Denver Academy Vision 2022

VISION 2022

DENVER ACADEMY’S VISION FOR 2022:

“Denver Academy will be recognized both locally and nationally as a top school for diverse learners within a culture of challenge, success, and school pride.”

Dear Denver Academy Community, Denver Academy has always been a place full of promise for our students. When the Board of Trustees, along with DA faculty and staff, parents, students, and alumni began our latest strategic planning process, our goal was to do for our organization what we do for each of our students: imagine all the possibilities. We set out to envision the finest version of Denver Academy, culled from the essence of our identity. It will serve as a guide for the next seven years, culminating with our 50th Anniversary in 2022.

In creating “Vision 2022,” we also systematically reviewed DA’s mission statement. After much thoughtful discussion, it became apparent that our current mission statement could use an update. We are pleased to report that our Board of Trustees approved a new version. It reads: “Denver Academy inspires and empowers diverse learners through student-centered, differentiated, and transformative education.”

When evaluating and crafting this mission statement, we considered the following questions: • Does our mission statement answer the question “Why do we exist?”

• Is it consistent with our core values?

• Is it clear, understandable, and memorable?

• Will it endure?

• Will it serve as a basis for operational and strategic decision-making?

• Does it give all who see or hear it a compelling reason to support DA? We believe that our new mission statement allows us to answer an enthusiastic “yes!” to each of these questions, and are excited and proud to continue serving DA’s students and families in our 43-year (and counting!) tradition of excellence.

With our updated mission statement in hand, the Steering Planning Committee collected and shared background data from the school as well as research materials relevant for future planning. It was also essential to gather input about our strengths and weaknesses from each of the School’s constituent groups, including faculty, staff, alumni, trustees, parents, students, and other interested community members.

The following vision statement represents our “north star” or guiding frame for our work to come.

“Denver Academy will be recognized both locally and nationally as a top school for diverse learners within a culture of challenge, success and school pride.”

To achieve this vision we will be focusing on improving student programs; developing our faculty and staff; enhancing our campus and facilities; and supporting our school leadership and governance.

As reflected in the goals, strategies, and rationales that follow, this strategic vision represents an effort to leverage the significant strengths of Denver Academy, while additionally focusing on those areas most in need of improvement.

I especially wish to thank the group that came together to create Denver Academy’s strategic vision for the future.

More information regarding each of the strategic components is available on the following pages, and we hope you’ll all be part of making our vision come true.

Sincerely,

Mark Twarogowski Headmaster

Ed Callahan Board Chair

STUDENT PROGRAMS RATIONALE The unique educational programming offered at Denver Academy provides an opportunity for our students to succeed and thrive in a nurturing and supportive environment, while at the same time challenging them to achieve at higher levels of accomplishment.

The consistent and expert delivery of our programs requires the proper balance of high expectations, high accountability, and high student support.

GOALS: 1. Denver Academy will continue to create and enhance programs and experiences that allow students to showcase their strengths and talents, and provide opportunities for them to advance personal and educational successes.

2. Denver Academy students will experience and sustain high levels of academic, co-curricular, and personal challenge within a culture of differentiation, high accountability, and high support.

3. Denver Academy will define and articulate to our community a clear notion of success and challenge for our students.

4. Denver Academy students will be proud to be a part of the DA community.

FACULTY & STAFF DEVELOPMENT RATIONALE Attracting, training, and retaining the best faculty and staff is critical to the future of Denver Academy. Our teachers and staff are part of an innovative and dynamic team of educators who consistently earn high praise from students, parents, and peer schools.

Our teachers are creative, fun, smart, and understand the power of nurturing relationships and strong community in the educational process. It takes a special combination of talents and characteristics to be a successful DA educator, and we are committed to providing them all the supports necessary.

GOALS: 1. Denver Academy teachers will expand their expertise in the field of “21st century� education for the students we serve. Such an approach includes an emphasis on critical thinking and problem solving; collaboration and leadership; effective communication; accessing and analyzing information; curiosity and imagination; entrepreneurialism; and technology skills.

2. Denver Academy staff will continue to enhance the skills, talents, and mindsets required to perform their jobs at the highest levels.

3. Building on its reputation as a top workplace in Denver, Denver Academy will be a destination for top-quality faculty and staff.

4. Denver Academy will continue to value, foster, and promote a strong culture of community and pride for all its employees.

SCHOOL LEADERSHIP AND GOVERNANCE RATIONALE An effective Board of Trustees works in collaborative partnership with the leaders of the school. In order to achieve the bold vision put forward in this strategic plan, the Board and leadership team must be staffed, structured, trained, and engaged appropriately to do the work that lies ahead.

GOALS: 1. The composition of the Board of Trustees will reflect the skills, passion, resources, and the commitment to governance necessary to achieve Denver Academy’s strategic vision.

2. The structure of the Board and Board committees will enhance and support the strategic work of the school.

3. Clearly defined management structures will be in place to support effective decision-making processes.

4. School leaders will receive appropriate professional development in management and leadership, and succession plans will be in place for senior administrative positions.

FINANCIAL SUSTAINABILITY RATIONALE In order for Denver Academy to realize our vision for 2022, we will need a strong fiscal foundation. A disciplined approach to financial management and reporting is essential to sustaining a predictable and viable financial model. Long-term financial security requires strong revenue streams, endowment, and cash reserves.

GOALS: 1. Denver Academy will develop the appropriate financial capacity to support faculty and staff compensation at competitive levels.

2. Denver Academy will increase endowment and “cash reserve” funds to levels aligned with national benchmarks for schools of Denver Academy’s size, age, and mission.

3. Denver Academy will increase the non-earned revenue (fundraising, etc.) portion of Denver Academy’s budget to align with national benchmarks.

4. Denver Academy will manage the levels of tuition increase along with financial assistance in order to ensure that Denver Academy tuition remains affordable.

ENROLLMENT MANAGEMENT AND MARKETING RATIONALE A strong enrollment consisting of mission-appropriate students is necessary to ensure financial sustainability as well as stability in programs, teacher training, and the learning environment. Adherence to a well-defined student profile leads to predictability in teaching assignment, curriculum development, and optimizing teacher effectiveness. In addition, a demographically balanced student body enhances the learning experience for all students.

GOALS: 1. Denver Academy will increase and stabilize the enrollment of missionappropriate students to 380 students with wait lists at most grade levels, thereby facilitating appropriate balance in student profile, gender, ethnicity, and socioeconomic status.

2. Denver Academy will maintain or increase retention rates of current students to match or exceed national benchmarks for schools of similar size and mission.

3. Denver Academy will enhance its image and reputation in the local and national community to accurately represent the quality of our students, faculty, staff, and programs. Denver Academy will be known as the model educational community committed to the success of diverse learners.

CAMPUS AND FACILITIES RATIONALE In addition to classroom spaces that enhance and support Denver Academy’s world-class programs, other non-academic buildings and facilities can enrich the campus experience, boost enrollment, increase school pride, and help the institution stay competitive. A vibrant, healthy, attractive place in which to grow and learn is a critical component of our vision for the future of Denver Academy.

GOALS: 1. Guided by a thoughtful campus master planning process, the Denver Academy campus and facilities will reflect and enhance the School’s transformative educational program and provide an environment conducive to challenge and success, creating a source for community pride.

2. The Denver Academy campus and facilities will be safe, secure, and aesthetically pleasing for our community and will reflect a sincere respect for our environment.

3. The Denver Academy campus and facilities will provide opportunities for health and wellness, creativity, academic curiosity, and exploration through well-designed learning environments.

STRATEGIC PLANNING COMMITTEE OF THE BOARD OF TRUSTEES:

STEERING COMMITTEE MEMBERS Elizabeth Barry | Director of Marketing

Cyle Feingold ‘91 | Chair

Ed Callahan | Board Chair and Alumnus Parent

Ed Callahan

Bobby Duhamel | High School Faculty

Mark Twarogowski

Philippe Ernewein | Director of Education

Diana Anderson

Cyle Feingold ‘91 | Trustee and Alumnus

Kathryn Harris

Emily Garbus | 6th Grade Faculty

Tim Healy ‘06

Andrew Green | Middle School Faculty

Earl Hoellen | Steering Committee Co-Chair

Kathryn Harris | Trustee and Current Parent

Kim Pankratz ‘89

Lori Hull | Lower School Head

Kristy Taddonio Mullins ‘94

Jim Levinson | Director of Physical Plant

Amy Thomson | Steering Committee Co-Chair

Dan Loan | Director of Communications and Enrollment Karen Lozow | Development Director, Alumnus Parent Kim Pankratz ‘89 | Trustee and Alumna Anthony Slaughter | Director of Information Technology Rebecca Stevens | Executive Assistant to the Headmaster Mark Twarogowski | Headmaster Berni Vilkus | Director of Finance Mark Wood | High School Head

STRATEGIC PLAN RETREAT PARTICIPANTS: Diana Anderson | Trustee and Current Parent

Jake Lozow ‘10 | Alumnus

Elizabeth Barry | Director of Marketing

Karen Lozow | Director of Development and Alumnus Parent

Cayla Berry | High School Faculty

John Newton | 12th Grade Student

Barrie Bodden | 6th Grade Dean

Kim Pankratz ‘89 | Trustee and Alumna

Ed Callahan | Board Chair and Alumnus Parent

Annie Patterson | Current Parent

Mike Connor | Strategic Planning Consultant

Ben Patterson | 12th Grade Student

Hannah Crawford ‘10 | Teacher’s Assistant and Alumna

Caleb Preston | 11th Grade Student

Nicole Diachok | 10th Grade Student

Kyra Ruscio | Physical Education Coordinator

Bobby Duhamel | High School Faculty

Anthony Slaughter | Director of Information Technology

Philippe Ernewein | Director of Education

Andrew Stefaniak | 9th Grade Student

Cyle Feingold ‘91 | Trustee, Chair of Strategic Planning Committee, Alumnus

Sheryl Stefaniak | Current Parent

Kris Fritzsche | Arts & Media Coordinator

Madeline Stull-Keith | 12th Grade Student

Emily Garbus | 6th Grade Faculty Andrew Green | Middle School Faculty

Amy Thomson | Steering Committee Co-Chair, Middle School Dean

Martha Green | Current Parent

Mark Twarogowski | Headmaster

Jessica Greenberg | Literacy Specialist

DJ Van Keuren | Current Parent

Earl Hoellen | Steering Committee Co-Chair, Alumnus Parent and Former Trustee

Berni Vilkus | Director of Finance

Lori Hull | Lower School Head

Chase Wolf-Tinsman | 11th Grade Student

Summer Kidder | Current Parent

Mark Wood | High School Head

Mark Lampert | Alumnae Parent

Jana Waters, Ph.D. | Educational Counselor and Therapist

Dan Loan | Director of Communications and Enrollment

Rebecca Stevens | Executive Assistant to the Headmaster

Jenni Walker | High School Faculty

DENVER ACADEMY’S MISSION: Denver Academy inspires and empowers diverse learners through student-centered, differentiated, and transformative education.

DENVER ACADEMY’S CORE VALUES: Individual Differences Respect & Responsibility Community & Nurturing Relationships The Transformative Power of Education

2014-15 DENVER ACADEMY BOARD OF TRUSTEES: Ed Callahan | Board Chair Nicky Gittelman | Vice Chair Tom Stefaniak | Treasurer Lisa Patterson | Secretary Diana Anderson Gregg Cooper Bill Crawford John Farnam Cyle Feingold ‘91

Dylan Geller ‘92 Kathryn Harris Bryan Hassler Rob Lewis Steve Lockton Peter O’Neil Kim Pankratz ‘89 Kristy Taddonio Mullins ‘94

DENVER ACADEMY EMERITUS BOARD OF TRUSTEES: Jim Dierker Dr. Nancy Gary Phil Johnson Steve Mooney Tim O’Connor

DENVER ACADEMY EX-OFFICIO BOARD OF TRUSTEES: Tim Healy ‘06 | Alumni Association President Amy Thomson | Faculty Representative Mark Twarogowski | Headmaster Deb Woodward | Parent Association President

4400 East Iliff Avenue | Denver, CO 80222 | 303.777.5870 | denveracademy.org