1. + Strategic Plan Overview May 21, 2015

2. + Process Full Board Retreat – Vision, Values, SWOT and Strategic Issue Area Identification – January Strategic Planning Committee – Strategic Issue Analysis, Goals, Objectives, Strategies, Action Planning – March to May Staff/Board – Strategies, Action Planning – May

3. + Vision Community Participants Organization Youth Development Reform Youth Leadership Inclusive Decision-Making Love of Learning Academic Excellence Community Service Program Expansion Impact Validation Leadership Visibility

4. + Values Financially Sustainable Achievement Oriented Community Minded RespectfulCollaborative Continuous Improvement

5. + 5 SWOT Analysis STRENGTHS Program longevity & track record Partnerships Market niche Program content Program scalability Staff competency & passion PROBLEMS Minimal financial sustainability Limited funding for marketing Lack of strategic plan for expansion Inadequate board engagement OPPORTUNITIES Pool of untapped grants Pool of untapped partnerships Parental support for HS students Pool of schools and districts aligned with AH focus Community polarization THREATS Competing interests of all involved. Community perceptions & awareness Funding competition

6. + 6 Strategic Focus Areas Board Leadershi p Branding & Marketing Financial Sustainabilit y Program Expansion & Impact

7. + 7 Sporadic board and event participation Lack of succession strategy Focus on survival, but expansion and growth Miscommunication about board’s role and function Strong board engagement that advances organizational effectiveness, growth and impact Diverse board membership that deepens constituency connections and stakeholder engagement Eliminate: Problem issues that must be addressed and resolved Achieve: Desired outcomes AH should work towards Program Expansion & Impact

8. + 8 Over dependence on too few funding sources Year-end deficit Funding focus fragmentation Increased diversity and magnitude of funding through expanded government, corporate and philanthropic support Continually funded endowment Eliminate: Problem issues that must be addressed and resolved Achieve: Desired outcomes AH should work towards Financial Sustainability

9. + 9 Sporadic board and event participation Focus on survival, but expansion and growth Miscommunication about board’s role and function Strong board engagement that advances organizational effectiveness, growth and impact Diverse board membership that deepens constituency connections and stakeholder engagement Eliminate: Problem issues that must be addressed and resolved Achieve: Desired outcomes AH should work towards Board Leadership

10. + 10 Lack of awareness Misperception of AH’s intent, impact and value Inability of stakeholders to tell the AH story Brand confusion Greater visibility, influence and community awareness that increase program participation and financial support Effective branding and messaging that tells the story of Aim High’s impacts across all communications platforms and collateral Recognition as the official summer program for participating school districts Eliminate: Problem issues that must be addressed and resolved Achieve: Desired outcomes AH should work towards Branding & Marketing

11. + 11 PEI Goals & Objectives Goal I: Undertake horizontal program expansion Obj. A: Maximize program capacity at existing school sites (5) Ex: Assess program yields at existing sites to determine expansion capacity Obj. B: Expand the number of school districts served (2) Ex: Develop criteria, assess districts and create target list Obj. C: Consider increasing the number of host site schools (3) Ex: Assess VD expansion and revise host site expansion model * Number indicates number of accompanying strategies Program Expansion & Impact (32) Financial Sustainability Board Leadership Branding & Marketing

12. + 12 PEI Goals & Objectives Goal II: Initiate vertical program expansion Obj. A: Formalize alliances with CCR orgs.(2) Ex: Develop criteria, screen and identify to performing CCR orgs. Obj. B : Explore prospect of mission/model expansion (5) Ex: Formally meet with College Bound to investigate franchise challenges and advantages Obj. C : Intensify parent engagement to enhance relationships with graduates (4) Ex: Create and administer parent survey to understand needs and desires beyond AH Obj. D: Intensify alumni engagement to enhance Aim High’s relationships with its graduates (4) Ex: Form an alumni advisory board of older graduates * Number indicates number of accompanying strategies Program Expansion & Impact (32) Financial Sustainability Board Leadership Branding & Marketing

13. + 13 PEI Goals & Objectives Goal III: Strengthen evaluation and documentation of impacts Obj. A: Enhance the rigor of existing program evaluation efforts (4) Ex: Identify avenues to collect third party verified data. Form partnerships with appropriate parties * Number indicates number of accompanying strategies Program Expansion & Impact (32) Financial Sustainability Board Leadership Branding & Marketing

14. + 14 Program Expansion & Impact (32) Financial Sustainability (9) Board Leadership & Engagement Branding & Marketing FS Goals & Objectives Goal I: Increase the diversity and amount of AH funding Obj. A: Strengthen donor relations to deepen connections to the organization and increase (4) Ex: Analyze three to five years of giving (individual, corporate and philanthropic) and share findings with Dev. Comm. Obj. B: Secure additional funding from local and national corporate and philanthropic grantors (2) Ex: Conduct analysis of national, state and local philanthropic opportunities; incorporate findings into strategic fund raising plan Obj. C: Increase Aim High’s endowment (3) * Number indicates number of accompanying strategies

15. + 15 Program Expansion & Impact (32) Financial Sustainability (9) Board Leadership & Engagement (7) Branding & Marketing BLE Goals & Objectives Goal I: Strengthen board engagement to enhance effectiveness growth and impact Obj. A: Create a culture that supports and encourages participation, engagement and organizational improvement (5) Ex: Train existing board members on how to welcome, engage and mentor new board members Goal II: Diversity board composition to deepen community connections and engagement Obj. A: Strengthen board recruitment process to ensure Aim High has the needed skills, talents and community connections (2) Ex: Identify upcoming board leadership needs after assessing existing skills and talents * Number indicates number of accompanying strategies

16. + 16 Program Expansion & Impact (32) Financial Sustainability (9) Board Leadership & Engagement (7) Branding & Marketing (3) BM Goals & Objectives Goal I: Greater visibility, influence and community awareness Obj. A: Execute a strategic marketing plan and program (3) Ex: Develop a strategic marketing plan and program Ex: Update logo to reflect 25 th anniversary * Number indicates number of accompanying strategies

17. + Strategic Timetable Roughly six of ten strategies are scheduled for implementation during first year of plan Time sensitive implementation Funding sources are needed for marketing plan and program and financial feasibility study (if contracted) Onboarding of new members 25 th anniversary Villa expansion Board committee involvement is critical to successful execution

18. + Additional Questions