Focus on the Future

1. Focus on the Future 2015 Strategic Plan Board of Directors Meeting May 11, 2011

2. Today we ask for your consensus on the 2015 strategic plan May 11 Board Mtg Strategic plan presented to board (March Board mtg-update provided) Nov 18 Exec Committee meeting strategy check-in, brainstorm and discussion Jan Strategy team meeting and 2 educator focus groups Detailed planning/ execution by Committees and JAC staff underway November December January Feb./April May Aug - Dec Strategy team meetings, brainstorming, social networking, and educator workshops Jan 13 Board strategy workshop Feb 17/April 12 Exec Committee presentations and discussions • Brainstorming session (25 at McKinsey) • Social networking workshop (15 at JAC) • 8 team workshops • 2 Educator focus groups (city/burbs) • Educator Survey (700+ responses) • Board Meeting Breakout Groups • Team • JAC Senior staff • Chip Hardt, Hardt Enterprises • Charlie Martin, ACH • Rob Vogel, Vulcan Materials • Andrew Saad, Zurich Completed volunteer focus groups since last meeting

3. Early review of volunteer survey data and focus groups • Volunteer happiness generally in line with educator happiness, but… • Retention low (~30%) across the area, though better than national average (27%) • Still some gaps in self-reported activity completion in both JA in a Day and weekly channels • Clearly felt need for more and better training, both for new and experienced volunteers—particularly for JA in a Day • Some concerns about shortness and ability to connect with students during JA in a Day • Volunteers most motivated by a chance to have impact on and connect with kids—aligns with educators’ desire for “inspiration” as opposed to “education” • Opportunities to connect with volunteers using social networking (community, training, preparation, etc.) • Sponsoring firms missing big opportunity (48%) to recognize volunteers

4. Proposed strategic goals (for approval) Purpose To inspire and prepare young people to succeed in a global economy Goals Outreach • Serve 500,000 children in FY 2015 27% growth (28.7% penetration) Impact • The education and inspiration we provide to our students • How do we measure impact? • For education, we will rely on JA USA to conduct peer-reviewable, longitudinal studies and local reviews of conformance to standards • For inspiration, we will invest in educator and volunteer surveys and assessments, as well as investigate “outcomes measures” for our students over time

5. Strategic roadmap balances impact and bandwidth FY2011 FY2012 FY2013 FY2014 FY2015 x Focus on volunteer performance and retention Build social networking platform for volunteers Maximize Board’s potential Engage entrepreneurial and financial firms Optimize Whole School and University models Implement National branding campaign Refresh special events Invest in impact measurement Where do you want to sign up? Today

6. Charters have been crafted for each staff-based team Team members: TBD; list a chair or co-chairs and all members in alpha order • Problem statement: How can JAC grow its Whole School model 25% by 2015 while simultaneously increasing the strategy’s impact on kids by improving execution? • What really defines a “Whole School,” and why? • What is the best design(s) for Whole Schools? • How can JAC staff get better operating leverage? • How can the relationship with the school, teachers, and volunteers be improved (closer and easier for all)? • Which schools should get JA in a Day, and which weekly? • How can volunteers best be trained (when, by whom, etc.)? • How can more companies be attracted to the model? • Other resources: • Access to JAC leadership team • Access to Chip Hardt for advice • Access to Drew Saad for analytical advice (but not to do all the work) EXAMPLE Sponsor and reviewers: Peter; Senior leadership team as reviewer • End products expected/goals: • A coherent definition of what qualifies as a “Whole School,” and a clear description of optimal designs for each proposed type, along with 2015 Whole School goals • An improved operating model that lets JAC staff manage 25% more relationships with 25% less work • A program to improve relationships among the 3 stakeholder groups (JAC, volunteer companies, schools) • Strategy for training in the Whole School context • Proposal for JA in a Day vs. Weekly channel optimization • Practical ideas to meet outreach goals, with a description of resources and a timeline required to implement all ideas By when: Complete by TBD (June 30th), with an update due in 4 weeks

7. Projected JAC Student and revenue growth – Fiscal 2011-15 Number of students Proposed outreach and funding goals build on long history of success, but implies an $8 million organization • Great goal for 75th year—PR value • 28% penetration—best for any big city • Incremental, nominal investment of 7%/student over 5 years • Cost per student will remain $6 better than next best big area 2011 12 13 14 2015 Revenue1 Millions $6.16 $6.40 $6.80 $7.40 $8.00 1 Assumes a ramp-up cost structure of $16 per student annually by 2015

8. Appendix Strategy descriptions Tactical development plans

9. Prioritized list of strategies (what to do, in order of importance) (1/5)

10. Prioritized list of strategies (what to do, in order of importance) (2/5)

11. Prioritized list of strategies (what to do, in order of importance) (3/5)

12. Prioritized list of strategies (what to do, in order of importance) (4/5)

13. Prioritized list of strategies (what to do, in order of importance) (5/5)

14. Plan for moving from strategy to tactic and program (How?)

15. Plan for moving from strategy to tactic and program (How?)