The LCS Board of Directors, Head of School and Strategic Leadership Team are beginning a new strategic planning cycle imagining the school of 2030. This process will take several months and will engage all levels of stakeholders in our community: families, students, staff and alumni.
This is an exciting opportunity to prayerfully consider what God has in store next for our mission together as Langley grows and we prepare to open a new middle school campus in 2026. Today, we can celebrate our accomplishments in meeting the objectives of our 2021-2025 plan which will expire at the end of this year.
AdAM WOELDERS – HEAD OF SCHOOL
Review of 2025 Plan Accomplishments
LCS’s previous 2021–2025 Strategic Plan focused on key goals in areas of faculty development, community culture, innovative learning, and school growth. Under this plan, the school has realized significant accomplishments and progress:
KEY OBJECTIVE #1: INSPIRED & VALUED FACULTY
Investing in teachers and staff was a priority of the 2025 plan. Today LCS compensates competitively with public schools and provides working conditions and resources purposed for teachers to excel in their work. LCS also enhanced support for faculty through professional development and leadership opportunities. Competitive compensation and a flourishing work environment have helped LCS maintain an excellent Christian teaching faculty and create new staff positions.
Goal: Improve support for staff wellbeing and flourishing
- Implemented “Wellness Wednesdays” at elementary and social connection initiatives across campuses
- Invested in WayFinder training (Colossian Forum) to support biblically-based conflict resolution
- Created new staff roles to support students and reduce teacher burden: Youth Care Worker, Behavioural Consultants, revised Learning Services Teacher roles
Goal: Enhance compensation, recruiting and retention practices
- Raised salaries well above SCSBC grids, now competitive with SD35
- Overhauled recruitment with dedicated HR admin, new posting and screening systems
- Attracted certified, mission-aligned teachers, even during a sector-wide teacher shortage
- Achieved strongest staff retention rates in recent years
Goal: Increase investment in professional development and leadership
- Reallocated $30,000 to continuing education financial support for advanced degrees and training for staff
- Introduced formal coaching, growth evaluation tools, and leadership pathways
- Created new strategic leadership roles (e.g., Early Learning Manager, Service Learning Coordinator)
- Developed Action Plan systems to set school goals measure instructional impact
- Investments in high quality professional development speakers and coaches
Goal: Equip staff to share the school’s mission
- LCS launched its revised mission, vision and core values and a new website in 2021
- Rebranded logos and school spirit wear
- Introduced annual orientation focused on mission and our values
- Staff contributed to blogs, podcasts, and storytelling, such as the LCS Talks podcast
- New school community-building initiatives (e.g., mascot “Bolt”) support consistent and engaging identity
KEY OBJECTIVE #2: ENGAGED & FAITHFUL CULTURE
Goal: Advance our commitment to being a welcoming community
- Developed a community-focused Welcome Statement
- Hosted new family BBQs, expanded parent events and opportunities to build community and connection
- Launched a Parent Advisory Committee
- Deepened partnerships with community organizations (TWU, RCMP, youth services, etc.)
- Developed Camp LCS program to welcome families from the community
Goal: Expand support for youth wellness, connection, and belonging
- Added house directors, social skill programs, and a restructured chapel program
- Created student connection programs (Student Council, Houses, small groups, Model UN club, service trips, auto club)
- School-wide survey data (MDI/YDI) shows strong emotional and social well-being among students
- New initiatives like Out-of-School Care provide additional childcare support for families
- Camp LCS, Bolt-Buddies and other experiences provide leadership opportunities for older students
- Hosted parent education evenings and seminars
Goal: Establish community and global partnerships for service learning
- Hired a Service Learning Coordinator to plan and lead a new program – highlighted by transformational student service trips that put faith into action.
- Increased off-site service days from 6 (2022) to 53 (2024–25)
- Partnered with Bronx missions, Raphael House, Food Bank, etc.
- Launched Bolt Buddies K–12 connection program
Goal: Increase opportunities for quality childcare
- Purchased New Generations Daycare and expanded preschool options
- Established $10/day daycare, outdoor education programs, and before/after school care
- Created Early Learning leadership role on SLT
KEY OBJECTIVE #3: INNOVATIVE & IMPACTFUL PRACTICES
Goal: Enhance STEAM courses and programming
- Establish an Advanced Placement Program for grade 11-12 for students to earn university credits
- Added new courses: Robotics, Sciences, Computer Science Principles, and Graphic Design
- Expanded print shop, performing arts, and accelerated science options
- Middle/High School STEAM offerings now lead among BC Christian schools
- Elementary ADST/STEAM teaching position created: coding, art, robotics
- Theatre program established & drama room renovated
Goal: Renew K–12 Christian curriculum framework
- Developed and fully implemented new K–12 Bible curriculum (2024–25) and Learner Profile that answers the question: What kind of graduates does an LCS education produce?
- Restructured Grade 11/12 courses (e.g., Philosophy, Social Justice) with Christian worldview focus
- Expanded and enriched Chapel programming: 27 services in 2022–23 → 36 in 2023–24
- Redesigned our Lightning Athletics program to create “champions in all areas of life and service”
- Committed to increases in FTE for dedicated music specialists at all campuses.
Goal: Establish an inspirational model to support vulnerable learners
- Increased FTE Learning Support Services Teacher staffing and reduced caseloads
- Introduced Functional Academics and Adaptive Life Skills programs
- Developed MTSS model and school-based teams for early intervention
- Reframed EA and teacher collaboration roles for greater effectiveness
Goal: Improve achievement for all students in core competencies
- Launched consistent K–12 unit design and formative assessment frameworks
- Added activities and experiences for students to showcase talents: Speechfest, Model UN
- Tracked student achievement through F&P, STAR, All School Write, FSA, and PSATs
- Introduced literacy/math remediation in ES and MS; Grade 8 “Presentations of Learning” show clear growth
- Significant improvements in literacy achievement K-10 since 2019-2020
- 75.6% of 2023 and 2024 graduates enrolled in post-secondary studies within 12 months of graduation.
- 5.8% of 2023 and 2024 graduates pursued trades or apprenticeship programs
- Over 81% of recent LCS graduates continued their education or training shortly after high school.
- 34% of the 2024 graduates chose to attend Christian universities or serve with Christian organizations, reflecting the school’s emphasis on faith-based education and service.
- LCS alumni have been accepted into prestigious institutions such as the University of British Columbia, University of Toronto, University of Alberta and Boston University, among others.
KEY OBJECTIVE #4: INCREASED FUNDING & ACCESSIBILITY
Goal: Increase connections with donors, parents, alumni, and community
- Engaged alumni through events (e.g., Senior Night, Grad, Musical Theatre) and targeted outreach
- Improved communications through PAC events, podcast/blog series, and community storytelling
- Recent fundraising events have been very successful: $255,000 raised at the spring gala
- Raised over 50% of TTT campaign goal from donor community (including major alumni gifts)
- $9,700,000 raised from 230+ donor families for the new middle school campus: FIND OUT MORE
LINK: SEE THE PROGRESS ON OUR NEW MIDDLE SCHOOL
Goal: Implement capital expansion plan for 1,400–1,600 students
- Completed Elementary School (Phase 1) expansion on time and under budget
- Launched new Phase 2 Middle School campus construction (July 2024) – currently on budget and scheduled to open fall 2026 (tracking at under $400/sq foot building costs)
- Began upgrades to HS West Wing: library commons, science labs, gym, and drama (Phase 3)
- Built outdoor sports court for the elementary school
- Enrolment has continued to grow, reaching roughly 1300 K–12 students for fall 2025 , reflecting increased capacity and community demand.
Goal: Expand opportunities for innovative and transformational learning
- Created Impact & Innovation Fund to support teacher-led projects in robotics, print, drama, and library redesign
- Strengthened program offerings across academic and co-curricular areas
- Raised funds to replace and update library collections at ES and MS/HS
Goal: Enhance financial accessibility for Christian education
- Rebuilt fundraising infrastructure (donor data, capital team, cultivation strategy)
- Expanded bursaries and Tuition Assistance
- Food assistance program accessed by families in short term need
We have much to be thankful for at Langley Christian during the past few years. God has richly blessed us our community. But now is the time to start prayerfully discerning what God has in store for us in the next 5 years. What will our graduates of 2030 say about their school? How will we continue to equip the next generation of students with a bold, confident faith and purpose for their lives?
We would love to hear from you. Send your thoughts and great hopes for LCS to the Head of School, Adam Woelders at headofschool@langleychristian.com. Please attend our upcoming Society Meetings and stay engaged through upcoming emails and On the Go that will notify you of opportunities to provide input and feedback on the new strategic plan we will be drafting between now and early 2026.
“For the Lord is good and his love endures forever; his faithfulness continues through all generations.”
Psalm 100:3
