Strategic Plan

Deep Roots, Strong Wings
The Montessori School of San Antonio’s strategic vision is all about building a bright future for children while staying true to the values that make our school so special. With thoughtful leadership and input from families, teachers, and community members, we’ve created a clear plan that strengthens what we do best and prepares students for what’s ahead.
Right now, MSSA is thriving. Families feel happy and connected, enrollment is at an all-time high, and our strong financial foundation allows us to invest in meaningful opportunities for students. Our engaged parent community and dedicated Board of Trustees help create a warm, supportive environment where children can grow and succeed.
This plan was shaped by listening—through surveys, conversations, and collaborative discussions with families, faculty, and school leaders. The result is a focused, practical roadmap for the next three years that keeps students at the center of every decision.
Our path forward is guided by three key priorities: staying true to authentic Montessori learning, building a strong and sustainable future for the school, and nurturing a close-knit community where every family feels they belong. Together, these priorities ensure MSSA continues to be a place where children thrive, families feel connected, and learning is joyful and purposeful.

The Strategic Plan has been approved by the Board of Trustees as of February 2026. The plan’s official launch was July 1, 2026, and it is actionable through July 2029, with latitude for extension up to 2031.
Fidelity to Montessori
Through a comprehensive, school-wide examination, articulate and embody the essential distinctiveness of an MSSA Montessori education—one that equips students with curiosity, independence, and empathy; inspires confidence among parents; and reaffirms MSSA’s leadership and influence across the Montessori landscape.
Why This Matters
By anchoring our Strategic Plan through the Montessori lens, we are saying clearly: every new program, every investment, and every change must first answer the question, “Does this strengthen the Montessori experience for our students?
Initiative 1
Expand our programming to distinguish MSSA as a leader in creating passionate learners, independent thinkers, and engaged citizens.
- Tactic: Create an infant/toddler program that becomes a source of new students and establishes a new revenue center
- Tactic: Expand the Fine Arts and Athletics programs by incorporating enriching and innovative elements that elevate the overall program
- Tactic: Deepen our commitment to environmental studies, exploring additional outdoor education programming and offerings (e.g., Laboratory of ideas)
- Tactic: Build an innovative and Montessori-centered Community Service-Learning Program that includes a programmatic thread of Entrepreneurship
Initiative 2
Evolve the facility to reflect “fit-for-purpose” spaces.
- Tactic: Informed by the master plan, pursue capital improvements to new and existing spaces that have congruency between enrollment and Montessori pedagogy
- Tactic: Align Fine Arts and Athletics facilities to fit program growth and enhancements
Initiative 3
Invest in the Montessori Teacher and Training
- Tactic: Launch a Teacher Training Program in order to have a sustained teacher pipeline for MSSA
- Tactic: Strengthen teacher recruitment and retention by investing in competitive compensation, comprehensive benefits, high-quality professional development, and the tools and resources educators need to thrive.
- Tactic: Further invest in MSSA teacher training, development, tools, and resources
Initiative 4
Pursue strategies for MSSA to be the “employer of choice” in the greater San Antonio area
- Tactic: Through a variety of funding sources, compensate and grow teachers in a way that allows for MSSA to supplement salaries at or above the median ISAS level
- Tactic: Build a Teacher Retention Program for milestones of service and professional development
- Tactic: Gain clarity on Montessori credentialing in San Antonio/Texas
- Tactic: Create a “campaign” within the community to identify “Teacher Retention/Appreciation” opportunities
Iniative 5
Empower Parents and Teachers with information, resources and tools to support today's learners in the MSSA context
- Tactic: In order to elevate MSSA’s value proposition and sustained relevance, create a “future-facing” student outcomes rubric
- Tactic: Be a thought leader on the issues facing those involved in our core business of children, parents and teachers
- AI’s place in Montessori and where creativity, interpersonal skills, etc. are evergreen
- Stance-taking and intellectual diversity
- Advances in Technology and their impact on developmental markers like self-expression, confidence, social interactions, etc
Community at the Core
As a natural extension of the MSSA experience, create authentic linkages, culminating experiences, and community-based learning opportunities throughout the San Antonio area. These connections will enhance student learning, strengthen family engagement, and reinforce MSSA’s value proposition as a school deeply rooted in its place and purpose.
Why This Matters
Community at the Core turns the Montessori philosophy into a lived experience shared by children, parents, and staff. It directly shapes how families understand and support a Montessori education.
Initiative 1
Re-imagine/Validate the current slate of community-building activities in order to perpetuate/achieve community engagement and positive sentiment
- Tactic: See re-recruitment and value proposition as a component of each activity
- Tactic: See stewardship as a component of each activity
- Tactic: Instill “follow the child” in each activity
- Tactic: Improve “parent education” programming that supplements the MSSA experience and/or Montessori journey
- Tactic: Create a variety of ways to steward each constituency in preparation for a capital campaign (i.e., an alumni engagement strategy)
- Tactic: Via a feasibility study, identify and steward current and new major donors
Initiative 2
Create pathways of learning that expand the classroom and the campus into the community
- Tactic: Create meaningful service opportunities on campus to help cultivate the spirit of giving back to the community
- Tactic: Coordinate a variety of service opportunities around the broader San Antonio area for students, staff, and families
- Tactic: Explore the viability of a Montessori Athletic Conference as both a way to enhance Athletics and to extend MSSA’s expression of Montessori in the athletics arena
Initiative 3
Construct a service-learning program that showcases how our students both understand their civic responsibility and drive positive impact in their community
- Tactic 1: Explore student-driven design and implementation of service learning projects
- Tactic 2: Develop a way for students to formally present their service learning experiences and outcomes through showcases or digital portfolios in and beyond MSSA.
- Tactic 3: Incorporate components that prompt students to analyze the societal impact of their projects and articulate their understanding of civic responsibility
- Tactic 4: Embed principles of entrepreneurship and philanthropic engagement within service learning programs
- Tactic 5: Collate K-8 service learning exemplars within ISAS and beyond to understand infrastructure (staffing, transportation, liability, etc.) and connections to learning outcomes
Funding the Future
Through targeted capital and endowment initiatives, secure the resources necessary to advance current priorities and sustain future innovation. Establish enduring financial strength that enables MSSA to invest in people, programs, and facilities with both confidence and foresight.
Why This Matters
Funding the Future matters because it gives families and staff confidence that the school can remain the Montessori community they love, year after year.
Initiative 1
Preserve the operational and governance practices that have allowed for financial health
- Tactic: Maintain the absence of a “gap” as a foundational practice for the future of the school
- Tactic: As an infant/toddler program is designed for revenue, create a purposeful asset plan
- Tactic: Plan for Financial Assistance with an eye to the changing landscape in Texas with the introduction of vouchers
Initiative 2
Constructed on the principles of “time, talent, and treasure,” build an annual slate of “Culture of Generosity" events that steward donors/parents
- Tactic: Build a robust Parent Education program on Philanthropy ways to give
Initiative 3
As a tool to set priorities, create a single “map” for MSSA’s future
- Tactic: Align/merge Master Plan, Strategic Plan, Accreditation, etc
Initiative 4
Collate an active slate of public partnerships to fund and support MSSA’s strategic directions and public brand awareness
- Tactic: Intentionally create linkages from service learning to philanthropic support
- Tactic: Launch a “Montessori in the Community” outreach campaign to connect with local businesses and organizations
With Gratitude
Strategic Planning Group
Emily Lund
Theresa Powers
Chris Noel
Brandon Petrosky
Maru Galarza
Jule Metoyer
Leticia Obregon
Angie Jones
Joshua Duelm
Rebecca Morgan
Natalie Jones
Jennifer Yantis
Alex Train
Alaina Olenderski
Mario Carrasco
Kim Carter von Bertrab
Kristen McKinlay
Brent Strong
Sarah Shakil
Monica Hall
Andrew Morales
Daniela Oliver de Portillo


