Jeff Williams, Head of School, Trinity Christian Academy

Invest: met with Jeff Williams, head of school at Trinity Christian Academy, to discuss the school’s growth, accomplishments, and unique attributes over the past year, diving into its vision for fostering leadership, addressing educational trends, and building a thriving community.

Could you provide a brief overview of the school and highlight some of its most significant accomplishments over the past 12 months?

I’m in my third year as the head of school here at TCA. As a new leader stepping into an institution with a 55-year history, you quickly start evaluating the landscape. TCA started in 1970 with just a handful of students. By the second year, enrollment surged to about 350, and it has grown steadily since then. Initially, the school operated out of a church located closer to downtown Dallas. The decision to expand farther north was a bold and risk-taking move at the time because there was little development this far north. Today, what was once considered far outside Dallas would now likely be viewed as part of the city itself.

That pioneering and risk-taking spirit is part of what has fueled TCA’s growth and success. As a Christ-centered, covenantal school, we attract families who are intentionally seeking both strong academics and a Christian-focused educational environment. For example, we interview parents and adolescent children as part of the admissions process to ensure alignment with our community values. This creates a close-knit community of families who share common goals and priorities.

In just the last two and a half years, our enrollment has grown. This growth reflects both the academic excellence we deliver and the fact that we’re meeting the needs of families in this more conservative part of the country who value a strong, faith-based education. Our academic program is rigorous and intentionally designed to challenge students and provide a top-tier educational experience. At the same time, we’re deeply invested in co-curricular activities like athletics and fine arts, both of which are major strengths of our school.

I am passionate about creating a culture of excellence. We’re in the service industry, serving families’ most valuable treasures — their children — so we must deliver at a high level. Dallas is a competitive educational market, and my focus has been on elevating our culture and clearly articulating our mission. The response from families has been overwhelmingly positive.

Given the competitive educational environment, what sets North Texas apart for families seeking this type of education?

As you probably know, Dallas is a thriving economic hub. The city’s robust economy, relatively affordable cost of living, and overall vibrancy make it highly attractive to families. We even have the Dallas Cowboys — how’s that for a draw? Large corporations, as well as small businesses, continue to relocate here, and the city’s growth has been phenomenal.

TCA thrives in part because of the community in which we’re located. We attract families from across the Dallas-Fort Worth area, and our faculty is just as committed. For instance, one of our teachers commutes from Fort Worth, driving over an hour, to be part of our school because he loves the environment here. The Dallas-Fort Worth area’s dynamic culture and growing economy have made it a magnet for people, and TCA’s success is closely tied to this larger community.

What trends are you seeing in K-12 education?

One of the biggest trends is the heightened concern around security and safety. With the challenges we’ve seen nationally in recent years, prospective families often ask about campus safety as one of their first questions. At TCA, we take this seriously. For example, we have five former Dallas police officers on staff, and their presence on campus is reinforced by support from local police. This emphasis on safety is one of the reasons families gravitate toward independent schools like ours.

Another key trend is the growing demand for 21st-century skills. Families aren’t just looking for college preparation, they want their children to thrive in the workforce and beyond. Today, knowledge is widely accessible; technology has leveled the playing field globally. So, our focus is on equipping students with critical thinking, problem-solving, and interpersonal skills. These competencies will set them apart in a world where content is no longer the differentiator.

AI is another major trend that schools must address. While it presents incredible opportunities, it also comes with uncertainties, particularly around security and ethical use. At TCA, we’re preparing students to navigate these challenges responsibly while leveraging AI as a tool for learning and innovation.

Could you elaborate on how TCA integrates leadership development, critical thinking, and real-world skills into its curriculum?

Leadership development is a passion of mine. At TCA, we have a leadership program called the Prefect System. This initiative involves seven senior prefects who lead committees of students, each focusing on key areas of school life. These students don’t receive special privileges but instead take on real responsibilities, shaping school events, chapels, and even morale. It’s a hands-on way to develop leadership skills while fostering a sense of ownership and accountability.

We also continue to stay away from traditional, lecture-based learning. Our classrooms emphasize collaboration and engagement, where students and teachers actively interact in the learning process. This approach better prepares students for the complexities of life beyond school.

One of the most impactful changes we’ve made is implementing a no-cell phone policy during the school day. This has improved student well-being by fostering face-to-face interaction and meaningful connections.

How does TCA balance rising costs while maintaining affordability and diversity within its student body?

It’s a challenge. As an independent school, we’re entirely tuition-driven and receive no state funding. To make TCA accessible, we allocate around $2 million annually for tuition assistance. While every family contributes something, this aid helps families who might not otherwise afford a TCA education.

We also rely heavily on fundraising, supported by generous donors and our foundation, to offset costs and fund scholarships, facilities, and operational needs. Balancing these efforts allows us to maintain affordability while offering competitive compensation to attract and retain top-tier faculty.

How does TCA approach recruitment and retention of faculty and staff, given the challenges in the education sector?

Our strongest recruitment tool is word of mouth. Colleagues and networks often connect us to exceptional educators who align with our mission and values. Additionally, we belong to a national association of Christian schools, which helps identify candidates with the right expertise and cultural fit.

Retention-wise, we focus on fostering a supportive and engaging work environment. While we strive to remain competitive with salaries, the sense of community and mission-driven purpose we offer make TCA a desirable place to work.

What are your top priorities for the next two to three years, and what is your vision for TCA’s future?

My focus is on ensuring TCA continues to flourish long after my tenure. That means maintaining a culture of excellence, fostering transformational — not transactional — relationships, and staying true to our mission.

Over the next few years, I aim to elevate every aspect of TCA, from academics to community building, so we remain a beacon of educational and spiritual development. My ultimate goal is to leave the school stronger than I found it, setting it up for success for generations to come.