Strategic Plan
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CALIFORNIA ASSOCIATION OF PRIVATE SCHOOL ORGANIZATIONS, 2025-2030
Introduction
Area of Focus I: Legislative Advocacy and Government Engagement
Area of Focus II: Internal Stakeholder Engagement: Member Services and Organizational Value
Area of Focus III: External Stakeholder Engagement and Community Presence
Area of Focus IV: Financial Sustainability and infrastructure
This strategic plan outlines the California Association of Private School Organizations’ (CAPSO) priorities and direction for the next five years. It is structured around four mission-aligned strategic areas of focus: Legislative Advocacy and Government Engagement, Member Services and Organizational Value, Stakeholder Engagement and Community Presence, and Financial Sustainability and Infrastructure. Each area of focus is anchored by a purpose statement that explicitly connects its work back to CAPSO’s core mission: to preserve the independence of California’s private schools and uphold parental choice in education
The development of this plan was grounded in a collaborative process that engaged a broad range of stakeholders from across California’s private school community. Input was collected through member surveys, focus groups, and individual conversations with organizational leaders, board members, and education advocates This feedback provided valuable insights into the evolving needs of CAPSO’s constituents and the broader education landscape
The result is a focused, forward-looki CAPSO’s work over the next five years. advocacy efforts, expand member va collaboration, and ensure the organiza long-term impact and sustainability i su ed
Statement of Mission
Mission
The California Association of Private School Organizations (CAPSO) is the voice of K-12 private education in California. Its primary mission is to preserve the independence of California’s private schools and to uphold parental choice in education. CAPSO, independently and in collaboration with other community and governmental institutions, is an advocate, catalyst, and creative leader for strengthening and advancing K-12 private education in California.
I: Legislative Advocacy and Government Engagement
CAPSO safeguards the independence of California’s private schools and upholds parental choice by ensuring that private education priorities are represented, protected, and advanced in state and federal policy arenas, consistent with the core mission of CAPSO as a private school advocacy organization.
Goal 1.1: Represent Private Schools in State and Federal Legislative Arenas
Prioritize ongoing relationships with key legislators and staff through annual legislative rounds and targeted outreach.
Advocate rigorously for private school priorities in the California State Legislature and with federal policymakers.
Goal 1.2: Strengthen Collaboration with the California Department of Education (CDE)
Build sustained, productive engagement with CDE leadership and program offices
Participate in CDE advisory groups and initiatives impacting private schools
Goal 1.3: Develop Rapid-Response Capacity for Overreaching Legislation
Establish a contingency plan for responding to legislative threats, including legal partnerships and lobbying resources.
Formalize CAPSO’s legislative alerts and mobilization protocol.
Goal 1.4: Educate and Mobilize the Private School Community on Legislative Issues
Develop policy briefs, webinars, and advocacy training for member organizations.
Launch an advocacy platform to streamline grassroots action and communication with legislators.
CALIFORNIA ASSOCIATION OF PRIVATE SCHOOL ORGANIZATIONS, 2025-2030
II: Internal Stakeholder Engagement: Member
Services and Organizational Value
CAPSO strengthens and supports California’s private school community by delivering services that enhance institutional capacity, clarify CAPSO’s unique value proposition, and ensure alignment with the organization’s mission to advocate for, and protect, the independence and vitality of private education in California. CAPSO defines internal stakeholders as member organizations, including schools and leadership.
Goal 2.1: Define and Strengthen Internal Stakeholder Engagement
Identify internal stakeholder categories and align engagment opportunities and communication strategies.
Goal 2.2: Define and Promote a Comprehensive Value Proposition
Exploreatieredservicesmodelthatmayincludepublic,subscriber,andmemberaccess.
Createandexecute/pilotamenuofcoreservicesandadditional-costoptions.
ArticulateCAPSO’srole,services,andbenefitsforinternalstakeholders
Maintainmessagingtoolstosupportmemberengagement/retention.
Createaninternaldashboardreportingkeyimpactstatistics.
Goal 2.3: Explore and Plan for Member
Engagement Events
Assessinterestandgapsinexistingprofessionaldevelopmentopportunities
Develophigh-levelPDopportunitiestoserveinternalstakeholders,designedaround preferreddeliverymethods.
Analyzeallofferingstoensuremissionalignment
III: External Stakeholder Engagement and Community Presence
CAPSO builds a broad base of support for private education and fosters a climate of respect and collaboration by actively engaging external stakeholders in CAPSO’s mission-driven work, reinforcing the importance of educational pluralism and choice in public discourse CAPSO defines external stakeholders as non-member organizations and leaders that share points of intersection with the mission of CAPSO.
Goal 3.1: Identify and Stregthen External Stakeholder Engagement
Identify key external stakeholders and define communication strategies and alignment on shared priorities and advocacy efforts.
Goal 3.2: Expand Community Engagement Opportunities
Participate in public forums, panels, and intersectoral initiatives
Represent private education in collaborative education policy discussions
Goal 3.3: Launch and Grow Corporate Partnerships
Design a sponsorship model for events and ongoing operations.
Pursue mission-aligned corporate support for advocacy and outreach initiatives.
IV: Financial Sustainability and Infrastructure
CAPSO ensures that the organization has the financial strength and organizational capacity necessary to sustain its legislative advocacy, member services, and collaborative leadership in support of a diverse and vibrant private education sector.
Goal 4.1: Strengthen Financial Governance and Planning
Develop a triennial dues adjustment plan based on inflation and organizational needs.
Reinstitute a finance committee to guide budgeting and fiscal decisions.
Goal 4.2: Resource Strategic Planning and Infrastructure Development
Create a funding and staffing plan to support CAPSO’s long-term infrastructure
Invest in tools and systems to sustain operational efficiency and organizational growth
Explore diversified revenue streams and strategies
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