Indicators for Standard 1.1 1.1.1 Established and Transformational: The school has a written philosophy statement or statement of faith that is founded upon the Word of God and that clearly articulates the school’s beliefs regarding education.
1.1.2 Communicated: The statement of faith, philosophy statement, and mission statement are articulated frequently and in a variety of ways so that the entire school family and community capture the vision of education from a biblical perspective.
Yes
Our mission statement and motto (Learning...to Serve the King) are articulated frequently. The statement of faith or philosophy statement articulated publicly less frequently.
1.1.3 Integration of mission into practice: The board and staff write goals and strategies to guide the future improvement of the school. These goals and strategies are rooted in the statement of faith, philosophy statement, and the mission statement.
Yes
Strategic planning has occurred on a somewhat regular basis. This effort has been rooted in our school culture, but our statement of faith has not been articulated in the final document per se. Teachers present goals to the principal at the end-of-the-year checkout meeting each spring.
1.1.4 Integration of mission into programs: The program content offerings made available to students at all levels demonstrate a clear connection to the school’s mission and vision. Program outcomes are rooted in the statement of faith, philosophy statement, and mission statement.
Yes
In each course available to students, teachers have mapped out content to align to standards and Christian perspective. They are required to list essential questions, concepts, knowledge and skills, activities, and assessments for each unit. Additionally, teachers are asked how each task they bring to the revision process in AIW fits into our Christian worldview. Department goals also reflect our statement of faith, philosophy, and mission. These are positive steps, but we do think there is room for better articulation and consistency in the way that we connect learning to our mission, and we also acknowledge that we could take steps to better ensure that our explicit (written) curriculum matches the actual curriculum being taught in classrooms.
1.1.5 Educational goals: The school has articulated written goals or outcomes for student learning as a separate document, as part of the curricula, or as part of its vision.
Yes
Written goals and outcomes are are articulated in the WCHS Faculty Handbook. Individual Departments have also articulated goals.
Indicators for Standard 1.2 1.2.1 By-Laws or constitution: The bylaws or constitution mandate a designated governing body to hold the school in trust for both God and the community and to establish policies for the school. The bylaws prohibit conflicts of interest and mandate ethical standards of operation.
1.2.2 Policies and job descriptions: Written documents (policy and job descriptions) delineate the duties of both the governing body and the school’s chief administrator to ensure good organization and Christian community.
Yes
Principal’s job description is clearly outlined in WC board policy manual pp 68-72. Board member roles are clearly defined in WC By-laws, Articles 6-9
1.2.3 Legal requirements: The school meets all legal requirements for existence as a school including incorporation within the province or state, tax exempt status, and all other federal, provincial/state, or local regulations.
1.2.4 Non-Discrimination: The school has a non-discrimination policy stating that it does not discriminate on the basis of sex, race, color, or national or ethnic origin in employment practices, administrative policies, scholarship and loan programs, or other school-administered programs and activities. This policy is published regularly.
Yes
The non-discrimination policy is published annually in the Western Witness.
1.2.5 Board member qualifications: Policies or bylaws clearly describe the qualifications of those serving on the governing body, including a strong Christian faith commitment and a demonstrated walk with Jesus Christ.
Yes
Article 6 of WCHS By-laws states that “Any adult who supports the mission and purposes of this organization as outlined in the Articles of Incorporation and By-laws is eligible to serve as a trustee on the board.”
1.2.6 Written policies: A handbook of policies is kept, reviewed, and updated regularly. These policies guide the governing body’s work and the school’s operation.
Yes
The WC Board is responsible for maintaining the policy handbook and is required to review school policies at least every five years as stated in Iowa Code 12.3(2)4
1.2.7 Self-evaluation: The governing body regularly evaluates how it functions and makes revisions to its policies and practices when necessary.
Yes
The process for changes is outlined in the bylaws, and revisions to policies can be seen in the policies. However, the board does not formally evaluate itself on a consistent basis, which could be an area for improvement and growth.
1.3.1 Integration of mission into finances: The priorities evident in the school’s annual budget reflect the school’s mission and goals.
Yes
The priorities are evident in the school’s annual budget, but the way in which the budget is structured may not necessarily articulate the school’s missions and goals in terms of how it is structured and conveyed.
1.3.2 Balanced budget: A balanced annual budget is prepared in consultation with the administration and staff, approved by the governing body, properly monitored by the chief administrator and his or her staff, and is part of a multi-year plan.
Yes
Budget is annually prepared by the administration and staff and approved by the WC Board and Society at the Mid-Year Society meeting held in February.
1.3.3 Resource development: The governing body, in collaboration with the administration, is responsible for generating the funds and resources, or seeing to it that the funds and resources are generated, necessary to effectively operate a high quality Christian education program that honors the name of Jesus Christ.
Yes
The administration and board sets the rate of tuition and fair share monies necessary for the operation of the school, and is also responsible for other fund-raisers during the year, such as the Spring Drive and the Fun’d Night auction.
1.3.4 Policies and procedures: Financial record-keeping policies and procedures are clearly written and followed. These include: •how and by whom funds are handled •a check and balance system for members of the governing body and staff who handle funds •the keeping of backup files •the protection of confidentiality for tuition payers, donors, and financial aid recipients •timely receipt-reporting to tuition payers and donors •required reporting by law to the province or state and Revenue Canada or the Internal Revenue Service •monthly financial statements generated for internal use, annual reporting to the appropriate constituencies, and all other reports mandated by the governing body •an annual audit or review of the financial books by qualified accountants or auditors who are not members of the governing body or the school staff
Yes
All of these procedures are in place, but we recognize that they could more clearly be written in an accessible document. The business manager is responsible for managing school funds, and there is a standard procedure for teachers handling department resources outlined in the faculty handbook The Finance Committee is responsible for checking the numbers on a monthly basis, as well as Kroese & Kroese, P.C. Backup files are stored at Kroese & Kroese. Northwest Bank, our financial institution, calls regularly conducts security checks with our business manager to protect the confidentiality of tuition payers, donors, and financial aid recipients. Tuition payers and donors are given receipts (tuition statements available online through JMC), and reports are made to the IRS for income tax purposes via Kroese & Kroese, P.C. Financial statements are generated for internal use, annual reporting to the constituency as well as the board. Kroese & Kroese, P.C. monthly audits the books and prepares financial statements.
1.3.5 Fund-Raising/record-keeping/audit: All fundraising and resource development activities of the school are conducted in a legal, ethical, and professional manner. The financial books of these activities and groups are included in the annual review and periodic audit of the school’s financial activities.
Yes
The development activities of the school are reported to the school in each of two Society meetings per year. The financial books of the development office are reviewed monthly at the Finance Committee meeting.
1.3.6 Tuition collection and tuition assistance: An effective and fair tuition collection procedure is in place, including steps to be taken if families become delinquent in payment. The school also has a tuition assistance program in place to assist families who have difficulty paying tuition or who wish to provide a Christian education for their children but are financially unable to do so.
Yes
A tuition payment policy has been devised and approved by the board. The school has a tuition assistance program to assist parents in providing a Christian education for their children.
1.3.7 Insurance: The school maintains sufficient insurance or internal resources to protect itself against liability claims, work interruptions, and errors and omissions by staff, board members, and volunteers.
Yes
WC maintains an insurance policy through EMC Insurance that protects the school and related persons against liability claims.
Standard 1.4 All Staff Members—Faculty and Support
Indicators for Standard 1.4
1.4.1 Staff Commitment to Christ: Personal qualifications of staff members include evidence of a personal commitment of faith and a daily walk with Jesus Christ.
Yes
In the interview process, potential teachers are asked to give a narrative of their faith walk/journey. Evidence of a personal commitment of faith in Jesus Christ is required for employment at WCHS.
1.4.2 Background check of new hires: All incoming staff members are required to undergo a criminal history check, an unprofessional conduct check, health screenings as required by law, and all other legal procedures necessary for employment in a school in the province or state.
Yes
All new faculty members are required to have a background check before being granted a teaching license in the State of Iowa, so our faculty members have done this. However, at this time, we do not have a policy for incoming staff members (outside of faculty). We will implement a new policy in 2017-2018 that will address this need, utilizing the company OneSource to provide background checks on all new hires.
1.4.3 Head administer qualifications:The head administrator, charged with leading the school, is qualified to do so. Board policy clearly defines the qualifications of the head administrator including an understanding of Christ-centered education and a demonstrated commitment to a daily walk with Jesus Christ.
Yes
Head administrator qualifications are clearly outlined in board policy manual, and administrator is evaluated yearly.
1.4.4 Head administrator job description and evaluation: The head administrator’s job description is realistic and clearly defined. The head administrator is regularly evaluated by the governing body, based upon goals developed from the job description, as well as personal and professional goals approved by the governing body that are aligned with the school’s mission and school improvement plan.
Yes
The head administrator job description and evaluation is delineated in the board policy manual on pp. 68-72. An annual evaluation of the administrator by the board is conducted annually in December prior to the issuance of a new contract.
1.4.5 Teacher qualifications: All professional teachers meet the hiring requirements of the school board, including an understanding of Christ-centered education and a demonstrated commitment to a daily walk with Jesus Christ. Minimally, each teacher must possess a degree from an accredited college or university in the academic area in which he or she is hired to teach. Generally teachers are certified by the state in which they are teaching, or they are in a program to attain this certification. Teachers may also be certified by another state or a Christian organization like ACSI. Non-certified teachers submit an annual plan to the building administrator to show professional staff development of at least twenty clock hours during each school year. Approved activities may include, but are not limited to, Christian distinctives workshops or courses, academic coursework, seminars, conferences, mentoring, book study, professional learning community conversations, and online classes. These plans are updated annually and submitted by the accredited school with its Annual Accreditation Report to CSI.
Yes
Atpresent, our non-certified teachers (and unfortunately right now we have a few) are not following a detailed, organized annual plan, even though they are required to do what is listed. This is an area we can improve on as we adjust to CSI accreditation. Current examples: Ashley Mastbergen had a Spanish degree but not teaching license, so she is required to be finished with coursework by summer 2017. She will be student teaching during summer school this summer. Shawn Keizer and Kayla Bartman have a license, but need to pick up their endorsement in math. They are required to pick up 6 credits/year. Erin VanRavenswaay did not pass her Praxis in Spanish, so she is going an alternate route to get her certification in Spanish. She should be completely certified by the end of this year (2017).
1.4.6 Induction/coaching/mentoring: Each new staff member participates in an extensive induction program prior to beginning work. A mentor or coach with common or similar responsibilities is assigned to each new staff member and maintains a mentoring relationship over time.
Yes
New teachers are required to meet with the administration to acclimate them to procedures at WCHS. A mentor is then assigned who is responsible for monitoring new staff members and being available for questions. We don't have formal documentation of this process and recognize that this could be an area of improvement.
Standard 1.5 Student Health and Safety
Indicators for Standard 1.5
1.5.1 Student health compliance: The school complies with all applicable provincial or state health codes including:
health and immunization records
communicable diseases
proper inventory and storing of dangerous substances, chemicals, and cleaning supplies
student physicals for admissions or physical activities participation
health screenings
all physical facilities are in compliance with federal, provincial/state, and local regulations, including such things as health and safety codes, asbestos management, barrier-free access, fire extinguishers, and posted emergency procedures
Yes All of the student health procedures listed above are complied with as required by Iowa Code.
1.5.2 Student safety compliance: Adequate safety procedures are in place including:
sexual and physical abuse policies
anti-bullying policies
traffic control and crossing patrols
playground supervision
transportation
in-school supervision
first aid/CPR and bloodborne pathogen training for staff
pick-up and dismissal
custodial and noncustodial parent guidelines
crisis response procedures (addressing national and local emergencies
Yes All of the student safety procedures listed above which are applicable to WCHS are in place as required by Iowa Code. Our Crisis Plan has been developed through the assistance of local law enforcement agencies and the U.S. Homeland Security Agency
Strand 1: Summary of Self-Study and Potential Areas of Improvement
Which indicators provide reasons for commendation? What blessings can we identify?
Western Christian has a mission statement and philosophy/goals that are well articulated (1.1.1., 1.1.2).
In the past, the governing body has functioned well to meet the needs of our school (Strand 1.2).
Our administrators and staff are well qualified (Strand 1.4).
We have wonderful financial support and resources (1.3.2, 1.3.3, 1.3.5).
Which indicators provide reasons for concern or further action and review?
Western Christian needs to better articulate the mission/philosophy/goal statements of our school into our programs and finances (1.1.4, 1.3.1).
The board may need to consider a self-evaluation process (1.2.7).
Each teacher who is not fully endorsed or certified in their teaching area should have a concrete plan for becoming fully endorsed in their teaching area (1.4.5).
Are there patterns of concern?
A lack of clear articulation of mission into finances and programs should be examined (1.1.4, 1.3.1).
We can do a better job of formalizing into writing/policy things that are already occurring in practice (1.4.5, 1.3.4)
Do we see potential areas for improvement that might become goals in our school improvement plan?
Clearly articulate mission into finances and programs
The board should consider an evaluation of their processes and consider revisions, if necessary.