOAL 1

Conduct a campaign readiness study to determine the feasibility and strategy of a significant Capital Campaign. This will include a complete financial analysis, gift model, feasibility survey to identify objections and resonations, phases and scope of campaign, prospects case study, and timeline

GOAL 2

Develop full strategy for the capital campaign, launch according to the determined strategy, and work to raise $65 million

GOAL 3

Develop financial plan to increase faculty compensation and benefits competitive with current market salary rates allowing MCS the opportunity to attract and retain the highest quality of Christian educators.

GOAL 4

Develop a network of extended community partnerships with outside organizations, investors, and foundations to support the mission and vision of MCS through financial gifts

ACTION PLAN

Create a Strategic Planning sub committee to develop the full action plan to realize the goals as listed above.

SCHOOLLEADERSHIPTEAM

Heather Harrison, Head of School Angela Drevlow, Elementary Principal Sue Celek, Elementary Vice Principal Jordan Brown, Middle School Principal Elizabeth Sanchez, Middle School Vice Principal Ashlee Cowell, Director of Admissions Jennifer Vaughan, Director of Advancement Keven Kroehler, Director of Operations Polly Ernst, Director of Finance

BOARDOFTRUSTEES

Aaron Hudy, Board Chairman Clifton Chang, Board Vice Chair and Secretary Charlie Haggard, Treasurer Chase Emery Michelle Vail Jim Harmon Mark Nowlin Kaley Brandon Jacob Clemons Ben Roberson

MCSFACULTYANDSTAFF

Mariners Christian School faculty and staff played a crucial role in the development of this strategic plan.

STRATEGICPLANNINGCOMMITTEE

PARENTCOMMITTEEANDMEMBERS

Cindy and George Baseluos Jennifer O’Neil Jennifer Vaughan Kelli Sarna Laynie Johnson Maria Fiorintino Michelle Minasian Mike Bausley Milagro Maggette Rebecca Maietta Shawne and Jeff Leiato Tiffany and Adam Vertanyan

PARENTTEACHERFELLOWSHIP

Amy Williams Anna Tester Donna Lehner Jamie Hong Jennifer Awad Julie Dunbar Krista Boone Krista Pulatian Kristi Eisenberg Shawne Leiato Stephanie Barbour