New
America
School
Colorado
Strategic Planning 2013
Adding Key Performance Indicators and
Activities
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Strategic Themes and Maps
Strategic themes are the main, high-level strategies that form the basis for the NAS’s
operational model. They are the organizations’ “pillars of excellence” that define what major
strategic areas NAS will pursue to achieve its mission. Simply put, the strategic themes are the
key areas in which NAS must excel in order to achieve its mission. Each theme is accompanied
by a strategic result that imagines a successful outcome made possible by the execution of the
strategy.
Strategy Maps contain the organization’s objectives in each of the perspectives. A Strategy
map is about change. If the objectives in the lower perspectives are achieved this should ripple
through to improvements in the objectives in the higher perspectives. This is the cause and
effect relationship working.
An overview of the two strategic themes is shown in the chart below. A strategy map for each
theme follows.
Strategic Theme One: Educational Model
Utilize our instructional methodology to allow our unique
population to grow and succeed.
Strategic Theme Two: Advocacy
To inform and influence policymakers, regulators and community
stakeholders of the unique needs of our school community and
what success means for us
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Educational Model Theme Map
“Utilize our instructional methodology to allow our unique population to grow and succeed.”
Stakeholders: students, parents and guardians, staff, community
Objective 1
Objective 2
Objective 3
Increase
English
language
proficiency
Increase the
number of
students that
we attract,
retain and
reclaim
Objective 4
Objective 5
Attract and
retain highquality
Increase
teachers and
parental
administrator
involvement
s that fit our
educational
model
Stakeholder
Increase
student
achievement
and growth
Internal
processes
Utilize
academic
best
practices
designed for
our student
population
Expand
alternative
Respond to
poststakeholder
secondary
needs
pathways for
success
Utilize a
Maintain and
variety of
refine our
interventions
expanded and
that retain
flexible
and reclaim
opportunities
students
Organizational
Capacity
Attract and
retain
effective
employees
that align
with our
mission
Identify,
Provide
develop and
ongoing
sustain
staff
relationships
developme with
nt to meet providers
the needs
and partners
of the
to maximize
organization organization
al capacity
Ensure
technology
Ensure a safe,
infrastructur
attractive and
e and
nurturing
capacity to
learning
support
environment
programs
and services
Financial
Ensure
financial
sustainability
of the
Increase per
current
pupil
resources
revenue
that support
the
educational
model
Identify and
secure
additional
sources of
revenue
beyond PPR
Objective 6
Expand and
improve
recruitment
efforts
Employ
efficient and
effective
financial
management
to maximize
resources
2
Advocacy Theme Map
“To inform and influence policymakers, regulators and community stakeholders of the unique needs of
our school community and what success means for us.”
Internal Stakeholders : Students, Parents, Teachers, Staff
External Stakeholders: Authorizers, CDE, Legislators, Community Advocates, Funders, Municipal
Leaders.
Objective 1
Objective 2
Objective 4
Objective 5
Change or
refine the
metrics and/or
accountability
standards to
better reflect
our student’s
success
Increase
funding
streams to
better provide
for our
students needs
Minimize
authorizer fees
and charge
backs
Provide ongoing
staff
development to
meet the needs
of the
organization
Identify,
develop and
sustain
relationships
with providers
and partners to
maximize
organizational
capacity
Ensure a safe,
attractive and
nurturing
learning
environment
Ensure
technology
infrastructure
and capacity to
support
programs and
services
Increase per
pupil revenue
Identify and
secure
additional
sources of
revenue beyond
PPR
Employ
efficient and
effective
financial
management
to maximize
resources
Stakeholder
Increase
understanding
and awareness
Increase
of NAS’
understanding and
educational
awareness of NAS
model and what
and its impact
success means
for our student
population
Internal
processes
Identify and
prioritize key
individuals and
organizations
within the
stakeholder
groups
Attract and retain
effective
Organizational
employees that
Capacity
align with our
mission
Financial
Ensure financial
sustainability of
resources to
support advocacy
objectives
Objective 3
Cultivate and
sustain
relationships
with
stakeholders to
advocate on our
behalf (TO BE
EXPANDED) 
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Next Step: Cascading the Strategy Maps and Linking Objectives to Key
Performance Indicators and Activities
NAS’s next step is to identify and align all of the persons responsible for executing the objectives in the
Theme Strategy Maps. As per our meeting on August 23, those persons/groups will include the
following:
1. NAS Nonprofit Leadership Team
2. NAS Colorado Principals
3. NAS Nonprofit Board Members
Each of these groups should come together to create one year work plans that demonstrate how their
activities will further NAS’s objectives and, ultimately, its Mission. The following steps offer a brief
outline of how this will be accomplished by each group.
Step 1: Identify Linked Objectives
In a working group, identify all of the objectives in each of the Theme Maps that tie to activities that the
group is or could be responsible for accomplishing. Be sure to identify only the objectives that have a
clear and direct link to your activities. For instance, while the NAS Board direction may indirectly “Ensure
a safe, attractive and nurturing learning environment”, they are not likely to directly work on
accomplishing this objective, and therefore should not create activities to do so.
Step 2: Identify Key Performance Indicators
For each of the objectives, create one or more “Key Performance Indicators” or KPIs. KPis are
quantifiable/measureable indicators that will allow the group (and NAS leadership) to gauge its
performance in meeting its objective. KPIs should be measurable, periodic (linked to a time-frame),
specific, and tied to outcomes controlled by activities of the group creating the KPI (environmental or
external KPIs should be avoided). An example of a KPI is included in the attached Excel spreadsheet.
Step 3: Create activities to drive performance
Next, the groups should tie specific activities to their identified KPIs. Each KPI may have one or more
activities, and at the activity level specific persons within the group may be responsible for activities tied
to the same KPI as another person with different activities.
PLEASE SEE THE ATTACHED EXCEL SPREADSHEET FOR AN EXAMPLE OF AND TEMPLATE FOR THIS
PROCESS
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