Programs and results
What we aim to solve
In 2017, our board of directors, staff and families set out to create a three-year strategic plan designed to ensure our students are receiving the best possible learning environment as well as ensuring the sustainability of the organization while achieving the overall goals. STRIVE Prep was founded on the belief that every child deserves a high-quality education right where they live with the goal of closing historic achievement gaps in Denver, CO. STRIVE Prep schools operate under the core beliefs of achievement, justice, and perseverance so that students are taught the skills to be successful not just in school and college, but throughout their lives.STRIVE Prep is a place where students are learning to change the world and are inspired to give back and impact the communities most important to them. Every day, we inspire our students to think critically, communicate clearly and collaborate openly while fueling their curiosity and creativity.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
STRIVE Preparatory Schools
STRIVE Prep is a community of free, open enrollment, public charter schools in Denver, Colorado where every student is learning to change the world by building the skills they need to be successful in college and beyond. Founded more than a decade ago on the belief that every child should have access to a high-quality education in their neighborhood, STRIVE Prep has expanded to more than 3,500 students in 10 schools; spanning elementary, middle and high school.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Average daily attendance
This metric is no longer tracked.Totals By Year
Related Program
STRIVE Preparatory Schools
Type of Metric
Other - describing something else
Direction of Success
Holding steady
Number of administrators and staff who plan and experience professional development activities together
This metric is no longer tracked.Totals By Year
Related Program
STRIVE Preparatory Schools
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
100% of staff participate in professional development opportunities throughout the year.
Number of high school seniors who graduate from high school on time
This metric is no longer tracked.Totals By Year
Related Program
STRIVE Preparatory Schools
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
These values represent the percentage of seniors that graduate on time.
Number of teachers trained
This metric is no longer tracked.Totals By Year
Related Program
STRIVE Preparatory Schools
Type of Metric
Other - describing something else
Direction of Success
Holding steady
Context Notes
These numbers represent the percentage of teachers trained. All teachers receive quarterly trainings.
Number of seniors who pursue Post-secondary Educational opportunities
This metric is no longer tracked.Totals By Year
Related Program
STRIVE Preparatory Schools
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
These numbers represent the percentage of seniors who pursue post-secondary opportunities.
Number of students enrolled
This metric is no longer tracked.Totals By Year
Related Program
STRIVE Preparatory Schools
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
During our strategic planning process, we established three main goals for our network and students:
1. Our students deserve a just world that they help create. STRIVE Prep’s role in creating this world is to run great schools. Our schools are places of dignity for all - students, families, and staff.
2. Our students deserve a standards-based education intended to develop leadership, problem solving skills, and creativity. Students are empowered to use their voices and hard work to lead now and in the future.
3. Our students are self-motivated and they persevere in the face of challenges. They understand that taking risks and making mistakes are essential to learning. A growth mindset is vital to every part of our work.
What are the organization's key strategies for making this happen?
By defining the three main goals for our students, we we are able to establish four strategic priorities in order to attain these goals:
1. Align the academic and cultural model to our core beliefs, vision and mission.
- Define and communicate with exceptional clarity STRIVE Prep’s core beliefs, mission, values, and role of center.
- Build and implement an integrated working group structure to redesign middle school culture in alignment with our newly defined beliefs.
- Support effective implementation of common network curriculum.
- Determine if we are prioritizing concurrent enrollment and/or AP and make the necessary related programmatic changes.
2. Build K-12 culture that expects acceptance to 4-year colleges and supports and celebrates alternative choices.
- Significantly strengthen college advising structure, as well as Individual Career and Academic Plan (ICAP) implementation.
- Subject to budgeting, significantly strengthen alumni support program.
3. Attract and retain a talented and diverse team in an inclusive environment.
- Assess teacher performance pay, compensation, and evaluation and benefits.
- Subject to budgeting, develop and implement a clear instructional leadership pipeline program to include trainings for teacher instructional coaches, grade level leads, APIs (Academic Performance Index), and principals.
- Evaluate the effectiveness of prior Diversity, Equity, and Inclusion (DEI) practices and determine how to continue to embed DEI practices in the fabric of our ongoing work.
- Significantly strengthen teacher and leader recruitment efforts (i.e. diversity, specific subjects).
4. Ensure financial health and sustainability.
- Build a 3-year mission-aligned plan for future school size, staffing, facility needs, and change management implications.
- Build a 3-year, mission-aligned plan for elementary school growth.
What are the organization's capabilities for doing this?
Currently, our leadership is prepared to make the necessary changes in order to meet our strategic priorities. We have planning in place with regular check-ins to ensure we are on track in achieving our goals.
In the 2019-2020 school year, we began implementing Mastery Practices training to all of our teachers and school-based staff in order to leverage strong content internalization to review and respond to student mastery during each lesson. In doing so, we’re working to align the academic and cultural model to our core beliefs, vision and mission.
Our network has also partnered with Promise54, a national leader in internal DEI practices, for an 18-month talent and equity cohort program with eight Denver K-12 education organizations. The scope of work will include creating a 2-year implementation plan while administering three surveys to assess progress toward our DEI goals in May, November, and May in order to attract and retain a talented and diverse team in an inclusive environment.
What have they accomplished so far and what's next?
STRIVE Prep has made significant strides towards offering a high-quality public education in Denver:
- 85% of STRIVE Prep students graduate on time, compared to 70% of all Denver Public School (DPS) students, and 81% of Colorado students.
- 89% of STRIVE Prep students in the graduating class of 2019 were accepted to a four-year college or university.
- 100% of STRIVE Prep students in the graduating class of 2019 were accepted into a two or four-year college or university.
- 72% of STRIVE Prep graduates matriculate into college, compared to Colorado’s average of 57%.
- In 2017-18, there were only 7 secondary schools measuring green or blue on the DPS Framework who served above the district’s average of high poverty students, 3 were STRIVE Prep schools.
- STRIVE Prep - RISE, one of our high schools, was named the #1 high school in DPS on the 2017 School Performance Framework (SPF) and in 2019-20 achieved the English Language Proficiency Act (ELPA) Excellence Award from the Colorado Department of Education.
- Since its founding, STRIVE Prep - Ruby Hill has been rated Green or Blue on Denver Public Schools School Performance Framework (SPF) and remains one of the best elementary schools in Southwest Denver.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Financials
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- Analyze a variety of pre-calculated financial metrics
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- Compare nonprofit financials to similar organizations
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Learn more
about GuideStar Pro.
Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
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
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Strive Preparatory Schools
Board of directorsas of 10/13/2020
Ms. Amber Valdez
Valdez Public Affairs, LLC
Mr. Chris Henderson
DHI Group
Helem Aranguti
Food Bank of the Rockies
Reed Dixon
Rye Ridge Resources
Ulysses Estrada
IBM
J. Dietz Fry
Endeavour Capital
Leticia Gonzalez
Denver Health & Hospital Authority
Peter C. Groff
MCG2 Consulting, LLC
Kayla Tibbals
Nexus Policy Group
Chris Henderson
DHI Group
Amber Valdez
Valdez Public Affairs, LLC
Kristi Pollard
Catalyst Public Affairs
Crystal Rountree
Teach for America
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 10/13/2020GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.