The MBCA
mission
Overview:
It’s encouraging to see how the scriptures provide a roadmap for strategic planning. We are admonished to balance the wisdom of careful planning (Proverbs 21:5, 6:6-8, Luke 14:28) with the humility of knowing that our plans are of no value if they are not God’s plans (Proverbs 16:3, 16:9, James 4:13-15). We are reminded that “unless the LORD builds the house, those who build it labor in vain”. (Proverbs 27:1).
Here at MBCA, we are keenly aware that this school is God’s and that we are simply his stewards, tasked with managing it well for his glory.
We are excited to share The MBCA Strategic Plan, which gives an overview of how we will continue to thrive by stewarding the time, talent, and treasure which God has entrusted to us.
The process:
Academy leadership has involved faculty and staff, parents, students, alumni parents, as well as experts and professionals in developing this plan.
From surveys, to focus groups and committees, to open forums, we have been blessed with a breadth of insight that is incorporated into this plan.
The details:
Here you will see a broad overview which represents detailed executable plans. The SMART (Specific, Measurable, Assignable, Reasonable, Timebound) goals which flesh out the overview you see here requires a team effort, and everyone in our community will have an opportunity to participate through leading, volunteering, praying, giving, and participating. Already underway with many of these initiatives, we are realizing the power of a purpose-driven community which comes together to accomplish a common goal.
The p urpose and implementation:
An effective strategic plan is not one that is simply completed and put on a shelf. It’s a living concept that continues to develop and improve as it is implemented. It acts as a road map, and as we discover new horizons and pursue new opportunities, the plan will continue to grow with us. Having accomplished our previous 5-year plan in the last three years, we are motivated to join together to accomplish this next iteration and accomplish these exciting goals!
Initiative I :
Our goal is to
build on MBCA’s reputation of providing high-quality academic programs that attract and retain mission-fit students and develop well-rounded, lifelong learners who are committed to excellence in all facets of their lives.
Successfully earn Exemplary Accreditation status through dual accreditation with ACSI and Cognia
Develop an Upper School Humanities/Globalization track
Complete school-wide curriculum maps with scope and sequence
Expand and connect STEM programming, building a cohesive program across all three divisions
Expand arts programming and increase involvement in band and theater
Train Lower School faculty in reading specialist methodology
Add Lower School Dean of Students
Increase enrichment and advanced learning opportunities across all divisions
r g
oal is to .
RECRUIT
. . ensure spiritual growth is a foundational element in every facet of the school’s planning, programming, personnel, and operations.
ensure spiritual growth is a foundational element in every facet of the school’s planning, programming, personnel, and operations.
ensure spiritual growth is a foundational element in every facet of the school’s planning,
ensure spiritual growth is a
APPOINT CHAPEL
integration coaching and training coordinators in each divisional level
PARTNER with like-minded Christian organizations
CONTINUE BIBLICALand refine Comprehensive Bible Curriculum ASSESS . . . a Director of Spiritual Life
ALIGN and coordinate all facets of MBCA spiritual development
Initiati ve III :
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Ou r goal is to maintain small class sizes with personal attention where every student is known.
Increase enrollment to 850 over five years
Increase Upper School enrollment to 300, with ultimate cap of 400
Hire an Upper School Admissions Specialist
Increase 8th-to-9th-grade retention to 80%
Increase recruitment of mission-fit families from public schools
Meet enrollment goals, including filling empty seats remaining in Upper School, as we continue to grow our newest division:
Initiative IV:
. Our goal is to raise sufficient funds to complete the master facility plan and support annual operational needs to
provide the highestquality education for JK-12 students on the Post Oak Tritt Road Campus.
Rais e $15.8 Million for Phase II
. . . . .
Raise $1.5 Million in grants
Raise $700,000 in annual giving
Establish Planned Giving Program
Establish formal Alumni Association structure and implement activities to increase engagement of alumni and alumni families
Develop marketing initiatives to expand MBCA’s presence in areas surrounding and north of the Post Oak Tritt Road campus
Our goal is to
build on today’s momentum of strong stewardship, ensuring quality management strategies, efficiency, stability, and long-term sustainability in all Academy operations.
Formalize comprehensive business office policy and procedure manual
Strong budget management, maintaining a balanced budget each year
Manage construction process to limit overruns
Identify opportunities to allocate more funds to expand programs
Grow Endowment fund
Increase Georgia GOAL contributions to $2M to support student scholarships
Contract with a construction monitor to manage process and keep spending on budget . .
Initiative VI:
Our goal is to provide robust opportunities outside the classroom for student development spiritually, emotionally, socially, intellectually, and physically.
Continue to grow our programs, such as Girls Flag Football, and add feeder teams for MS sports
Establish a coaching/training mentorship program
Work with Campus Planning Committee to develop facilities to support our co-curriculars
Expand fine and performing arts offerings across all divisions
Increase after-school and summer offerings
Develop a robust band and music program
Enhance support of Robotics by establishing a presence in the lower grades
Increase fine and performing arts enrichment and advanced level opportunities
Our goal is to hire and retain the highest quality, mission-focused faculty and staff who are invested in the lives of students and their development, both academically and spiritually.
Continue to increase pay and benefits for faculty/ staff
Develop HR manual to clarify policies and procedures
Develop and enhance faculty mentorship program
Provide opportunities to develop leaders within the organization
Provide facilities to meet faculty needs - work spaces, restrooms, offices, and storage - with faculty input on these spaces
Partner with national organizations to conduct national, faith-based employment searches
Initiative VIII :
Our goal is to . provide stellar facilities to enhance student success and fulfillment of our mission.This supports enrollment growth, existing and proposed programs, and attracts and retains mission-fit students and staff.
Develop and Phase Master Facility Plan
Complete Phases 2 and 3 of the Master Facility Plan
Construct a new Upper School building designed to foster excellence in core academics and co-curriculars, and promote collaboration with student commons, student leadership, and student support services
Build a new dining hall with commercial kitchen, stage, and balcony that will serve all three divisions (2026)
Build a new Performance Gym/Convocation Center to accommodate athletics, large gatherings, concessions, and the school store for all divisions (2027)
Build a new state-of-the-art black box theater to enrich theater, band, music, and other art events for all divisions (2027)
Expand and renovate the current academic building for Middle School, which will provide unrivaled facilities at the Middle School level (2027)
Build a new, custom-designed Lower School for an unparalleled Junior Kindergarten - fifth grade experience
Install a sparkling new pool, tennis courts, baseball field, and practice field
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