Catholic Schools of Fairbanks: Strategic Plan
The roots of Catholic, Jesuit education in Interior Alaska have been nourished by men and women committed to bringing Christ to the margins.
Catholic Schools of Fairbanks has been an integral part of the Interior Alaska community for over seventy years, yet our story really began well over 100 years ago — long before Alaska achieved statehood. Though our humble beginnings were in the basement of a church, our full history is deeply woven into the fabric of this Fairbanks community, and Catholic Church.
When Fr. Francis Monroe, SJ arrived in Fairbanks in 1904, he wasted no time and set out to build a Catholic Church on the south bank of the Chena River. Shortly thereafter, St. Joseph’s Hospital rose on the north bank. In a remarkable feat of faith and fearlessness, Fr. Monroe made the bold decision to relocate the church closer to the riverbank - physically pulling it across the frozen Chena River to the site it stands today.
What Fr. Monroe built continued to grow. In 1946, the local community of Fairbanks asked the Sisters of Providence and Society of Jesus to partner and open a school. That same year, that “little white church” - the very one Fr. Monroe built and moved across the river - welcomed the first class of Immaculate Conception School. Four years later, in 1950, the land where both Immaculate Conception School and Monroe Catholic Jr/Sr. High stand to this day, was purchased.
As shown through our origin story, the wilds of Alaska are not for the faint of heart, and our community has never ceased to prove that the Holy Spirit works in ways unexpected. Challenges are invitation, and grace flows even during the frozen months. Our community’s collaboration with, and trust in, the Holy Spirit has proven to be a source of both security and freedom. Being grounded in mission has proven critical administratively and communally during uncertain times. Our school community again and again has been faced with the question, “Who do we say that we are?”and “How do we choose to show up for our world?” As our Way of Proceeding in such times, we continue our commitment to be “Attentive. Reflective. Loving.” The following three-year Strategic Plan is what has grown from our paying attention to experiences in our community, our reflection on what God discloses for us as educators, and our commitment to loving.
Over these years as Director of Schools, I have come back to one statement: Producing young men and women for others doesn’t just require intention; it requires articulating priorities, fostering relationships, and securing resources. I warmly welcome you to read more about our three-year plan as Catholic, Jesuit endorsed institution, and join us in our continued commitment to our students, families, and community of Interior Alaska.
When Fr. Francis Monroe, SJ arrived in Fairbanks in 1904, he wasted no time and set out to build a Catholic Church on the south bank of the Chena River. Shortly thereafter, St. Joseph’s Hospital rose on the north bank. In a remarkable feat of faith and fearlessness, Fr. Monroe made the bold decision to relocate the church closer to the riverbank - physically pulling it across the frozen Chena River to the site it stands today.
What Fr. Monroe built continued to grow. In 1946, the local community of Fairbanks asked the Sisters of Providence and Society of Jesus to partner and open a school. That same year, that “little white church” - the very one Fr. Monroe built and moved across the river - welcomed the first class of Immaculate Conception School. Four years later, in 1950, the land where both Immaculate Conception School and Monroe Catholic Jr/Sr. High stand to this day, was purchased.
As shown through our origin story, the wilds of Alaska are not for the faint of heart, and our community has never ceased to prove that the Holy Spirit works in ways unexpected. Challenges are invitation, and grace flows even during the frozen months. Our community’s collaboration with, and trust in, the Holy Spirit has proven to be a source of both security and freedom. Being grounded in mission has proven critical administratively and communally during uncertain times. Our school community again and again has been faced with the question, “Who do we say that we are?”and “How do we choose to show up for our world?” As our Way of Proceeding in such times, we continue our commitment to be “Attentive. Reflective. Loving.” The following three-year Strategic Plan is what has grown from our paying attention to experiences in our community, our reflection on what God discloses for us as educators, and our commitment to loving.
Over these years as Director of Schools, I have come back to one statement: Producing young men and women for others doesn’t just require intention; it requires articulating priorities, fostering relationships, and securing resources. I warmly welcome you to read more about our three-year plan as Catholic, Jesuit endorsed institution, and join us in our continued commitment to our students, families, and community of Interior Alaska.
-Amanda Angaiak
Director of Schools
Director of Schools
Strategic Goals and Priority Initiatives
The following presents a unified framework for strengthening Catholic identity, academic excellence, community, and long-term sustainability across the PK-12 experience.
These four goals translate the community's aspirations into focused areas of work. Each pillar includes a guiding statement, measurable priorities, and key initiatives that are being developed into timelines, ownership assignments, and success metrics during implementation.
These four goals translate the community's aspirations into focused areas of work. Each pillar includes a guiding statement, measurable priorities, and key initiatives that are being developed into timelines, ownership assignments, and success metrics during implementation.
Branding and Communication
We will clearly articulate a singular PK-12 brand that expresses our lived Catholic identity through Jesuit values.
Priority 1: Develop a Unified Brand Identity
Establish a singular, cohesive PK–12 brand identity that strengthens institutional recognition, builds community pride, and creates a shared sense of belonging across all divisions.
Establish a singular, cohesive PK–12 brand identity that strengthens institutional recognition, builds community pride, and creates a shared sense of belonging across all divisions.
Priority 2: Strengthen Community Communication and Storytelling
Communicate the school’s history, diversity, Catholic and Jesuit identity, mission-driven values, and educational excellence in clear and compelling ways
Communicate the school’s history, diversity, Catholic and Jesuit identity, mission-driven values, and educational excellence in clear and compelling ways
Student and Teacher Recruitment, Retention, and Culture
We will attract and retain students and educators in a thriving Catholic community where every person feels valued and respected.
Priority 1: Increase Total Student Enrollment to 400
Implement measurable, trackable recruitment initiatives that support sustainable enrollment growth across all grade levels.
Implement measurable, trackable recruitment initiatives that support sustainable enrollment growth across all grade levels.
Priority 2: Increase Student and Family Retention
Establish measurable, data-driven strategies that strengthen student satisfaction, family engagement, and long-term enrollment.
Establish measurable, data-driven strategies that strengthen student satisfaction, family engagement, and long-term enrollment.
Priority 3: Strengthen Teacher Recruitment and Retention
Build a mission-centered faculty culture that attracts talented educators, supports their growth, and celebrates their contributions.
Build a mission-centered faculty culture that attracts talented educators, supports their growth, and celebrates their contributions.
Priority 4: Increase Family Involvement Through Volunteerism
Create accessible, well-organized opportunities for families to contribute their gifts, build relationships, and advance the school’s mission.
Create accessible, well-organized opportunities for families to contribute their gifts, build relationships, and advance the school’s mission.
Curriculum and Programming
We will be Fairbanks’ premier academic institution, where high expectations cultivate excellence in character and service and form the whole person in mind, body, and spirit.
Priority 1: Establish a Curriculum Review Cycle
Implement a systematic review process that aligns curriculum and programs with academic standards, best practices, mission, and student achievement goals.
Implement a systematic review process that aligns curriculum and programs with academic standards, best practices, mission, and student achievement goals.
Priority 2: Define Academic Standards and Grade-Level Benchmarks
Develop and implement clearly defined academic standards and grade-level benchmarks across all subject areas.
Develop and implement clearly defined academic standards and grade-level benchmarks across all subject areas.
Priority 3: Strengthen Faith-Centered Professional Development
Provide mission-aligned professional learning that strengthens instructional excellence and supports student growth.
Provide mission-aligned professional learning that strengthens instructional excellence and supports student growth.
Priority 4: Evaluate Programs and Activities
Ensure curricular and extracurricular offerings align with the school’s mission, respond to student interests, and support whole-person development.
Ensure curricular and extracurricular offerings align with the school’s mission, respond to student interests, and support whole-person development.
Financial Sustainability and Fundraising
We will ensure the long-term financial sustainability of Catholic Schools of Fairbanks by strengthening philanthropy, strategic partnerships, prudent financial stewardship, and responsible investment in our mission.
Priority 1: Strengthen Donor Stewardship and Annual Giving
Build a consistent, mission-centered relationship with donors and create accessible pathways for ongoing support.
Build a consistent, mission-centered relationship with donors and create accessible pathways for ongoing support.
Priority 2: Build Planned Giving and Endowment Growth
Create a sustainable program that invites donors to support future generations of students.
Create a sustainable program that invites donors to support future generations of students.
Priority 3: Strengthen Alumni Engagement, Giving, and Volunteerism
Build lifelong relationships with alumni and provide meaningful opportunities to remain connected to the school’s mission.
Build lifelong relationships with alumni and provide meaningful opportunities to remain connected to the school’s mission.
Priority 4: Develop a Capital Planning Strategy
Align facilities and technology investments with educational priorities, safety, mission, and long-term financial capacity.
Align facilities and technology investments with educational priorities, safety, mission, and long-term financial capacity.
Priority 5: Strengthen Long-Term Financial Sustainability
Create disciplined policies and annual review practices that protect the institution’s future.
Create disciplined policies and annual review practices that protect the institution’s future.
