ABC Strategic plan Final presentation Executive Summary A

<ABC> Strategic plan Final presentation

Executive Summary A team of <ABC> staff and board members have been working with consultants since January to develop strategies and implementation plans for three key organizational issues: 1. Programmatic Growth 2. Fundraising 3. Staff Sustainability

Programmatic Growth

Programmatic Growth - Vision Our 10 -year vision is to have <ABC> alums generate $1 billion of incremental income annually for themselves and their families. Our programmatic growth workstream has researched and laid out a vision for how we can serve 5, 000 students annually in five years.

Region Need Methodology or Proxy for children Proxy for # of tech in poverty¹, M workers (metro)², k Weight Presence of Tech Philanthropy Transportation Total Score Amount of charitable giving (metro), $B Giving per itemizer (metro), $K Public transit score from a study (city)³ Weighted sum of 5 categories 25% 10% 25% New York City 6. 0 705. 4 20. 1 6. 4 94 95% Los Angeles 4. 5 399. 3 9. 8 6. 1 75 66% Chicago 3. 2 333. 0 6. 8 5. 3 95 61% Washington, D. C. 1. 6 459. 9 6. 3 5. 3 100 60% Dallas 2. 7 325. 5 5. 2 7. 6 65 54% San Francisco 0. 4 426. 3 6. 1 7. 3 98 53% Atlanta 2. 2 277. 9 5. 7 8 65 51% Philadelphia 2. 2 230. 7 4 4. 4 93 49% Boston 0. 7 282. 9 4. 6 5. 9 97 49% Houston 2. 4 189. 6 5. 0 8. 0 68 48% Miami 2. 7 139. 5 4. 3 8. 5 65 47% Seattle 0. 5 296. 3 3. 1 5. 8 94 46% Detroit 2. 5 150. 4 2. 3 4. 7 65 40% Phoenix 1. 6 186. 5 2. 3 5. 3 65 39% Minneapolis 1. 0 163. 3 2. 7 4. 5 65 39% Numbers and methodology are not exact and should be refined in future analysis

Current Region Growth Potential Total # of school partners NYC Current NYC Potential Bay Area Current Bay Area Potential* Chicago Potential 35 77 11 25 30 500 600 1000 1200 1500 1800 1 class per school (fnd students) 2 classes per school (fnd students) 3 classes per school (fnd students) 1540 757 3080 4620 181 *Bay Area includes San Francisco, East Bay, and South Bay.

Getting to 5, 000 students in 5 years FY 13 Growth Rate FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 223% 275% 83% 30% 36% 22% 37% 39% 37% 32% Total Enrollment 30 97 364 665 867 1, 181 1, 444 1, 974 2, 752 3, 774 4, 994 NYC Enrollment 30 97 364 665 867 983 1, 124 1, 361 1, 631 1, 895 2, 186 198 320 443 610 805 1, 049 170 341 563 855 170 341 563 170 341 Bay Area Enrollment Chicago Enrollment Region #4 Enrollment Region #5 Enrollment

Projected Student Enrollment by Region Total Enrollment

Programmatic Principles When bringing <ABC> to a new region, the following principles will ensure that we remain consistent to our values and program model: 1. <ABC> maximizes student access to our programs. 2. <ABC> creates a positive, engaging, and consistent learning environment for students. 3. <ABC> immerses students in industry and professional experiences. 4. <ABC> provides significant volunteer support and builds a strong volunteer community. 5. <ABC> uses data as evidence to inform programmatic decisions.

Fundraising

Fundraising - Vision In order to set ourselves up for this programmatic growth, we’ve set an ambitious internal goal of raising $5 m in the next year from a diverse set of income streams topped by major gifts, individual giving, private foundations, and corporations. In five years from now, we’ll need a well-functioning development team of 8 -10 dedicated professionals spanning a variety of generalist and specialist roles and reporting to a head of development to generate $18 m of revenue annually.

Fundraising Funnel Results FY 19 Funding Stream New Funding Needed Average Donation New Donors or Donations Average Close Rate Numbers of Meetings Average Rate of Securing Meetings New Leads Private Foundations $1. 5 M $75 k 19 50% 58 (applications) 25% 154 Individuals - Major Gift $2. 3 M $25 k 94 80% 118 15% 784 Corporate Foundations $425 k $50 k 8 50% 17 (applications) 25% 68 Corporate Direct Donations $491 k $15 k 33 50% 65 25% 218

Fundraising Funnel Results FY 19 - Revised Funding Stream New Funding Needed Average Donation New Donors or Donations Average Close Rate Numbers of Meetings Average Rate of Securing Meetings New Leads Private Foundations $1. 5 M $75 k 19 50% 58 (applications) 25% 154 Individuals - Major Gift $2. 3 M $25 k 94 80% 59 15% 392 $75 K 31 39 20% 196 Corporate Foundations $425 k $50 k 8 50% 17 (applications) 25% 68 Corporate Direct Donations $491 k $15 k 33 50% 65 25% 218 $20 k 25 75% 33 131

Staffing Implications FY 19 Funding Stream Private Foundations Hours Needed to Close FTE Owner 1236 0. 60 Manager of Institutional Giving Individuals - Major Gift - Natl Individuals - Major Gift - NYC Individuals - Major Gift - Bay Area 294 787 343 0. 15 0. 25 0. 08 National CEO NYC Executive Director SF Executive Director Corporate Foundations 595 0. 30 Manager of Institutional Giving Corporate Direct Donations - Natl Corporate Direct Donations - NYC Corporate Direct Donations - Bay Area 153 447 153 0. 08 0. 23 0. 08 Director of Partnerships SF - Partnerships Manager

Staff Sustainability

Vision for staff sustainability <ABC> will focus on a set of goals to develop staff sustainability Learning journey ▪ Introduce a forward-looking talent strategy which prioritizes talent acquisition and management ▪ Develop a learning journey with professional development paths, a mentorship program, and a formal review process ▪ Develop a plan for organizational growth which considers regional/national roles as well as developmental and budgetary goals Equity and inclusion ▪ Incorporate diversity and inclusion goals in hiring processes, training/education, and tracking of economic outcomes ▪ Create a immersive approach with students to include equity and inclusion concepts Culture ▪ Clearly define core culture and mechanisms to maintain culture ▪ Develop open channels of communications, through in person programs, surveys, and group connectivity events

Key Initiatives Staff Learning journey Equity and Inclusion Culture Professional Development Set E&I hiring goals Mentorship Program Develop Trainings Internally Codify National vs. Regional elements Continuous Feedback Develop curriculum for students Talent Strategy Volunteers Students Corporate Partners Board Members Customized E&I trainings Mentorship Program E&I Trainings Asset Based Language Training Regional & National retreats Establish meetings cadence Volunteer Celebration Events Youth Celebration Events

Organizational chart – Snapshot of FY 23 ❏ Total # of FTEs needed in FY 23: 161 ❏ Day-1 Hypothesis: Keep national team lean ❏ Why: Ability to address regional challenges more effectively

Conclusions and Next Steps