The Next Step Public Charter School
Strategic Plan
2023-2028
The Next Step Public Charter School has long been a home for exceptional students facing uncommon challenges. Since our founding in 1996, we’ve provided GED preparation and English as a Second Language (ESL) education and found ways to meet our students’ needs, from child care to meals to supporting them with immigration to the U.S.
We are ready to recommit to our mission and move into the future, ensuring our students are fully equipped for professional success and to contribute to their communities. It also pushes us toward sustainability in our human and financial resources – to ensure that The Next Step is thriving for many years into the future.
The Next Step's 2027-28 strategic plan will advance positive outcomes for the students we serve, setting them up for real-world success in career and community – while building a school culture that is collaborative, rigorously focused on individual and collective growth, and welcoming and inclusive to all.
Developing Our Strategic Vision
Our direction is rooted in guidance from our community as well as student outcomes, research, and promising practices from peer educational institutions in the District and around the country.
Over six months, we heard from students, alumni of The Next Step, our staff, Board members, and partner organizations – over 400 touchpoints with our community.
Our Goals
By the 2027-28 school year, we will see…
Students striving for GED completion
90% of enrolled students will be on a path toward GED completion.
Students making progress in English proficiency
85% of ESL students enrolled in ESL less than 5/6 during the start of the 2026-27 school year who remain continuously enrolled at TNS will complete ESL level 5/6 and leave TNS workforce-ready with a plan to secure employment in a high-skill/high-demand field or in a profession with a living wage.
Students passing the GED
85% of students who attempted the GED during school year 2027-28 will obtain their GED by July 2028.
Students finding success after graduation
90% of 2026-27 graduates will be employed in a high-wage, high-growth industry and/or profession with a living wage or enrolled in two- or four-year postsecondary education within one year of graduation.
Our Core Values
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Community
We center our students in our work, recognizing and honoring the distinct contributions of all, and creating a place in which everyone feels welcome and included.
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Collaboration
We prioritize positive relationships, working together to expand our practices and knowledge.
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Courage
We advocate for ourselves and our community, connecting students to what they need and finding a way to get things done.
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Trust
We assume the good intent of one another and operate from a place of respect and transparency.
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Equity and Excellence
We are an unapologetically anti-racist, anti-bias organization. We strive to set students on life-changing trajectories by meeting the unique needs of each individual in our community.
To help us reach our goals, we’ve identified five strategies:
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Strategy #1:
Create and sustain a staff culture that is inclusive, collaborative, and invested in continuous improvement.
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Strategy #2:
Increase students' pursuit of the GED by evolving our academic model to one that is more flexible, engaging, and grounded in their real-world, work-oriented experiences.
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Strategy #3:
Expand students' exposure to career and college options aligned to high-wage, high-growth career pathways providing a living wage.
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Strategy #4:
Enhance transition supports for recent graduates and alumni to support competitiveness within the DC economy.
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Strategy #5:
Develop a sustainable school funding model that secures diverse sources of funding and strategic partnerships.
Strategy 1:
Create and sustain a staff culture that is inclusive, collaborative, and invested in continuous improvement.
The bedrock of our strength as a community lies in our talented and dedicated team of teachers, counselors, case managers, staff, and school leaders. The Next Step is committed to creating and sustaining an organizational culture that feels welcoming and inclusive for all, and provides opportunities for staff to grow professionally.
Strategy 2:
Increase students' pursuit of the GED by evolving our academic model to one that is more flexible, engaging, and grounded in their real-world, work-oriented experiences.
Our students are facing extraordinary odds, and a high school credential is the first step for students to pursue their dreams. The Next Step will explore virtual and hybrid learning options that help reach our students wherever they are, and will increase enrollment in our GED track.
Strategy 3:
Expand students' exposure to career and college options aligned to high-wage, high-growth career pathways providing a living wage.
The Next Step’s mission is to provide educational opportunities for our students to continue their education and pursue a career. By the 2027-28 school year, our school will develop blended academic programs that combine workforce programming and academics in priority areas, to ensure students have exposure to promising career areas in the DC area.
Strategy 4:
Enhance transition supports for recent graduates and alumni to support competitiveness within the DC economy.
To further our goal of preparing students facing extraordinary challenges to excel in the DC-area economy, The Next Step commits to further extending our services beyond the time students are with us – providing proactive, intentional, and structured services to support the continued growth and progression of alumni.
Strategy 5:
Develop a sustainable school funding model that secures diverse sources of funding and strategic partnerships.
The Next Step will put into place a funding model that allows us to sustain ongoing work and accelerate new work, including diversifying our funding streams and establishing key strategic partnerships with other aligned organizations.
Read the full Strategic Plan:
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