1. Alumni Strategy Leadership Summit

2. 2 A Shared Vision: In the Voice of Year Up Alumni In 2014, a group of 20 alumni leaders from around the country looked ten years into the future: Year Up alumni have a powerful, collective voice that we are using to support one another, strengthen the Year Up community, and contribute to closing the Opportunity Divide. We are advancing in our educational and career development and we are accomplishing great things individually and collectively as professionals. Some of us are contributing to others’ companies, while others are building our own businesses. We support one another and collaborate in the marketplace. We are leading Year Up and are playing multiple roles, including advisors, staff members, Board members, mentors, recruiters, corporate partners, donors, and more. These roles are optional, not required. In these capacities, we are contributing to Year Up’s strategy, reputation, operations and overall effectiveness. Our network is recognized nationally and our academic and professional achievements contribute to strengthening support for Year Up’s mission. We are contributing to the social movement to bridge and close the Opportunity Divide by influencing our colleagues, changing corporate attitudes and practices related to urban professionals, influencing the educational system, and joining with others to advocate for effective public policies.

3. 3 Key Priorities for the Future Taking Action in the Opportunity Movement Actively contributing to Year Up’s Success Advancing in Careers and Education Our vision depends on a strong partnership between Year Up alumni and staff, with alumni leaders taking on more responsibility over time. Together, YU and alumni leaders will invest in 3 dimensions, with 2 complementary areas: Connections & Communication Leadership Devt (Individual & Association)

4. 4 What We Aspire To AreaIdeal State by 2018 Advancing in Careers and Education YU and YUPRO work closely together to place, promote and develop alums Alums in supervisory roles are a significant source of internships, job placements and corporate practice change Contributing to YU Success Systems in place to track alumni engagement and “value” to alums and YU Alums are a significant source of volunteers (mentors, referrals, etc.) Taking Action in the Opportunity Movement Alums regularly give back to the community Alums are prominent national leadership voices on critical social issues Alums are highly engaged in systems change: perceptions, practices, policies Leadership Development Alums expand leadership skills and power via “train the trainer” approach Alums are increasingly in leadership positions at YU, on YU Boards and at partner organizations Connections & Communication Alums have tools to make meaningful connections with other alums YU effectively tracks career and higher ed. progress at 4 mo./1 yr./x yr./5 yr.

5. 5 Roles Fostering Alumni Advancement & Leadership YEAR UP ALUMNI NAA B OARD & C OMMITTEES National Alumni Strategy: - Best Practices - National Events & Initiatives - Feedback to Year Up YUPRO - Job Placement - Career Readiness - Professional Development A LUMNI E NGAGEMENT S TEWARDS - Support & Coach Local Alumni Boards L OCAL A LUMNI B OARDS - Grassroots Engagement Strategy - Local Events (Professional & Social) - Program Connection Y EAR U P A LUMNI R ELATIONS - Overall Alumni Strategy Develop NAA Boards -National Events & Initiatives - Infrastructure - National Partnerships

6. 6 NAA Board & Committee Structure Officers (4) Site Representatives (11) Backup Site Representatives (11) Committee Chairs (5) Committee Members (25) Board Advisors (2)