Strategic Plan

Introduction

As Gaston Christian School looks to the future, the Board of Trustees and Administration provide this document as a means of charting the course. This document is not tied to specific dates for each initiative, as both the regional culture and economic climate will dictate many timing issues. We do expect that through the course of these upcoming years that we will see significant progress toward these initiatives.

GCS Mission Statement

The mission of Gaston Christian School is to help students mature spiritually and excel academically by offering a Biblically-integrated, college preparatory program that will enable them to impact the kingdom of God by living productive Christian lives.

Initiative # 1 - To see every student know Jesus Christ as personal Savior and then grow in His likeness.

Re-implementation of High School Bible curriculum Train students in leading effective Bible studies Short-term missions opportunities Full-time chaplain/counselor in High School Full-time chaplain/counselor in Middle School Evangelistic training for faculty and staff Local service projects (middle and high school) Dynamic chapels Hiring quality Christian educators, coaches, and staff Develop network with local pastors and youth pastors - Chapels - Mission trips - Annual roundtable discussions of youth related issues

Initiative # 2 - To integrate spiritual truths to a greater degree in the curricula.

• Evaluate Elementary School Bible curriculum for replacement
• Training of Bible Department Chair
• Instituting curriculum coordinators at E/S levels
• Teaching a Biblical world view

Initiative # 3 - To provide academic programs that challenge and support each individual student.

Complete our self study for SACS accreditation in both the Middle and High Schools Analyze student accomplishment and attrition to determine how new students are acclimating to our programs Develop GCS standards targeted above local, regional, state, and national standards Evaluate whether to institute a learning needs program while maintaining consistency with current admissions policy - Enrichment classes at the Elementary School level - Learning support for K-5, 6-8 and 9-12 Evaluate whether to seek accreditation for elementary levels Institute new honors and AP offerings at the High School level when enrollment and budget will sustain Maintain timeline for replacement of texts Implement technology in all subject areas, utilize technology to enhance and support subject matter Identify and establish proficiency exams for core subjects Develop enrichment classes in the elementary school Analyze market and develop summer programs

Initiative # 4 -- To instill in every student a love for learning.

• Evaluate whether current dress code will be appropriate for future school years
• Increase offerings to support learning
  - E/S enrichment
  - E/S remedial
  - M/S - H/S tutorial required sessions
  - M/S - H/S elective offerings
• Institute student breakfast program in the Middle and High Schools
• Develop admission's programs with focus on becoming a more diversified school family
• Develop a network of business speakers to share aspects of their profession
• Plan school wide activities involving families
  - Father/son, mother/daughter games
  - Extended family functions, grandparent days
  - Annual school picnic

Initiative # 5 - To instill an understanding of the importance of technology.

Budget significant dollars to maintain existing technology initiatives Raise advancement dollars to move the school to new technology horizons Budget annual dollars for faculty training in technology Provide salary incentives for faculty who excel in implementation of technology Develop an adult education program to help our parents see the merit of using technology Seek and establish corporate partnerships in the area of technology Place significant effort in foundation endeavors to fund technology initiatives Develop GCS website - Admissions - Alumni connection - Parent and student connection

Initiative # 6 - To encourage a strong sense of patriotism and spirit of community.

• Assure consistency in social studies curriculum and teaching
• Involvement of our youth in community events that promote patriotism and respect for the U.S. flag and our country
• Provide opportunity for military personnel to share regularly in chapels and career days
• Instill in students a desire to give back to our community

Initiative # 7 - To design, build, and maintain the new Lowell campus.

• Complete site work to allow eventual building on site
• Construct building(s) adequate to handle the current and projected enrollment of the middle & high school
• Construct building(s) adequate to handle the current and projected enrollment of our two elementary campuses
• Construct building(s) and fields adequate to handle the needs of our athletic programs (Future Class 3A)
• Establish a landscaping plan to enhance the beauty of the new campus
• Hire Director of Maintenance to oversee daily maintenance of new campus
• Purchase minimum of two new mowers to service needs of ground's upkeep on new campus
• Purchase and install new school-wide security system utilizing infrastructure of our computer cabling
• Determine viability of purchasing and installing energy monitoring computer system for A/C, lighting, heating and phone systems
• Analyze need and cost effectiveness, and if appropriate, design, build, and staff a full-service kitchen
• Design and purchase appropriate signage to and on campus

Initiative # 8 - To promote GCS through a progressive Advancement Office.

• Continued focus on current advancement functions
  - Annual fund
  - Fundraising events
  - Donor bridge events
  
• Enhanced development of GCS Advancement Office functions - Planned giving program
  - Gifts in kind program
  - Alumni relations
  - Capital campaigns
  
• Refinement of advancement office database

Initiative # 9 - To provide extra-curricular programs that allow each student to discover and develop his/her individual gifts.

• Evaluate effectiveness of athletic program and add/delete programs as determined appropriate
• Determine the appropriateness of developing a summer athletic and fine arts program
• Establish feeder teams in the middle school for all sports fielding a high school team
• Develop an elementary school program to provide opportunity for our students to experience team sports and learn the fundamentals of several sports
  - soccer
  - tennis
  - basketball
  - softball
  
• Analyze the long-term needs for GCS transportation, and if deemed necessary, purchase a new bus every other year until needs are met
• Evaluate effectiveness of fine arts program and add/delete programs as determined appropriate
  - Concert and/or marching band (middle/high school)
  - Additional drama offerings
  

Initiative # 10 -- To hire and develop faculty and staff who are committed to professional advancement.

• Budget dollars for faculty recruitment
• Develop a scale and timeline to bring faculty and staff salaries in line with ACSI schools for state of North Carolina and the southeast region
• Provide additional resources for supporting teacher effectiveness
  - Access to students and parents via email
• Hire faculty in core high school subjects with advanced degrees
• Staff development
  - Budget dollars for training and seminars

Initiative # 11 - To maintain fiscal integrity and stability.

• Continue approval of annual balanced operating budgets and maintain monthly income to budget monitoring
• Continued annual audits of our accounting records
• Determine feasibility of joining the Evangelical Council for Financial Accountability (ECFA)
• Budget annually to establish a tuition assistance endowment (2-3%)
• Budget a modest annual surplus for contingency matters (5%+/-)
• Maintain proper handling of all designated giving and segregation of funds (operating, class, capital, and other designated funds)

Initiative # 12 - To maintain consistency of mission and vision through the Board of Trustees.

• Determine policy model to adopt
• Establish orientation process for new board members
• Complete board member handbook
• Determine proper number of board members and carefully bring on new members when needed
• Provide regular opportunities for board member training and time to get together outside of monthly board meetings
• Develop an effective sub-committee structure to develop and identify potential board members