Chesapeake Bay Academy
30 Years Empowering Children with Learning Differences
Mission
The mission of Chesapeake Bay Academy is to educate students through academic programs individualized to address their learning differences, empowering them with the skills and confidence necessary for success in higher education, careers and life.
Ruling year
1990
Head of School
Dr. Judy Jankowski
Main address
821 BAKER RD
VIRGINIA BCH, VA 23462 USA
EIN
54-1522266
NTEE code
Specialized Education Institutions/Schools for Visually or Hearing Impaired, Learning Disabled (B28)
IRS filing requirement
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Programs and results
What we aim to solve
As the only K-12 independent school in Southeastern Virginia dedicated to serving students with a wide variety of learning differences, we understand that our students are bright kids who need a better academic fit. Traditional teaching methods and classroom environments are unable to provide the level of support that allows these bright kids to reach their academic potential. Learning differences we serve: dyslexia, dysgraphia and dyscalculia ADD/ADHD twice exceptional learners (2e) language-based learning difficulties auditory processing deficits fine motor dysfunction developmental delays high-functioning autism other health impairments Beyond all of these labels, CBA students are capable young people who can find success in the classroom when they receive instruction in the way that they learn best.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Academic Day School for Children with Learning Differences
Chesapeake Bay Academy is the only K-12 independent school in Southeastern Virginia dedicated to serving students with a variety of learning differences including:
dyslexia, dysgraphia and dyscalculia
ADD/ADHD
twice exceptional learners (2e)
language-based learning difficulties
auditory processing deficits
fine motor dysfunction
developmental delays
high-functioning autism
other health impairments
Beyond all of these labels, CBA students are capable young people who can find success in the classroom when they receive instruction in the way that they learn best.
CBA is licensed by the Virginia Department of Education to operate as a private day school for students with a Specific Learning Disability (SLD), Developmental Delays (DD), Speech and Language Impairments (SLI), Autism (AUT) and Other Health Impairments (OHI).
Where we work
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
One of our core values at Chesapeake Bay Academy is to offer the unique educational opportunity we provide to ALL families who qualify. The Tuition Assistance program at Chesapeake Bay Academy offers families with financial need the chance to obtain a quality, individualized education for their children. With over 60% of our students receiving tuition assistance, the ability for the school to continue to provide assistance is imperative to the future of these children. In addition, by increasing the amount of families we are able to serve, we enrich the diversity of the culture of our community.
What are the organization's key strategies for making this happen?
In 2016, CBA’s Board of Trustees completed our current strategic plan composed of 4 pillars to stand as the foundation of our work: 1) Financial Viability, 2) Academic Innovation, 3) Organizational Engagement, and 4) Increased Student Enrollment. Substantial progress has been made in all areas in recent years and we continue to use the pillars of the plan as guideposts to direct our thinking. The goals and objectives of the plan have been operationalized into an action plan, generating specific metrics to drive the work of the board and administration. With dedication to our students and sincere passion for the work, partnered with hard-data to inform our thinking, CBA is moving ahead stronger, both academically and organizationally.
What are the organization's capabilities for doing this?
Strategic Plan in Action
Academic Innovation
• Implement the MAKE CBA Entrepreneurship Program school-wide
• Expand digital resources including digital textbooks and a wide-range of educational applications
• Develop blended-curriculum and implement curriculum flipping models
• Institute Faculty Peer Mentoring Program to promote cross-curricular and cross-divisional collaboration
• Participate in research studies conducted by ODU and UPenn
Increase Enrollment
• Increase enrollment by 22%
• Achieve 85% retention rate and 23% increase in new enrolls year-over-year
• 30% increase in inquiries
• New marketing initiative
• Implementation of SchoolAdmin software to provide effective communication with potential families
Organizational Engagement
• Move from operational level to strategic/generative level board
• Use Strategic Plan to drive board reporting and decision making
• Implement Board development and diversification – Annual Retreats, formation of Diversity Committee, Education & Research Committee
• Strategic board development - expansion into Military and Politics/Government
• Expansion of community involvement and engagement – Annual ADHD Symposium, Annual Educational and Medical Professionals Breakfast
Financial Viability
• Increase tuition revenue
• Annual/Capital giving increased by 95% over 5 years
• Greening of building to reduce energy related costs
• Passage of SB 1365 to expand availability of tax credits to cultivate new philanthropic relationships
• Increased grant and foundation funding on both the local and national levels
What have they accomplished so far and what's next?
Strategic Plan in Action
Academic Innovation
• Implement the MAKE CBA Entrepreneurship Program school-wide
• Expand digital resources including digital textbooks and a wide-range of educational applications
• Develop blended-curriculum and implement curriculum flipping models
• Institute Faculty Peer Mentoring Program to promote cross-curricular and cross-divisional collaboration
• Participate in research studies conducted by ODU and UPenn
Increase Enrollment
• Increase enrollment by 22%
• Achieve 85% retention rate and 23% increase in new enrolls year-over-year
• 30% increase in inquiries
• New marketing initiative
• Implementation of SchoolAdmin software to provide effective communication with potential families
Organizational Engagement
• Move from operational level to strategic/generative level board
• Use Strategic Plan to drive board reporting and decision making
• Implement Board development and diversification – Annual Retreats, formation of Diversity Committee, Education & Research Committee
• Strategic board development - expansion into Military and Politics/Government
• Expansion of community involvement and engagement – Annual ADHD Symposium, Annual Educational and Medical Professionals Breakfast
Financial Viability
• Increase tuition revenue
• Annual/Capital giving increased by 95% over 5 years
• Greening of building to reduce energy related costs
• Passage of SB 1365 to expand availability of tax credits to cultivate new philanthropic relationships
• Increased grant and foundation funding on both the local and national levels
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Chesapeake Bay Academy
Board of directorsas of 11/13/2019
Mr. Stanley Baldwin
Mr. Donald Glenum III
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