APPENDIX D: RESOURCES

1. FPCB FY 26 Exec Summary Marketing Plan

2. ABLE FY 25_26 Exec Summary Marketing Plan

3. ABLE Program Update Sep 2025

FPCB FY 26 Exec Summary

Marketing Plan

September 25, 2025

CY 2026

CY 2025

Performance

Sales Results, KPIs and Customer Profile

Website Conversion Rate: 2.77% (-8.3%)

Incomplete applications: 34k (-15%)

Cost per Enrollment: $242 (+23%)

Website Users: 2.13M (-7%)

Paid Media Enrollments: 44,100 (-1.2%)

Partnership Events: 89 (+46%)

Prepaid Plan Retention: 70% (no change)

Savings Plan % Contributing: 52% (+4%)

C/S Customer Satisfaction Score: 4.4/5.00

Attract Convert Retain

58,907 Total 529 Plan Sales (-14.5%, YOY*)

35,364 Brand-New Students

Prepaid Tuition 30,415

-13%

Prepaid Dorm 10,209

+10%

Savings 18,283

-1%

* CY24 was a price reduction “rollback” year

CY25 Executive Summary Marketing Plan - Performance and Key Stats

CY25 Executive Summary Marketing Plan—Account Owner and Student Profile

Families with young children and higher incomes drive most enrollments

Demographic Trends

● 77% Ages 0–9

● 81% HHI > $70k

● 84% Parent Account Owner

● 7.79% - Florida 529 Penetration Rate* FPO

CY25 Student Participation by Plan Type

* Penetration rate for students under age of 18

Marketing Strategy

● Core channels remain in place, while adding new tactics to expand audiences, leverage system enhancements, improve user experience, and build strategic partnerships

● Salesforce CRM—launch new tactics to engage and retain current customers

● Key messages focus on 529 Plan benefits, online plan builder, simplified plan structure, easy enrollment

CY25 Executive Summary Marketing Plan - Overview

Fresh Thinking. Bold Moves.

CY26 Executive Summary Marketing Plan—Marketing Approach

Marketing Continues to Expand Across the Full Life Cycle.

Attract: Create 529 category demand, increase perceived value of higher education, expand enrollment periods, improve unaided brand awareness and increase brand visibility.

Convert: Nurture leads, improve 529 product(s) comprehension, and enhance decision-making tools.

Retain: Engage more often—reward progress, improve account management support, increase product-bundling efforts—to deepen relationship and commitment with existing customers.

Market Landscape

SWOT, Media Landscape and Approach, Channels, Tools

Weaknesses

ThreatsOpportunities

Strengths

Modern online experience

Strategic Growth Mindset

Brand name nomenclature

Open Enrollment window limits consumer access

Simplified product mix

Legislation continues to expand 529 flexibility

Generative AI will reshape buying behaviors

Shifting perceptions of higher ed value amid AI disruption

In te rn al

E xt er n al Brand SWOT Analysis

FL has highest inflation rate in US (3.91%)

CY26 Executive Summary Marketing Plan—Strategic Approach to Media and Markets

Intense Market Analysis Drives ROI and Unlocks Growth in Key Markets

STEP 1:

Channel Selection

STEP 2:

Budget Allocation

STEP 3:

Opportunity Markets

● Use Resonate & MRI data to track media consumption shifts

● Invest in channels with strongest impact: broadcast, digital, paid social, CTV

● Run Elsy AI-driven budget scenarios using 5-year performance data

● Test scenarios to allocate budgets by channel for max ROI

○ FY 26: Expanded fall/spring promos + new prospect initiative

● Analyze 1st-party data & county demographics (CDI/BDI)

● Identify and allocate incremental budget by county:

○ Category Opportunity: Low college savings overall

○ Branding Opportunity: High savings, but not with Florida Prepaid

● Optimize in real time to meet or exceed forecasts

FY26

Media Plan is forecasting

56k-65k completed applications

CY26 Executive Summary Marketing Plan—Marketing Channels

PAID MEDIA

Digital/Programmatic Out-of-Home

Broadcast/Cable TV

Digital Video/Connected TV

Radio/Streaming Audio/Podcasts Facebook/Instagram/Reddit Paid Social

FB and Pinterest Lead Gen

Digital Display/High Impact Units

Paid Search

Native

Creative Assets

AI-Generated Video/Photography Content DOH Direct Mail

Prospect Email Marketing

Salesforce (CRM) Retention Journeys Website/Digital Tools/CAMP

Social Media Channels

Collateral/Promotional Items

Partnership Assets

Customer Service

Strategic Partners (20+)

New Partners (State Agencies, Hospitals, Daycares, Health Insurers)

Superintendents (55+)

PTA Grassroots Business Community Outreach

Media Relations

Influencer Partners

Grassroots Ambassadors Family Outreach/Events

Content Development: Blogs, Webinars

Marketing Efforts Combine Proven and New Channel Opportunities.

EARNED MEDIAOWNED MEDIA

Bolded = new activations under current budget

CY26 Executive Summary Marketing Plan—AI Tools

AI Tools Being Used to Develop and Execute the Marketing Plan

Creative/Web Copywriting

Research | Media Monitoring

Brand Strategy

Image Gen

Video Gen

Audio/VO

Data | Analysis

SEO

Project Management

Marketing Plan:

Recurring Budget

FY26 Marketing Plan—Marketing Budget - Approved March 2025

Category

FY 24/25

Approved

FY 25/26

Approved

Professional Fees $1,123,080 $1,123,080

PAID: Media Placements $10,248,540 $10,630,849

Broadcast/Cable TV/Digital Video $5,228,918 $5,333,496

Radio/Traffic/Digital Audio $1,001,586 $1,051,665

Display/Native $2,282,736 $2,396,873

DOOH/Billboards $624,330 $655,547

Search $135,000 $141,750

Paid Social $910,970 $956,519

Measurement/Fees $65,000 $95,000

OWNED $1,280,000 $1,570,000

EARNED: PR & Partnerships $1,600,000 $1,600,000

TOTAL $14,251,620 $14,923,929

Attract Convert Retain

Focus superintendent outreach to prioritize Kindergarten enrollments to engage families at start of K-12 journey

Leverage AI tools to produce tailored campaign content to increase library depth/breadth

Formalize ambassador network to further engage in high traffic face-to-face prospect event opportunities

Leverage May 529 day to announce year-round enrollment* to meet consumer expectations

Analyze consumer website behavior to recommend and implement phase 2 website enhancements (Marketing +

Enrollment + CAMP)

Increase year-round lead generation to fill prospect funnel

Build new customer journeys for onboarding, upsell/bundling, and at-risk account support

Incentivize existing customers to deepen engagement, e.g., recurring ACH payment reward, etc.

Promote new gifting options, with enhanced credit card payments

CY26 Marketing Plan—Channel Enhancements

Driving Growth Through the Customer Journey

* Year-round enrollment pending Board approval

Non-Recurring Budget

CY26 Marketing Plan—Positioned for Growth

Transformational enhancements have put Florida Prepaid in a prime position for market growth—CRM, new online experience, simplified product mix, interactive planning tools, rebrand, strategic partners, and more.

Our goal is to leverage this position to significantly increase 529 Plan sales— Prepaid and Investment—ensuring more Florida families save for education. This investment fuels audience and partnership expansion, and positions the program for long-term success.

CY26 Marketing Plan—Non-Recurring Marketing Investment

Ideation May 2025

100+ Ideas in four key categories—Audience Expansion. Audience Access. Brand/Product Relevance. Strategic Partnership Expansion.

Narrow Scope June/July 2025

Narrowed to high-potential tactics, mapped activation plans and modeled media plans.

Budget August 2025

Allocated budgets to paid, owned and earned incremental efforts.

FY25/26 Non-Recurring Marketing Investment Request

CY26 Marketing Plan—Incremental Growth Budget - Enhancements

Leverage Program Enhancements to Accelerate Enrollment

● Expanded Customer Access: Begin transition to expecting parent enrollment and year-round Prepaid Plan enrollment, supported by major fall and spring campaigns.

● Enhanced Prospecting: Dedicated annual paid media campaign to move families seamlessly from awareness to enrollment.

● Partnership Power: Capitalize on strategic partnership integrations to reach parents at critical decision points during child development.

CY26 Marketing Plan—Incremental Growth Budget—Key Partnership Channels

Strategic Partnerships will reach millions of parents annually at critical decision points.

Hospitals & Health Care Providers

Prenatal, newborn, pediatric education

Health Insurers

Portals, apps, family outreach

Daycares & Preschools

VPK portal, DCF integration, childcare chains

K–5 Schools

Superintendent partnerships, enrollment platforms, PTAs/PTOs

State Systems & Financial Advisers

DOE/DOH/DMS

integration, adviser enablement

CY26 Marketing Plan—Incremental Growth Budget—Recommendation

*VideoAmp MTA / OOH, Elsy Platform Fee, Resonate 1st Party Data fee, Resonate Site Tagging Mgmt Fee, St. John media management fee

** Estimated 21k completed applications is included in the 56k-65k mentioned earlier

$4.9M incremental budget request projected to drive approximately

21,100+/- ** (completed applications)

CATEGORY FY 25/26

PAID: Media Placements $4,258,281

Annual Conversion Campaign $48,000

Annual Prospecting Campaign $750,000

Fall Promo Expansion $1,546,672

Open Enrollment Spanish Language Test $50,000

Holiday Gifting (Grandparents) $125,000

Spring Promo Expansion $1,567,780

Measurement/Fees* $170,829

OWNED $321,500

New Campaign(s) Production $100,000

Social Media Production $40,000

Partnership Assets $20,000

Phase II Website and CAMP Production $36,500

529 Promise Promo Items $75,000

Research (Incomplete App Survey, etc.) $50,000

EARNED: PR & Partnerships $320,500

Partner Management & New Outreach $132,000

Blogger Ambassadors $175,000

529 Promise Radio News Release $13,500

TOTAL $4,900,281

Goals / Activation Timeline / Budget

CY26 Marketing Plan—Marketing Key KPIs**

New KPIs Being Benchmarked Post-Transition

● Students who are enrolled in both plan types

● Website conversion rate

● Completed app rate

● Cancellation rate

● # of plans per new student

● # of plans for existing students

● Penetration rate in opportunity markets

Total applications completed

(beneficiaries) 56,000 - 65,000**

(29 %-48%, YOY)

Applications for new students

(beneficiaries) 39,200 - 45,500*

Applications for existing students

(beneficiaries) 16,800 - 19,500*

*Assumes all-new students and existing students are 70%/30% of application mix, respectively.

** May 1, 2025 - June 30, 2026

CY26 Marketing Plan—Marketing Sales Goals

Prepaid Dorm Plans**

Investment Plans

Prepaid Tuition Plans**

CY 2026* Total Projected 529 Plan Sales:

166,920 - 191,459 (29% - 48% increase, YOY)

130,166 - 149,337 13,169 -15,109 23,585 - 27,013

*May 1, 2025 - June 30, 2026 ** 1-Year Plans

Q1 May - July

May 1 - June 30: 529 Savings

Plan Spring Promo

May 12 – June 30: Florida State

Parks scholarship program

July 7: Launch online experience—marketing, enrollment, CAMP

July 7: PAID MEDIA DARK

Q2 August - October

Aug. 4: Paid media resumes

Aug. 23 - 24: Central Florida Family

Expo 2-day event in Orlando

Sept. 15 - Nov. 10: 529 Plan Fall

Promotion and rebrand earned media tour

Oct. 18 - 19: Prego Expo 2-Day Event in Orlando

Q3 November - January

Nov. 17 - Dec. 21: Launch grandparent gifting campaign

Dec. 1 - 8: Cyber Monday $100

Amazon Gift Card offer

Jan. 12 - February 16: Diapers to

Degrees Scholarship giveaway

January: Take the 529 Promise

RNR for English and Spanish radio

Q4 Open Enrollment

Feb. 1 - 28: Prepaid Plan Open

Enrollment begins; Superintendent outreach to VPK / kindergarten families; earned media tour

April 24 - 30: Enrollment Incentive

Countdown

May 1 - June 30: 529 Plan Spring

Campaign

May 29: 529 Day newborn media event + year-round Prepaid Plan enrollment announcement

“Save for Their Story” Annual prospecting and conversion campaign, Email journeys, Research, social influencers, partnerships and media relations.

CY26 Marketing Plan—Quarterly Highlights

CY26 Marketing Plan—Annual Promotional Incentive Budget

CY26 Promotional Activity Description Estimate

Promotional Campaigns $1,961,581

Fall Savings Plan Promo $50 contribution into AO wallet for new 529 Plans Sept. 15 - Nov. 10 $375,000

Cyber Monday Prepaid Plan Promo $100 Amazon Gift Card for Prepaid Plan enrollments Dec. 1 - Dec. 8 $100,000

Prepaid Plan OE Promo $50 contribution into AO wallet for new Prepaid Plan enrollments April 1 - 30, 2026

$1,000,000

May / June Incomplete Application Incentive $50 contribution into AO wallet for new plans $175,000

May 529 Day Newborn Scholarships $529 contribution for each newborn on 5/29/26 $311,581

Partnership / Scholarship Promotions $1,250,000

Scholarship Contests 1-Year University Plans for Diapers to Degrees Scholarships + New Potential Scholarship Program

$100,000

Superintendent Scholarships Prepaid Plan scholarships for Superintendent Partnership Outreach $650,000

FDOE VPK + Other Integration Opportunities FDOE VPK + Other Enrollment Integration Promotions $500,000

Total Estimate $3,211,581

CY26 Marketing Plan—Combined Budget

Category

FY 25/26

Recurring

FY 25/26

Non-Recurring

FY 25/26

Total

Professional Fees (Retainer) $1,123,080 $0.00 $1,123,080

PAID: Media Placements $10,630,849 $4,258,281 $14,889,130

OWNED $1,570,000 $321,500 $1,891,500

EARNED: PR & Partnerships $1,600,000 $320,500 $1,920,500

TOTAL $14,923,929 $4,900,281 $19,824,210

$4.9M incremental marketing investment equates to a 32.8% increase over March 2025 approved FY 2026 budget.

Appendix

Annual Efforts (Lead Gen and IA campaigns, Google paid search, SavingForCollege.com)

CY26 Marketing Plan—Media Flowchart

Our video strategy will continue to match audience behavior trends;

increasing digital video year-round and focusing broadcast TV around live sports and premium programming.

● 69% of Florida parents stream Amazon Prime Video; more than double any other ad-supported service.

● 67% of our target watches broadcast TV; light viewers who watch 10 or fewer hours of TV/week.

● 65% of parents in Florida watch YouTube; significant portion of that viewing occurs on TV screens.

● 50+% watch Netflix and Hulu, but most subscribe to ad-free tiers.

● 46% of Florida parents are medium/heavy viewers of streaming TV, and 95% are watching in some capacity.

● Ongoing fragmentation of the streaming requires us to balance our media buying—inventory sourced directly from the content providers and from manufacturers like Samsung.

Florida parents’ social media usage remains consistent, YOY.

● Facebook (78%) and Instagram (62%)—most popular social networks; TikTok ranks third (43%)

● Both Pinterest (29%) and Reddit (25%) maintain a smaller, but still significant, share of audience composition

CY26 Executive Summary Marketing Plan—Media Landscape

ESPN’s new direct-to-consumer streaming service will open up new pathways to reach our audience in live sports content.

Source: Resonate, August 2025

CY26 Marketing Plan—Owned Media Budget - Recurring

Category

FY 24/25

Approved

FY 25/26

Approved

Production $990,000 $1,180,000

Campaign Production $420,000 $580,000

DOH Direct Mail $365,000 $365,000

Social Production $85,000 $125,000

Rebrand Assets $80,000 $70,000

Partnership Assets $40,000 $40,000

Digital Production $40,000 $90,000

Email Marketing $50,000 $65,000

Research & Measurement $20,000 $50,000

Collateral & Promotions $170,000 $170,000

Promotional Items $75,000 $75,000

Raintree Kitting & Shipping/Storage $75,000 $75,000

Collateral Production $20,000 $20,000

Miscellaneous Expenses $10,000 $15,000

TOTAL $1,280,000 $1,570,000

CY26 Marketing Plan—Earned Media Budget - Recurring

Category

FY 24/25

Approved

FY 25/26

Approved

Blogger Ambassadors $290,000 $290,000

Partnerships (not including Hispanic) $600,000 $600,000

Promo Items for Partners & Events $50,000 $50,000

Hispanic Outreach/Engagement $265,000 $265,000

Media Relations Syndication & Support $75,000 $75,000

Content Development $60,000 $60,000

Partner Management & New Outreach $140,000 $140,000

Printing, Travel & Shipping $65,000 $65,000

Media Monitoring Tools $18,000 $18,000

529 Savings Plan Campaigns 0* 0*

Misc. Expenses $37,000 $37,000

TOTAL $1,600,000 $1,600,000

CY26 Executive Summary Marketing Plan—Strategic Approach to Media and Markets

● CHANNEL SELECTION: Use industry-leading research (Resonate and MRI) to understand changes in media consumption patterns

○ Assess use of media channels, we determine which platforms to invest in in order to maximize impact

○ Help allocate dollars between broadcast, digital media, select paid social platforms and CTV streaming services

● BUDGET OPTIMIZATION: Leverage Elsy to run AI-driven planning scenarios

○ Use actual paid media performance data from previous years to forecast results for each media channel and tactic

○ Run iterative scenarios to determine budget allocation, by channel, that will maximize results

■ FYE26 process enabled us to derive a recommended budget—expanded fall and spring promo periods, as well as new prospect initiative

○ Optimizing in real time throughout the duration of campaigns allows us to validate, meet or exceed pre-campaign forecasts

● Opportunity Markets and Creative Considerations: Analyze account owner data and county demographics to determine propensity of families in each county to be saving for college in general (CDI) and be saving with Florida Prepaid (BDI).

○ Identify opportunity counties: large populations of our target audience, but not currently saving for college

■ “Category Opportunity” = Less likely to be saving for college in general

■ “Branding Opportunity” = Saving to a high degree, but not with Florida Prepaid

○ Assign incremental media budgets based on population of these opportunity counties

○ In channels like zoned cable and CTV, we deliver messaging in each county that corresponds to the current opportunity

Intense Market Analysis Drives Market Media Mix, Budget Allocation and Market Emphasis.

F lo ri d a P re p ai d

B ra n d

Category Opportunity

529 Plan Category

Combined 529 Plan Penetration Rate = 7.79%

CY26 Executive Summary Marketing Plan—

Plan Sales Market Analysis 5-Year Emphasis—

Same Opportunity Markets

BUILDING BRAND AWARENESS:

(Orange, Seminole, Hillsborough, St.

Johns, Manatee)

● Key message: FPCB is the best

529 savings partner, simple, affordable

BUILDING 529 PLAN

KNOWLEDGE—CATEGORY

(Duval, Pinellas, Pasco, Sarasota)

● Key messages: 529 Plan benefits

Plan Sales Market Analysis 0-9, Income $75k+

Index

Low CDI

Low

BDI

High

BDI

High-Saturation Markets High market share, Low Category Sales

BDI = Brand Development Index BDI tells us how the Florida Prepaid brand is performing in a given market relative to its performance across a total market

CDI = Category Development Index CDI tells us how the 529 category is performing in a given market relative to its performance across a total market

High CDI

Market analysis helps determine areas that could benefit from extra resources

High-Performing Markets High market share, Strong Category Sales

Low-Opportunity Markets Low market share, Low Category Sales

High-Opportunity Markets Low market share, Strong Category Sales

CY25 Marketing Performance—Florida 529 Plan Penetration Rate—Sorted by Population

Top 10 Markets Prepaid

Plans*

Savings

Plans**

Unique

Beneficiaries

Population

Under 18****

Median HH

Income

CY24 Penetration Rate

(Uniq Benes/Under 18

Pop)

CY25 Penetration Rate

(Uniq Benes/Under 18

Pop)

Increase in

Penetration % % Change YOY

Tampa 58,377 24,791 73,138 1,055,996 $69,555 7.11% 6.93% -0.18% -2.52%

Orlando 48,867 22,085 62,355 964,266 $72,402 6.56% 6.47% -0.09% -1.34%

Miami 91,049 29,339 105,030 948,796 $71,468 11.13% 11.07% -0.06% -0.56%

West Palm Beach 38,436 14,398 45,890 431,000 $80,256 10.91% 10.65% -0.26% -2.41%

Jacksonville 22,969 10,408 29,436 425,309 $72,948 7.02% 6.92% -0.10% -1.36%

Ft. Myers 10,491 4,596 13,267 263,602 $74,400 5.16% 5.03% -0.13% -2.61%

Panama City 3,730 2,083 5,234 164,679 $82,924 3.32% 3.18% -0.14% -4.24%

Tallahassee 6,834 2,663 8,312 98,319 $61,143 8.65% 8.45% -0.20% -2.35%

Pensacola 2,094 972 2,745 87,242 $66,360 3.17% 3.15% -0.02% -0.68%

Gainesville 4,425 2,020 5,647 67,966 $58,483 8.50% 8.31% -0.19% -2.23%

Combined 529 Plan Penetration Rate = 7.79%

Observations:

Savings Plans were at goal; up 5.3% YOY

Dorm Plans were 10% over goal, which assumes those comfortable with their Prepaid Plans took advantage given news of rent volatility in Florida.

First non-rollback year that both Prepaid, Dorm and Savings plans were all positive, YOY.

Plans for newborns/infants up 13.3%, greatly supported by special pricing message; all other age cohorts were down

*Denotes rollback years

CY25 Marketing Performance—Sales Trend

CY25 Marketing Performance—Prepaid Tuition Years Purchased Trend

Contract Year Anomalies:

CY 2018: March 1, 2017 – February 28, 2018

CY 2019: March 1, 2018 – April 30, 2019 CY 2020: May 1, 2019 –May 31, 2020

Historical Context

● CY15: Doubled the marketing budget, launched 1-Year University Plan, $900m price reduction and “lowest prices in 5 years”

● CY16: First year leveraging DOH partnership

● CY17: In 2016, Hurricanes Hermine and Matthew ended Florida’s decade-long lull, forcing 1.5M evacuations and causing billions in storm surge and wind damage. CY = March 1, 2017 – February 28, 2018 (13 months)

● CY18: Category 5 hurricane Michael hit Florida on October 10, days before OE launch; Parkland shootings

● CY19: Shifted Open Enrollment—(From Oct. 15 - Feb. 28 to Feb. 1 - April 30) shortening OE to three months; Extended marketing efforts (adding fall and spring promos) and pricing tool on-site year-round; CY = March 1, 2018 – April 30, 2019 (14 months)

● CY20: Price reduction ($1.3 billion); OE extended to May 31 due to COVID making CY 13-months; Board deferred payments to July 20;

CY = May 1, 2019 –May 31, 2020 (13 months)

● CY21: Marketing budget increased 34.7% (from $6.7m to $9.1m)

● CY22: Flat budgets; OE Cash for College promo; $125/year into an

Investment account

● CY23: Marketing budget increased 41.5% ($9.1m to $12.8m)

● CY24: Budget increased 8% ($12.8m to $13.9m); Price reduction

($1.3 billion) + “Lowest prices in 10 years,” new journey messaging strategy.

● CY25: Budget increased 2.3% ($13.9m to $14.2m); Special pricing for newborns/infants starting at $29/mo.; year following a rollback;

campaign rebrand.

*FY15, FY20 and FY24 were all refund/rollback years.

Thank you!

ABLE FY 25_26 Exec Summary

FY 24/25 Q1-Q3 Marketing Performance FY 2026 Marketing Plan Executive Summary

June 17, 2025

FY25 Marketing Performance Update 2

FY25 Marketing Plan—Performance (through May 15, 2025)

Enrollment Page Users: 7.7K (+14.6%)

Enrollments: 2,129 (+8.2%)

Paid Media Conversions: 575 (-12.3%)

New Website Users: 260K (+87.9%)

New Leads: 3,582* (+114%)

Events: 124** (-26%)

Customer Sat Survey Score: 4.4/5.0

Account Balance (funded accts): $10,931

Active Accounts^: 72.5%

ATTRACT CONVERT RETAIN

Objective FY24 Goal FY24 Result FY25 Goal FY25 Result (as of May 15)

New Accounts 2,100 2,372 2,400 2,129

* Lead sources: paid social, website, events, webinars ** Event strategy now prioritizes quality over quantity via ambassador scorecard ^ Active account means an account had made a transaction between 1/1/2024 and 5/15/2025. 3

FY25 Marketing Plan—Cost Per Enrollment

From FY18 to FY25, we’ve seen a decrease in Cost Per

Enrollment (CPE) of 47%, however CPE is still high due to niche product and audience.

Each year, we continue to evaluate our strategy by channel, as well as budget allocations to continue to create greater efficiency overall.

* FY25 CPE is forecast based on planned goal and budget.

N ew

E nr ol lm en ts

FY25 Marketing Plan—Key Highlights

Highlights

● Recruited five new Brand Ambassadors (30 total) and enhanced training

● Adjusted media flighting around in-person events to maximize impact

● Piloted Reddit paid campaign during the fall and spring promotional periods

● Event strategy now prioritizes quality over quantity via ambassador scorecard

● Established events reporting dashboard to collect ambassador feedback and scoring to inform future event participation

● Built strategy for ABLE Age Adjustment Act launch—inclusive of brand and campaign development, website audit, advocacy and event opportunities

FY25 Marketing Plan—Insights Driven Strategy for FY26

Key Insights

● Larger eligible audience unlocks new targeting and access to Resonate Health data

● Reddit pilot proved effective for site traffic; will remain in media mix

● Personal storytelling (Faces of ABLE, John Finch, influencers) builds trust and engagement

● Incentive-based campaigns (e.g., high-value prizes) drive strong lead growth

● Lack of analytics on Vestwell portal limits retargeting and insight into incomplete apps

● New website must personalize experience for distinct audiences: PWDs and caregivers

● New planholders seek more 1:1 support—marketing must extend beyond enrollment

● Expert-led webinars boost attendance and deliver high-value content

Each year, performance and lessons learned are reviewed to ensure we resonate with our evolving audience.

FY26 Executive Summary Marketing Plan 7

Our Current Audience

Reaching ABLE United’s current estimated audience of 550,000 Floridians requires navigating a layered set of eligibility, financial, and emotional realities.

Our audience is niche by design: individuals with disabilities and their caregivers must first understand the constraints of public benefit programs, such as the $2,000 asset limit, before they can even begin to consider an ABLE account.

From there, the path to engagement becomes even more complex:

● They must learn about ABLE United and trust that it won’t jeopardize their benefits

● They must have general understanding of saving and investing

● They must have the financial capacity to save, even modestly

● They must have the time, energy, and digital access to open and manage an account

Marketing Plan Strategic Framework

Our new unified strategic framework allows us to focus our resources and messaging with greater precision to reach this niche audience:

Attract: Identify and reach new audiences through targeted media, event partnerships and inclusive messaging that emphasizes empowerment and financial independence.

Convert: Simplify the path to enrollment with clear calls to action, compelling testimonials, and tools that demystify the process.

Retain: Deepen relationships with account holders through personalized communications, value-added content, and exclusive experiences.

ABLE United Market Landscape

FY26 Executive Summary—Audience Expansion

The ABLE Age Adjustment Act (AAA) taking effect January 1, 2026, expands eligibility to those whose disability or illness began before age 46—a major milestone, but one that introduces new potential challenges. Many in this group:

● May not self-identify as having a disability, but rather a condition or illness

● Must meet SSA’s severity threshold

● Are unaware of ABLE accounts

We anticipate a gradual adoption curve, similar to Year 1. Our strategy will focus on:

● Emphasis on diagnosis instead of disability for those not on SSI/SSDI

● Partner with advocacy groups to reach individuals outside traditional disability networks

● Educating this audience on ABLE account benefits compared to other financial products, like a Roth IRA

FY26 Executive Summary—Audience Expansion

The ABLE Age Adjustment Act will expand our audience by approximately 427,000+ adults with varying types of conditions and disabilities.

FY26 Executive Summary—Media and Consumer Landscape

ABLE’s diverse audience reflects the full spectrum of Florida residents.

Our challenge is reaching the right people amid limitations such as:

● Limited targeting in TV, radio, and out-of-home

● High costs for CTV and digital audio

In FY26, we’ll address this by increasing investment in channels that allow for relevant, contextual targeting (e.g., Reddit).

Resonate Health will expand our data capabilities to improve digital paid media targeting and generate insights to support earned and owned efforts.

Source: Fall 2024 MRI-Simmons Connect

FY26 Strategies and Enhancements 14

FY26 Executive Summary—Key Strategies

Utilizing our new strategic framework, we will be able to meet both our current and newly eligible audiences where they are—emotionally, financially, and informationally.

Attract: Continue to build awareness through trusted channels.

Convert: Simplify the enrollment journey with new online experience, ambassador-led storytelling, and benefit-focused messaging.

Retain: Deepen relationships with both current and new account holders.

FY26 Executive Summary—Marketing Channels

PAID MEDIA

Pre-Roll Video Connected TV Digital Display Native Display

FB/Instagram GIF/Image Ads FB/Instagram Reels

Social :15 Videos :06 and :15 YouTube Bumpers

Paid Search Pinterest Reddit

EARNED MEDIA

ABLEUnited.com Online Planning Tool PSA-Style Content

Facebook & Live Events Instagram LinkedIn YouTube

Social Influencer/Creator Assets Savings Calculator

Email Marketing Collateral/Promotional Items

OWNED MEDIA

Advocacy Organizations/Partnerships State Agencies and Professionals

Schools/ESE Ambassadors

Events/Office Hours/Enrollment Activations Media Relations

Blog Faces of ABLE

Webinars

Each year, our marketing strategy blends proven tactics with fresh approaches—balancing what we know works with new opportunities to reach and resonate with our evolving audience:

FY26 Executive Summary—Key ABLE Age Adjustment Act (AAA) Enhancements

Attract Convert Retain

● Leverage Resonate Health data for improved paid media targeting

● Focused lead generation, fall 2025

● Expand influencer and creator partnerships across disability types

● Engage 30+ new organizations (i.e., Crohn’s Disease & Ulcerative Colitis Association, Parkinson’s Foundation)

● Secure new event sponsorships (i.e., Disabled American Veterans Convention, Florida Mental Health Counselors Association Annual Conference)

● Launch new website and refresh brand to cater to new audiences

● Pop-up enrollment events at partner organizations

● Facilitate educational webinars

● Utilize influencers to incentivize enrollment

● Recruit and identify new ambassadors

● Conduct pre- and post-AAA brand health surveys

● Analyze account usage and cancellation data to reach out to at-risk customers

Age-Adjustment Master Timeline

Research / Outreach

• Research demographic information

• Outreach new organizations

• Website discovery/strategy

• Final marketing plan

• Outlining FAQ/PDPA changes

SPRING

Development/Production

• Pre-launch awareness (blog, email, web)

• Website wireframes/design

• Messaging/website copy

• Campaign development (paid/owned)

• Develop earned media strategy

• Ambassador recruitment

• Email journeys for lead gen

SUMMER

Training/Materials

• Ambassador training

• Refresh printed materials

• Website analytics setup

• Current organization outreach

• Record PSA/radio news release

• Social and media tool kit

• Website QA

• Develop winter promo campaign; emphasis on PSA creative

• Launch countdown campaign

FALL

Pitch/Launch

• Pitch TV in-studio tour, PSA, and radio news release

• Launch website

• Social media updates live

• Email announcement to ABLE/Prepaid

• Age adjustment webinar

• Launch incentive promo

WINTER

https://docs.google.com/spreadsheets/d/1ki-KymPqTKRCaz7uHu2iPNfyWbId6KyxCauQuaQ29R4/edit?usp=sharing

Lead GenerationFY26 Goals / Budget 19

FY26 Executive Summary—Marketing Objective and Goals

High 3,300

Mid 3,000

Low 2,750New

Accounts

Assumes 7% (trending) increase of FY25 projected final sales

Assumes 7% increase (see above) plus AAA results similar to Year 1 launch results first 6 months

Assumes 7% increase plus AAA results similar to Year 1 launch results first 6 months, plus additional enrollments from channels currently reaching but not currently eligible

3,000 New Accounts

FY26 Executive Summary—Budget Summary

Category FY25 Planned FY26 Planned

Professional Fees $441,000 $441,000

PAID: Media Placements $599,647 $689,343

OWNED $266,600 $295,000

EARNED: PR & Partnerships $282,294 $307,294

Contingency/Add’l Funding $7,500 $7,500

Total $1,597,041 $1,740,137

Board-approved $143,096 budget increase enables us to strengthen our reach and readiness for the expanded audience under the Age Adjustment Act:

https://docs.google.com/spreadsheets/d/1Rap34uWRLfjzDzKemsxlwsxYJKqiz1ZE/edit?usp=sharing&ouid=108873559575175561660&rtpof=true&sd=true

Appendix

Q1

July - September

● July 1 - Dec 31: Paid awareness and lead gen campaign

● August 20: General public enrollment webinar with promo

● Sept. 2 - Oct. 31: Dedicated enrollment events at partner locations

● Professional conferences: NFB, NAMI, Circuit Judges, Orthotics and Prosthetics National Assembly

● Sept. 15: Pre-AAA brand health study

Q2

October - December

● Continue brand awareness and lead gen campaigns

● Oct. 1 - Oct. 31: Disability

Employment Awareness Month & Able Trust partnership (boosted posts)

● 15+ fall events/Down syndrome walks

● Nov. 11: Florida Prepaid database AAA teaser

● Dec. 15 - 31: Countdown to AAA (boosted posts)

Q3

January - March

● Jan. 1: AAA marketing launch

● Jan. 5: AAA press release and media outreach

● Jan. 5 - April 30: Launch incentive promotion

● Jan. 15: Advocacy organizations to start sharing AAA messaging

Q4

April - June

● May 1 - June 30: Dedicated enrollment events at transition fair locations

● May 1 - June 30: Evergreen campaign

● May 5: Annual customer satisfaction survey

● 10+ spring transition fairs w/ on-site enrollment

● May 12: Florida Prepaid database outreach email

● June: The Family Café 2026

● June 15: Post-AAA brand health study

FY26 Executive Summary—Activation Timeline

Always On: Paid Media, Social Media, Advocacy, Partnership/Events, ALR Outreach and Ambassador Program

Age-Adjustment Act (AAA) Pre-Launch Efforts (Lead gen paid campaign and events, website/tool development, ambassador/creator recruitment, recruitment and training, media announcement)

FY24/25 Executive Summary Marketing Plan Consumer: Who are our target customers today

FY26 Executive Summary—SWOT Analysis

Strength Weakness

Opportunity Threat

Establishing trust & credibility with our 10-Year Anniversary

Florida Prepaid management ($100M+ in ABLE assets)

Strong WOM and brand ambassadors

Mission-driven differentiation; inclusion and independence

Competitive low fees

Federal limitations (one account, contribution limits, etc.)

Lack of quick access to funds/true debit card

Low unaided brand awareness

1st-party data usability (customer base is too small for persona analysis and lookalike modeling)

Expanding eligibility with Age Adjustment Act

Digital and social media expansion

Growing financial literacy and inclusion movement

Brand refresh and new online tools

Expanding partnerships and new events

Alternative financial tools

National competitors and/or employer program

Economic and political instability (inflation and dismantling disability support programs)

Misinformation (re: impacts on public benefits, death of bene)

Definition and clarity of eligibility/severity

Unemployment for people with disabilities was 7.5% in 2024—much higher than for those without.

(US Dept. of Labor, 2025)

59% of Americans lack enough savings for a $1,000 emergency.

(Yahoo Finance, 2025)

FY26 Executive Summary—Paid Media Budget

PAID MEDIA

Channel Planned Budget FY

24/25 Planned Budget FY

25/26 Details

Digital Video $84,270 $85,955 Projected Inflation 2%

Digital Display $190,370 $204,058 Projected Inflation 7.19%

Native Display $34,020 $41,466 Projected Inflation 7.19%

Paid Social $176,286 $224,778 Projected Inflation 10.49% + $30K Audience Expansion

Paid Search $107,701 $113,086 Projected Inflation 5%

Resonate Audiences $7,000 $20,000 Resonate Health Module—Data List Purchase

TOTAL $599,647 $689,343

FY26 Executive Summary—Paid Media Flowchart

OWNED MEDIA

Item FY25 Budget FY26 Budget Details

Email Marketing $30,000 $30,000 Mailchimp and Zapier subscription; email development

Campaign Production $50,000 $55,000 Campaign (fall & spring), partnership assets, photography

Research $20,000 $25,000 Hotjar monthly subscription, Website user testing

Website Maintenance / Production $65,000 $10,000 Website maintenance/development through Dec 31

Collateral and Promotional Items $45,000 $45,000 Production, storage, kitting and fulfillment

Social Media Production $45,000 $60,000 New Meta concepts, social influencers, content creators, organic and paid assets

Miami Incremental Service Fee $10,000 $10,000 Miami media (planning/buying/reporting)

Out-of-Pocket Expenses $1,600 $5,000 Misc. expenses

AAA Creative Content (One-Time Expense) $0 $52,000 New collateral, product video, campaign thematics, social media templates, email templates

Website Rebuild (One-Time Expense) $0 $92,865 Build new website & user tools (e.g.Eligibility Wizard)

TOTAL $266,600 $384,865

FY26 Executive Summary—Owned Media Budget

FY26 Executive Summary—Earned Media Budget

EARNED MEDIA

Item Planned Budget

FY 24/25

Planned Budget FY 25/26 Details

Advocacy Outreach and Event Coordination $70,000 $70,000 Statewide outreach to support focus on advocacy and community events, as well as brand ambassador training and communication, etc.

Account Contributions / Promo Codes $45,000 $60,000 Costs for promo code redemptions and enrollment promotions

Brand Ambassador Program $35,000 $45,000 Cost for compensation, additional recruitment, event kits and miscellaneous event supplies. Celebrity/high profile digital ambassador and mandatory digital component in ambassador agreement

Advocacy, Partnership and Event Sponsorships and Collateral Production

$130,294 $130,294 Costs for events, partnerships and custom sponsorships.

Out of Pocket Expenses $2,000 $2,000 Misc. expenses

Earned Media (AAA One-Time Expense) $0 $30,000 Boom media tour, PSA, and press release on Wire

TOTAL $282,294 $337,294

THANK

YOU

ABLE Program Update Sep 2025

Program Update

September 23, 2025

• Program Statistics – FY2025 Recap

• Program Statistics – Current

• Marketing Activities / Updates

• System Enhancements

• Budget Status

• Legislative Update

ABLE Agenda

A B L E U N I T E D

Program Statistics FY2025 Recap Current Status

FY2025 – Progress to Goal (2,400 Enrollments)

F Y 2 0 2 5 R E C A P

111% 2,665

Enrollments

FY2024 – Progress to Goal (2,100 Enrollments)

113% 2,372

Enrollments

12% Increase in Enrollments FY YOY

E N R O L L M E N T B Y M O N T H

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

FY2023 157 156 116 162 145 141 133 149 219 180 229 277

FY2024 170 163 149 200 180 135 192 192 222 263 220 286

FY2025 153 223 174 197 168 220 198 196 214 262 253 407

Enrollment by Month

FY2023 FY2024 FY2025

E N R O L L M E N T G O A L C O M PA R I S O N

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026

Since Inception Enrollment vs. Goal

Enrollment Goal

F Y Q 4 – K E Y S TAT I S T I C S

ABLE United Key Stats FY 2024 - Q4 FY 2025 - Q4 Diff Enrollments 769 922 20% Open Accounts 11,989 13,597 13% Average Account Balance $8,550 $9,704 13% Net Transfers $3,541,546 $4,111,986 16% Assets Under Management (AUM) $102,508,733 $131,946,590 29%

National Key Statistics Accounts 213,855

AUM $2.681 Billion FY2025 – Q4 Growth National 4.5% Florida 5.9%

Other Facts and Figures 46 States + DC have launched programs 30 Programs offer National Enrollment

NST02 PIV

Row Labels Sum of Est. Eligible

Alliance 826,564

California 395,122

Florida 214,777

Louisiana 46,488

Mass 68,925

Mi 99,869

Nebraska 68,376

No Plan 187,875

NY 194,536

Oregon 178,783

Stable 557,475

Tenn 68,292

Texas 289,959

Virginia 85,355

Grand Total 3,282,395

Sheet1

National Accounts new Accounts % Change Size Avg Balance Growth % Change National Accounts New Accounts % Growth 4Q - 2018

4Q - 2019 56632 5513 10.8% $ 354,800,000.00 $ 6,265.01 $ 541.11 9% 17314 1Q - 18 20,653 3339 19.3%

3Q - 2019 51119 5191 11.3% $ 292,600,000.00 $ 5,723.90 2Q - 18 25,171 4518 21.9%

2Q - 2019 45928 5506 13.6% 3Q - 18 29,707 4536 18.0%

1Q - 2019 40422 5715 16.5% 4Q - 18 34,707 5000 16.8%

Florida 1Q - 19 40,422 5715 16.5%

4Q - 2019 4177 270 6.9% $ 21,000,000.00 $ 5,027.53 $ 423.16 9% 2Q - 19 45,928 5506 13.6%

3Q - 2019 3907 473 13.8% $ 17,989,275.00 $ 4,604.37 3Q - 19 51,119 5191 11.3%

2Q - 2019 3434 396 13.0% 4Q - 19 56,632 5513 10.8%

1Q - 2019 3038 238 8.5% Florida Accounts New Accounts % Growth

4Q - 2018 2800 1571 1Q - 18 1,878 307 19.5%

4Q - 2018 34707 2Q - 18 2,290 412 21.9%

3Q - 18 2,583 293 12.8%

4Q - 18 2,800 217 8.4%

1Q - 19 3,038 238 8.5%

2Q - 19 3,434 396 13.0%

0.0%

Description Q3 - 2019 Q3 - 2020 % Change YoY Change in Users Penetration Rate Population 1% Eligible # of Accounts Penetration Rate

Unique Vistors 20,709 29,903 44.4% 9,194 20,709 29,903 Unique vistors 20,709 29,903 Account Login US 327,200,000 3,272,000 56,632 1.73%

Unique Vistors (non-account holder) 69.1% 75.9% 6.8% Unique Vistors (non-account holders) 14,319 22,706 6390 7197 Likely eligible /register/able-united unique users 2298 + (eligbility wizard results eligible) 650 = 2,948

Clicked on Enrollment 10.53% 8.15% -2.38% 448 2,643 3,091 Clicked Enroll 2,181 2,438 257 Started application /register/able-united/able/new/beneficiary unique bene = 659

Enrolled 2.28% 1.60% -0.69% 5 473 478 Enrolled 473 478

CPE FY $680 $518

Miami DMA Description FY2019 FY2020 Conversion Rate Change YoY Change in Users Unique vistors 247465

Unique Vistors 3,461 5,533 130.7% 2,072 8,448 19,491 Unique Vistors (non-account holders) 3,461 5,533 Account Login

Unique Vistors (non-account holder) 77.0% 82.5% 5.5% 1,900 4029.696 6827.6973 2,665 4,565 796 968

Clicked on Enrollment 11.93% 9.56% -2.37% 116 ERROR:#REF! 529 Clicked Enroll 413 529 116

Enrolled 1.96% 0.92% -1.0% -17 507 966 Enrolled 68 51 -17

Started Application 7.22% 10.12% 2.90% 310 250 560 1.96% 0.92% -1.04%

Enrolled 3.84% 3.85% 0.01% 80 133 213

Contribution to New Account 2.57% 2.98% 0.41% 76 89 165

DMA Markets Q4 - 2019 Q4 - 2020 % Growth

Tampa - St. Petersburg - Sarasota 1,071 1,528 43%

Orlando - Daytona - Melbourne 992 1,431 44%

Miami - Ft. Lauderdale 524 764 46%

Jacksonville 409 597 46%

West Palm Beach - Ft. Pierce 318 445 40%

Tallahassee 242 311 29%

Ft. Myers - Naples 167 244 46%

Gainesville 124 187 51%

Pensacola 124 177 43%

Panama City 76 118 55%

TOTAL 4,061 5,802 43%

ABLE United Key Stats FY 2024 - Q4 FY 2025 - Q4 Diff

Enrollments 769 922 20% 153

Open Accounts 11,989 13,597 13% 1,608

Average Account Balance $8,550 $9,704 13% $1,154

Net Transfers $3,541,546 $4,111,986 16% 570440

Assets Under Management (AUM) $102,508,733 $131,946,590 29% 29437857

2023 2024

FYQ1 2616270 2398044

FYQ2 3753267 4387526

FYQ3 4802543 4751781

FYQ4 3094682 3541546

14266762 15078897

Description (Users) – FLORIDA Q4 - 2019 Q4 - 2020 Conversion Rate Change YoY Diff

New Website Visitors 18,754 20,016 1,262 0.067292311

Clicked Enroll 28.41% 17.41% -11.00% -1,843 5,328 3,485

Enrolled 1.44% 1.86% 0.42% 102 270 372 0.0506756757 0.1067431851

% enrolled who clicked enroll 5.07% 10.67% 5.61% 102

Description (Users) – MIAMI DMA Q4 - 2019 Q4 - 2020 Conversion Rate Change YoY Diff

New Website Visitors 3,860 3,343 -517 -0.1339378238 3343 0.8660621762

Clicked Enroll 24.48% 22.55% -1.93% -191 945 754

Enrolled 1.01% 1.94% 0.93% 26 39 65

% enrolled who clicked enroll 4.13% 8.62% 4.49% 26

Description (Users) – FLORIDA Q4 - 2019 Q4 - 2020 % Change YoY Diff

Clicked Enroll 5,328 3,485 -35% -1,843 -0.3459084084

Enrolled 5.07% 10.67% 5.61% 102

Description (Users) – MIAMI DMA Q4 - 2019 Q4 - 2020 Conversion Rate Change YoY Diff

Clicked Enroll 945 754 -20% -191

% Enrolled 4.13% 8.62% 4.49% 26 39 65

National Enrollment and Quarterly Growth

Accounts 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 3Q - 19 4Q - 19 20653 25171 29707 34707 40422 45928 51119 56632 New Accounts 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 3Q - 19 4Q - 19 3339 4518 4536 5000 5715 5506 5191 5513 % Growth 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 3Q - 19 4Q - 19 0.19284971699202957 0.21875756548685421 0.18020738151046839 0.16831049920894064 0.16466418878036132 0.13621295334223937 0.11302473436683505 0.10784639762123673

Florida Enrollment and Quarterly Growth

Accounts 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 1878 2290 2583 2800 3038 3434 New Accounts 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 307 412 293 217 238 396 % Growth 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 0.19541693189051559 0.21938232161874335 0.12794759825327512 8.4010840108401083E-2 8.5000000000000006E-2 0.130348913759052 0

Accounts 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 1878 2290 2583 2800 3038 3434 New Accounts 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 307 412 293 217 238 396 % Growth 1Q - 18 2Q - 18 3Q - 18 4Q - 18 1Q - 19 2Q - 19 0.19541693189051559 0.21938232161874335 0.12794759825327512 8.4010840108401083E-2 8.5000000000000006E-2 0.130348913759052 0

NST02

table with row headers in column A and column headers in rows 3 through 5. (leading dots indicate sub-parts)

Table 2. Cumulative Estimates of Resident Population Change for the United States, Regions, States, and Puerto Rico and Region and State Rankings: April 1, 2010 to July 1, 2019

.Geographic Area Population Estimate Change, 2010 to 2019 National Ranking of Regions and States

Population Estimate Change, 2010 to 2019

April 1, 2010 Estimates Base July 1, 2019 Number Percent April 1, 2010 Estimates Base July 1, 2019 Number Percent

United States 308,758,105 328,239,523 19,481,418 6.3 (X) (X) (X) (X)

Northeast 55,318,443 55,982,803 664,360 1.2 4 4 4 4

Midwest 66,929,725 68,329,004 1,399,279 2.1 3 3 3 3

South 114,563,030 125,580,448 11,017,418 9.6 1 1 1 1

West 71,946,907 78,347,268 6,400,361 8.9 2 2 2 2

State April 1, 2010 Estimates Base July 1, 2019 Number Percent April 1, 2010 Estimates Base July 1, 2019 Number Percent Est. Eligible Program manager

.Alabama 4,780,125 4,903,185 123,060 2.6 23 24 25 34 49031.85 Nebraska

.Alaska 710,249 731,545 21,296 3.0 47 48 43 31 7315.45 Alliance

.Arizona 6,392,288 7,278,717 886,429 13.9 16 14 7 8 72787.17 Stable

.Arkansas 2,916,031 3,017,804 101,773 3.5 32 33 31 29 30178.04 Alliance

.California 37,254,519 39,512,223 2,257,704 6.1 1 1 3 21 395122.23 California

.Colorado 5,029,319 5,758,736 729,417 14.5 22 21 8 4 57587.36 Alliance

.Connecticut 3,574,147 3,565,287 -8,860 -0.2 29 29 49 48 35652.87 No Plan

.Delaware 897,937 973,764 75,827 8.4 45 45 36 16 9737.64 Alliance

.District of Columbia 601,767 705,749 103,982 17.3 50 49 29 1 7057.49 Alliance

.Florida 18,804,564 21,477,737 2,673,173 14.2 4 3 2 5 214777.37 Florida

.Georgia 9,688,729 10,617,423 928,694 9.6 9 8 5 14 106174.23 Stable

.Hawaii 1,360,307 1,415,872 55,565 4.1 40 40 40 26 14158.72 No Plan

.Idaho 1,567,657 1,787,065 219,408 14.0 39 39 19 7 17870.65 No Plan

.Illinois 12,831,572 12,671,821 -159,751 -1.2 5 6 51 50 126718.21 Alliance

.Indiana 6,484,051 6,732,219 248,168 3.8 15 17 18 27 67322.19 Alliance

.Iowa 3,046,871 3,155,070 108,199 3.6 30 31 27 28 31550.7 Alliance

.Kansas 2,853,123 2,913,314 60,191 2.1 33 35 39 38 29133.14 Alliance

.Kentucky 4,339,333 4,467,673 128,340 3.0 26 26 24 32 44676.73 Stable

.Louisiana 4,533,487 4,648,794 115,307 2.5 25 25 26 35 46487.94 Louisiana

.Maine 1,328,358 1,344,212 15,854 1.2 41 42 44 41 13442.12 No Plan

.Maryland 5,773,794 6,045,680 271,886 4.7 19 19 17 25 60456.8 Oregon

.Massachusetts 6,547,785 6,892,503 344,718 5.3 14 15 15 24 68925.03 Mass

.Michigan 9,884,116 9,986,857 102,741 1.0 8 10 30 42 99868.57 Mi

.Minnesota 5,303,927 5,639,632 335,705 6.3 21 22 16 20 56396.32 Alliance

.Mississippi 2,968,130 2,976,149 8,019 0.3 31 34 46 47 29761.49 Alliance

.Missouri 5,988,950 6,137,428 148,478 2.5 18 18 22 36 61374.28 Stable

.Montana 989,407 1,068,778 79,371 8.0 44 43 35 17 10687.78 Alliance

.Nebraska 1,826,305 1,934,408 108,103 5.9 38 37 28 22 19344.08 Nebraska

.Nevada 2,700,677 3,080,156 379,479 14.1 35 32 14 6 30801.56 Alliance

.New Hampshire 1,316,462 1,359,711 43,249 3.3 42 41 41 30 13597.11 Stable

.New Jersey 8,791,978 8,882,190 90,212 1.0 11 11 33 43 88821.9 Alliance

.New Mexico 2,059,199 2,096,829 37,630 1.8 36 36 42 39 20968.29 Stable

.New York 19,378,144 19,453,561 75,417 0.4 3 4 37 46 194535.61 NY

.North Carolina 9,535,751 10,488,084 952,333 10.0 10 9 4 13 104880.84 Alliance

.North Dakota 672,576 762,062 89,486 13.3 48 47 34 9 7620.62 No Plan

.Ohio 11,536,751 11,689,100 152,349 1.3 7 7 21 40 116891 Stable

.Oklahoma 3,751,582 3,956,971 205,389 5.5 28 28 20 23 39569.71 Stable

.Oregon 3,831,079 4,217,737 386,658 10.1 27 27 13 12 42177.37 Oregon

.Pennsylvania 12,702,868 12,801,989 99,121 0.8 6 5 32 44 128019.89 Alliance

.Rhode Island 1,052,964 1,059,361 6,397 0.6 43 44 47 45 10593.61 Alliance

.South Carolina 4,625,366 5,148,714 523,348 11.3 24 23 10 11 51487.14 Stable

.South Dakota 814,198 884,659 70,461 8.7 46 46 38 15 8846.59 No Plan

.Tennessee 6,346,276 6,829,174 482,898 7.6 17 16 11 18 68291.74 Tenn

.Texas 25,146,091 28,995,881 3,849,790 15.3 2 2 1 3 289958.81 Texas

.Utah 2,763,891 3,205,958 442,067 16.0 34 30 12 2 32059.58 No Plan

.Vermont 625,737 623,989 -1,748 -0.3 49 50 48 49 6239.89 Stable

.Virginia 8,001,049 8,535,519 534,470 6.7 12 12 9 19 85355.19 Virginia

.Washington 6,724,540 7,614,893 890,353 13.2 13 13 6 10 76148.93 Oregon

.West Virginia 1,853,018 1,792,147 -60,871 -3.3 37 38 50 51 17921.47 Stable

.Wisconsin 5,687,285 5,822,434 135,149 2.4 20 20 23 37 58224.34 No Plan

.Wyoming 563,775 578,759 14,984 2.7 51 51 45 33 5787.59 Stable

Puerto Rico 3,726,157 3,193,694 -532,463 -14.3 (X) (X) (X) (X)

Dash (-) represents zero or rounds to zero.

(X) Not applicable.

Note: The estimates are based on the 2010 Census and reflect changes to the April 1, 2010 population due to the Count Question Resolution program and geographic program revisions. See Geographic Terms and Definitions at http://www.census.gov/programs-surveys/popest/guidance-geographies/terms-and-definitions.html for a list of the states that are included in each region. All geographic boundaries for the 2019 population estimates series except statistical area delineations are as of January 1, 2019. For population estimates methodology statements, see http://www.census.gov/programs-surveys/popest/technical-documentation/methodology.html.

Suggested Citation:

Table 2. Cumulative Estimates of Resident Population Change for the United States, Regions, States, and Puerto Rico and Region and State Rankings: April 1, 2010 to July 1, 2019 (NST-EST2019-02)

Source: U.S. Census Bureau, Population Division

Release Date: December 2019

Sheet2

Sum of AUM SEP-19* Column Labels

Row Labels ALLIANCE CA FL LA MA MI NE NY OH OR TN TX VA ADVISOR VA DIRECT Grand Total

200 0.9 0.9

400 4 4

500 2 2

900 6 6

1,600 10 10

1,700 9 9

2,000 11 16 27

3,100 22 22

3,900 18 18

5,100 28 28

6,400 25 25

10,300 63 63

13,000 76 76

Grand Total 63 9 18 0.9 22 11 10 6 76 28 16 2 4 25 290.9

National Stats

PROGRAM # of States Nationwide New Accts Mar-19 Sep-19 Column1 % Growth Acct AUM MAR-19* AUM SEP-19* Diff % GrowthAUM Pop. Qualify Penetration Rate

ALLIANCE 17 Yes 2,585 7,715 10,300 34% $ 46.9 $ 63.0 16.1 34% 826,564 1.25%

OH 12 Yes 2,311 10,689 13,000 22% $ 60.2 $ 76.0 15.8 26% 557,475 2.33%

OR 3 Yes 1,133 3,967 5,100 29% $ 20.8 $ 28.0 7.2 35% 178,783 2.85%

CA 1 Yes 1,020 680 1,700 150% $ 3.3 $ 9.0 5.7 173% 395,122 0.43%

FL 1 No 864 3,036 3,900 28% $ 13.9 $ 18.0 4.1 29% 214,777 1.82%

VA DIRECT 1 Yes 850 5,550…