1. STRATEGIC PLAN DRAFT Prepared February 2013

2. Agreements (for a 5-year timeframe) “YES” Elements: Site stability, access and usage Strengthen the Core Includes (but not limited to) programs, infrastructure & governance, $, staff, etc. Includes role clarity for Board, committees and staff Must include clear goals and metrics “Mosaic in a Bag” (brand, operations, etc.) Concurrent with strengthening the Core (may include a Pilot) Until this is created, develop a low-impact, revenue- positive way to respond to requests (e.g, Consulting for “mosaic-inspired” programs) Financial stability, growth & plan Includes (but not limited to) MCP, additional profit- generating programs, Development Director, staff compensation, and other elements (Music? Govt. $?) “NO” Elements: Pursuit of Site ownership Expansion to other sites until the Core is strong Additional programs or services without clear cost/benefit analysis Proactively pursue an Intentional Community

3. Mosaic Strategy: 5-year Plan 5-year Plan Primary focus on ages 9-11 Add emphasis on younger children Add emphasis on Middle School Add emphasis on Youth/High School Add emphasis on adults (as clients, MCP) Add emphasis on college students (MCP) Add more schools and sessions in Bay Area Add programs outside of schools Provide curriculum &/or support to others Virtual/Online support Focus on existing schools Fewer students/ sessions More in-school programming Add teacher- focused programming Add family programming Integrate disabled students Support student- led work Alumni programming Summer programs Focus on existing offerings Fewer, more- focused offerings Bay Area own site Bay Area long-term lease(s) Expand/replic ate Bay Area model Pro-active “franchise” model “Seed” or support multiple sites w/ light control Opportunistic partnering No expansion Become a primary funding source Build internal business unit (MCP- specific consultants, etc.) Spin-out as its own entity Status Quo Exit Engage policy- makers, partner as- needed Establish expertise in teaching others (eg, Prof. Dev.) Be a resource for other groups and partners (thought leadership) Minimal positioning efforts Different Ages Broaden Reach Deepen Offerings Geographic Expansion MCP External Positioning ALTERNATIVES Programs and Services

4. Mosaic Strategy: 5-year Plan Values (high is GOOD)LowMod.High BreadthX DepthX Adults (awareness and $)X Professional/personal balanceX Idealism/pragmatism balanceX Risks (high is BAD)LowMod.High Organizational responseX Access to staffX Demand for servicesX Financial executionX Bay Area siteX PROS: Increasing our impact Makes us more fundable Gives us organizational maturity Staff retention and satisfaction Builds on what we already do well CONS: May disappoint some who want rapid growth or intentional community Currently unstable funding – need to tackle this first and it is difficult Challenging to find the right people Organizational resistance to and inexperience with research and data Description: Growth based on stability. Prioritize strengthening the Core Mosaic model structurally and financially, including a stable, long-term home and development of replicable programs and services. Commit to testing and learning from replication models within the Bay Area for further expansion to other sites and broader reach. We aspire to reach at least 5x the number of current participants per year in 10 years through Mosaic-branded programs (i.e., what we can control.) Implications: We need to prioritize and resource efforts to create and implement a robust financial plan, find a stable site, to strengthen the Core, and define a path for developing expansion efforts. We need additional role clarity for Board, committees and staff, and will collect and analyze data to support stabilization and expansion. We will NOT grow without first stabilizing what we already have. We will not pursue site ownership or development of an intentional community in this time frame. We will not create any new programs or services without clear cost/benefit analysis.

5. Defining a “winning” strategy Advances Mosaic’s Vision and Mission Meets our Guidance criteria Addresses each Focus question Comes out “high” on some or most of our Value criteria Comes out “low” on some or most of our Risk criteria What else?

6. Next Steps & Ownership Key “YES” Elements: Site stability, access and usage [Mark, Michele, Lara] Strengthen the Core [Shivani, Antoine, Serian, Eden, Brian, Michele] Including programs, infrastructure & governance, $, staff, etc. Includes role clarity for Board, committees and staff Must include clear goals and metrics “Mosaic in a Bag” (brand, operations, etc.) – concurrent with strengthening the Core (may include a Pilot) [Serian + other resources] Develop a low-impact, revenue-positive way to respond to expansion requests (e.g, Consulting for “mosaic-inspired” programs) [Lara] Financial stability, growth & plan [Finance Committee] Including MCP, additional profit-generating programs, Development Director, staff compensation and other elements (Music? Govt. $?)

7. 2013 Board Goals Site Stability: Establish a plan for pursuing a long term lease in the Bay Area with accompanying milestones. (Stable Home Committee) Strengthening the Core: Create goals and metrics for Mosaic board and leadership review to measure Mosaic core strength. (Shivani, Antoine, Serian, Eden, Brian, Michele) Support staff in the development of a three year workforce plan. (HR Committee) Complete a 2012 audit review, and lay the groundwork for a full audit of 2013. (Audit Committee) Long Term Financial Stability Create financial projections incorporating workforce plan and growth to determine needs for financial stability. (Finance Committee) Create a development plan with clear growth milestones for next 3 years that supports the financial needs forecasted above. (Development Committee) Expansion Develop a low-impact, revenue-positive way to respond to expansion requests. (Lara, Erica, Mark, Shivani)