INSPIRING MINDS. BUILDING COMMUNITY.
WICHITA COLLEGIATE SCHOOL STRATEGIC PLAN 2026-2031
PORTRAIT OF A SPARTAN
I am resilient. We are determined.
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I am constantly learning. We explore new ideas.
I am creative. We are open to change.
I am solving problems. We experiment, fail, and try again.
I am compassionate. We are inclusive.
I care about my community. We lean on and support each other.
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I am uniquely talented. We challenge each other to be better.
MISSION
Wichita Collegiate School exists to inspire all students to be the best versions of themselves through a college preparatory education grounded in academic excellence within our diverse and supportive community.
VISION
We envision a future where every student actively pursues a journey of lifelong learning by guiding and equipping them to think critically, live ethically, persevere honorably, and communicate effectively. Our commitment to strong partnerships with passionate educators, engaged families, and dedicated alumni ensures that we foster an environment of care, support, and opportunity. We seek to establish a culture in which each student is truly known, loved, and challenged to realize their potential, and in doing so, we lay a foundation for every student to live a life of purpose and make a lasting, positive impact in their communities.
STEERING COMMITTEE
Dana Hensley, Committee Chair; Brooke Carpenter; Katie Leiding ’04; Navin Maharaj; Melissa Mangan ’00; Becky O’Hearn; Kathy Rukes ’99; Nathan Washer; Gaby White
GUIDING PRINCIPLES
EXCELLENT PROGRAMS
• We provide a content-rich curricular environment, one in which students are challenged to reach high expectations and supported to strive for success.
• We believe it is vital that students learn to think critically, persevere honorably, communicate effectively, and live ethically as both independent and collaborative learners.
• We believe students should master essential facts and knowledge and also push beyond the foundational level to engage in strategic and extended thinking, transferring their knowledge and skills to new situations.
• We develop well-rounded students through a commitment to academics, arts, athletics, and character development.
• We strive to ensure that each student is valued and supported in an environment that fosters a sense of safety and belonging.
ENGAGED STUDENTS
• We nurture a learning environment consisting of talented, motivated students from diverse backgrounds, each of whom commits intellect, talent, and enthusiasm to the enrichment of our community.
• We believe students should work to find and use their voices, moving beyond solely consuming information to actively engaging as producers of ideas and content.
INSPIRING EDUCATORS
• We recruit, support, retain, and honor skilled and caring faculty who inspire, challenge, and guide their students.
• We invest in the ongoing professional growth of our teachers and trust in their professional expertise and skills.
SUPPORTIVE COMMUNITY
• We seek mission aligned families who partner with us in providing an engaging academic program that supports the social-emotional well-being of every student.
• We expect all members of the Wichita Collegiate School community to adhere to the behaviors outlined in our Covenant of a Collegiate Community Member.
THE ACADEMIC PROGRAM
Strategic Priority 1
Ensure that the academic program purposefully prepares students for college, career, and life in 2031 and beyond using the three types of learning goals: acquire, understand, and transfer of knowledge and skills, while also fostering healthy, balanced, and ethical lives.
GOAL 1: Develop a school wide integrated approach to AI/ technology education that prepares students for college, career, and life in 2031 and beyond.
• Action Step 1: Create a whole-school, scaffolded digital literacy program that fosters strong digital citizenship and readiness for emerging technologies.
• Action Step 2: Equip educators to integrate AI and technology education across the curriculum.
• Action Step 3: Sustain a robust technology infrastructure with adequate funding and maintenance to support effective use school-wide.
• Action Step 4: Evaluate technology use and promote balanced practices.
GOAL 2: Develop an aligned K-12 curriculum that supports and challenges our students.
• Action Step 1: Invest in defining clear, developmentally aligned learning objectives for each grade and subject that are consistent with the school’s mission.
• Action Step 2: Equip educators to understand and effectively deliver an aligned curriculum.
• Action Step 3: Evaluate Middle and Upper School course offerings and graduation requirements to ensure they are best serving students.
GOAL 3: Develop a set of assessments and consistent grading guidelines that are mission aligned and ensure a developmentally appropriate learning experience.
• Action Step 1: Equip educators to use their expertise to appropriately measure the acquisition of skills and knowledge.
• Action Step 2: Provide resources to reflect and improve current grading practices to provide a consistent and aligned learning experience.
THE STUDENT EXPERIENCE
Strategic Priority 2
Invest in a comprehensive strategy that enhances the student experience in and beyond the classroom.
GOAL 1: Develop a school-wide program for athletics, fine arts, and other activities that aligns offerings across divisions and creates clear pathways for student participation and growth.
• Action Step 1: Develop a clear philosophy and strategies [including scheduling, facilities, and student work load] that allows students to engage in the full Spartan experience.
• Action Step 2: Invest in the training and development of teachers, coaches, directors, and parents to provide leadership, continuity, and growth in programming at every age level.
• Action Step 3: Explore and deliver equitable allocation of resources across programs.
• Action Step 4: Explore how to make programs accessible for all students.
GOAL 2: Mature and Expand the School-Wide Character Education Program.
• Action Step 1. Examine the current needs of students and implement age appropriate mechanisms, including in our existing community structures, to strengthen the character education program, which includes interpersonal and executive function skills.
• Action Step 2. Engage parents and families in support of character education.
THE COMMUNITY
Strategic Priority 3
Cultivate the community and the talents within it so that our students are supported by talented professionals and mission aligned families in all areas.
GOAL 1: Attract and retain mission-aligned employees.
• Action Step 1: Assess and enhance the employee experience by identifying opportunities to improve compensation, benefits, and overall satisfaction.
• Action Step 2: Assess, enhance, and invest in professional development that inspires meaningful learning.
• Action Step 3: Explore recruitment strategies that counteract the shrinking workforce entering the education profession.
GOAL 2: Enhance the Parent Partnership by building a culture through networking and communications in which all community members feel included, needed, and supported.
• Action Step 1: Strengthen opportunities for parent connections by leveraging existing groups such as CPA, Parent Liaisons, New Family Ambassadors, Parenting Network.
• Action Step 2: Develop a communications strategy that keeps parents well-informed and actively engaged.
• Action Step 3: Create opportunities to draw from parent expertise, experience, and wisdom.
GOAL
3: Continue to Cultivate a Strong School Culture
• Action Step 1: Build community and school culture by creating dedicated time in the calendar and in the division schedules for connection, to celebrate traditions, and to intentionally cultivate school spirit.
THE FUTURE
Strategic
Priority 4
Build and maintain a forward-thinking physical and financial infrastructure that sustains Wichita Collegiate School in perpetuity.
GOAL 1: Develop a comprehensive campus master plan that aligns with academic priorities.
• Action Step 1: Collaborate with architects, the community, and faculty to create a master plan with distinct phases that address future goals.
GOAL 2: Fund Phase 1 of the campus master plan, grow the endowment to $25 million, and secure $2.5 million towards deferred maintenance.
• Action Step 1: Conduct feasibility study.
• Action Step 2: Launch Capital Campaign utilizing development best practices.
• Action Step 3: Elevate the School’s stewardship practices, ensuring donors are true partners in this process.
GOAL 3: Secure Wichita Collegiate’s future by implementing a robust planned giving program, growing from two members to 50+ by 2031.
• Action Step 1: Utilize a planned giving platform to market our offerings to our planned giving prospects.
• Action Step 2: Build relationships and steward planned giving donors to a place of honor.
