Recruitment and retention were part of the discussion at Mennonite Collegiate Institute’s (MCI) annual general meeting on Nov. 18.
A crowd of about 120 attended the event, eager to discuss strategies for growth and financial stability for the Gretna Christian private school, which has seen fluctuations of both since it was founded 134 years ago.
Steering the meeting were two new members of the MCI leadership team: principal Londa Backlund and CEO Chris Harms.
Backlund joined the faculty in July of this year and brings an extensive education background, including teaching at an independent Christian school in Winnipeg and her hometown public school in MacGregor.
Harms brings with him over 17 years of leadership experience. He previously served as executive director of Pembina Valley Bible Camp.
With respect to the institution’s rich history, both administrators have been seeking ways to address the decline in attendance and support the last number of years, with a mission to bring fresh clarity to the direction of the school.
Harms said the meeting included a presentation on strategic planning and round table discussions, which led to thought-provoking questions and insights from attendees.
“We introduced the five strategic pillars we want to focus on moving forward: financial stability, recruitment and retention of students, education and program excellence, clarifying MCI’s identity, and engaging with stakeholders.”
He noted that sustainability has been a challenge at the school for years.
“One of the things we discussed is the need to increase our voice and engagement with churches and community members. We have a very loyal membership, and it’s been long-standing, which we really appreciate. But it’s evident that they alone can’t carry the weight and the needs of the school. So, we want to increase that base and enlarge our outreach.”
A big part of that will be reaching out beyond the communities they typically connect with.
“We’ve got a very strong support base within the Mennonite churches in the area, and even some further west and north,” Harms said. “But currently there’s also a small engagement with some of the churches in the Winkler/Morden area. We feel there’s a lot of opportunity for growth. Our focus will be in that direction.”
Program excellence is another piece of the puzzle.
“We want to evaluate why we do what we do. We want to set a standard where people can grow under that structure and in that structure,” Harms said. “We get a short window with these kids to invest in them and build into them. Our goal is to not just focus on them here but set them up for success when they go from here, as well.”
Harms says they also want to give stakeholders a clear message of their mission, and their relevance.
“We’re struggling to gain enough students to make it viable, and financially it’s been a real challenge. So it’s time to connect with people in the broader community and how do we partner with others. We’re excited to see how God wants to breathe life into the future, and lead and guide the school and how He wants to impact these kids far beyond their four years here.”
During the roundtable discussions, a common theme was the lack of communication.
“They felt they weren’t fully aware of the struggles and the direction of the school,” Harms shared. “There has been a communication gap over time. People are interested in developing relationships. The school has gone through a lot of leadership transitions in the last number of years. Leaders then did a great job. Now we’re trying to learn and move the school forward … we need to reconnect those relationships, while being aware that we need to engage with a broader community.”
With a current enrollment of 47 students, they are substantially below their ideal target of 150. As they grow, Harms said they also need to consider the amount of dorm space as opposed to students who commute.
“As attendance has dropped over the years, there are still expenses that don’t change. No matter how many kids you have, you still need to heat the place. We still want to offer the classes and options, so that means we still need the teachers. If you have a class with only a few students instead of 20 students, it just increases the burden.
“There is donor fatigue. They’re passionate and committed, but they’ve carried the weight. So that is part of reaching out and growing our base, to not only spread the opportunity, but also the responsibility.”
Above all, Harms emphasized the importance of maintaining the school’s mission and identity.
“There’s something special about MCI. Seeing the way the kids interact, there’s something unique. I’m very relational and I like to invest in people. I walk down the hallway and they’ve been shaking my hand and welcoming me here. I got a round of applause when I was introduced to the group, and I was speechless. My daughter is also attending as a Grade 9 student, and it’s been really encouraging getting to know this community.
“I would ask parents to consider what kind of community they want their kids to grow up in. Who are you trusting your kids to? It’s an important question. I know my calling is setting that culture and being part of it.
“Many generations of students and staff have come through here. Every leadership has led with a certain style and conviction. Everyone works from their strengths. It’s a good thing to reflect on those. Times change, and we need to deliver in ways that are appealing to students and stakeholders, alike.”
