1. ►Reggie Townsend, Account Director ►Olga Masevich, Project Manager ►Miquel Lewis, Strategy Consultant ►Jean McDonnell, Strategy Associate ►Nicole Lun, Strategy Associate PRO BONO CONSULTANT TEAM: GRANT AWARDED: Taproot is a nonprofit organization that makes business talent available to organizations working to improve society Development of Strategic Scorecard

2. Year Up Chicago was awarded a “Strategic Scorecard” service grant by Taproot Foundation for the purpose of helping the organization with its strategic growth and expansion goals. A strategic scorecard is a tool an organization can use to monitor and measure progress towards achieving their strategic plan. Project Inputs › Phase 1: Review of Year Up goals and internal documents › Phase 2: 10 interviews with key Year Up team members › Phase 3: 10 work stream sessions (one per each area of strategic focus) › Phase 4: Board feedback to preliminary Scorecard › Ongoing team meetings and status updates Project Participants › 12 Year Up Team members/leaders › 5 Taproot team members/consultants › Year Up Board members Project Timeline › Project completed in approximately 20 weeks (June thru October, 2013) › Project required approximately 200+ consultant hours and 100 Year Up staff hours Project Summary and Outputs › The Taproot team identified three essential qualities that collectively define Year Up and give it a distinct competitive edge. › Conversion (Change/Cycle/Transformation) › Convergence (Unite/come together to serve YU core values) › Tension (Interconnectedness/Interdependency) › By design, it was determined that an effective framework for Year Up must be capable of incorporating these three essential Year Up qualities (playing to its strengths), while also being: › Simple – able to capture complex information at a glance › Systemic – able to integrate all moving pieces › Sustainable – able to change and adapt over time › Ultimately, a 10-legged “spider” scorecard tool was designed and refined for its ability to meet both sets of these critical criteria. The final product consisted of: › 10 legs, each representing a key area of strategic focus › 4 leading performance indicators per area of focus that drive the results › Data captured in 6 month periods (Year Up’s student cycles) and by “target” vs. “actual” goals › A visual “windshield” view of integrated directional movement (vs. a dashboard view of functional status updates) EXECUTIVE SUMMARY For more information please contact: Year Up Chicago: Tshilumba Ngandu, TNgandu@yearup.org Taproot: Reggie Townsend, rtownsend@knowledge-advantage.com

3. DRIVING RESULTS Windshield Predictive Modeling Strategy View of Converged Activities Directional 6 month cycle Composite of Leading Performance Indicators Users: Board & Management Rear View Mirror Measurement of What Happened Tactics View of Each Department Exact Weekly National Metrics / Goals Users: Staff/National PASTPRESENTFUTURE AM/FM RADIO STRATEGIC SCORECARD ACTIONS

4. OUTPUT DEMO STRATEGIC SCORECARD

5. INPUT ►In-depth interviews with Year Up staff: ►10 interviews with key team members ►Year Up: ≈ 20 staff hours ►Taproot: ≈ 60 consultant hours ►Comprehensive work stream sessions: ►One work stream for each of 10 areas of strategic focus ►Interactive facilitated brainstorming sessions with subject matter experts ►Year Up: ≈ 30 staff hours ►Taproot: ≈ 60 consultant hours ►Ongoing project team meetings: ►Status updates ►Presentations of work in progress ►Year Up: ≈ 20 staff hours ►Taproot: ≈ 40 consultant hours ►Tool development and build out: ►Prototype design, development and testing ►Iterative revisions ►Taproot: ≈ 50 consultant hours

6. OUTPUT CONVERSION. CONVERGENCE. TENSION STRATEGIC SCORECARD SIMPLE. SYSTEMIC. SUSTAINABLE  10 areas of Strategic Focus  4 Leading Performance Indicators per Area of Focus  Visual  Directional  Tracks progress towards stated goal  6 month horizon  “Target” vs. “Actual”