National Math and Science Initiative NMSI 2.0 Executive Summary September 28, 2010

1. National Math and Science Initiative NMSI 2.0 Executive Summary September 28, 2010

2. Executive Summary • NMSI has had tremendous success in a short period of time, impacting thousands of students and teachers across the nation, and demonstrating a new model for successful scaling of public sector programs • At the same time, NMSI has grown from an entrepreneurial start-up to a strong, established organization with significant reach in the sector • Given its trajectory, NMSI is now naturally poised for the organization to evolve; specifically, NMSI is ready to: • Understand its own strengths and challenges • Evaluate its current model and options for expanding its impact • Assess its organizational capacity and build a succession plan • Formalize internal processes • Expand and rebrand its reputation

3. National Math and Science Initiative (NMSI): Significant Impact Within Short Timeframe Since its establishment in 2007, NMSI has... Provided grants to replicate APTIP in 6 states, impacting over 180,000 students Trained >6,000 AP and pre-AP teachers in 229 schools in 158 districts Scaled UTeach to 22 universities with enrollment of approximately 4,500 Inspired a multi-state, multi-university waiting list for implementation of its programs

4. Based on Significant Track Record of Success, NMSI is Poised for Additional Growth National demand is high: Both APTIP and UTeach have several states that have applied for replication of these successful programs NMSI 2.0:NMSI must now decide the right model to retain strengths and address challenges as the organization moves forward

5. Opportunity to Provide Scale-Up Services There is opportunity to provide scale-up services, and NMSI is well positioned to meet these needs • Most existing resources focus on identifying proven programs rather than execution or scaling expertise (e.g. What Works Clearinghouse) • Though specific programs have their own resources/intermediaries for scaling, few organizations are focused on implementation rigor and the scaling process itself NMSI’s Demonstrated Record of Success Investment Flowing into Scaling Imbalance in the Sector • “Scaling proven programs” has become a mantra for both federal and private funds, thanks in part to the NMSI message • 48% of i3 funds will be going to validation grants, demonstrating that there is a need in the market for help in scaling successful programs • Provided grants to replicate APTIP in 6 states (>180,000 students) • Trained >6,000 AP and pre-AP teachers in >200 schools • Scaled UTeach to 22 universities with estimated enrollment of 4,500 • Inspired a multi-state, multi-university waiting list for NMSI programs

6. NMSI 2.0: Focus on Replication NMSI could create significant value-add within the sector by focusing on replication NMSI 2.0 Document Replicate Track • Identify and document the essential elements of the program that can be pinpointed as the indispensable levers that produce the significant results • Offer assistance/ expertise to replicate, particularly regarding partnership and leadership selection • Provide platform of performance management and rigorous program monitoring, including effective evaluation, data collection, to track results New Vision:Provide the necessary toolkit and assistance for proven programs to scale

7. Three Different Models for NMSI 2.0 There are three different models that NMSI may consider in determining the best option for moving forward: Venture Capital, Incubator, and Service Provider Parameters Pros/Cons • Program sourcing eased as grantees come directly to NMSI • RFP process helps “weed out” weaker programs/ensure buy-in • Difficult to raise sizeable fund • Significant internal resources required • Raise large fund ($50-$100M, or roughly equal to APTIP + UTeach) and distribute to grantees for scaling proven programs Venture Capital • Build unique expertise around scaling • RFP process helps “weed out” weaker programs/ensure buy-in • Fundraising may still be a challenge • Difficulty attracting programs or enforcing model without replication funds • Raise moderate fund ($5-15M to add NSMI resources) to provide assistance on scaling and replicating to grantees Incubator Service Provider • Pay-for-service model eliminates need to raise large fund • Unclear whether programs have funds to pay for services • Difficulty attracting programs or enforcing model without replication funds • Package scaling and replication deliverables and provide consulting services in revenue generation model

8. Implementation Plan for NMSI 2.0 Expanding, rebranding, and building capacity will enable NMSI 2.0 to set the nation’s standard for successfully scaling and implementing public sector programs across the U.S. Advocate and Brand philanthropic model for “funding to scale” Expand number/reach of NMSI-scaled programs Grow Existing Add New States Select New Programs Build Capacity ensure organizational resources in place to achieve NMSI 2.0 Vision Define New Strategy/Vision determine best option for NMSI 2.0

9. Build Capacity NMSI 2.0 Will Require Building Organizational Capacity Across Three Dimensions • Package key success factors of scaling/replication into deliverables • Determine “best practice” model of knowledge management that is most relevant for NMSI 2.0 • Identify opportunities to extend the current NMSI brand, in collaboration with advocacy and branding efforts Thought Leadership • Develop a proactive strategy to identify target programs for replication and opportunities to partner • Augment data platform to support replication services model Business Development • Implement a more formalized process/staffing for fundraising • Develop targeted pitches for foundations that focus on capacity building • Evaluate whether administrative/back office function may need to be expanded, as the complexity involved in fundraising efforts increases Fundraising

10. Expand NMSI 2.0 has three opportunities for expanding its impact and moving toward its new growth model Expand Replication Services Add New States Select New Programs Position NMSI as “partner of choice” or “quality assurance” for developing scaling strategy and/or assisting with scaling of programs • Replicate APTIP in 4 new states and establish Military Initiative Network in 10 states to reach 406,438 additional students • Expand UTeach to universities on waiting list Leverage previous successes to select new (proven) program for scaling to appropriate levels Overview NMSI’s well-defined implementation/scaling plans for APTIP and UTeach, coupled with established demand from new states, will help ensure success NMSI’s proven focus on selecting programs and driving rigorous implementation will provide a blueprint for repeating its successes with new programs NMSI is one of few organizations with a demonstrated track record which could offer this service Fit Fundraising; also documenting replication process in a way that differentiates NMSI from other technical assistance providers Ability to hire staff with content knowledge to support growing programs Fundraising; also developing a culture of leveraging learnings across NMSI staff will be critical as more programs are pulled into the portfolio Challenges

11. Advocate and Brand NMSI has three near-term opportunities as it seeks to build its reputation as an expert on scaling public programs • Launch a campaign to explicitly announce NMSI’s expansion into replication services, with specific deliverables and new projects which highlight early success Rebrand NMSI as replication services provider • Proactively select conferences to present new content and make new connections • Target specific publications (e.g. Stanford Social Innovation Review, Harvard Business Review) with research and case studies Target new venues with new content • Develop a set of research/marketing materials that formally document NMSI’s approach to scaling, and highlight their success stories • Focus content on NMSI’s scaling expertise, rather than just program successes Develop content for to assist in rebranding

12. Next Steps – Building Capacity • Start developing more detailed documentation of the replication process and non-negotiables • Define new partnership strategy to assist in NMSI 2.0 transition, and start a “soft” reach to critical partners • Evaluate data platform for supporting NMSI 2.0 and define/cost-out modifications required to package data platform as a significant asset in providing replication services • Develop a new strategy and target funder list for fundraising to support replication documentation and capacity building

13. Next Steps – Expand • Focus on establishing NMSI as expert in scaling by continuing current program saturation nationally • Replicate APTIP in 4 new states • Expand Initiative for Military Families to at least 10 states to reach 406,438 additional students • Expand UTeach to at least 4 new universities

14. Next Steps – Advocate and Brand • Maintain STEM focus in the near term to leverage experience base and reputation • Outline options that can be packaged into marketable deliverables (e.g. case studies, white papers) • Develop materials that formally document NMSI’s approach for the above, and reach out to potential partners and funders at relevant conferences with new materials