Vision & Goals

Vision 2035 articulates Cascade Christian Schools’ long-term commitment to Christ-centered excellence in student experience, community, and operations. Guided by our mission and rooted in biblical truth, this strategic plan provides a comprehensive roadmap to strengthen academic quality, spiritual formation, organizational sustainability, and community impact as we prepare to serve more than 2,000 students annually with life-shaping educational experiences.

At the heart of Vision 2035 is an unwavering focus on the Student Experience, shaped by Cascade Christian’s 4 Pillars: Academic Excellence, Leadership Development, Spiritual Formation, and Personal Character Development. The plan prioritizes intentional spiritual growth through a comprehensive spiritual formation pathway and Biblical Worldview Immersion. It also advances highly personalized learning through inclusive student supports, defined high school pathways, expanded online learning, and robust curricular systems. Growth and achievement goals emphasize standards-based instruction, measurable academic performance, and individual student growth. Expanded cocurricular, athletics, arts, and student life programs ensure students are equipped to discover and develop their God-given gifts while engaging meaningfully with their community.

The Community area of impact focuses on cultivating a unified, mission-aligned culture in which students, families, staff, alumni, and partners are known and valued. Strategic priorities include increasing enrollment and retention, strengthening trust and transparency, expanding alumni and stakeholder engagement, unifying communication platforms, and enhancing branding and marketing efforts. Together, these initiatives aim to deepen connection, increase engagement, and amplify Cascade Christian’s mission and impact.

The Operations area of impact ensures the systems, resources, and infrastructure necessary to support sustainable growth and excellence are in place. Key priorities include attracting and retaining high-quality, mission-aligned employees through competitive compensation, benefits, and professional development; investing in facilities, transportation, technology, and long-term campus planning; strengthening financial stewardship through disciplined budgeting and reserve-building; advancing fundraising and capital campaigns; and maintaining rigorous health, safety, and security standards across all campuses.

Collectively, Vision 2035 represents a bold yet disciplined plan to steward God’s provision faithfully, strengthen organizational effectiveness, and expand Cascade Christian Schools’ capacity to educate, disciple, and equip students to live out their calling for Christ in an advancing world.

By 2035, we will strengthen and sustain our commitment to an excellent and highly personalized Christ-centered student experience by ensuring the elements of our 4 Pillars (Academic Excellence, Leadership Development, Spiritual Formation & Personal Character Development) are highly embedded into the learning and assessment process. Cascade Christian Schools will be an exemplary school, recognized internationally for fostering Christ-centered excellence in academics, athletics, community service, and the arts by serving 2,000+ students annually with top-tier programs and life-impacting experiences. 

Student Experience Outcomes:

• Academic Excellence – Cascade Christian Schools prepares, motivates, and inspires students to passionately pursue their purpose before God and engage in lifelong learning (Proverbs 1:1–7, Colossians 3:23, Ephesians 2:10).
• Leadership Development – Cascade Christian Schools provides abundant opportunities for students to discover and apply their unique God-given leadership qualities so they can grow and develop into steward leaders (Mark 10:42–45, 1 Timothy 4:12).  
• Personal Character Development – Cascade Christian Schools develops respectful and responsible students who are confident and compassionate in their relationship with God and others and who view themselves as created in God’s image (Philippians 4:8, Galatians 5:22–23, 2 Peter 1:5–8, Colossians 3:12–14).
• Spiritual Formation – Cascade Christian Schools teaches and trains students to continuously grow in their relationship with God in the process of becoming discerning leaders (Mark 10:42–45, 1 Timothy 4:12). 

OBJECTIVES & INITIATIVES

Spiritual Formation and BWI

We will continue to establish an intentional and sustainable spiritual formation pathway that cultivates a Christ-centered culture: one that equips and encourages every student and staff member to grow in Christlikeness. This pathway will foster students’ and staff members’ lifelong devotion to Christ, helping them live out a biblical worldview and ultimately empowering them to make a lasting kingdom impact.

• Student Spiritual Growth
  • By 2030, we will implement a comprehensive spiritual formation pathway that intentionally integrates discipleship relationships, spiritual practices, service experiences, and the annual spiritual theme into all areas of school life. This is to develop discerning leaders who have a lifelong devotion to Christ that results in kingdom impact. Progress will be measured through increased student engagement in spiritual formation opportunities, the tracking of self-assessments on spiritual growth and biblical worldview understanding, and through faculty feedback on observations of spiritual growth in students’ lives.
• Biblical Worldview Immersion Teacher Training
  • By 2030, a sustainable process will be in place to ensure that all KPrep–grade 12 teachers have a comprehensive understanding of what Biblical Worldview Immersion looks like in their content area through ongoing training and support.
• Spiritual Life Oversight and Support
  • By 2028, we will ensure coverage and oversight of the following key areas (with possible additions) of spiritual life: Administrative Support, Pastoral Care and Support, BWI, Church Partner Relationships.
• Biblical Worldview Institute Growth and Impact
  • By 2028, we will update and enhance the brand and business of the Biblical Worldview Institute to increase engagement and equip and support Christian schools that align with Cascade Christian’s mission. This will enable us to market and sell some of our products, such as BWI workbooks, biblical integration lesson plan templates, spiritual theme matrixes, elementary BWI athletic manuals, parent resources, etc.
• Church Partners Program Development
  • By 2030, we will strengthen and clarify the Church Partners Program to expand partnership with local churches, recognizing their essential role in students’ spiritual formation. Through a sustainable and vibrant program, we will support discipleship, faith development, and a strong Christ-centered community for our students.

Highly Personalized Learning

We will strengthen and enhance the student learning experience by offering highly personalized learning pathways. 

• Inclusive Student Support and S.P.E.C.I.A.L. Resources
  • By 2035, we will increase student support resources that directly benefit Cascade Christian families and become a more fully inclusive school district in the context of social, physical, economic, cultural, individual, academic, and linguistic differences (S.P.E.C.I.A.L.).
• High School Pathways and Postsecondary Readiness
  • By 2035, we will expand pathways at the high school based on student postsecondary desires.
• Cascade Christian Schools Online (CCSO)
  • By 2028, we will determine the feasibility of expanding Cascade Christian Schools Online to be a sustainable and comprehensive online school, starting with grades 6–12, that reflects Cascade Christian’s excellent Christ-centered education through an online space where students are known and valued. 

Educational Curricular System

We will continue to improve the educational curricular system to strengthen and enhance our 4 Pillars and give our students a comprehensive and unique educational experience. 

• Exemplary Accreditation and Academic Excellence: By 2027, we will achieve an exemplary school status in the 2027 accreditation.
• Biblical Sexuality Curriculum Development: By 2027, we will design and implement an articulate K–12 scope and sequence to provide greater cohesion, consistency, and intentional development from a biblical worldview perspective for kindergarten through grade 12.
• Complete K–12 Curriculum Mapping and Standards Alignment: By 2026, we will complete curriculum mapping, including essential standards for every course, K-12.
• Differentiated Instruction Models (Early Learning–Grade 12): By 2026, we will fully develop early learning through grade 12 differentiated instruction models for the classroom.
• 3Rs Character Curriculum Implementation: By 2027, we will identify and implement 3Rs character curriculum at the elementary level.
• Multi-Tiered System of Support (MTSS) Implementation: By 2028, we will comprehensively implement a Multi-Tiered System of Support (MTSS) for K–12, ensuring every student receives the appropriate level of academic, behavioral, and social-emotional support. This approach will allow us to identify needs early, provide targeted support, and partner with families to ensure each child learns at the highest level possible. 

Growth and Achievement

We will fully develop and implement frameworks and instructional models to enhance the growth and achievement of each student.  

• Cascade Christian Schools Standards-based Framework
  • By 2027, we will implement a vertically aligned, Cascade Christian Schools standards-based framework with regular data reviews.
• Student Achievement
  • By 2035, we aim for 80% of students to be scoring at the 61st percentile or higher in math KPrep–grade 12 and 80% of students to be scoring at the 61st percentile or higher in reading KPrep–grade 12.
  • By 2035, we aim for 90% or higher of students to annually achieve or exceed their personal growth goals.
• Quarterly Progress Reports  
  • Design quarterly progress reports for students with individualized goals by 2027. 

Responsible Integration of Advancing Technology in Learning

In response to rapidly advancing technologies, we will introduce focused initiatives, including AI literacy, that prioritize authentic understanding, cultivate God-given wisdom, and deepen students’ discernment that will be shaped by a biblical worldview. 

• Authentic Evidence of Learning (In-Class Verification)
  • By 2027, we will continue to improve assessment practices for grades 4–12 to emphasize authentic, in-person evidence of learning, ensuring that academic outcomes reflect genuine understanding, integrity, and personal growth rather than algorithmic output.
• AI Literacy for Wisdom and Discernment
  • By 2028, we will introduce a biblically grounded AI literacy scope and sequence that prepares students to engage emerging technologies with wisdom, discernment, and responsibility, staying in alignment with a biblical worldview.
• Responsible Use of AI in Teaching and Learning
  • By 2028, faculty and staff will responsibly use AI-supported tools to improve efficiency and enrich feedback as they carry out their teaching and work with excellence from a biblical worldview perspective. 

Cocurricular and Recreation

We will increase cocurricular/recreation program offerings to enhance the student experience and provide more opportunities for students to grow in their God-given talents. 

• Homework Headquarters and Personalized Learning Support
  • By September 2028, we will develop a Homework Headquarters to partner with parents and teachers to foster personalized learning for elementary students.
• Inclusive Recreation
  • By September 2030, we will support inclusive recreation opportunities in programs.
• Enrichment Expansion
  • By September 2035, we will increase club offerings, recreation events, and enrichment opportunities. 

Student Life and Engagement

We will strengthen student life and student community engagement opportunities to encourage students in living out their God-given calling in today’s advancing world. 

• Development of the 4 Pillars Framework and Rubric
  • By 2027, we will build out the 4 Pillars framework and rubric.
• Expansion of Student Engagement Opportunities
  • By 2035, we will assess student engagement opportunities and identify five new opportunities that are available to all students in the junior high and high school.
• Integration of the 4 Pillars into Student Life
  • By 2030, we will fully embed the 4 Pillars framework and rubric into all student life and engagement opportunities.
• International Program
  • By 2030, we will strengthen the International Program by enhancing support and engagement for international students in alignment with our guiding principles. To accomplish this, we will work with district leadership over the next five years to clarify the program’s mission and define sustainable goals for the future.
• Culture Committee
  • By 2027, the Culture Committee will have created a formal purpose statement and a formal operating structure that allows regular and ongoing assessments, resource development, and culture to be strengthened in each area of S.P.E.C.I.A.L. (Social, Physical, Economic, Cultural, Individualistic, Academics, and Linguistic differences). 

Junior High and High School Athletics 

We will build a comprehensive athletic program that enriches the student-athlete experience through opportunities, discipleship, and leadership development while preparing students to impact their world for Christ.

• Athlete Discipleship  
  • By 2030, junior high and high school student survey responses indicating “sports team” as a key environment for faith encouragement will increase by 10%.
• Increased Sports Opportunities
  • By 2030, there will be a 10% increase in sports participation to expand the impact of the Athletics Department on our student body.
• Cougar Athlete Legacy
  • By 2030, Cascade Christian will have a Hall of Fame and launch legacy efforts to honor the past while motivating current and future student-athletes to achieve greatness. This will connect generations of alumni and build school pride.
• Facilities and Maintenance
  • By 2035, all junior high and high school practices and contests (other than golf and tennis) can be held on campus to ensure greater participation and accessibility for students and families and to make athletics a central part of school life. We will also improve accessibility to off-site contests by expanding our modes of transportation.
• Athletic Personnel and Professional Development
  • By 2035, we will attract, support, and retain top talent coaches, athletic staff, and/or volunteers to ensure the Athletics Department has the resources and training needed to provide high-quality, Christ-centered programs for our student-athletes. 

Arts 

We will cultivate a thriving, Christ-centered performing and visual arts program that integrates biblical worldview, educational excellence, and community engagement. This is to ensure every early learning through 12th grade student experiences high-quality instruction, artistic literacy, and opportunities to glorify God through creative expression. 

• Curriculum and Instruction
  • By 2030, we will implement a comprehensive, sequential early learning through 12th grade arts curriculum and instruction aligned with Washington State standards and Cascade Christian Schools’ biblical worldview principles, ensuring that by 2035, 100% of students receive instruction from qualified educators, meet third-benchmark performance standards, and have expanded opportunities in choir, band, orchestra, Theatre, and visual arts.
• Arts Personnel and Professional Development
  • By 2030, we will hire top talent staff, with recognized credentials and/or relevant industry experience, to strengthen and unify our arts programs and expand opportunities for students to develop their skills and share God’s creativity. We will also support ongoing program growth through professional development opportunities for staff.
• Student Opportunities & Experiences and Community Engagement
  • By 2030, we will provide students with meaningful arts experiences by expanding opportunities such as junior high and high school competitions, worship arts in chapel across the district, and community engagement with partner organizations. We will also accomplish this by hosting an annual arts showcase that involves alumni, parents, and the broader community, allowing students to share their God-given creativity while strengthening and highlighting our arts programs.
• Arts Facilities Improvement
  • By 2035, we will have identified areas of need resulting from the projected growth in performing and visual arts. We will meet these needs by allocating space or alternative resources at each campus to continue supporting arts programs and events.

By 2035, we will streamline processes and optimize resources to enhance educational outcomes and support the advancing needs of our Christ-centered community. Cascade Christian Schools will achieve a 25% increase in operational/administrative efficiency, while ensuring optimal facility and equipment maintenance and by establishing state-of-the-art facilities across the district. 

OBJECTIVES & INITIATIVES:

Employee Retention and Satisfaction

Employee retention and satisfaction will be improved by enhancing positive workplace culture and improving employee benefits. This will attract and retain highly qualified employees who follow and share Jesus. 

• Compensation to Attract and Retain Top Talent
  • By 2035, we will offer teacher, staff, and coaches’ salaries/stipends that attract, support, and retain top talent committed to our mission (90% employee retention by 2035).
• Retirement and Financial Security Benefits
  • By 2030, we will establish a 403(b)-retirement plan with employer match to support employees’ financial security and future planning.
• Comprehensive Professional Development
  • By 2030, we will design a professional development program that encompasses onboarding, mentoring, and coaching.
• Performance Management for Growth and Engagement
  • By 2030, we will implement a performance management system to improve employee development and growth, increase employee engagement and motivation, and strengthen communication and transparency.

Infrastructure, Technology, and Facilities Development 

We will develop and/or plan the infrastructure needed to support the advancing needs of our campuses and programs. 

• Permanent Puyallup Elementary Facility
  • By 2035, Puyallup Elementary will have a permanent facility that is funded and operational.
• Completion of the Fields of Dreams
  • By 2030, Fields of Dreams will be funded and completed.
• Strategic Property Acquisition
  • By 2030, we will acquire three or more properties to meet the needs of Cascade Christian programs.
• Recreation Department Headquarters and Creative Arts Hub
  • By 2027, we will own and open a Recreation Department headquarters (office space) to enhance collaboration across the district and enrich student experiences.
  • By 2030, we will establish a Recreation Department creative arts hub to meet the needs of the new and growing programs.
• Improved Transportation Infrastructure
  • By 2027, we will pursue purchasing multiple vehicles for improved athletics/arts/activity transportation and traffic mitigation.
• High School Career and Technical Skills Center
  • By 2030, we will define pathways at the high school based on student postsecondary desires, including a career and technical skills center (from Student Experience).
• Cloud-Based Operational Efficiency
  • By 2027, we will utilize cloud-based technology and software systems to streamline processes and achieve a 25% increase in workload efficiency while ensuring optimal facility and equipment maintenance.
• Sustainable Facility Management
  • By 2028, we will establish a robust and sustainable facility management framework that integrates comprehensive Facility Condition Assessments (FCA) and strategic budget planning to ensure all properties are safe, modern, and well maintained. This will support our mission and enhance the educational environment.
• University Feasibility Assessment
  • By 2030, we will determine if Cascade Christian University/Seminary is feasible.  
• Future Vision Initiative: Center for Worship/Performing Arts Campaign Feasibility
  • By 2040, we will assess the feasibility for launching a Center for Worship/Performing Arts Advancement capital campaign. 

Financial Stewardship 

We will strengthen financial stewardship and sustainability by implementing strategic initiatives that ensure long-term stability and operational excellence. Through disciplined budgeting, streamlined processes, and innovative technologies, we will maximize resources, reduce inefficiencies, and build reserves that safeguard our mission. These efforts will enable us to balance fiscal responsibility with Christ-centered priorities, ensuring that every dollar entrusted to us advances our ability to serve students and families for God’s glory. 

• Financial Stability Indicators:
  • Balance Operating Budget: Balance the budget on operations and programs by 2030
  • School Tuition Discounts: Tuition discount as percentage of tuition revenues by 2030 ≤ 15%
  • Personnel Costs: Personnel to expense ratio 68-72% by 2032
  • Variable Tuition: Reduce our Variable Tuition discount to less than 8% of revenues by 2030
  • Dollar Efficiency: Tuition Paid per Dollar Awarded: increase to $1.75 per $1 awarded by 2030
  • Capital Budget: < 2% of revenues
  • Long-Term Cash Reserves: Build a 2-month cash reserve of $2.5 million by 2035
  • Operating Cash Reserves: Build a monthly cash reserve of $2.4 million by 2030  
  • Debt: Debt-to-asset ratio < 30% by 2035
  • Enrollment Capacity: 1,720 = (Kindergarten–Grade 6 at 970; Grades 7–8 at 270; Grades 9–12 at 480; KPrep at 232; Cougar Club at 155)
• Streamline Processes with New Accounting Technologies
  • By 2027, we will integrate new accounting technologies to streamline processes, aiming for a 25% reduction in workload.
• 3–5 Year Budget Forecasts
  • By June 2026, we will generate 3-to-5-year budgeting forecasts. 

Advancement 

We will advance giving efforts at Cascade Christian by offering diverse opportunities for giver engagement and by connecting with contributors through compelling communication, intentional gratitude, and meaningful reporting. Sustainable and increased funding will expand student access and elevate the standard of excellence at Cascade Christian. 

• Capital Campaign: Fund a permanent facility for Puyallup Elementary.
• Capital Campaign: Fields of Dreams is funded.
• Capital Campaign: Acquire three or more properties connected to Pioneer Campus.
• Annual Fund: $2.5 million annually by 2035
  • Raise $1.25 million annually by 2026
  • Raise $1.5–1.75 million annually by 2030
• Giver Retention
  • By 2035, over 70% of givers will be retained annually (including reactivated givers), and we will have over 20% of active households giving annually.
• Endowment: Build upon and grow legacy giving efforts. 

Health and Safety 

We will provide increased health and safety precautions to maintain a safe and healthy learning environment. 

• Annual Health and Safety Training
  • By 2028, we will develop annual health and safety workshops/training for all Cascade Christian staff members.
• Secure Student Data Protection
  • By 2030, we will develop and maintain secure online platforms, ensuring student data is protected and the system(s) is/are resistant against cyberattacks.
• Standard Security for I-Term Trips
  • By 2028, we will incorporate standard security measures and systems for I-Term trips.
• Adequate Health Staffing
  • By 2030, we will provide adequate health staffing to meet a ratio of 1 health staff to no more than 1,000 students.
• Industry Standard Physical Security
  • By 2035, we will be in line with the CISA K–12 School Security Assessment Tool (SSAT) physical security guide on every campus (School Security Assessment Tool (SSAT) | CISA).
• District-Wide Health and Safety Training Upgrades
  • By 2028, we will upgrade district-wide health and safety staff trainings that will be incorporated annually (for new hires and existing employees).
• Community Awareness and Involvement
  • By 2035, we will increase community awareness and involvement for health, safety, and security responses.
• Dedicated Health Rooms on Each Campus
  • By 2035, we will identify health rooms at each campus (as able within leased buildings). 

By 2035, we will cultivate, grow, and sustain a Christ-centered community that is unified in mission, where people are known and valued, and where trust, engagement, and belonging reach across all stakeholder groups. Through intentional enrollment and retention efforts, transparent communication, and strong branding, we will increase digital and event engagement by 50% and strengthen long-term commitment among students, families, employees, alumni, and supporters.  

OBJECTIVES & INITIATIVES: 

Enrollment and Retention 

We will strive to retain the students and families God has entrusted to us while thoughtfully filling available seats to operate at a healthy and sustainable capacity at all campuses. In doing so, we will steward our resources well, reach the full potential of our learning community with right-fit families, and strengthen our mission to disciple and develop discerning leaders for Christ. 

• Sustainable Enrollment and Retention
  • By 2030, we will improve qualified applicant interest and establish targeted retention campaigns and a student “lifecycle” to increase student retention to above 90%.
  • Our 2035 early learning through grade 12 enrollment goal (including CCSO) is 2,016.
• Alumni Family Engagement
  • By 2035, we will double the number of alumni students and increase alumni engagement. 

Community Engagement 

We will increase community engagement and retention by strengthening trust and transparency, enhancing stakeholders’ sense of belonging, expanding digital and event engagement, and aligning key events with our mission and brand. 

• Strengthen Trust and Transparency
  • By 2026, we will strengthen and enhance trust and transparency among stakeholders by offering meaningful opportunities for engagement and establishing clear feedback mechanisms.
• Satisfaction and Net Promoter Score
  • By 2030, we will strengthen the sense of belonging among students, employees, PfC, and alumni as personally reported on surveys by 5% (Net Promoter Score) (Note: % is a placeholder and will be determined in spring surveys.).
• Increase Digital and Event Engagement
  • By 2035, we will increase digital and event engagement by 50%.
• Maximize Event Planning
  • By 2030, we will maximize our resources by progressively planning and managing key events in-house to ensure consistency with our mission and brand. 

Branding and Communication 

We will foster deeper collaboration and strong branding across the district by establishing a uniform feedback mechanism, allowing for streamlined communication and ensuring mission alignment. 

• Communication Platform Unity
  • By 2030, we will have all campuses on one communication platform for collaboration, for transparency, and to improve the user experience.
• Achieve High Communication Engagement Rates
  • By 2035, once a district-wide communication platform is established, we will measure engagement and develop goals to strengthen communication effectiveness and achieve high engagement rates (benchmark above 45%).
• Enhance School Branding  
  • By 2035, we will continue to enhance school branding and increase red carpet excellence to promote a school district that represents Christ through our core values.  

Marketing 

We will support the enrollment initiative through strategic marketing and outreach efforts that clearly communicate and elevate our mission, ensuring prospective families understand not only what we offer but who we are and why it matters. 

• Enhance and Optimize Social Media Strategy
  • By September 2026, we will enhance and optimize the current social media strategy to maintain and increase engagement, ensuring interaction remains above K-12 private school social media benchmarks. This will include regular content planning, audience analysis, and the use of best practices to foster meaningful connections and visibility.
• Increase Inquiries and Leads to Support Enrollment Goal  
  • By 2035, we will support our enrollment goal by increasing K–12 inquiries by 152% and Part-Day KPrep inquiries by 145% through strategic, mission driven marketing efforts that strengthen brand awareness, highlight the value of Christian education, and engage and enroll mission aligned families.