A. K-12 PROGRAM
PROVIDE A DYNAMIC, FLOURISHING EDUCATIONAL PROGRAM.

1. Build on the success of SFC by defining the Santa Fe Way (value statements) and advancing Christian Education from a Biblical Worldview.
2. Advance the Santa Fe Way as we Worship through our Scholarship, Mentorship, Companionship, and Stewardship.
3. Develop humble Christian leaders of tomorrow to fulfill our Christ-centered mission of preparing our students for a fast-paced world.

Operational Plan 2023-24 Objectives

B.RESOURCES
EXECUTE FISCAL RESPONSIBILITY, SUSTAINABILITY, AND STEWARDSHIP TO MAXIMIZE AND SUPPORT THE K–12 PROGRAM.

1. Build on our tuition-driven model so tuition revenue covers costs, and additional capital funds pay for innovative capital projects.
2. Maximize the usage of our 17-acre campus to foster flourishing programs in an inspiring setting that promotes scholarship through a hospitable mentorship model.
3. Harness the power of technology in a way that strengthens our educational model an administrative effectiveness in our complex and changing world.

Operational Plan 2023-24 Objectives

C. EMPLOYEES
RECRUIT, HIRE, DEVELOP, AND RETAIN GREAT EMPLOYEES.

1. Build our team with Christian employees using performance-based compensation and competitive benefits.
2. Develop and strengthen employees through professional development, management theory, leadership theory, and a Biblical servant leadership model.
3. Prioritize operational excellence and precision so that every aspect of our administration thrives with creativity, liveliness, and fulfillment.

Operational Plan 2023-24 Objectives

D. RELATIONSHIPS AND ADVANCEMENT
BUILD AND ADVANCE SFC THROUGH ADMISSIONS, MARKETING, COMMUNICATIONS, PUBLIC RELATIONS, FUNDRAISING, AND ALUMNI SUPPORT.

1. Attract and admit mission-match families and students who will enhance our Christian school in the present and for future generations.
2. Tell our stories to the SFC community and evangelical Christians around the globe through a powerful marketing and communications plan.
3. Inspire a philanthropic culture that strengthens our mission through exceptional faculty, enhances delivery in beautiful buildings, and insures financial strength through an endowment.

Operational Plan 2023-24 Objectives

E. BOARD AND LEADERSHIP
GOVERN AND ADVANCE THE MISSION OF SFC.

1. Advance the mission and vision of SFC in partnership with the Head of Schools and Board to develop strategic plans that factor in the changing educational landscape of the future.
2. Govern through a strategic board mindset that uses best practices aligned with other strong, large-scaled, independent evangelical Christian K-12 schools in the United States.
3. Challenge the Head of Schools to envision and execute operational excellence in teachers, coaches, and staff in a way that inspires the community and encourages a dynamic and mission-based school in all aspects of our programs.

Operational Plan 2023-24 Objectives

A. K-12 PROGRAM
PROVIDE A DYNAMIC, FLOURISHING EDUCATIONAL PROGRAM.

1. Continue curriculum review process with particular emphasis on English, science, and languages in year two of the Chief Academic Officer role. The CAO will oversee the newly formed Curriculum Leadership Team.
2. In continuance of the GRAACE initiative, we will focus particular attention on the G-gender, A-age, and A-ability. To recall, the GRAACE initiative focuses on the differences and similarities in accordance with our biblical view in G-gender (male/female), R-race, A-age, A-ability, C-culture/churches, and E-socioeconomic.
3. Continue with the Hearts & Hands initiative on the social/emotional needs and teach our students humility, and with humility become more empathetic, kind, and compassionate.
4. Continue to expand our Global Ministry & Community Partnerships program.
5. Develop and implement a newly added writing course in sixth grade.

B.RESOURCES
EXECUTE FISCAL RESPONSIBILITY, SUSTAINABILITY, AND STEWARDSHIP TO MAXIMIZE AND SUPPORT THE K–12 PROGRAM.

1. Plan field lights and an upgraded playground, both of which require planning and approval by the city of Solana Beach.
2. Update the campus master plan to incorporate the needs of the school looking ahead over the next 50 years.
3. Continue execution of phase two recommendations from our security task force, including armed security, fencing, camera enhancements, signage, and outdoor lighting.
4. Continue AV systems upgrades in the gym and cafe.

C. EMPLOYEES
RECRUIT, HIRE, DEVELOP, AND RETAIN GREAT EMPLOYEES.

1. Evaluate options to increase total compensation to our employees through enhancements to employee tuition remission and 403(b) retirement plan improvements.
2. Build and implement the Curriculum Leadership Team that will work with the CAO to advance our vertical alignment of all curriculum from kindergarten to 12th grade.
3. Continue to grow and foster a culture of learning by providing robust professional development opportunities that include biblical integration and worldview development.
4. Continue peer-coaching as part of our ongoing professional development.

D. RELATIONSHIPS AND ADVANCEMENT
BUILD AND ADVANCE SFC THROUGH ADMISSIONS, MARKETING, COMMUNICATIONS, PUBLIC RELATIONS, FUNDRAISING, AND ALUMNI SUPPORT.

1. Recruit mission-match families focusing on kindergarten, sixth and ninth grades.
2. Nurture relationships with local preschools and support current families who have incoming kindergartners.
3. Continue with year two of a unified internal and external messaging plan.
4. Raise awareness of the new Student Tuition Endowment, launched at the 2023 spring auction.
5. Begin the quiet phase of our next capital campaign.

E. BOARD AND LEADERSHIP
GOVERN AND ADVANCE THE MISSION OF SFC.

1. Direct and affirm the Council on Educational Standards and Accountability (CESA) application. Host the CESA team visit in spring 2024.
2. Identify potential risks and threats that may cause harm to the core mission and ensure all values are preserved.
3. Lead study in long-term endowment value that focuses on legacy and planned giving.