The purpose of the study was to develop a model using seven elements whereby a local Church of the Nazarene congregation could establish a private elementary school. The seven areas included in the model were general information, philosophy, governance, staffing, curriculum, finance and facilities. The purpose was also to suggest a plan whereby congregationally supported elementary and secondary schools could be incorporated into a unified educational system under the auspices of the Church of the Nazarene. The interview technique was used as a data gathering device in the investigation. An Interview Guide was developed based on the review of literature. Five denominations in the State of Indiana were selected as participants in the study. Persons in the following administrative positions were interviewed: (1) superintendent in charge of school, (2) elementary school principal, and (3) pastor whose congregation operated or supported a local private elementary school. A review of literature and related research was conducted and centered on the seven educational areas included in the model. The following selected findings were summarized from the review of literature and responses to the interviews. 1. Eighty-five percent of all nonpublic schools were church affiliated in 1972. 2. Successful nonpublic schools were planned one to two years in advance of becoming operational. 3. Sixty-five percent of all administrators interviewed recommended grades kindergarten through first for the initial year of operation at a new school. Philosophy. 1. The first step in development of a school was to define the basic mission of the school. 2. All administrators interviewed agreed that only teachers and staff members who were in agreement with the philosophy of the school should be hired. Governance. 1. The usual governance method of nonpublic schools was through an autonomous, self-perpetuating board of trustees. 2. Eighty-seven percent of all administrators interviewed recommended formation of a school board. 3. Eighty-three percent of all administrators interviewed believed development of a denominationwide school system was advisable. Staffing 1. Eighty percent of all administrators interviewed believed nonpublic school teachers should meet state certification requirements. Curriculum. 1. Curriculum and philosophy were closely linked in nonpublic schools. 2. Fifty-two percent of all administrators interviewed recommended establishment of a parent curriculum committee. Finance. 1. Adequate financial resources was the major problem facing nonpublic schools. 2. Long range financial planning was considered necessary by experts in the field of nonpublic school operation. 3. Eighty-one percent of all administrators interviewed recommended establishment off an endowment program. Facilities. 1. Ninety-seven percent of all administrators interviewed recommended beginning a new school in temporary facilities. The following conclusions were based on the review of literature and the interviews conducted for the study. 1. The establishment of a church operated elementary school can be accomplished successfully by following well developed and clearly defined guidelines. 2. The success of a church operated private elementary school depends in large measure on good fiscal policy and sound financial management. 3. Extensive planning and study must be undertaken before establishing a church operated private elementary school. Adequate planning will usually take one to two years. 4. Plans to establish a church operated private elementary school must have strong, widespread support within the sponsoring congregation. 5. A church operated private elementary school must be staffed and governed by individuals who agree on basic educational philosophy and goals.