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Moline Christian School's

Strategic

Plan

Moline Christian School partnered with The Center for the Advancement of Christian Education (CACE) to develop a robust strategic roadmap for 2025-2030. Part of the process included meetings with students, faculty/staff, parents, grandparents, MCS Society, and the MCS Board. Their three-phase process has helped us sharpen our historical mission. 

Moline Christian School aspires to sharpen its historic mission by strengthening our programs, academic outcomes, activities, and community engagement by aligning them more closely with our unique MCS Society and mission -- aiming to meet each learner where they are. We strive to build a school culture that values faith, education, resilience and hands-on learning united in our desire to Build His Kingdom Together.

MCS is focused on the following five key impact areas: 

Teaching & Learning

Moline Christian School will establish a culture of ongoing school improvement supporting developmentally appropriate learning for every student.

Mission Advancement

MCS will deepen the alignment its advancement operations (fundraising, communications/marketing, and admissions) with the historic mission and priorities of the school.

Governance & Leadership

The MCS board will continue to develop best governance practice that focus on accountability to missional ends and decrease board attention to operational means.

School Community

MCS is a distinct community that values its historic Christian mission and the education of the whole child. Intentional effort will be made to preserve the fidelity of the MCS mission through all the programs and services provided.

Facilities & Program Growth

Moline Christian School will appropriately invest in the development and maintenance of facilities that support the mission of the school and its program priorities.

Impact Area Improvement Strategies

Teaching & Learning
  1. Develop a robust educational support system that adequately equips and supports faculty and staff to serve a growing population of students who need additional support.
  2. Attract, recruit, hire, develop, and retain the best, mission-appropriate faculty and staff, recognizing the substantial pressure created by a crisis-level nationwide teacher shortage. 
  3. Evaluate and revise current academic schedule based on academic needs, differentiated course curriculum, and electives structure (e.g. industrial arts, outdoor education, 250-300 minutes/week of math instruction)
  4. Continue school wide math improvements and develop a rigorous 5-8 math program that increases and provides appropriately-leveled instruction to meet the needs of all students. Provide appropriate professional development in math instruction K-8. 
  5. Complete ongoing work in developing a standards aligned, fully articulated curriculum maps that include learning targets backwards designed from a distinctive Moline Portrait of a Graduate (ESOs).
  6. Utilize information collected from the Teaching for Transformation (TfT) Self Assessment tool to enhance TfT implementation campus wide.
Facilities & Program Growth
  1. Complete the design of Phase II of the Gather and Grow Campaign, connecting future plans to mission-centric priorities and historic Moline core values. Develop communication and fundraising tools designed to raise funds and complete the project by August 2028. 
  2. Develop an enrollment plan that anticipates the growth of the Moline community and articulates the steps the MCS Board and Leadership will take to manage this growth while maintaining the historic mission and core values of MCS.  
  3. Develop and implement outdoor education, skills/trades, industrial arts programs that embody the distinct values and priorities of the MCS community and are appropriately scaffolded for students in grades P-8th grades. 
  4. Increase annual operating budget allocations to more fully fund the annual cost of deferred maintenance (depreciation), avoiding the expectation that those costs will be funded by future MCS families.
School Community
  1. Define and fully articulate the distinct, marquee MCS experience and build and/or strengthen programs, experiences, and community events that allow each family (students and parents) to enjoy the best of the core values MCS embodies. 
  2. Develop and fully articulate a MCS Portrait of a Graduate that defines Expected Student Outcomes (ESO), aligned with the mission, core values, and culture of MCS.
  3. Amplify the strong contributions of the School Circle, equipping them to more fully assist in strengthening the cultural priorities and core values of MCS. 
  4. Create community events, aligned with TfT, that invite MCS constituents to experience beautiful student work across all grade levels and celebrate the substantial value of an MCS education.
  5. Leverage communication channels, including social media, to accurately tell the MCS story.
Mission Advancement
  1. Strengthen the admissions process to ensure mission alignment and capacity to deliver Christ-centered, high quality education. This includes consistent and clear implementation of the Faith Covenant in the enrollment management/admissions process.
  2. Clarify and articulate the overall enrollment strategy, anticipating community changes over the next ten years (for facility needs, staffing needs, fundraising needs).
  3. Create a comprehensive communication plan that highlights student impact/successes; strategic initiatives, giving opportunities, and a thematic/critical events calendar
  4. Develop a comprehensive capital campaign that identifies MCS needs over the next ten years, tying school improvements and capital investments to the MCS distinct priorities and core values and reducing dependence on an annual fundraising to fund the operational gap between what MCS costs and what is charged for tuition. 
  5. Evaluate and implement an administrative staffing plan that meets program needs & provides adequate time and resources for fundraising.
Governance & Leadership
  1. Restructure board term limits and committee structures and create a board profile to align the board design with a focus on mission-fidelity, financial durability, and strategic priorities.  
  2. Establish key performance indicators (KPIs) in every operational area to provide data to evaluate all school operations and inform strategic decisions. 
  3. Establish a board calendar that schedules reports from leadership, faculty and staff. Reports should include KPI data as well as improvement initiatives informed by the data 
  4. Implement a consent agenda and consistent pre-reads (1 week prior to stated board meetings), creating efficiencies around non-board action items
  5. Development of a communication plan for the strategic initiatives (including mission-centric rationale around each initiative) that establishes the foundation for all decisions and communication priorities at MCS and keeps constituents informed about why decisions are being made and what change they will experience. 
  6. Study, evaluate, develop, and implement creative compensation and benefit structures that allows MCS to recruit, attract, develop, and retain the best, most mission-appropriate faculty and staff. 

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