Our Strategic Plan

GOD'S FAITHFULNESS

As we began the 2026–2031 Strategic Plan, we did so with gratitude for God’s faithfulness and confidence in the calling He has placed on Weatherford Christian School. This plan reflects thoughtful prayer, careful listening, and a shared commitment to academic excellence, Christ-centered formation, and faithful stewardship.

Over the next five years, we will build on a strong foundation of God’s story while boldly preparing our students to lead, serve, and impact the world for Christ. Together—as faculty, families, students, and supporters—we look ahead with unity of purpose and trust in God’s guidance for all that is to come.

With gratitude and hope,

Dr. Beth Riley, Head of School

Write the vision; make it plain on tablets, so he may run who reads it.

Habakkuk 2:2

STRATEGY 1: Building Culture and Community

STRATEGY 1: Building Culture and Community

In order to build a culture and community of Christian discipleship, WCS will give staff, students, and families more opportunities to lead, serve, build relationships and support the mission of raising Christ Servant leaders.

HOW

WCS will create more student-led opportunities to create ownership and engagement. Students will have opportunities to become spiritual leaders by leading chapels, Bible studies, student worship nights, mentoring, school wide events, grade level events, and family connection events.
WCS will provide more opportunities for service to students and families at every grade level that will encourage students to truly want to serve others. WCS will build upon family engagement by offering more family nights and community involvement opportunities such as movie nights, student showcases, worship nights, and prayer gatherings. Develop parent ambassadors to guide new families as they become involved in the WCS community.
WCS will work to build a stronger alumni engagement by inviting alumni to speak at events, chapels, to student and family groups, invite alumni to speak at job fairs, college readiness classes, and sporting events.

OUTCOMES

Students will gain real experience in becoming Christ servant leaders while sharing their faith through various student-led opportunities.
Students will develop a heart for service through the different opportunities that will lead them to following their own calling to be servant leaders in their communities.
Students will have the opportunity to lead and speak with potential new families who tour the school.
Students will develop skills to lead community engagement events.
Families will develop relationships through more active involvement which will increase retention and build upon bringing more families into the WCS community.
Former students' testimony and successes will engage families in the mission of WCS which will lead to more families who support and want to grow the WCS community

STRATEGY 2: Student & Teacher Retention

STRATEGY 2: Student & Teacher Retention

To become a place where students and teachers are convinced there is no better place to be. Retention is not primarily a marketing problem-it is a discipleship and community challenge. When students are known, teachers are supported, families are valued, and Christ is central, retention becomes a natural outcome of faithfulness.

HOW

Clearly communicate academic and spiritual outcomes at each grade level. Create a system to address concerns proactively and handle it in conjunction with the school mission to prevent unnoticed failed expectations.
WCS will create a high value on customer service partnership that reminds staff we are all on the retention team.
Encourage and inspire camaraderie amongst teachers that maintains a strong team mindset.
WCS will have a policy of supporting and compensating good teaching.
Annual training on servant leadership, faith integration and meetings focused on the mission/portrait of a WCS graduate.

OUTCOMES

Student retention will be above 90% every year. Teacher retention will be above 80% every year.
Parent surveys will show a high degree of satisfaction.
Teachers remain when they feel part of a spiritual mission, not just a job.

STRATEGY 3: Accountability/Expectations

STRATEGY 3: Accountability/Expectations

To establish a culture of excellence, responsibility, and continuous improvement by setting clear expectations and ensuring accountability that promotes high expectations, supports growth, and measures outcomes across all areas of the school.

HOW

Establish clear expectations for students. Behavior reviews- collaborative discussions about handling high expectations.
Structured time for faculty dedicated to reflecting and resetting expectations.
Define grade-level standards aligned with curriculum and learning outcomes.
Share accountability goals and progress with parents regularly.
Collect and analyze academic and behavioral data regularly.
Provide learning and enrichment opportunities on and off campus where students are actively representing the full body of Christ through academic endeavors.

OUTCOMES

Every faculty member will be closely aligned with the expectations set forth by the school and support them consistently.
Faculty evaluations will authentically represent the level of alignment with school values.
All students held to the same standards of accountability for academics / behavior.

Two female students in classroom on computer

Female student lighting a candle at a ceremony at school

STRATEGY 4: Growing Athletic Programs

STRATEGY 4: Growing Athletic Programs

In order to maintain consistency and quality of the athletic department, WCS prioritizes growth of staff, athletes, facilities, and programs while keeping Christ as the foundation. We strive to build upon the gifts the Lord has bestowed upon our athletes and coaches, both spiritually and physically, and use the platform of athletics to glorify God.

HOW

Prioritize the hiring of coaches whose lives and actions align with biblical principles, and coaches who support the entire athletic program through active participation.
Use of consistent and effective off-season and in-season training which is vertically aligned from elementary to high school.
Student ambassadors to promote WCS athletic programs and events through engagement of the student body.

OUTCOMES

Increase in participation within the student body.
Retention of coaches which allows for consistency and improvement from year to year.
Addition and retention of athletic families to WCS.
Vertical involvement of WCS families willing to volunteer and partner with. the athletic program to create an environment that is optimal for our student-athletes.

Football players giving high fives to younger students in gym

Student baseball team on field at night in a huddle praying

STRATEGY 5: Growing Fine Arts Program

STRATEGY 5: Growing Fine Arts Program

To focus on a multitude of fine arts enrichment activities that explore culture, art, music, and theatre through various means such as visual art, performing art, decorative art, literary art, and digital art.

HOW

Staff will incorporate a biblical focus, pointing to the creator who created us in his image, thereby giving us the ability to create, fostering an increase in art appreciation and lifelong love of the arts.
WCS will foster community outreach by selecting events Fine Arts classes, clubs, and programs can share their talents.
Survey students yearly for Fine Arts-specific course interest.
Incorporate fine arts activities into spiritual structures like chapel Enter regional music/theatre/art competitions

OUTCOMES

WCS community outreach and partnership gained through learning and growing in our spiritual giftings.
Student appreciation for the arts gained through new offerings, increasing Fine Arts participation across the school.
Students see the arts as a way to express and strengthen their faith.
Increased recognition of student achievement and program prestige.
Bolstering Fine Arts programs will boost students' self-confidence, self-esteem, inventiveness, imagination, critical thinking skills, problem-solving skills, ability to focus, and fine motor skills.