National College Advising Corps (NCAC)

1. National College Advising Corps (NCAC) Review of Strategic Plan

2. Executive summary • NCAC is a unique non-cohort college access program which relies on near-peer advisers and university partners • NCAC is positioned for rapid growth; since its founding in 2004 it has grown to 15 partners and 175+ advisers • Recently NCAC engaged in a strategic planning process to define its five year goals, operating model, and growth plan • Growth scenarios estimate NCAC can serve up to ~500K students resulting in ~80K incremental enrollments over five years • Critical requirements to deliver growth targets include: • Aligning partners to execution of strategic planning decisions • Strengthening National capabilities NCAC_StratPlan(f)_S

3. NCAC employs a unique model to increase college enrollment among disadvantaged US students “Near-peer” model Not limited to cohorts Execution through university partners NCAC_StratPlan(f)_S

4. NCAC’s network and student reach have grown rapidly since its founding in 2004 Key organizational milestones Note: Students served figures assume average senior class of 300 (split adviser schools not included); university partners include those in planning year, without advisers on the ground NCAC_StratPlan(f)_S

5. NCAC’s primary goals over the next five years • Deliver outcomes enabling as many students as possible to attend college over the next five years, with a stretch goal of ~80K additional enrollments • Grow our network in current and new states while sustaining quality and the “essence” of our near-peer model • Strengthen our brand recognition to fuel growth of near-peer model, and accelerate use of best practices • Ensure diversity of advisers is consistent with communities they serve • Inspire and develop advisers to become future public leaders NCAC_StratPlan(f)_S

6. Over the next five years, NCAC has the potential to serve over half a million seniors • Aggressive scenario • 4x advisers by year 5 • Conservative scenario • 2x advisers by year 5 • Moderate scenario • 3x advisers by year 5 Note: All seniors figure assumes average senior class of 300; “high touch” seniors are frequent users of NCAC services (based on interviews 120 students meet once or twice a week with advisers) * Should significant additional funding become available as a result of a stimulus package, funding constraints may be altered and faster growth can be possible NCAC_StratPlan(f)_S

7. These targets translate into almost 80,000 incremental college enrollments Aggressive scenario 4x advisers by year 5 Conservative scenario 2x advisers by year 5 Moderate scenario 3x advisers by year 5 Note: Incremental enrollments calculated using all seniors as base; assumes average senior class of 300 * Should significant additional funding become available as a result of a stimulus package, funding constraints may be altered and faster growth can be possible NCAC_StratPlan(f)_S

8. Four-year college graduation increases life time earning by $900K Source: U.S. Census, College Board NCAC_StratPlan(f)_S

9. Incremental college graduation also provides considerable non-monetary and societal benefits Higher levels of educations is associated with… • Better health - college graduates have lower smoking rates and lead healthier lifestyles • Reduced child neglect and abuse • Children that are better prepared for school and more involved in extracurricular activities Individual and family • Lower unemployment and poverty rates • Reduced participation in social support programs (e.g., Medicaid, school lunch, food stamps) • Higher levels of civic participation, including volunteer work, voting, and blood donation • Lower crime rates and a significant reduction in associated crime costs (e.g., policing, incarceration, lost income) Socio-economic Source: Education Pays, the benefits of higher education for individuals and society; College Board 2007; Saving Futures, Saving Dollars, The Impact of Education on Crime Reduction and Earnings; Alliance for Excellent Education 2006. NCAC_StratPlan(f)_S

10. Scope of the strategic planning engagement completed with The Bridgespan Group What do we want to achieve? What is our operating model? What is our growth strategy? Student outcomes University partners recruit and support advisers Advisers provide college access support What principles will guide our growth path? • Where should we focus growth of current and new partners? • What are preferred partner profiles within states? • What are critical partner requirements? • What are the adviser selection criteria? • How can we increase retention? • What services should advisers provide? • What are our intended outcomes? For whom? Partners place advisers in HS and CC • Where should advisers be placed? • What are the selection criteria for HS? • How many schools per adviser? • How should partners manage relationships with schools and districts? Student beneficiaries How we will fund growth? • Who are our primary bene-ficiaries? • What are the funding needs to attain growth? • What is our funding strategy? National supports network partners • What is the role of National? • What resources can it provide? NCAC_StratPlan(f)_S

11. NCAC outcomes and measures Outcomes Measures Data to inform measure Purpose NCAC_StratPlan(f)_S Note: Measures to be expressed as absolutes and percentages

12. Key adviser recruitment and support guidelines Guidelines NCAC_StratPlan(f)_S

13. NCAC adviser group is diverse- over 50% are from underrepresented populations 28 Source: NCAC internal data NCAC presentation Oct.9

14. Scope of the strategic planning engagement completed with The Bridgespan Group What do we want to achieve? What is our operating model? What is our growth strategy? Student outcomes University partners recruit and support advisers Advisers provide college access support What principles will guide our growth path? • Where should we focus growth of current and new partners? • What are preferred partner profiles within states? • What are critical partner requirements? • What are the adviser selection criteria? • How can we increase retention? • What services should advisers provide? • What are our intended outcomes? For whom? Partners place advisers in HS and CC • Where should advisers be placed? • What are the selection criteria for HS? • How many schools per adviser? • How should partners manage relationships with schools and districts? Student beneficiaries How we will fund growth? • Who are our primary bene-ficiaries? • What are the funding needs to attain growth? • What is our funding strategy? National supports network partners • What is the role of National? • What resources can it provide? NCAC_StratPlan(f)_S

15. Placement guidelines to ensure advisers are “set up for success” Guidelines NCAC_StratPlan(f)_S

16. Partners to enforce MOUs with districts and high schools to manage relationships MOU Critical elements Term Signed by TBG NCAC_StratPlan(f)

17. University-district MOU: detail Key provisions TBG NCAC_StratPlan(f)

18. Scope of the strategic planning engagement completed with The Bridgespan Group What do we want to achieve? What is our operating model? What is our growth strategy? Student outcomes University partners recruit and support advisers Advisers provide college access support What principles will guide our growth path? • Where should we focus growth of current and new partners? • What are preferred partner profiles within states? • What are critical partner requirements? • What are the adviser selection criteria? • How can we increase retention? • What services should advisers provide? • What are our intended outcomes? For whom? Partners place advisers in HS and CC • Where should advisers be placed? • What are the selection criteria for HS? • How many schools per adviser? • How should partners manage relationships with schools and districts? Student beneficiaries How we will fund growth? • Who are our primary bene-ficiaries? • What are the funding needs to attain growth? • What is our funding strategy? National supports network partners • What is the role of National? • What resources can it provide? NCAC_StratPlan(f)_S

19. WHERE and HOW MUCH should NCAC grow? Our growth path principles • Focus on penetration of prioritized current states and selective growth in higher priority new states • Advisers deployed in clusters within reach of partners • To ensure mix of urban and rural coverage in states • Single or multiple stand alone universities is preferred growth model to ensure accountability • University system and/or consortium are secondary options and only when complexities can be managed • Flagship/prestigious universities within state is preferred • Public universities are preferred; private schools selected when prestigious and/or can build out areas not served HOW should NCAC grow in states? • To be eligible partners must: • Demonstrate broad-based university support • Locate program within visible department with influential program champion • Enforce critical program elements • Grow to a minimum of one module (i.e. 16 advisers) • Meet funding requirements • Sign MOUs with stated commitments With WHOM? NCAC_StratPlan(f)_S

20. Classification criteria identified higher priority current and new states Pursue greater penetration in current states Pursue new partnerships in higher priority states NCAC to focus resources on prioritized states (e.g., funding, travel, and assistance) Source: Bridgespan analysis TBG NCAC_StratPlan(f)

21. Proposed NCAC partnership MOU Model “non-negotiables” Operational commitments TBG NCAC_StratPlan(f)