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Columbia Academy

Where Truth Leads and Students Thrive

Strategic Plan 2026–2029

Columbia Academy’s roadmap for 2026–2029, across seven focus areas.

Columbia Academy students walking across the campus crosswalk with their backpacks

Focus Area 1 of 7

Admissions & Recruitment

Young Columbia Academy students on the campus playground

Achieve a mission-driven admissions process that is consistent, fair, and preserves our identity.

  1. By Q3 2026complete a comprehensive review of all current admissions policies and procedures to identify any arbitrary criteria or inconsistencies in application evaluation.
  2. By Q4 2026design and implement a new, weighted, multi-factor applicant scoring model that prioritizes mission-aligned attributes and may include a consistent merit-based testing component for all applicants.
  3. By Q1 2027investigate current and alternative standardized testing instruments for admissions. Coordinate with MAIS (Mississippi Association of Independent Schools) officials and/or their accreditation standards to ensure the chosen testing is both compliant and effectively measures the specific merits (critical thinking, core subject mastery) required for our mission-aligned applicants.

Strengthen recruitment strategies and enrollment through targeted recruitment and mission-driven marketing.

  1. By Q1 2026we will attempt to recruit and hire a qualified Director of Development to champion the school’s long-term fundraising and capital campaign initiatives, providing essential leadership for our future growth.
  2. By Q1 2027we will investigate, refine, and implement at least three high-impact recruitment strategies specifically targeting our most vital natural entry points: Pre-K and Kindergarten (K3–5). Potentially, spring play dates or other events that invite parents on campus.
  3. By Q1 2027we will develop and launch a truly comprehensive, mission-driven marketing plan focused on highlighting the quality of our Kindergarten program and other aspects of the natural entry points of our school.

Complete a comprehensive market analysis to define recruitment areas and deliver an actionable market capacity analysis that estimates the total potential market size (“market cap”).

  1. By Q1 2028select and contract with a qualified independent educational consultant who specializes in independent school market research.

Focus Area 2 of 7

Finances

A Columbia Academy teacher working with young students in class

Establish a working budget for daily school operations.

  1. By Q3 2026complete a comprehensive review of financial statements, including income and operational expenses.
  2. By Q3 2026design and implement a budget model based on student enrollment.

Identify, categorize, and engage donors in order to increase major gifts revenue by 20%.

  1. By Q4 2026develop criteria that defines a “Major Donor” and define categories for other donors based on when and how often each category should be approached in fundraising efforts.
  2. By Q4 2026complete a comprehensive review of current financial contributors, categorizing them into the defined lists.
  3. By Q1 2027identify at least 50 new potential donors, targeting 25 or more new “Major Donors.”
  4. By Q4 2026develop a well-thought-out Donor Engagement Action Plan and increase engagement with CA through personal contact.
  5. By Q1 2027develop an Annual Mission-Focused Donor Report to be distributed to “Major Donors” and presented at the Annual Meeting.

Review employee compensation to ensure competitiveness and alignment with school growth and sustainability.

  1. By Q4 2027complete a comprehensive review of employee compensation, including a comparative analysis of other local private schools with similar student enrollment.

Focus Area 3 of 7

Campus Safety & Security

Columbia Academy students reading in the school library

The safety of our students, staff, and campus is a foundational priority.

Maintain a visible, well-trained safety presence that gives students, families, and staff confidence in a secure campus.

Keep emergency and lockdown procedures clear, consistent, and regularly reviewed across campus.

Conduct periodic campus-wide safety and technology reviews, addressing priority needs as resources allow.

Invest in campus safety infrastructure and technology to protect our school community.

Focus Area 4 of 7

Academics

Columbia Academy high school students in a science lab wearing safety goggles

Enhance K–6 academic programming through intervention, enrichment, and supplemental learning opportunities that challenge and support all learners.

  1. By Q3 2026define the role and scope of a K–6 academic interventionist, with responsibilities focused on identifying and supporting struggling students through targeted small-group instruction, progress monitoring, and collaboration with classroom teachers.
  2. By Q1 2027design and implement an elementary enrichment program that identifies and provides enrichment opportunities in core subjects and critical thinking.
  3. By Q3 2027implement an annual plan to provide subject-specific professional development for K–6 faculty based on assessment data-driven needs, with a focus on differentiated instruction, enrichment strategies, and advanced learner support.

Evaluate and expand high school elective offerings, including at least two new advanced elective options.

  1. By Q3 2026evaluate existing CA core classes, electives, and external options through MSAIS.net, assessing quality, rigor, and alignment with college/career readiness.
  2. By Q1 2027conduct a student elective interest survey to identify top areas of interest for new elective development.
  3. By Q3 2027launch BuildMS career-pathway programming with a foundational course: Introduction to Basic Construction Skills, supported by mentoring relationships with local businesses.

Evaluate the current K–12 master schedule to improve instructional time, student support access, and teacher collaboration.

  1. By Q3 2027conduct a full schedule audit across all grade levels to assess instructional minutes, transitions, intervention blocks, and alignment with best-practice benchmarks and accreditation standards.
  2. By Q1 2028survey teachers, students, and parents about perceived scheduling strengths and challenges, including time for enrichment, remediation, electives, and collaboration.
  3. By Q2 2028research model schedules from comparable schools that successfully balance academic rigor, student wellness, and faculty planning time.
  4. By Q3 2028present 2–3 scheduling model options to the leadership team and faculty, with a phased implementation plan for any adopted changes.

Focus Area 5 of 7

Building and Grounds

Orange cougar paw prints along the covered campus walkway

Design a comprehensive, long-term site plan that aligns with Columbia Academy’s mission and future growth.

  1. By Q4 2027research and identify a vendor, which aligns with the mission statement, to engage for a comprehensive, long-term site planning project.
  2. By Q1 2028create a line item in the budget, or secure outside funding, to engage the selected vendor for the project.

Create a facilities maintenance program that supports long-term sustainability and preserves the integrity of campus systems and equipment.

  1. By Q1 2027complete a comprehensive review of facilities, including age of systems and equipment currently in use.
  2. By Q3 2027design a program to maintain current facilities, including systems and equipment. This would include a budget line item for annual maintenance and repairs.
  3. By Q3 2027identify long-term maintenance capital requirements and provide them to the finance committee for budgetary purposes.

Focus Area 6 of 7

Athletics and Activities

A Columbia Academy football trophy and awards in the trophy case

Explore additional offerings to our JV/V athletic and activities departments.

  1. By Q2 2027survey all current students up to the Sophomore class to assess interest in each potential athletic expansion (girls’ volleyball, soccer, esports, skeet, fishing).
  2. By Q3 2027conduct a full audit of facility requirements, equipment needs, and scheduling demands for all sports with medium-to-high student interest.
  3. By Q2 2027develop and submit a budget proposal—including start-up costs, ongoing expenses, student interest levels, and potential revenue opportunities—to the board.

Develop a broadcasting, media, and journalism elective that engages students in play-by-play sports broadcasting, reporting, and media production.

  1. By Q3 2026outline the course structure and learning objectives for a media and broadcasting elective, including units in live commentary, journalism, and digital production.
  2. By Q3 2026identify equipment, software, and staffing needs; secure initial resources or funding to launch the course.
  3. By Q3 2026pilot the course with a small group of students and integrate real-time practice opportunities (e.g., live streaming, newsletter segments, social media content) tied to CA events.

Focus Area 7 of 7

Spiritual Development

A young Columbia Academy student praying

Design and implement a comprehensive Bible curriculum across all grade levels that fosters spiritual growth, biblical literacy, and life application.

  1. By Q2 2027conduct a comprehensive review of all current Bible curriculum materials and instruction practices across K–12.
  2. By Q1 2028evaluate at least three Biblically sound curriculum options (K–6 and 7–12) for alignment with Columbia Academy’s mission, spiritual development goals, and doctrinal beliefs.

Implement a discipleship framework across all grade levels that includes (1) daily Bible instruction, (2) weekly chapel services, (3) grade-appropriate spiritual formation activities, and (4) mentorship or small group opportunities.

  1. By Q3 2027develop a vertically aligned discipleship framework that outlines expectations and components for each grade level (K–12), including spiritual formation milestones.
  2. By Q3 2027launch small group or mentorship pilot programs in at least one division (elementary, middle, or high school), with defined structure, meeting schedule, and faculty mentors.
  3. By Q3 2028create a planning calendar that integrates weekly chapel, spiritual formation experiences (retreats, service days, prayer events), and Bible instruction into the yearly schedule across all divisions.

Conduct research for mission/outreach trips available for high school students regionally and nationally.

  1. By Q2 2027identify and compile a list of 5–7 reputable Christian organizations that offer short-term domestic mission trip opportunities aligned with CA’s values.
  2. By Q4 2027survey students, parents, and faculty to assess interest, concerns, and preferred timeframes for future mission trips.
  3. By Q1 2028present a proposal for at least one mission/outreach trip opportunity (regional or national) for high school students, including cost, timeline, and chaperones.

Establish CA Serves as a school-wide initiative in which each grade level (7th–12th) adopts a local charity or ministry and participates in at least one day of service annually.

  1. By Q3 2026identify and partner with a minimum of six local ministries or nonprofit organizations that align with Columbia Academy’s mission and values.
  2. By Q2 2027assign each 7th–12th grade class a specific organization, and schedule one service day per grade during the academic year.