FIVE-YEAR STRATEGIC PLAN
2015-2020
Educational Goals and Objectives
1) Improve use of technology within classroom (2015-2016)
2) Implement plan for Professional staff development
3) Obtain acceptable three-year accreditation report from WASC
and LSCA
4) Restructure and upgrade school website (summer of 2015)
5) Evaluate and address school curriculum issues (2015-2020)
6) Revise school admissions policies (annually)
7) Continued focus of single grade classrooms (2015-2020)
8) Revise student policy handbook and staff manual (annually)
Buildings and Facilities
1) Continue joint-effort with CFA in the enhancement of current
facility (annually)
2) Develop and implement capital campaign for future multi-
purpose facility to house gym and classrooms (fall of 2015)
3) Prepare to break ground for new facility (summer of 2020)
4) Provide new signage for entrance and exit from school
campus (2015-2016)
5) Implement program to Enhance exterior and interior
classrooms and offices (2015)
6) Provide new playground foundation for preschool and
kindergarten (2015-2016)
7) Remove dated materials from storage and classrooms
(summer of 2015)
8) Assess and develop a plan for future student and classroom
growth (2016)
Parents and Alumni
1) Focus on improved communication regarding school
information (annually)
2) Develop homeroom parental support in conjunction with CFA
(2015-2016)
3) Address need for continued parent involvement (2015-2016)
4) Develop current alumni data base (2016)
5) Develop CLS alumni association with class officers for each
available class represented (2016-2017)
6) Establish and implement two annual alumni-based events
(2015-2016)
7) Recognize and honor successful CLS alumni for outstanding
community service and achievement (2016)
8) Utilize parents from various grades to serve with
superintendent on committees and survey groups (2015-2016)
Academic Programs
1) Provide after school enrichment programs for students in
kindergarten through eighth grade (2015-2020)
2) Develop and expand fine arts opportunities for students
3) Utilize student government and upper elementary students in
a local community outreach program, "Calvary Cares" (2015)
4) Improve approach toward meeting individual student learning
needs (annually)
5) Raise standards and expectations for core subject areas:
math, social studies, language arts, and science (2015-2020)
6) Institute STEM program for middle school (science,
technology, engineering and math) (2016-2017)
7) Assess and implement proper "scope and sequence" for
preschool through eighth grade (2015-2020)
8) Develop "weighted" numerical grading system for middle
school students (2015-2016)
9) Restructure middle school to include grades sixth through
eighth (2016-2017)
10) Establish "career days" for students in grades seventh and
eighth (2016)
Finance
1) Develop and implement a program focusing on fiscal
accountability and transparency for all CLS constituents and
stakeholders (2016)
2) Implement program for financial aid through the development
of a specified endowment program supported by local patrons
and businesses (2016-2020)
3) Continue to grow middle school student exchange program
(2015-2020)
4) Focus on 3-5% annual student growth in enrollment (annually)
5) Develop five-year capital campaign toward building of new
facility (fall 2015)
6) Continue program allowing current CLS families to "lock into"
their current tuition rate through timely re-registration (2015)
7) Finish each year fiscally in the "black" (2015-2020)
8) Continue Phases 1, 2, 3, and 4 in conjunction with capital
campaign (annually)
Marketing
1) Provide students with opportunities to perform at local
churches and civic functions (2015-2020)
2) Implement an annual breakfast and to promote CLS to local
church and civic leadership within surrounding community (fall
2015)
3) Enable middle school students the opportunity to perform
charitable work within the community (2015-2016)
4) Upgrade and expand student athletic opportunities (2016-
2020)
5) Promote annual student growth, academic upgrades, and
future building plans (annually)
6) Develop cutting edge promotion of the school (2016-2020)
7) Upgrade and refine website continually seeking a "cutting
edge" approach (2015-2016)
8) Develop promotional video to be presented to local leaders
individually with the opportunity to have them visit school and
tour campus (2016)
9) Provide "Be a Cougar For The Day" class visit and lunch for
prospective students (annually)
10) Develop local partnership with preschools enabling CLS to
recruit future kindergarten students for CLS
In His Service,
Dr. Michael Hemme Chivalette
Superintendent
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