National Math and Science Initiative NMSI 2 0

National Math and Science Initiative NMSI 2. 0 Executive Summary September 28, 2010 1 1

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 rebrand its reputation 2 2

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 3 3

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 4 4

Opportunity to Provide Scale-Up Services There is opportunity to provide scale-up services, and NMSI is well positioned to meet these needs Imbalance in the Sector • 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 Investment Flowing into Scaling • “Scaling proven programs” has become a mantra for both federal and private funds, thanks in part to the NMSI message • 48% of i 3 funds will be going to validation grants, demonstrating that there is a need in the market for help in scaling successful programs NMSI’s Demonstrated Record of Success • • 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 5 5

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 Ø Identify and document the essential elements of the program that can be pinpointed as the indispensable levers that produce the significant results Ø Offer assistance/ expertise to replicate, particularly regarding partnership and leadership selection Ø 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 6 6

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 Venture Capital Incubator Service Provider Pros/Cons • Raise large fund ($50 -$100 M, or roughly equal to APTIP + UTeach) and distribute to grantees for scaling proven programs + 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 moderate fund ($5 -15 M to add NSMI resources) to provide assistance on scaling and replicating to grantees + 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 • Package scaling and replication deliverables and provide consulting services in revenue generation model + 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 7 7

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 8 8

Build Capacity NMSI 2. 0 Will Require Building Organizational Capacity Across Three Dimensions Thought Leadership • 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 Business Development • Develop a proactive strategy to identify target programs for replication and opportunities to partner • Augment data platform to support replication services model Fundraising • 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 9 9

Expand NMSI 2. 0 has three opportunities for expanding its impact and moving toward its new growth model Expand Replication Services • Replicate APTIP in 4 new states Leverage previous successes to and establish Military Initiative select new (proven) program for Network in 10 states to reach scaling to appropriate levels 406, 438 additional students • Expand UTeach to universities on waiting list Position NMSI as “partner of choice” or “quality assurance” for developing scaling strategy and/or assisting with scaling of programs 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 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 Fundraising; also documenting replication process in a way that differentiates NMSI from other technical assistance providers Challenges Overview Select New Programs Fit Add New States 10 10

Advocate and Brand NMSI has three near-term opportunities as it seeks to build its reputation as an expert on scaling public programs Develop content for to assist in rebranding • 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 Target new venues with new content • 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 Rebrand NMSI as replication services provider • Launch a campaign to explicitly announce NMSI’s expansion into replication services, with specific deliverables and new projects which highlight early success 11 11

Next Steps – Building Capacity q Start developing more detailed documentation of the replication process and non-negotiables q Define new partnership strategy to assist in NMSI 2. 0 transition, and start a “soft” reach to critical partners q 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 q Develop a new strategy and target funder list for fundraising to support replication documentation and capacity building 12 12

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

Next Steps – Advocate and Brand q Maintain STEM focus in the near term to leverage experience base and reputation q Outline options that can be packaged into marketable deliverables (e. g. case studies, white papers) q 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 14 14