Short Term Initiatives
The PCA Initiatives are built upon five short-term initiatives for progress that will lead to a secure financial future, attracting and retaining the very best faculty, new academic and scholarly environments, approaches and opportunities, a strong base for financial assistance, and an advanced master plan. This creates a path for moving PCA forward while remaining committed to our mission and Kingdom Education.Secure Our Financial Future
Taking into consideration the assumptions of annual tuition increases remaining within the market range; the expansion fee timeline being honored; the debt-load being kept under accreditation approved levels; and cash reserves reaching industry standard requirements, the following tactics will be advanced:
- Implement a seven-year plan to generate up to $3 million in cash reserves. This plan will allow PCA to respond to identified needs regardless of changes in the economic climate.
- Implement a planned giving program, which will accomplish in phases with the primary phase focused on stakeholder education and awareness. This tactic will enable stakeholders to participate in the long-term growth of PCA on a large scale.
The PCA faculty and staff represent the face and heart of our organization. Great strides over the past seven years have been made in order to provide a competitive salary and benefit package for our faculty and staff as well as a training plan committed to philosophical and instructional excellence. A renewed commitment to ensure that PCA remains competitive is needed. The following tactics will be advanced:
- Implement a plan to ensure that the benchmark goal identified as the competitive market standard is honored.
Recognizing that technology is increasingly more prevalent in the methods used for learning and is dynamically impacting every aspect of our culture, the following tactic will be advanced:
- Deploy a comprehensive technology improvement plan throughout the school. Proven technology that enhances student learning will be implemented along with an instructional plan for personnel.
Providing financial assistance to families who would otherwise not be able to afford a private Christian education, or who are experiencing a temporary hardship, or who simply are underprivileged has been primarily funded through the annual budgeting process. The transition to outside funding will require the following tactic to be advanced:
- Implement an elevated and visible program to dramatically heighten the profile of our Sponsor-a-Child program. The Zig Ziglar Leadership Award Banquet will serve as the foundation event for this program.
Understanding the need to advance Phase II of the master plan, and yet respecting the impact that Phase I has had on our overall financial stability markers as well as the cost to operate these added facilities, the following tactics will be advanced:
- Employ a development consultant to assist in evaluating the master plan progression.
- Identify distinct improvements that can be constructed on a stand-alone basis prior to the next major capital campaign.
- Launch a major capital campaign in the next 2-3 years to address the completion of the master plan.
