Strategic Plan

2007-2012

STATUS REPORT

July 2009
 Our Vision
Jim Marsh 8/12/08 12:48 PM
Prepare and equip more young men and women to Comment: Vision statement has been integrated
engage the world and change it for Jesus Christ. into campaign materials, follow-up communication,
face-to-face presentations, and will be fundamentally
important to all key advancement communications in
the future.
Our Mission
Jim Marsh 8/12/08 12:49 PM
Westminster Christian Academy honors Jesus Christ by providing an excellent Comment: Mission statement also kept in the
education, rooted in biblical truth as interpreted by the Westminster Confession of Faith, forefront of advancement materials, helping people
to understand that our mission guides who we are
for the children of Christian parents. Faculty and staff enable students to discover and and Whom we serve.
embrace a biblical view of the world and integrate that view into every area of life.

Our Core Values

Jim Marsh 8/12/08 11:11 AM
Honor God in All That We Do (I Corinthians 10:31; Mark 12:30) Comment: A commentary document that
Knowing God, loving His Word, and living for Him are at the heart of the Westminster highlights how core values impact the work of
advancement at WCA has been prepared and
experience. Students learn that “all truth is God’s truth” in every aspect of life in and presented to members of the Advancement staff.
outside of school (e.g., in the Bible classroom, on the stage, on the athletic field, and in
the guidance counselor’s office). Students are challenged to live out their faith in their
relationships, character, and service for others.

Enroll and Serve Families (Ephesians 6:4; Psalm 78:4)

Westminster’s doors are open to every Christian family in the St. Louis region who
desires a Christ-centered secondary school experience for their children. Academic
programs are designed to meet the learning needs of all children in the family, and
financial aid is available to help qualified families who are not able to pay the full cost of
tuition. Families representing all of God’s people (“every tribe and language and people
and nation”) have equal opportunity to a place at Westminster.

Become Better Than We Once Were (Colossians 3:23-24)

Excellence is defined as a process that is measured by individual and corporate
improvement, not a specific outcome. Striving for excellence (i.e., improvement) is
expected of all members of the Westminster community.

Learn and Live in Christian Community (Romans 12:15; I Corinthians 12:25-26)

Principles rather than policies and relationships rather than rules take precedence in the
life of the school community. Building, enhancing, and maintaining community are
integral to all aspects of school life, including curricular and cocurricular programs,
architecture, and organizational structure.

Partner with the Christian Home and Church (Proverbs 22:6; Ecclesiastes 4:12)
A strong spiritual foundation is firmly established in the life of a young person when the
Christian home, church, and school are working in partnership. Westminster exists to
help Christian parents fulfill the biblical mandate given to them by God to “train up their
children in the way they should go,” and collaborate with the church in teaching and
discipling children in God’s will and way.

Lead With Our Serve (Ephesians 6:7-8; Philippians 2:3)

Learning, modeling, and practicing servant leadership is central to worldview and
leadership development. Tangible evidence of placing the needs of others before self is
expected in all aspects of school life.

2
 Our Strategic Priorities
1. Enable an innovative Christian community that impacts our families, region, and world.
2. Achieve excellence through effective people, the right programs, and great facilities.
3. Advance our mission and vision by growing strong relationships, providing necessary
resources, and improving results.
3
Jim Marsh 8/12/08 12:50 PM
Comment: All Advancement projects/priorities are
tied to our strategic priorities. Funding frameworks
for donors, specifically, highlighting of the
“Significant Seven” and titling our annual giving
efforts “The Community of Giving,” are designed to
highlight these strategic priorities.
 Priority 1:
Enable an innovative Christian community that impacts our
families, region, and world.
Strategy 1:
Improve school community by strengthening current programs.

Goal:
Include community-building components in all program development
initiatives.

Initiatives:
1. Establish a communication plan using existing communications and campus
events to increase recognition of and sensitivity toward the cultural, ethnic, racial,
denominational, and learning differences within our community to all constituents.
2. Strengthen the neighborhood concept and its overall effectiveness as a means to
foster community and relationships that help students to grow beyond tolerance
and acceptance to affirmation and respect.
3. Identify examples of the school’s mission within the School. The findings of the
committee will serve as the basis for a Public Relations campaign to attract
students, faculty, donors, and others interested in Christian education to the
School.*
4. Complete a study that includes input from representatives of all constituencies
regarding the real and perceived impact of the move to the Town & Country
campus. This study should focus on the repercussions on the culture of both the
Upper and Middle School. It is essential that this study be divided into critical
areas: People—personal interactions between students, faculty and staff, and
coaches; Program—course offerings, student services, personnel assignments;
Priorities—facility utilization, allocation of financial and human resources, and risk
and liability management.*
5. Identify and communicate the reasons why the development of the T&C campus
will make Westminster a better school.*
Jim Marsh 8/12/08 12:52 PM
Comment: The WCA vision, mission, and core
Strategy 2: values make the case for the development of the
Cultivate a school culture that embraces cultural, ethnic, denominational, T&C campus. Growth is required if we are to
“prepare more young people to…” Our commitment
and learning differences. to excellence requires improved facilities (e.g., fine
arts). More acreage provides for family-friendly
spaces (e.g., additional parking) and additional
Goal: athletic facilities. New design supports community-
Receive ongoing affirmation from students, parents, and faculty that based learning.
Every student is known, respected, and valued.

Initiatives:
1. Increase awareness and sensitivity among faculty toward students and parents
of various cultural, ethnic, racial, denominational, and learning backgrounds

4
 through the formation of a committee that actively seeks to develop a sense of
community in all facets of Westminster.
Jim Marsh 7/3/09 1:21 PM
2. Engage the counseling staff to develop several “circles of friends,” diverse Comment: The Diversity Committee and faculty
groups of compassionate students who intentionally reach out to designated members Aaron Layton and Craig Walseth have
students who fall outside of the socially embraced. established a “Lunch With Diversity” initiative that
was implemented during April-May 2009. A Dinner
3. Diversify the chapel program by selecting a diverse chapel band, music that With Diversity for parents concept is being
considered for 2009-10
reflects various worship styles, assorted speakers from different backgrounds,
Jim Marsh 8/12/08 12:42 PM
and presentations on a wide variety of topics offered in many ways to celebrate
Comment: A Circle of Friends initiative was
the diversity within our community. developed and implemented in the Upper School
during the 07-08 school year.
Strategy 3: Jim Marsh 7/3/09 1:23 PM
Create collaborative efforts that improve diversity. Comment: Luke Davis, Chaplain, established a
Student Spiritual Life Team (SSLT) that includes a
diverse representation from the WCA student body.
Goal:
Demonstrably increase racial and ethnic diversity among students,
faculty, and board.

Initiatives:
1. Develop an overarching plan for providing financial assistance to students to
increase diversity.
2. Conduct sensitivity training regarding diversity issues for Westminster.
3. Develop an action plan for the purpose of targeting minority faculty recruitment.
4. Develop an action plan for the purposeful development of minority faculty, staff,
and board members.
5. Conduct an informational lunch or lunches for pastors from racially and ethnically
diverse congregations towards building diversity among our students, faculty and
staff.
6. Develop and implement an action plan that reflects the School’s commitment to
diversity and includes, but is not limited to, the issues of recruitment and
retention of ethnically diverse students, faculty, administration, and members of
the Board, and the creation of a “culture of inclusion” which will enable the
School to grow beyond mere tolerance and acceptance to affirmation and mutual
regard.*
Jim Marsh 4/24/09 11:13 AM
Comment: An additional full-time African-
Strategy 4: American teacher was added to the staff for the
Strengthen partnerships among the Christian community in the St. Louis 2008-09 school year. An African-American father
has agreed to serve as chair of the Diversity
region and beyond. Committee. An African-American board member
was elected to the Board in March 2009
Goal:
Implement new programs that will result in productive relationships
among families, churches, and local community groups.

Initiatives:
1. Creatively explore ways to partner with churches to provide resources for the
biblical training for students pursuing a Westminster education.

5
 2. Explore expanding Westminster’s reach into the covenant community through the
development of a partnership with Christian families who choose to educate their
children at home.
3. Actively consider implementing both an ESL program and a study abroad
program to expand the global reach of Westminster and the cultural experience
for our students.
Jim Marsh 7/3/09 1:40 PM
Comment: •WCA entered into a formal
Strategy 5: relationship with Saemmul School in Seoul, South
Create collaborative opportunities and programs among CSASL schools to Korea. To date representatives from both schools
visited each others campus and a WCA teacher is
ensure that students are well prepared to succeed spiritually, academically, leading an English camp during the summer of 2009.
socially, and athletically. •The recommendations brought forward by the
Pedagogy Task Force and Time Use Committee
include an expanded summer program (Summer
Goal: Seminar) that would include a for credit study
abroad program.
Launch specific K-12 curricular and cocurricular programs through
CSASL partnerships.

Initiatives:
1. Provide for a CSASL planning process that will ask the “big” questions (e.g., what
do our children need to learn in order to be best prepared for the world—skills,
character, awe and wonder, critical thinking, discernment? What are our
“nonnegotiables” or philosophies? What is our place in the greater community?)
2. Implement a CSASL foreign language program that will enable all Westminster
graduates to be bilingual by the time they graduate from high school.
3. Provide a structured means for ensuring that curricular expectations are clearly
communicated so that peer group middle and elementary schools can be
informed and plan effectively for their students’ seamless transition to WCA.
4. Provide for the regular interaction of the CSASL community with the leadership of
core churches.
5. Develop funding to employ a person whose responsibilities would be to
coordinate efforts toward cooperation and continuity among CSASL schools and
advance Christian education throughout the St. Louis region.
6. Explore the development of secure databases and communications that would
enhance information sharing between CSASL schools.
7. Explore the desirability and feasibility of a centralized purchasing program for
CSASL schools.
8. Building on current joint marketing, conduct a targeted joint advertising campaign
to increase the diversity of students attending CSASL schools.

6
 Priority 2:
Achieve excellence through effective people,
the right programs, and great facilities.
Strategy 1:
Recruit the best Christian teachers in the United States.

Goal:
Become the number one choice of potential Christian employees.

Initiatives:
1. Open communication with Reformed University Fellowship (RUF) and other
regional campus ministries to identify teaching candidates and initiate contact
with them about Westminster to recruit the best possible faculty with a passion
for Christian education and a commitment to the teaching profession.
2. Track the progress of Westminster graduates pursuing careers in education,
maintaining communication with them through their training, and recruiting those
deemed best suited to the life of the school.
3. Explore the merits of developing a child care program open to the covenant
community but available for Westminster faculty and staff at reduced rates (or
free).
4. Establish salary and benefits at the top range among Christian schools and
competitive with independent and public schools.

Strategy 2: Jim Marsh 7/3/09 1:33 PM

Train teachers to understand Westminster’s mission, philosophy, culture,
and current best practices in teaching.
Goal:
Achieve measurable improvement in student understanding and
demonstration of the “discover, embrace, and integrate” curricular
model.
Initiatives:
1. Establish Professional Learning Communities (PLCs) at each grade level and in
each department throughout Westminster, including the provision of daily grade
level faculty team meeting time in the Upper School and weighing the merits of
restructuring Thursday mornings and in-service days to accommodate
implementation of PLCs. *
2. Develop and implement a Westminster “philosophy of pedagogy,” comprised of a
school-wide, multi-year professional development program that seeks
improvement in student achievement through the introduction and
implementation of instructional strategies and models based upon current best
practices theory and brain research.*
Comment: The Schedule/Time Use Task Force
along with the Philosophy of Pedagogy Task Force
established a recommendation for the
implementation of the PLC concept in the Upper
School. Scott Holley and the Schedule/Time Use
Task Force will continue working on this initiative.
Initial implementation steps will be integrated into
the Neighbood structure in 2009-10.
Jim Marsh 7/3/09 1:33 PM
Comment: PLCs (Thursday morning meetings)
were implemented in the Middle School during the
07-08 school year. The PLC structure resulted in the
formation of the MS challenge/ gifted program (I
squared) that was launched during the 08-09 school
year.
Jim Marsh 7/3/09 1:34 PM
Comment: The Pedagogy Committee established a
recommended Philosophy of Pedagogy Statement
that will be brought forward for approval during the
fall of 2009.
Jim Marsh 8/8/08 2:56 PM
Comment: The Pedagogy Committee made
significant progress in establishing a direction and
implementing its vision for a new and improved in-
service program in April 2008. The Pedagogy
Committee will continue implementing its vision and
plan during the 2008-09 school year.

7
 3. Evaluate the role of in-service days, determining how they can best be utilized
both to meet the practical needs of teachers and to implement a systematic
teacher improvement plan.
4. Develop and implement a formal annual evaluation process for administrators. Jim Marsh 8/4/08 8:17 AM
Comment: See comment regarding #2 above.
5. Encourage professional growth by declaring teachers ineligible for the highest
Jim Marsh 7/3/09 1:36 PM
level of pay who have not earned a Master’s degree in a field relevant to their
Comment: Jim Marsh met individually with all
classroom assignment by their 12th year at Westminster. eight members of the Leadership Team at the
conclusion of the 2008-09 to review performance
6. Institute mandatory exit interviews to be conducted for all departing faculty. and progress in fulfilling goals and action items for
2008-09.

Strategy 3: Jim Marsh 8/4/08 8:18 AM

Evaluate the existing curriculum and programs in light of what is timeless Comment: Administrators will establish
goals/initiatives for 2008-09…formal evaluation of
and timely to see what current elements should be kept and what should be progress in completing goals will be completed at
cut to make room for new ideas. the conclusion of the 2008-09 school year.
Jim Marsh 7/3/09 1:39 PM
Comment: Jim Marsh, Jim Sefrit, and Steve Hall
Goal: met with each departing faculty member by the
Ensure all curricular and cocurricular programs support the needs of conclusion of the 2008-09 school year.
the 21st Century secondary student.
Jim Marsh 7/3/09 1:42 PM
Initiatives: Comment:
•Scott Holley, Academic Dean, prepared and
1. Review our curriculum to ensure students are aware of and educated about the implemented a plan for Thursday Morning Seminar
wider world and God’s call to love people and work for social justice and equity. to address this concern. The seminars were very
effective and well received.
2. Develop overviews for each department which summarize how they teach and •The Experiential Leaning recommendation also will
assess the specific skills of their discipline and the general skills of critical address this initiative.
thinking in a clear and thoughtful progression. Jim Marsh 8/12/08 1:04 PM
Comment: The Westminster scope and sequence
3. Explore how best to promote clear communication, open dialogue, and for all academic departments was completed during
collaboration horizontally among teachers and across departmental lines and the 2007-08 school year. In addition, department
chairs have been encouraged to hold ongoing
vertically between the Westminster Upper and Middle School, with our departmental discussions regarding what we teach
elementary partners in the St. Louis area, and perhaps eventually with selected and how we teach it, and addressing “essential
Christian colleges. questions”—design down; deliver up.
Jim Marsh 7/3/09 1:44 PM
4. Develop a philosophy of technology to guide school purchases of new Comment:
technology and integration of technology into the curriculum, and consider the •The Technology Task Force made considerable
possibility of altering our practical arts approach to include a technology progress in completing this initiative during the
2008-09 school year. In addition, an IT assessment
integration director who works toward the integration of technology into existing completed by outside consultants was completed in
classes across the disciplines. May 2008. Doug Butte was hired as full-time
Technology Coordinator to serve faculty in
5. Develop and implement a comprehensive health and wellness program that will developing vision and skills for integrating
technology into the curriculum.
incorporate interdisciplinary learning and integrate all relevant areas of the school •After addition research, deliberation , and tours of
program. other schools, the IT staff presented an IT plan—“A
Little T&C Now”—that provided for an overhaul of
the technology infrastructure on the CC campus and
the provision of an Apple MacBook for every
teacher. The plan will be implemented for the 2009-
10 school year.
Jim Marsh 8/4/08 8:24 AM
Comment: The Wellness Task Force established
initial plans and recommendations for
implementation of this initiative. The Task Force
will continue working on plans and
recommendations with a view toward
implementation when we move to the T&C campus.

8
Strategy 4:
Implement initiatives that are essential to our mission, our changing world,
and our changeless calling to pursue fidelity to Christ.

Goal:
Implement innovative programs that meet the dynamic needs of 21st
Century students, families, and faculty.

Initiatives:
1. Evaluate the existing weekly schedule and yearly calendar with an eye toward
providing flexibility and preparation for collegiate time management to our older
students as well as slowing down the pace of life to do the important things
better, reduce stress in our students, and resist the tide of our performance-
oriented culture.
Jim Marsh 8/12/08 11:46 AM
2. Explore how we can facilitate opportunities for students to make and develop Comment: The Schedule/Time Use Task Force
genuine connections with peers and faculty members, and review our existing has begun to address these issues. The Seminar and
policies to make sure they infringe as little as possible on essential family and Experiential Learning components were each
designed with these in mind.
church connections outside school.
3. Explore how we can expand our experiential learning offerings beyond our
existing service program to include more vocational and educational
opportunities during the school year and summer, to help prepare our students to
engage society.
Jim Marsh 8/8/08 2:57 PM
4. Actively differentiate instruction and assessment to meet the educational needs Comment: The Pedagogy Task Force has
of diverse learners with varied learning styles, strengths, weaknesses, and completed and presented an Experiential Education
abilities in an effort to help each student to meet his/her full learning potential Program recommendation that would implement the
vision of this initiative.
while raising an appreciation among students for one another as the body of
Jim Marsh 8/12/08 11:46 AM
Christ.
Comment: The Middle School added a Personal
5. Enhance the Middle School program with specific middle school structures, Finance Encore Class to its curriculum in 07-08, an
experiential learning opportunity taught in
procedures, and age-appropriate instructional strategies that will ensure partnership with Junior Achievement.
dedicated attention to and advocacy for each individual middle school child’s
academic, social, and emotional needs in preparation for anticipated growth and
the move to a new facility on the Town & Country campus.*
Jim Marsh 8/4/08 8:26 AM
Comment: The I Squared program that will
Strategy 5: provide challenge and rigor for interested students
Cultivate the creation and appreciation of the fine arts in order to prepare was developed by the Middle School administration
and staff for implementation during the 2008-09
students to be light in the culture and impact the world for Christ. school year.
Jim Marsh 8/12/08 1:07 PM
Goal: Comment: A core set of study skills critical to
Provide resources, programs, and facilities that support a world-class student success and growth was identified,
integrated, and systematically taught in all MS core
Christian school fine arts program. classes: The Integrated/Cross-Curricular Study Skills
program.
Initiatives: Jim Marsh 8/12/08 11:46 AM
Comment: A formalized Student Intervention
1. Create an exceptional fine arts program that is attractive to current and potential Referral procedure was implemented in 07-08 to
students, as well as colleges and universities. assist teachers in identifying and seeking solutions to
student academic and/or behavioral needs.
2. Expand Community Outreach through the Arts.

9
 3. Partner with feeder schools to encourage fine arts focus at k-6 level.
4. Build showcase facilities for the visual and performing arts at the Westminster
Town and Country Campus.
5. Expand the Fine Arts Department to include Radio, TV, Film, and Computer
Technology.
6. Develop a plan to attract, retain, and support competent, committed, and called
Fine Arts faculty.
7. Commit to interaction with fine arts professionals to expand student exposure,
knowledge, and experience.
8. Establish a “Friends of the Arts” group to support Fine Arts at Westminster.
Strategy 6:
Build an athletic program that honors God, that is “better than it once
was,” and that provides the best possible experience in the lives of the
greatest number of student-athletes.
Goal:
Ensure the application of the “10 Pillars” in every athletic endeavor.
Initiatives:
1. Consider ways in which the 10 Pillars of Wildcat Athletics are used, and could be
better communicated and applied, for student-athlete growth and the evaluation
of athletic department staff and programs.
2. Create, communicate, and implement a clear philosophical position statement
that addresses sports specialization vs. multiple sport participation. This would
include, but not be limited to, the pressure of parental and coach expectations
regarding time commitment as well as an objective view toward each student-
athlete’s athletic future.
3. Complete an Athletic Handbook explaining the Philosophy of the Athletic
Program and the expectations for parents, coaches, and athletes.
4. Study the issues relating to practices/schedules, equipment, and coaching
requirements for a Middle School athletic program that is currently intertwined in
these areas with the Upper School program. Consider (also) the schedules,
communication, and availability of Middle School personnel who coach Upper
School teams.
5. Consider ways to increase the commitment to the Strength and Conditioning
Program with respect to budget, facilities, programs, instruction, and staff.
6. Assess current procedures for evaluating coaches and the athletic staff and
addressing the needs of personnel, stipends, facilities, technology, and ongoing
effective communication.
10
Jim Marsh 7/3/09 4:45 PM
Comment: Alan Miller, Athletic Director,
instituted the Ten Pillars Recognition Program that
recognized 12 sophomore student athletes for their
leadership in support of the Ten Pillars.
Jim Marsh 8/12/08 10:40 AM
Comment: A meeting led by Alan Miller and Jim
Sefrit with parents of basketball players addressed
issues relating to the application of the Ten Pillars.
Jim Marsh 8/12/08 10:58 AM
Comment: A Middle School Athletic Handbook
was developed and disseminated to parents at
various meetings throughout the 07-08 school year.
Jim Marsh 8/7/08 1:40 PM
Comment: The new Athletic Handbook addresses
initiatives #2 and #3 in a clear and straightforward
manner.
Jim Marsh 8/7/08 1:41 PM
Comment: Annual giving funds were distributed
for additional equipment; a second coach has
received strength & conditioning training; a summer
weight training and conditioning program has been
established.
Jim Marsh 7/3/09 4:47 PM
Comment: An Athletic Program Assessment was
completed in June 2009 under the leadership of Curt
Masters, Head of School of Brentwood Academy in
Nashville, TN. The assessment included
recommendations that address this initiative. Plans
are in place to develop and implement goals based
on the assessment during the 2009-10 school year.
Jim Marsh 8/12/08 1:08 PM
Comment: Alan Miller completed a review of the
cocurricular salary schedule and presented a
recommended new schedule to the administration for
review and approval.
Strategy 7:
Provide facilities that will support and advance the academic and
cocurricular programs required of a 21st Century Christian secondary
school.

Goal:
Accommodate increased enrollment while facilitating quality instruction,
and advance Westminster’s commitment to excellence in all areas.

Initiatives:
1. Implement the master plan for the development of the Town & Country campus
(grades 7-12).
Jim Marsh 7/3/09 4:49 PM
2. Establish a short term facility use and improvement plan for the Creve Coeur Comment: The T&C site development plan was
campus that includes prioritized capital needs and projected costs. approved by the City of Town and Country.

3. Secure partnerships and collaborative relationships for the development and use
of the T&C (long term) and Creve Coeur (short term) campuses.
4. Expand the mission of the Property and Grounds Committee to facilities
planning, with representation from the architects, administration, Facilities
Director, faculty, and concerned parents.*
5. Establish specific programs and opportunities that will support the Christian and
local communities beyond the students and faculty served by Westminster
Christian Academy (e.g., churches, home school community, cities of Creve
Coeur and Town & Country).*
6. Determine how new and existing facilities (e.g., athletic facilities) and programs
(e.g., food service) might provide income streams.
7. Establish and implement design principles that will effectively meet the age- and
program-appropriate needs of the Middle and Upper School.
Jim Marsh 8/4/08 11:18 AM
Comment: Master plan approved by Town &
Country Planning and Zoning…will now move to
the Board of Aldermen for final approval.
Jim Marsh 8/8/08 2:52 PM
Comment: We are continuing relationships with
current tenants at both campuses and have had
preliminary conversation with Promise Christian
Academy regarding potential collaboration at the
T&C campus.
Jim Marsh 8/8/08 2:53 PM
Comment: We continue to rent space to churches
and other organizations (e.g., Missouri Baptist
University) at both campuses and plan to continue as
many of these relationships as possible after we
transition to the T&C campus.
Jim Marsh 8/12/08 1:10 PM
Comment: The Middle School plan for T&C
includes community areas for both 7th and 8th grade,
flexible learning spaces, faculty team community
areas, and up-to-date technology.

11
 Priority 3:
Advance a specific vision for graduates by
growing relationships and improving results.
Strategy 1:
Purposefully prepare our faculty and staff to equip more students to
engage and change the world for Jesus Christ.
Goal:
Articulate and implement a clear and comprehensive vision of how the
School will fulfill its mission in the 21st Century.
Initiatives:
1. Purposefully train faculty and staff to effectively prepare and equip students
through appropriate professional growth programs on Biblical Integration by
subject/activity area.
2. Create a forum whereby the sharing of teaching and learning experiences by
Westminster faculty and staff can provide encouragement and peer
accountability.
3. Identify the program and facilities development that will be needed in Upper and
Middle Schools to implement the vision to prepare and equip more students to
engage and change the world for Jesus Christ during the 21st century, and how
the new and existing campuses will enable this development.*
Strategy 2:
Develop a valid worldviews assessment instrument with objective
measurable standards to determine if Westminster students are enabled by
faculty and staff to discover, embrace, and integrate a Biblical worldview
into every area of life.
Goal:
Implement annual comprehensive assessments of mission impact in the
lives of students.
Initiatives:
1. Identify specific metrics for Westminster to measure the degree to which the
Mission is being accomplished among its Upper School students.
2. Establish and implement a process of longitudinal tracking to allow Westminster
to accurately assess its own Mission-effectiveness. (Tracking over time to
accumulate and correlate information; Q: are Westminster alumni effectively
influencing the world for Jesus Christ?).
3. Establish a forum wherein Westminster can clarify and educate its families about
our mission and purpose by unpacking our mission statement in language that is
12
Jim Marsh 7/3/09 4:49 PM
Comment: Scott Holley and Steve Hall l
implemented a specific program during the 2008-09
year to help faculty better integrate the WCA
Philosophy Curriculum into their teaching.
Jim Marsh 7/3/09 4:51 PM
Comment: The Pedagogy Committee has
established a vision for in-service and other
professional growth venues (e.g., Neighborhood and
Team meetings) for sharing, encouragement, and
collaboration. Important programs such as the Heidi
Hayes Jacobs seminar, the Thursday morning
Philosophy of Curriculum sessions, improved in-
service programs, and school tours supported new
and improved opportunities for teacher growth and
improvement.
Jim Marsh 7/3/09 4:53 PM
Comment:
•The Seminar Period concept recommended by the
Schedule and Time Use Committee would help to
advance this initiative.
•The “A Little T&C Now” technology plan that will
be implemented for the 2009-10 school year will
significantly increase the speed and reliability of
computer services and provide a tool (Apple
MacBook) that will enable teachers to better learn
and implement effective integration of technology
into their teaching.
•The pilot program with Schoology will provide an
opportunity to determine new ways and means to use
cutting edge technology resources to communicate
with parents, students, and teachers.
Jim Marsh 7/3/09 5:11 PM
Comment:
•A Spiritual Life Development Task Force has been
constituted to include members of the Board,
administration, and faculty with the objective of
assessing the spiritual growth and development of
WCA students.
•Graybeal and Associates have been secured to
complete a comprehensive spiritual formation
assessment in September 2009..
Jim Marsh 7/3/09 5:11 PM
Comment: We have completed three
comprehensive “Where are They Now” surveys of
WCA graduates six years after graduation. We will
continue to complete the surveys and benchmark
results.
 useful to a broader audience, consciously sharing our theological perspective
with humility.
4. Consider adding the position of Chaplain to serve our students, parents, faculty,
and staff, and act as the primary liaison with other churches and “Educational
Partners.”
Strategy 3:
Develop financial plans and policies that provide for growth and
development and protect the future financial strength of Westminster.
Goal:
Assure financial sustainability.
Initiatives:
1. Establish a comprehensive financial forecast that incorporates operating and
capital needs for two campuses with an appropriate balance of hard and soft
income based on the stage of property development and enrollment.
2. Establish and implement a five-year tuition plan.
3. Evaluate and identify additional funding options to support growing program and
diversity goals.
4. Establish appropriate reserves for debt service and capital replacement needs
within the annual operating budget.
5. Evaluate and, where appropriate, implement improvements to Business Office
systems and procedures to assure sound financial management and decision
making.
Strategy 4:
Advance a compelling vision of Christian education through distinctive
programs that share the story of God’s provision, highlight opportunities,
and engage people to have a long-term impact.
Goal:
Improve donor retention, grow a base of new donors, and increase
support for annual giving, capital needs, and endowment.
Initiatives:
1. Develop a “Westminster Way” of Advancement that is biblically-based, God-
honoring, Truth-driven, and consistent with developing graduates equipped with
a Christian worldview.
2. Implement an intentional approach to recruit and train volunteers to tell the
Westminster story and share giving opportunities.
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Jim Marsh 8/4/08 1:18 PM
Comment: Luke Davis was appointed WCA
chaplain for the 2008-09 school year.
Jim Marsh 8/4/08 1:18 PM
Comment: N/A This initiative will be removed
from the strategic plan.
Jim Marsh 8/8/08 2:56 PM
Comment: The Finance Committee has developed
operating projections that include long-term tuition
projections and presented them to the Board during
the June 2008 Board meeting; a final Board decision
is still pending.
Jim Marsh 8/12/08 11:17 AM
Comment: We are successfully improving donor
retention, growing a base of new donors, and
increasing support for annual giving, capital needs,
and endowment. All three components are blessed
with uncommon success in context of WCA’s
history.
Jim Marsh 8/12/08 11:22 AM
Comment: We have successfully implemented a
new approach to “annual giving” that will serve as a
cornerstone strategy of the “Westminster Way” of
advancement. A memo outlining the “Future of
Advancement” clarifies the strategic future of the
“Westminster Way” as it relates to sustainable giving
for the future. A specific framework for ongoing
planning and implementation of the “Westminster
Way” will be implemented in 08-09.
Zach Clark 7/15/09 9:36 AM
Comment: This is an advancement goal for the
2009-10 school year.
Jim Marsh 8/12/08 12:34 PM
Comment: With the successful leadership of our
Director of Community Relations, PAW continues to
flourish with involvement of volunteers as well as
strategic impact. We are now tracking parent
volunteer involvement with detail. The new year also
will mark the beginning of a broadening strategic
effort to implement a unique and effective volunteer
program that focuses on identifying and recruiting
people who will have a great impact on the
advancement of WCA. We will focus on leadership
identification and development, not a large volunteer
machine that has minimal or mediocre impact.

3. Implement a donor appreciation and gift acknowledgment methodology.
4. Integrate a kingdom-changing vision that highlights our impact on the local
community, region, and world into all communications methods.
5. Position Westminster as a ministry and competitive giving opportunity for a broad
range of philanthropic sources by implementing a communication plan that is
effective for each of the following three groups: the Westminster Community, the
St. Louis Region, the nationwide network of potential donors.
6. Implement an Alumni Program that focuses on engaging and supporting alumni
relationships, bonding them to the mission of Westminster, and highlighting the
influence of alumni upon the community and world.
7. Create opportunities to engage students in communicating their own vision for
the future to supporters.
8. Implement a research arm of Advancement that consistently identifies and
highlights stories that reflect God’s blessings upon students, families, and
graduates through the work of the school.
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Zach Clark 7/15/09 9:37 AM
Comment: We have improved the thanking of
donors, but due to costs, were not able to conduct the
“wow” thank you program we had planned for the
2008-10 year. During 2009-10 we will be measuring
donor satisfaction with our communications,
reporting, and thanking to establish benchmarks for
the future.
Jim Marsh 8/12/08 1:14 PM
Comment: Donors are now thanked with a
handwritten note, provided with a letter of report,
and receive a thank you phone call. In 08-09 we will
add a “thank you campaign” and a “WOW” thank
you program. We are working to improve turnaround
time for donor acknowledgements followed by a
receipt within one week.
Zach Clark 7/15/09 9:39 AM
Comment: While we have significantly improved
our communications program focus on the vision, we
have established more specific strategies for 2009-10
that will more fully align our messaging with our
vision statement.
Jim Marsh 8/12/08 1:14 PM
Comment: Our communications priority is to
ensure a pervasive focus on our vision for
graduates—“our picture of the WCA graduate.”
Campaign materials focus on our vision for
graduates. Communication pieces (Chimes, ads, e-
mails, etc.) are becoming more and more focused ... on
[1]
the graduate as well as the result of our work.
Zach Clark 7/15/09 9:44 AM
Comment: We have taken a major step in building
our capacity to accomplish this objective through the
hiring of Steve Stipanovich as a full-time
advancement associate focusing on face to face... [2]
development of donor relationships. We have also
Jim Marsh 7/15/09 9:40 AM
expanded the number of volunteers involved in
Comment: We are taking a long-term
donor development.
development approach to our alumni. We are
implementing a foundations solicitation program,
complete with contracted professional services,... to [3]
begin broadening our regional and national base of
Zach Clark 7/15/09 9:41 AM
support. Work with the publication s arm of Hughes
Comment: In 2008-09
will further impact we have
our media successfully
messaging.
implemented more emphasis on alumni in events,
developed more alumni led and specific
communications, and established an Alumni ... [4]
Leadership Council providing grass-roots leadership
Jim Marsh 8/12/08 12:40 PM
and events for graduates.
Comment: Director of Community Relations is
now full-time…will work in conjunction with the
Advancement Associate to begin a program of
events, communication, and strategy to develop... [5]
strong relationships with alumni. Communications
Zach Clark 7/15/09 9:42 AM
strategies also include a growing emphasis on
Comment: This
highlighting the is a priority
impact, quality,forand
further
influence of
improvement
alumni on the in 2009-10, we
community andare planning for ways
world.
to involve students more in publicly sharing the story
of how God is using Westminster in their lives.
Jim Marsh 8/12/08 11:39 AM
Comment: We have qualitatively improved the
“voice” of students in WCA publications. WCA
alumni have been involved in advancement
programs.
Jim Marsh 8/12/08 11:41 AM
Comment: We have experienced increased interest
in stories as our communications have improved.
9. Establish specific development strategies for each of the varied donor and
prospect groups to accomplish a more intentional approach to every aspect of
Advancement. This must include specific needs lists that address the spectrum
of needs from large to small, with priorities for both restricted and unrestricted
giving. Focus on shifting donors to a long-term investment perspective vs. short-
term transactional giving.
Jim Marsh 8/12/08 12:35 PM
Comment: Donor groups are segmented more
appropriately based upon when they give, why they
give, their level of giving, and their level of potential
impact. We have added many steps to
communicating with donors, assuring an improved
“two-way” dialogue rather than simply sending
letters requesting gifts. We have opened channels of
communication for critique and feedback from
among a group of selected families representing a
cross-section of WCA families, ensuring accurate
information and response to opinion/due diligence
surveys. We are moving toward our ultimate goal of
having an individual development (200 donors have
one to date). Annual giving statistics reflect a
significant shift toward an "investment perspective"
of giving rather than short-term transactional giving.
The campaign will remain our single best
opportunity to accomplish this initiative.

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