2030 Strategic Plan: Truer

The Academy is pleased to share its 2030 CPA Strategic Plan Goals and Initiatives! The strategic planning development process began in 2022 and concluded in 2024, and it included...

Parent, student, faculty, and alumni surveys
Five committees consisting of parents, board members, alumni, staff, and students focused on each of the five strategic areas below
In-depth discussions with CPA Leadership and the Board of Trustees to analyze the recommendations of each of the committees, as well as the survey results

Out of this process, the Head of School and CPA Leadership have identified five strategic initiatives and associated major goals that will put CPA on a path to becoming a truer version of what the schools’ founders envisioned in 1985: a school that is faithful to its mission and truer to our call of assisting Christian families in helping students come to know God, evaluate all knowledge and all life by His truth, and live transformed by His truth for His glory.

Strategic Initiatives

Truer Culture: Aligning Missional Values and Community Actions

Core Values and Covenant Commitments: Establish organizational core values, articulate covenant commitments for the CPA community, and embed these through all systems and processes.
Curiosity and Ownership of Faith: Cultivate an atmosphere of curiosity for learning and foster students' ownership of their walk with Jesus and testimony of faith.
Model for Restorative Education: Build and implement a “restorative thinking” model for teaching and learning that allows students to discover their unique design and divine purpose and how it applies to the world’s needs.
Community of Presence: Develop and implement a comprehensive philosophy for how students and faculty responsibly engage with technology to foster a community of presence, while ensuring students are prepared to enter the 21st century workforce.
Persistent Partnership: Identify opportunities to resource and support families to foster greater church engagement and deeper Christian fellowship.

Truer Vocation: Cultivating a Workplace to Grow and Give

Deeper Walk and Clear Purpose: Identify spaces, processes, and practices to give faculty and staff the time, opportunity, and resources to grow in their walk with Jesus, and to more deeply engage with CPA’s mission, vision and strategies.
Creativity with Scarcity: Develop a more holistic benefits plan to address the growing challenges to retaining and recruiting high quality Christian educators.
Commitment to Best Practice: Organize and implement a revised PS-12 employee onboarding and professional development program aligned to the needs of students and other Academy priorities in order to develop strong Christian educators and grow high potential future leaders from within.
Meaningful Feedback: Develop an evaluation model for leading, teaching, coaching, and discipleship to provide meaningful feedback and insights aimed at improving missional alignment PS-12.
Offer Back what is Given: Provide support and insight to schools seeking to grow in educational excellence, and identify opportunities for collaboration with other industry-leading schools.

Truer Experience: Discovering Unique Design and Divine Purpose

Evaluate with Truth and Grace: Strengthen the integration of a Christ-centered worldview throughout all programmatic, curricular, and experiential offerings.
Aligned and Meaningful: Ensure alignment of the PS-12 curriculum, key supports, and acceleration opportunities across all academic disciplines to prepare students for rigorous post-secondary opportunities and ultimately, meaningful work for Kingdom Restoration.
Design and Discovery: Refine and create innovative academic opportunities for students to explore their unique design and divine purpose in both classroom and real-world settings to develop the requisite skills for life-long impact. Intentionally grow professional partnerships where students can investigate their future aspirations and calling.
Making a Contribution: Strengthen our commitment to the service of others by cultivating PS-12 service-learning projects that offer developmentally appropriate opportunities for students to serve, connect, and love others.

Truer Opportunity: Expanding Access to Families

Growing our Reach: Identify missionally-aligned organizations for strategic partnerships to broaden our reach toward families who desire Christian education.
Enhancing Opportunity: Identify enrollment barriers and opportunities to expand accessibility for missionally-aligned Christian families.
Flourishing Community: Continue to expand programming opportunities and align the admissions process with these opportunities to foster a flourishing community of shared faith and diverse interests.
Future Generations: Implement a strategy to support the growth of a healthy endowment to sustain CPA for future generations to come.

Truer Future: Sustaining the Mission for Those Who Come Next

Operational Strength and Continuity: Enhance operational effectiveness, efficiency, and accountability by developing and implementing academy-wide operational processes.
Good Stewards: Grow opportunities for alternative revenue to augment the Academy’s budget and ensure we are good stewards of families’ tuition dollars.
Commitment to Safety: Refine campus wide security practices through regular auditing, staff development, preparedness training, communication protocols, and facility upgrades.
Planning for Future Needs: Update the Campus Master Plan in partnership with Christ Presbyterian Church to plan for and support the current and future needs of the Academy and Church.

Read the Plan

A Note from the Head of School & Board Chair

Dear CPA Community,

After a year of surveys, interviews, focus groups, data analysis, and continual prayer, I am excited to announce our new 2030 Strategic Plan, titled Truer. The name communicates the very essence of the plan. CPA’s way forward is becoming a truer version of the vision God gave our founders in 1985. Modern institutional drivers are often crafted to meet market-dictated needs, trends, and the competitive pressure to “measure better”, “gross better”, or “be better”. Academic institutions are no different. Crafting strategy at the hands of comparison is a dead-end game, running the risk of identity shift, burnout, and faltering values. I believe in a 2030 CPA that has honed excellence in Christian education by diving deeper into what makes us a truer version of ourselves–measuring success by alignment with our mission which is grounded in a Gospel truth that transcends the bending seasons of change.

In this plan, you will read about a proactive commitment to improving and enriching our community from every angle. We have detailed mission-grounded refinement of authentic academic instruction, programming, and vertically-integrated worldview curriculum–growing students that are not just prepared for the demands and rigor of post-secondary education, but present in their walk with Jesus and in the process of becoming the unique men and women God made them to be. You will see Academy priorities laid out, and in turn, the direction of institutional efforts and resources towards those priorities.

As I re-read the founding constitution of CPA throughout the development of this plan, I challenged our leaders to envision every one of our founders and first families returning in 2030, seeing what we have accomplished, and giving a resounding “yes!” We hope by reading Truer, you’ll see a picture of CPA’s future–a school consecrated to Kingdom restoration through exceptional Christian education, navigating the currents of our present culture with integrity and hope, for the glory of God and God alone. As this picture unfolds, we hope you see your family thriving in this covenant partnership, and you too answer with a resounding “Amen!”

Soli Deo Gloria,

Nathaniel H. Morrow
Head of School

Kevin Howard
Board of Trustees, Chair