About Us

At Park City Day School, our children learn and grow in an intellectually stimulating, creatively inspired community. With teachers, parents, and students working together, our school provides the academic challenges, emotional support, and physical development children need to meet the significant but exciting challenges of learning and living in our global 21st century.

Strategic Plan

Approved by the Board of Trustees in February, 2012, the Strategic Plan of Park City Day School positions PCDS to become the popularly known school of choice for Early Childhood, Lower, and Middle School education in our local area and a national school of academic excellence—one competitive with other exceptional, accredited independent schools across the country.   PCDS seeks to attract and retain a culturally, religiously, and racially diverse student body who can rise to high academic and personal standards. Although our long term enrollment objective is approximately 330 students in two sections per grade as enrollment trajectory and facilities permit, our short term (through the 2012-2013 school year) target is one section per grade therefore optimizing the current environment to serve the school’s mission.

In the three to five years to come, the specific objectives and action steps of this Strategic Plan will direct the school’s educational energy and resources. By focusing student learning accordingly and ensuring an educational environment that models the highest standards of independent schools, Park City Day School students will become academically well-prepared, skillful, and self-confident leaders of the future.



PCDS Strategic Objectives

OBJECTIVE #1

Strive to be an exemplary academic school on the cutting-edge of current best practices, embracing the differentiation of student learning through small class sizes and individualized attention to maximize student success within the parameters of the school mission.

  • Action Step #1: Support on-going curricular and pedagogical evolution to ensure a high level of demonstrable academic challenge superior to other available educational options.
  • Action Step #2: Integrate dynamic co-curricular programming to support the holistic mission of the school and enrich student’s social, emotional and physical development, while considering the extra-curricular life of the student in determining exceptions to mandatory participation.
  • Action Step #3: Continue to embrace and expand the school’s commitment to the integrated use of technology in the school.
  • Action Step #4: Strengthen the sense of school community by celebrating milestones of student life in and out of school and creating and maintaining significant traditions and rituals that recognize varying grade and division levels.

OBJECTIVE #2

Enroll those students whose educational, social and behavioral needs the school can effectively meet and whose abilities the school can effectively challenge and will continually evaluate and develop the character and actions of its students to ensure alignment with the mission and values of the school.

  • Action Step #1: Communicate consistently and broadly the qualifications for appropriate Park City Day School students.
  • Action Step #2: Identify and respect the different learning styles of our students.
  • Action Step #3: Be alert to each student’s emerging performance profile in order to accelerate the learning pace as appropriate as well as to remediate areas of academic challenge with the goal of achieving academic success.

OBJECTIVE #3

Attract, retain and support the best faculty, staff and administration.

  • Action Step# 1: Compensate PCDS team members appropriately in relation to our benchmark schools.
  • Action Step #2: Provide a faculty mentoring program and resources for professional development.
  • Action Step #3: Maintain an administrative structure and faculty organization that enhances the program and mission.
  • Action Step # 4: Evaluate teacher effectiveness to substantiate annual contracts for highly effective teachers who represent and promote the school mission and the institution’s best interests in the community.
  • Action Step #5: Staff the school to ensure an approximate student FTE teacher ratio of 10:1

OBJECTIVE #4

Ensure that the school has the resources to meet the needs of the mission.

  • Action Step # 1: Develop a marketing plan (including a public relations strategies) to drive enrollment growth, stimulate brand recognition, and support student retention.
  • Action Step #2: Annually perform an analysis of the school property to assess potential for growth and development.
  • Action Step #3: Annual update the master site and facilities plan to meet the needs of the school’s growth and maximize its environmental efficiency.
  • Action Step #4: In order to support the projected enrollment growth over the next three to five years, create or provide additional learning spaces as needed.

OBJECTIVE #5

Establish and maintain the most effective level of governance.

  • Action Step #1: Ensure that the school recruits, educates, and maintains a talented Board.
  • Action Step #2: Maintain and strengthen the professional development of the Board of Trustees through orientation, mentoring, training and other forms of Board development.

OBJECTIVE #6

Ensure the fiscal integrity of the school.

  • Action Step #1: Ensure that the school manages its growth and develops educational extracurricular programming within the boundaries of its fiscal resources.
  • Action Step #2: Clearly communicate the fiscal needs of the school  while educating the school community about the role and importance of philanthropy in independent schools.
  • Action Step #3:  Eliminate the reliance on the annual fund to balance the budget and, over the long term, eliminate the use of debt to fund the capital resources and operations of the school. 
  • Action Step #4: Plan and launch a major gifts development effort to raise $2.5 million to fund Phase II additional learning spaces and begin planning for potential future phases.

A Connected Community
“The collective engagement and effort of everyone—adults and children alike—makes our school a wonderfully happy, safe, and stimulating place to learn, to grow, and to work.”


Roy Parker, Head of School
Meet our Head of School