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Vision for the Future
Looking Ahead

Our focus is being a Christ-centered community for the sake of the children and the gospel of Christ.

The mission of SFC
The Core

The mission of SFC

To partner with Chirstian Parents within a Bible-based community, in order to disciple students to embrace biblical truth, strive for academic excellence, and model Christ-like leadership to influence their homes, churches, and communities for Christ.

Mission Driven

Our vision for the future

Our mission drives everything we do. Our focus is being a Christ-centered community for the sake of the children and gospel of Christ. Our goal is to prepare students to become Christian leaders to influence their homes, churches, and communities for Christ. SFC’s mission drives our values, our values in turn guide our five-year Strategic Plan and our five-year Strategic Plan is advanced by our Operational Plan.

Download our Strategic Plan

Download our Operational Plan

Our vision for the future

Strategic Plan 2022-27

The following is our five-year Strategic Plan – a commitment to stay true to our founding mission statement. As a result of several years of discussions, focus groups, surveys, and prayerful consideration, this Strategic Plan invites you to join us in a dynamic and exciting future together! We will continue to update the Strategic Plan annually. While in the pursuit of a strategic vision, we also produced a written document called the Santa Fe Way that contains our value statements. These vital axioms are housed in the newly released, “The Santa Fe Way Prayer Journal.”

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 2022-23 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 2022-23 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 2022-23 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 fundraising culture that keeps us on mission and enhances our campus, programs, and employees.

Operational Plan 2022-23 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 2022-23 Objectives

Operational Plan 2022-23

Our one-year Operational Plan is full of tactical objectives which stem from a visionary principle-based Strategic Plan.


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

  1. Examine and refine our academic programs to ensure alignment across grade levels, divisions, and departments.
  2. Identify and initiate the next steps of our GRACE (Two Genders: male and female, Race, Age and Ability, Culture, and Economics) initiative in order to learn about our similarities and differences as image bearers of God.
  3. Develop the Hearts and Hands initiative to strengthen companionship targets such as empathy, kindness, and personal responsibility to live out Philippians 2:2-3
  4. Reestablish and expand our global ministry relationships and community partnerships with our neighborhood, city, county, state, nation, and the world.
  5. Build on the partnership between SFC and Grand Canyon University and explore the second year of course offerings.


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

  1. Conduct an Annual Fund dependence study.
  2. Continue capital planning and improvements
    including lights, turf, and repair/replace reserve.
  3. Conduct milestone reviews on parking and carpool flow.
  4. Implement campus-wide security improvements.
  5. Upgrade IT systems campus-wide.


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

  1. Take action based on the Spring 2022 regional
    compensation and benefits study.
  2. Inaugurate the Chief Academic Officer’s first year
    goals for the K-12 program.
  3. Deepen our employee roots in teaching within
    a biblical worldview in accordance with ACSI
    accreditation.
  4. Provide professional development for faculty on the
    Christian philosophy of education and continue to
    refine our practices.
  5. Maintain full-time teacher workload at five classes.


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-grade students.
  2. Foster relationships with local Christian preschools.
  3. Create a unified internal and external messaging
    plan.
  4. Launch and promote the SFC Strategic Plan and
    Santa Fe Way prayer journal.
  5. Foster relationships gained with the successful $22M Bold Step campaign.
  6. Set milestones for the next capital campaign vision – a new chapel and a dual-purpose fine arts/practice gym.


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

  1. Initiate the two-year process of joining the Council on Educational Standards and Accountability (CESA), a
    leading K-12 evangelical Christian organization.
  2. Reaffirm our accreditation with ACSI (Association
    of Christian Schools International) and evaluate our
    mid-cycle checkpoint for our 2026 accreditation year.
  3. Examine SFC’s financial axioms through the lens of
    the Evangelical Christian Financial Accountability
    (ECFA), which SFC joined in 2021-2022.
  4. Study and implement Biblical principles as found in
    board development books. Robin Coykendall, Board
    Chair, will lead a discussion with the Board on the
    books, “The Imperfect Board Member: Discovering
    the Seven Disciplines of Governance Excellence,” and
    “Boards that Lead: When to Take Charge, When to
    Partner, and When to Stay Out of the Way.”
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