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Strategic Plan

Lakeland Christian School

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Lakeland Christian School

One of the core values of LCS is the belief that we are partnering with parents in the Christian education of their children. We believe that mutual respect, communication and involvement by all partners is essential for success of our mission.LCS is a school. We believe that being a Christian school and being a top-flight academic institution should not be mutually exclusive. On the contrary, we take the mandate of Colossians 3:23 that calls us to strive to be the best. We provide a variety of rigorous, engaging, academic and co-curricular activities that enable students to identify and express the full range of their unique gifts and abilities.


As LCS wrapped up the Deliver the Dream campaign and looked to the future, the administration and board of directors realized it was time to take a hard look at our current realities and plan for our preferred future. The educational landscape has not escaped the rapid change that is sweeping all areas of our world. LCS leadership recognizes our responsibility to think deeply and act wisely to ensure that LCS will effectively prepare our students’ hearts and minds for what’s ahead. Strategic planning is essential to realizing the goal of providing high-quality education while exercising responsible stewardship of our resources.


With this in mind, the LCS Board of Directors appointed Dr. Alan Pue of The Barnabas Group to lead a task force through a rigorous six-month strategic planning process. This group comprised parents, board members, administration and faculty members. Work teams were assembled to assess various aspects of the state of the school, re-affirm agreed-upon core values and forge the development of strategic initiatives for the future. The task force completed their work in January 2016, and in February, the Board of Directors adopted the four initiatives of the strategic plan outlined in this publication. 

Always Better - LCS Strategic Initiatives Spring 2016

Strategic Initiative #1

Cultivate an authentic faith community and provide a firm gospel footing for life-long discipleship

Goal 1: Provide a system of training, care and support for teachers as they teach the Bible, foster gospel transformation and enable students to view all of life through the lens of Scripture. Teachers will utilize direct instruction and life-on-life modeling through gospel-centered relationships.

Goal 2: Expand opportunities for teachers and students to engage in life-on-life and small group interactions as a means of mentoring and discipleship.

Goal 3: Hire a director-level staff member to oversee and facilitate this imitative.

Goal 4: Expand opportunities for students to experience face-to-face service and ministry.

Strategic Initiative #2

Cultivate a culture of instructional innovation

Goal 1: Build an exemplary faculty through valuable professional development, effective accountability systems and by empowering teacher leadership teams.

Goal 2: Listen and learn from others by identifying and examining innovative programs in other schools, benefitting from student and faculty input and implementing practices from outside education to facilitate continual school improvement.

Goal 3: Implement research-based effective strategies in every classroom every day.

Strategic Initiative #3

In order to meet the needs of current and prospective students, and in validation of the campus master plan, we propose construction of new, innovative facilities and renovation of existing facilities to support robust curricular and co-curricular programs.

Goal 1: Addition of locker room facilities adjacent to Viking Stadium

Goal 2: Addition of a high school classroom facility, to include provision for the Sciences and for the RISE Institute

Goal 3: Addition of fine arts classrooms/studios, to include an auditorium

Goal 4: Demolition/renovation of existing aged facilities, including expansion of cafeteria, modernization of the library and removal of the portables.

Strategic Initiative #4

Long term financial stability

Goal 1: Build a strong enrollment strategy through focused marketing on maximizing our enrollment capacity in K4-5 and expanding our part-time and dual-enrollment programs, as well as broadening our summer camp offerings.

Goal 2: Enhance and develop additional revenue streams by broadening the current donor base, increasing participation in annual giving and capital projects, initiating an alumni association, and building an endowment through a planned giving strategy.