Stride

Transforming Education.
Transforming Lives. 
2010 Annual Report

“We see the impact of the K12 curriculum, with many students jumping
a year and a half in one year.”

—Laura Belnap, Online Director, Washington County School District, Utah

“Our job as teachers is to find out how the students learn, meet them 
where they are, and progress at the speed at which they’re capable. 

This school gives me that opportunity.”

—Margaret Skimmyhorn, Teacher, Idaho Virtual Academy

“I know these students better than I did in traditional classrooms 

because you get to know the students, parents, and families…it’s a 

whole different level of connection.”

— Kathy Hennings, K–2 Teacher, Wisconsin Virtual Academy 

(5 years with WIVA, 30 years in traditional school)

2300 Corporate Park Drive 
Suite 200
Herndon, VA 20171
703.483.7000 
K12.com

40

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0

80

70

60

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40

30

20

10

0

2010 ANNUAL REPORT

K12 is the leading global provider of proprietary curriculum and online education 

programs to students in kindergarten through high school. Our mission is  

to provide any child the curriculum and tools to maximize success in life, 

regardless of geographic, financial, or demographic circumstances. We 

strive to develop each child’s full potential with engaging and individualized 

learning. K¹²’s curriculum is available through full-time public and private 

school programs, via individual courses for supplemental needs or  

homeschooling, and worldwide through our online private school.

$400

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50

0

2
0
0
6

2
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2
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2
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9

2
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Revenues
dollars in millions

$80

70

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20

10

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2
0
0
6

2
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7

2
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8

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0

$40

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0

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2
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1
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EBITDA*
dollars in millions

Income from Operations
dollars in millions

Year Ended June 30, (dollars in millions)

Revenues

EBITDA*

Income from Operations

2010

2009

2008

2007

2006

$384.5

$315.6

$226.2

$140.6

$116.9

$61.2

$43.2

$25.6

$12.1

$ 6.8

$35.5

$22.3

$13.0

$ 4.7

$ 1.8

*EBITDA is a non-GAAP financial measure. For a discussion about EBITDA, please see page 50 of our Form 10-K herein.

ONE

K12 Inc.

To our fellow shareholders:

Andrew H. Tisch 
Chairman 

Ronald J. Packard 
Chief Executive Officer 
and Founder 

Transforming Education and Lives 

Ten years ago, K12 set forth a vision that 

every child deserves a world-class education 

regardless of geographic, financial, or  

demographic circumstances. Today, not  

only is the vision a proven reality, but K12 

has grown from an upstart provider of online 

education to a leading force in helping states 

and school districts transform traditional  

K–12 education.

We have come a long way in 10 

years—educating more than 

200,000 children with a superior 

curriculum. Our initial vision contin-

ues to serve as our inspiration for 

domestic and international expan-

sion. We look back so we can forge 

ahead, and we believe that our future 

is brighter than ever. Most important, 

we are changing the centuries-old 

mode of K–12 education and uplift-

ing lives—preparing students to excel 

in a 21st-century global economy.

In fact, this year’s K12 graduates 

were accepted at hundreds of  

post-secondary schools, including 

many of the nation’s most selec-

tive institutions—Cornell, Duke,  

North western, Princeton, Stanford, 

Vanderbilt, University of California, 

University of Texas, Middlebury 

College, and many more. An astound-

ing 93 percent of seniors surveyed 

TWO

Chicago K12 Blended Learning 
Program Delivers Strong Results

Chicago Virtual Charter School,  

a blended learning program, has 

outperformed the Chicago Public 

School System in reading, math, and 

science by up to 16 percentage points. 

The school was also one of 147 state 

public schools to receive an Illinois Honor 

Award for achieving significant gains in 

academic performance in 2009.

2010 ANNUAL REPORT

reported their intent to pursue post-

more states, school districts, and 

high school education. The success 

private schools partner with K12 

of this impressive class of students 

because they trust our curriculum to 

is a testament to the effectiveness 

enhance their students’ education 

of our online school program. The 

—and lives. Our K12 International 

achievement of our students is  

Academy serves students in more 

consistent with customer satisfaction 

than 59 countries, and enrollment 

that exceeds 90 percent. This high 

continues to increase rapidly. 

customer satisfaction also results  

in a significant number of referrals 

Financial Results

which helps propel K12’s growth.

Vision and Expansion

We are quite pleased with our record 

results for fiscal year (FY) 2010. Rev-

enues for the year grew to $384.5 

Our vision drives us to serve as 

million, an increase of 21.8 percent 

many children as we can. We now 

over the same period for the prior 

have K12 virtual public schools in 27 

year, primarily due to strong enroll-

states and the District of Columbia. 

ment growth in virtual public schools. 
ment growth in virtual public schools. 

We added Massachusetts and 

EBITDA for FY 2010 increased 
EBITDA for FY 2010 increased  

Michigan to our growing nationwide 

41.8 percent to $61.2 million. Net 
41.8 percent to $61.2 million. Net 

portfolio for the 2010–2011 school 

income to shareholders for the year 
income to shareholders for the year 

year, and Alaska, Virginia, Oklahoma, 

was $21.5 million, compared 
was $21.5 million, compared  

and Wyoming the prior year. Further, 

to $12.3 million in FY 2009—an 
to $12.3 million in FY 2009—an 

our reach now firmly extends from 

increase of 74.8 percent. Operating 
increase of 74.8 percent. Opera ting 

the virtual public school and individ-

income improved to $35.5 million, 
income improved to $35.5 million, 

ual consumer markets to the brick-

an increase of 58.8 percent 
an increase of 58.8 percent  

and-mortar classroom, as more and 

compared to the prior year.
compared to the prior year.

33% 

Each year, almost one third of all public high school students—and nearly one 
half of all African Americans, Hispanics, and Native Americans—fail to graduate 
from public high school with their class. Many of these students abandon 
school with less than two years to complete of their high school education.

—The Silent Epidemic: Perspectives of High School Dropouts, March 2006, 
a study commissioned by the Bill & Melinda Gates Foundation

THREE

K12 Inc.

FOUR

20% 

The percentage of K12 high school survey respondents 
who took the Finding Your Path course and were inspired  
to raise their planned post-graduation goals for college.

Partnership to Offer World-Class 
Language Instruction

K12 and Middlebury College, the 
renowned leader in world language 

instruction, have partnered to form 

Middlebury Interactive Languages.  

The new company will create and 

distribute high-quality, online language 

courses, utilizing Middlebury’s expertise  

in full language immersion and  

cultural education.

2010 ANNUAL REPORT

We achieved these results despite 

The all-stock acquisition of KCDL, a 

continued pressure on state educa-

leading provider of distance learning 

tion budgets. They demonstrate the 

programs for middle and high 

further scaling of the business and 

school students, adds a new line of 

greater productivity and are primarily 

products and services and allows 

attributable to the dedication, pas-

us to scale at a faster rate—with 

sion, and talent of our employees.

greater cost-efficiency—to meet the 

At K12, we are committed to creat-

ing shareholder value. Looking 

ahead, we will continue to extend 

our curriculum to more markets and 

become more involved in brick-and-

mortar classrooms, while also selling 

growing demand for online learning 

solutions. KCDL has three brands 

that provide educational services to 

states, school districts, and end 

users: Aventa Learning, The Keystone 

School, and iQ Academies. 

more individual courses to schools. 

Aventa Learning offers an extensive 

In addition, we are focused on 

grades 6–12 catalog of 140 courses 

mergers and acquisitions, strategic 

and instructional services for schools 

partnerships, and expanding into 

and school districts. Courses include 

new markets. We will be disciplined 

core, elective, AP, and credit recov-

buyers, and we believe there are 

ery, as well as full-scale virtual school 

attractive opportunities to enhance 

programs. The Keystone School is  

our business. 

a leading online private school for 

middle and high school students. 

Acquisitions and Partnerships

Established in 1974, the school  

Two important additions to our port-

has served more than 250,000  

folio this year were the acquisition  

of KC Distance Learning (KCDL)  

students from 84 countries. KCDL’s 

iQ Academies operates statewide 

and an innovative joint venture with 

online public schools, in partnership 

Middlebury College. 

with school districts or public char-

ter schools, that serve middle and 

high school students. Presently, iQ 

Academies operate in six states: 

Kansas, Minnesota, Nevada, Texas, 

Washington, and Wisconsin.

FIVE

K12 Inc.

The partnership between K12 and 

This continuum of offerings ranges 

a blended high school credit recov-

Middlebury College—the renowned 

from complete turnkey online school 

ery program that helps high school 

leader in world language teaching 

programs, to blended online 

dropouts re-engage in their educa-

among the nation’s higher education 

classroom solutions, to full class-

tion and graduate. 

institutions—is called Middlebury 

room solutions, to supplemental 

Interactive Languages. The new 

courses. These solutions address 

venture will create and distribute 

credit recovery, student attraction, 

high-quality online language courses. 

engagement, retention, overcrowded 

The first courses, beginner French 

classrooms, program reductions 

and Spanish for high school stu-

due to budget cuts, teacher staffing, 

dents, will be available in pilot pro-

and special programs for advanced 

grams this Fall. At a time when world 

or struggling students.

K12 is becoming a trusted and 

effective partner to states and 

school districts who seek to benefit 

from our unique combination of 

best-in-class curriculum and expert 

school management services. 

These include administrative tools, 

student and teacher recruitment, 

language opportunities for primary 

and secondary school students  

in the U.S. are declining due to 

reductions in education budgets, 

the need and demand for first-rate 

language learning are growing 

exponentially. We will soon offer a 

product line to meet that demand.

Partnerships with School Districts

K12 is no longer just the leading 

provider of online education options 

for families seeking an alternative or 

a supplement to traditional schooling. 

We are rapidly becoming a preferred 

partner with state governments and 

public school districts in applying 

our growing continuum of online 

curriculum and service offerings to  

the myriad of educational challenges 

facing traditional schools.

We also have had notable success in 

family support services, teacher 

assuming management responsibility 

training and staffing options, enroll-

for brick-and-mortar public schools 

ment processing, budget consulting 

in distress. For example, K12 was 

and management, as well as student 

involved with the management of 

performance reporting. While other 

Sarah T. Reed Senior High School 

companies offer online curricula,  

in New Orleans. Working with the 

no other company also offers our 

school district, K12 transformed the 

curriculum expertise, technical 

school to focus on engineering, 

expertise, and breadth of school 

information technology, and bio-

management services, as well as 

medical science—subject areas the 

our track record in delivering them. 

state deemed important to produce 

K12 intends to continue to build 

a technical workforce to support its 

these areas of expertise and use 

economy. In the first year, the school 

them to help school districts and 

had one of the largest performance 

states, and their students.

improvements in the state, and the 

graduation rate has soared. Another 

Dedicated and Engaged

turnaround success story is the 

launch of Chicago’s Youth Connection 

Charter School Virtual High School,  

A driving factor in K12’s success is 

our teachers’ engagement with  

families. Teachers often remark  

SIX

2010 ANNUAL REPORT

K¹² Improves Math and Science 
Scores in Northern Mississippi

The Mississippi Department of Edu cation 

called on K¹² to provide daily math and 

science instruction to three struggling 

elementary schools in the North Panola 

School District. In less than two years, 

math and science proficiency test scores 

surged for students in all three schools.

over 90% 

Parent satisfaction with K12 curriculum quality.

SEVEN

Congratulations to the Class  
of 2010

K12 virtual schools graduated more than 
1,000 students in 2010, and the majority 

of students—93 percent of those 

surveyed—plan to pursue post-high 

school education.

K12 Inc.

that they have more interaction with  

Finally, our work remains firmly 

families than they ever did when 

grounded on the premise that every 

they taught at brick-and-mortar 

child deserves the best possible 

schools. The one-to-one relationship 

education. As we continue to drive 

between teachers and students 

and expand that vision, growth, 

allows consistent communications, 

academic success, and shareholder 

assessments, and targeted inter-

value will follow. We thank you, our 

ventions to ensure that students stay 

fellow shareholders, for your contin-

on their individual path to academic 

ued support and confidence. We 

success. Our teachers have a pas-

believe our future is brighter than 

sion for education that challenges 

ever and we look forward to serving 

students to achieve academic  

more children each and every year.

and personal excellence. Indeed, 

teachers do make a difference in 

children’s lives and are front-line 

champions of our core vision.

Sincerely,

Moreover, our many initiatives and 
Moreover, our many initiatives and 

Ronald J. Packard
Ronald J. Packard

achievements could not occur 
achievements could not occur  

without the dedication of K12’s 
without the dedication of K12
without the dedication of K12
without the dedication of K ’s 

employees—all focused on fulfilling 
employees—all focused on fulfilling 

the vision that now extends to 
the vision that now extends to  

Chief Executive Officer and Founder
Chief Executive Officer and Founder

an array of new markets and 
an array of new markets and 

Andrew H. Tisch
Andrew H. Tisch

expanded offerings. 
expanded offerings. 

Chairman
Chairman

50%

Data suggests that by 2019, about 50 percent of high school 
courses will be delivered online.

— Disrupting Class: How Disruptive Innovation Will Change the Way 

the World Learns, 2008

EIGHT

Form 10-K

UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 10-K

(Mark One)

¥

ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d)
OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended June 30, 2010

n TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d)

OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from

to

Commission File Number 001-33883

K12 Inc.

(Exact name of registrant as specified in its charter)

Delaware
(State or other jurisdiction of
incorporation or organization)
2300 Corporate Park Drive
Herndon, VA 20171
(Address of principal executive offices)

95-4774688
(I.R.S. Employer
Identification No.)
(703) 483-7000
(Registrant’s telephone number,
including area code)

Securities registered pursuant to Section 12(b) of the Act:
Common Stock, $0.0001 par value
Securities registered pursuant to Section 12(g) of the Act:
None
(Title of Class)

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined by Rule 405 of the Securities

Act. Yes n

No ¥

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the

Act. Yes n

No ¥

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the
Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was
No n
required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ¥
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if
any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of
this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post
such files). Yes n

No n

Indicate by check mark if disclosure of delinquent filers pursuant to item 405 of Regulation S-K is not contained
herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements
incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. n

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer,
or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting
company” in Rule 12b-2 of the Exchange Act. (Check one):
Large accelerated filer n

Smaller reporting company n

Accelerated filer ¥

Non-accelerated filer n
(Do not check if a smaller reporting company)

Indicate by check mark whether
No ¥

Act). Yes n

the registrant

is a shell company (as defined in Rule 12b-2 of the

The aggregate market value of the registrant’s voting stock held by non-affiliates of the registrant as of December 31,

2009 was approximately $500,449,800.

Number of shares outstanding of each class of common equity as of September 10, 2010: 30,589,173 shares of

common stock.

DOCUMENTS INCORPORATED BY REFERENCE:

The registrant has incorporated by reference into Part III of this Form 10-K specific portions of its proxy statement

for the registrant’s 2010 Annual Meeting of Stockholders.

TABLE OF CONTENTS

PART I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITEM 1.
Business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITEM 1A. Risk Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITEM 1B. Unresolved Staff Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Properties. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITEM 2.
Legal Proceedings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITEM 3.
(Removed and Reserved) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITEM 4.

PART II . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ITEM 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer

Purchases of Equity Securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selected Financial Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ITEM 6.
ITEM 7. Management’s Discussion and Analysis of Financial Condition and Results of

2
2
30
44
44
44
44

47

47
49

52
Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
78
ITEM 7A. Quantitative and Qualitative Disclosures About Market Risk . . . . . . . . . . . . . . . . . . . . . .
Financial Statements and Supplementary Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITEM 8.
79
ITEM 9.
Changes in and Disagreements with Accountants and Financial Disclosure . . . . . . . . . . . . 112
ITEM 9A. Controls and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
ITEM 9B. Other Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116

PART III. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
ITEM 10. Directors, Executive Officers and Corporate Governance . . . . . . . . . . . . . . . . . . . . . . . . . 116
Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
ITEM 11.
Security Ownership of Certain Beneficial Owners and Management and Related
ITEM 12.
Stockholders Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
ITEM 13. Certain Relationships and Related Transactions, and Director Independence . . . . . . . . . . . 116
Principal Accounting Fees and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
ITEM 14.

PART IV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Exhibits, Financial Statement Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116

ITEM 15.

INDEX TO EXHIBITS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
EX-21.1
EX-23.1
EX-31.1
EX-31.2
EX-32.1

Unless the context requires otherwise, all references in this Annual Report on Form 10-K (Annual Report) to

“K12”, “K12”, “Company”, “we”, “our”, and “us” refer to K12 Inc. and its consolidated subsidiaries.

CERTAIN DEFINITIONS

SPECIAL NOTE ON FORWARD-LOOKING STATEMENTS

This Annual Report contains certain forward-looking statements within the meaning of the Private Securities
Litigation Reform Act of 1995. We have tried, whenever possible, to identify these forward-looking statements
using words such as “anticipates,” “believes,” “estimates,” “continues,” “likely,” “may,” “opportunity,” “potential,”
“projects,” “will,” “expects,” “plans,” “intends” and similar expressions to identify forward looking statements,
whether in the negative or the affirmative. These statements reflect our current beliefs and are based upon
information currently available to us. Accordingly, such forward-looking statements involve known and unknown
risks, uncertainties and other factors which could cause our actual results, performance or achievements to differ
materially from those expressed in, or implied by, such statements. These risks, uncertainties, factors and
contingencies include, but are not limited to: the reduction of per pupil funding amounts at the schools we serve;
reputation harm resulting from poor performance or misconduct by other virtual school operators; challenges from
virtual public school opponents; failure of the schools we serve to comply with regulations resulting in a loss of
funding; discrepancies in interpretation of legislation by regulatory agencies that may lead to payment or funding
disputes; termination of our contracts with schools due to a loss of authorizing charter, failure to renew existing
contracts with schools; and increased competition.

Forward-looking statements reflect our management’s expectations or predictions of future conditions, events
or results based on various assumptions and management’s estimates of trends and economic factors in the markets
in which we are active, as well as our business plans. They are not guarantees of future performance. By their nature,
forward-looking statements are subject to risks and uncertainties. Our actual results and financial conditions may
differ, possibly materially, from the anticipated results and financial conditions indicated in these forward-looking
statements. There are a number of factors that could cause actual conditions, events or results to differ materially
from those described in the forward-looking statements contained in this Annual Report. A discussion of factors
that could cause actual conditions, events or results to differ materially from those expressed in any forward-looking
statements appears in “Part 1 — Item 1A — Risk Factors.”

Readers are cautioned not to place undue reliance on forward-looking statements in this Annual Report or that
we make from time to time, and to consider carefully the factors discussed in “Part 1 — Item 1A — Risk Factors” of
this Annual Report in evaluating these forward-looking statements. These forward-looking statements are repre-
sentative only as of the date they are made, and we undertake no obligation to update any forward-looking statement
as a result of new information, future events or otherwise.

1

ITEM 1. BUSINESS

Our Company

PART I

We are a technology-based education company. We offer proprietary curriculum and educational services
designed to facilitate individualized learning for students in kindergarten through 12th grade, or K-12. Our mission
is to maximize a child’s potential by providing access to an engaging and effective education, regardless of
geographic location or socio-economic background. Since our inception, we have invested more than $175 million
to develop curriculum and an online learning platform that promotes mastery of core concepts and skills for students
of all abilities. This learning system combines a cognitive research-based curriculum with an individualized
learning approach well-suited for virtual public schools, online public district programs, public charter schools,
hybrid programs and private schools that combine varying degrees of online and traditional classroom instruction,
and other educational applications.

We increased total average enrollments in the virtual public schools we serve from 54,962 in fiscal year 2009 to
66,811 in fiscal year 2010, a growth rate of 21.6%. These enrollments exclude students in our direct-to-consumer,
private school, and international channels, as well as our pilot programs. Over the same period, we increased revenues
from $315.6 million to $384.5 million, a growth rate of 21.8%, increased operating income from $22.3 million to
operating income of $35.5 million, a growth rate of 58.8%, and increased net income-K12 Inc. from $12.3 million to
net income-K12 Inc. of $21.5 million, a growth rate of 74.8%. Also over the same timeframe, we increased EBITDA, a
non-GAAP measure (see reconciliation on page 51), from $43.2 million to $61.2 million, a growth rate of 41.8%.

We believe we are unique in the education industry because of our direct involvement in every component of
the educational development and delivery process. Most educational content, software and service providers
typically concentrate on only a portion of that process, such as publishing textbooks, managing schools or providing
testing and assessment services. This traditional segmented approach has resulted in an uncoordinated and
unsatisfactory education for many students. Unburdened by legacy, we have taken a holistic approach to the
design of our learning system. We have developed an engaging curriculum which includes online lessons delivered
over our proprietary school platform. We combine this with a rigorous system to test and assess students and
processes to manage school performance and compliance. In addition, our professional development programs
enable teachers to better utilize technology for instruction. Our end-to-end learning system is designed to maximize
the performance of the schools we serve and enhance student academic achievement.

As evidence of the benefit of our holistic approach, the virtual public schools we serve generally test near state
averages on standardized achievement tests. These results have been achieved despite the enrollment of a
significant number of new students each school year who have had limited exposure to our learning system prior
to taking these required state tests. Students using our learning system for at least three years usually perform better
on standardized tests relative to state averages than students using it for one year or less. The efficacy of our learning
system has also helped us achieve high levels of customer satisfaction.

We deliver our learning system to students primarily through virtual public schools and are building an
institutional business with sales directly to school districts. The virtual public schools we serve, as with any public
school, must meet state educational standards, administer proctored exams and are subject to fiscal oversight. The
fundamental difference is that students attend virtual public schools primarily over the Internet instead of traveling
to a physical classroom. In their online learning environment, students receive assignments, complete lessons, and
obtain instruction from certified teachers with whom they interact online, telephonically, in virtual classroom
environments, and sometimes face-to-face. Many states have embraced virtual public schools as a means to provide
families with a publicly funded alternative to a traditional classroom-based education. For parents who believe their
child is not thriving and for whom relocating or private school is not an option, virtual public schools can provide a
compelling choice. This widespread availability makes them the “most public” of schools. From an education
policy standpoint, virtual public schools often represent a savings to the taxpayers when compared with traditional
public schools because they are generally funded at a lower per pupil level than the per pupil state average reported
by the U.S. Department of Education. Finally, because parents are generally not required to pay tuition, virtual
public schools make our learning system available to the broadest range of students.

2

We offer virtual public schools our proprietary curriculum, online learning platform and varying levels of
academic and management services, which can range from targeted programs to complete turnkey solutions.
Without the requirement of a physical classroom, virtual schools can be scaled quickly to accommodate a large
dispersed student population, and allow more capital resources to be allocated towards teaching, curriculum and
technology rather than towards a physical infrastructure.

For the 2010-11 school year, we will manage schools in 27 states and the District of Columbia. For the most
part, these schools are able to enroll students on a statewide basis. Most of these enrollments are in virtual public
schools. We are serving a growing number of hybrid schools the first of which opened in Chicago in 2006. A hybrid
school is a virtual public school that combines the benefits of face-to-face time for students and teachers in a
traditional classroom setting along with the flexibility and individualized learning advantages of online instruction.
In July 2010, through our acquisition of KC Distance Learning, Inc. (KCDL), we have added the iQ Academies that
serve statewide virtual public schools in six states where we also serve other schools.

A new online alternative for students are district-based programs that typically only accept enrollments from
their own district. We have established a dedicated sales team to focus on this sector, and through our acquisition of
KCDL in July 2010, we increased the size and expertise of this sales team and expanded our course portfolio to
provide school districts with more options. The services we provide to these districts are designed to assist them in
launching their own distance learning programs and vary according to the needs of the individual school districts
and may include teacher training programs, administrator support and our student account management system.
With our services, districts can offer programs that allow students to participate full-time, as their primary school, or
part-time, supplementing their education with a single elective or core course.

In addition, parents can purchase our curriculum and learning solutions directly to facilitate or supplement
their children’s education. In 2008, we launched the K12 International Academy, a private school that we operate
using our curriculum. This private school is accredited and enables us to offer students throughout the United States
and worldwide the same full-time education programs that we provide to the virtual public schools we serve. This
school is organized as a private international school and enrolled students can interact with their classmates from
more than 60 countries. Through our acquisition of KCDL, we have added The Keystone School, a private school
that has been serving students for over 35 years and offers online and correspondence courses.

In April 2010, we formed a joint venture with Middlebury College known as Middlebury Interactive
Languages LLC (MIL) to develop online foreign language courses. We contributed substantially all of the assets
in our Power-Glide Language Courses Inc. (Power-Glide), subsidiary, along with certain intellectual property
licenses and cash for a 60% interest in the joint venture. As a majority-owned subsidiary, we will consolidate the
financial statements of MIL into our financial statements. Middlebury contributed a license to use its school name,
its Middlebury-Monterey Language Academy (MMLA) business and cash for a 40% interest in the joint venture.
We offer these MIL courses in our virtual public schools and believe they have wide applicability in online learning.
This new venture will create innovative, online language programs for pre-college students and will leverage
Middlebury’s recognized experience in foreign language instruction and our expertise in online education.
Language faculty from Middlebury will work with us to develop and manage the academic content of the
Web-based language courses, which we will offer through its online education programs. The new courses will use
features such as animation, music, videos and other elements that immerse students in new languages. The first
courses, beginner French and Spanish for high school students, will be offered for the 2010-11 school year. The joint
venture will also expand the Middlebury-Monterey Language Academy, a language immersion summer program
for middle and high school students. MMLA offers Arabic, Chinese, French, German and Spanish at its summer
four-week residential session at four college campuses.

In July 2010, we acquired all of the stock of KC Distance Learning, Inc. (KCDL), a provider of online
curriculum and public and private virtual education, for approximately $63 million in 2.75 million non-voting
shares of a new class of preferred stock (Series A Shares). If approved by a shareholder vote, these shares are
eligible to convert to common stock on a one-for-one basis. If converted and outstanding for the full fiscal year
ended June 30, 2010, the Series A Shares would have increased our total dilutive shares outstanding by
approximately 9.2%. The KCDL businesses include: Aventa Learning (online curriculum and instruction), the
iQ Academies (statewide virtual public charter schools for middle and high school), and The Keystone School

3

(international online private school). Aventa Learning offers to schools and school districts over 140 core, elective
and AP» courses in grades 6-12, from credit recovery courses to full-scale virtual school programs, as well as
instructional services. Aventa Learning is accredited by the Northwest Association of Accredited Schools (NAAS).
The Keystone School is an online private school for middle and high school students, which is also accredited by the
NAAS. It was established in 1974 and has served over 250,000 students from 84 countries. The school enrolls both
full-time and part-time students and its course offerings are supported by certified teachers. The iQ Academies are
statewide online public schools that partner with school districts or public charter schools to serve middle and high
school students. iQ Academies currently operate in Kansas, Minnesota, Nevada, Texas, Washington, and Wis-
consin. With the formation of MIL and the addition of KCDL, we believe we have improved our growth potential
and the ability to scale our business even further.

Families that choose our educational programs for their children come from a broad range of social, economic
and academic backgrounds. They share the desire for individualized instruction so as to maximize their child’s
potential. Examples include, but are not limited to, families with: (i) students seeking to learn faster or slower than
they could in a “one size fits all” traditional classroom; (ii) safety, social and health concerns about their local
school; (iii) students with disabilities who are underserved in traditional classrooms; (iv) students with geographic
or travel constraints; and (v) student-athletes and performers who are not able to attend regularly scheduled classes.
Our individualized learning approach allows students to optimize their individual academic performance and,
therefore, their chances of achieving their goals.

Our History

We were founded in 2000 to utilize advances in technology to provide children access to a high-quality
education regardless of their geographic location or socio-economic background. Given the geographic flexibility
of technology-based education, we believed that the pursuit of this mission could help address the growing concerns
regarding the regionalized disparity in the quality of public school education, both in the United States and abroad.
The convergence of these concerns and rapid advances in Internet technology created the opportunity to make a
significant impact by deploying a high quality learning system on a flexible, online platform.

In fiscal year 2002, after 18 months of research and development of our curriculum, we launched our
kindergarten through 2nd grade offering in two states and served approximately 900 average enrollments. By fiscal
year 2005, we completed our K-8 offering and served 10 new states. Over the next three years, we completed our
high school offering and served another nine states. In fiscal year 2006, we developed and launched our first hybrid
program that combines face-to-face time in a classroom with online instruction.

In fiscal year 2007, we acquired Power-Glide Language Courses Inc. (Power-Glide), a provider of online world
language courseware and later that year, we completed our initial public offering of our common stock on the New
York Stock Exchange. In fiscal year 2008, we launched the K12 International Academy and later that year, entered
into a joint venture to distribute our learning system in the Gulf Cooperating Countries with a branch facility in
Dubai. In fiscal year 2010, we added four states and increased our average enrollments to approximately 67,000
students. In fiscal year 2010, besides serving new states, we formed a joint venture with Middlebury College to
develop world languages courses and acquired KC Distance Learning, Inc. For the 2010-11 school year, we began
serving virtual public schools in Massachusetts and Michigan and now fully manage schools in 27 states and the
District of Columbia.

Our Market

The U.S. market for K-12 education is large and growing. For example:

(cid:129) According to the National Center for Education Statistics (NCES), a division of the U.S. Department of
Education, approximately 50 million students attended K-12 public schools during the 2009-10 school year.
In addition, according to National Home Education Research, approximately two million students are home

4

schooled and, according to 2009 NCES report, approximately six million students are enrolled in private
schools.

(cid:129) According to the NCES, the public school system alone encompassed more than 98,000 schools and

approximately 14,000 districts during the 2008-09 school year.

(cid:129) The NCES estimates that total spending in the K-12 market was $661 billion for the 2009-10 school year.

Parents and lawmakers are demanding increased standards and accountability in an effort to improve academic
performance in U.S. public schools. As a result, each state is now required to establish performance standards and to
regularly assess student progress relative to these standards. We expect continued focus on academic standards,
assessments and accountability in the future. The precise forms of accountability will be debated as part of the
reauthorization of the federal Elementary and Secondary Education Act (ESEA), which could occur as soon as
2011. The Obama Administration has issued a Blueprint for ESEA Reauthorization and we view the focus on
quality curriculum in this initiative to achieve the goal of college-ready students as a positive step and one that is
consistent with the rigor of our academic programs and curriculum.

Many parents and educators are also seeking alternatives to traditional classroom-based education that can
help improve academic achievement. Demand for these alternatives is evident in the growing number of choices
available to parents and students. For example, charter schools emerged in 1988 to provide an alternative to
traditional public schools. Currently, 40 states and the District of Columbia have passed charter school legislation
and there are approximately 5,000 charter schools in the U.S. with an estimated enrollment of over 1.5 million
students according to the Center for Education Reform. Similarly, acceptance of online learning initiatives,
including not only virtual schools but also online testing and Internet-based professional development, has become
widespread. According to the International Association for K-12 Online Learning, as of August 2010, 46 states had
established a significant form of online learning initiative, and Alabama became the second state in the country after
Michigan to pass legislation mandating that high school students take an online or technology enhanced course in
order to graduate. In addition, the current presidential administration has supported charter school growth by linking
the removal of restrictions on the growth of charter schools to federal stimulus funding, including “Race to the Top”
grants. As a result, many states that have placed enrollment caps or other limitations on charter schools, including
online charter schools, are in the process of eliminating or revising such restrictions. Both Massachusetts and
Michigan passed legislation in 2010 which encouraged the development of full-time online schools.

Educational Philosophy

The design, development and delivery of our proprietary learning system that facilitates individualized
learning is utilized in the virtual public schools and public hybrid schools that account for most of our revenue is
based on the following set of guiding principles:

(cid:129) Apply “Tried and True” Educational Approaches for Instruction. Our learning system is designed to
utilize both “tried” and “true” methods to drive academic success. “True” methodologies are based on
cognitive research regarding the way in which individuals learn. We also supplement our learning system
with teaching tools and methodologies that have been tested, or “tried,” and proven to be effective. This
“tried and true” philosophy allows us to benefit from both decades of research about learning, and effective
methods of teaching.

(cid:129) Employ Technology Appropriately for Learning. While all of our courses are delivered primarily through
an online platform and generally include a significant amount of online content, we employ technology only
where we feel it is appropriate and can enhance the learning process. In addition to online content, our
curriculum includes a rich mix of course materials, including engaging textbooks and hands-on materials
such as phonics kits and musical instruments. Furthermore, our teachers utilize telephonic contact as well as
email and virtual electronic classrooms. We believe our balanced use of technology and more traditional
approaches help to maximize the effectiveness of our learning system.

(cid:129) Base Learning Objectives on “Big Ideas.” We refer to “big ideas” as the key, subconscious frameworks
that serve as the foundation to a student’s future understanding of a subject matter. For example, an
understanding of waves is fundamental to a physicist’s understanding of quantum mechanics; therefore, we

5

teach 1st graders the fundamentals of waves. We use these “big ideas” to organize and provide the master
objectives of every course we develop.

(cid:129) Assess Every Objective to Ensure Mastery. Ongoing assessments are the most effective way to evaluate a
student’s mastery of a lesson or concept. To facilitate effective assessment, our curriculum establishes clear
objectives for each lesson. Throughout a course, each student’s progress is assessed at a point when each
objective is expected to be mastered, providing direction for appropriate pacing. These periodic and well-
timed assessments reinforce learning and promote mastery of a topic before a student moves to the next
lesson or course.

(cid:129) Facilitate Flexibility as the Level, Pace and Hours Spent on Each Objective Vary by Child. We believe that
each student should be challenged appropriately. Generally, adequate progress for most students is to
complete one academic year’s curriculum within a nine-month school year. Each individual student may
take greater or fewer instructional hours and more or less effort than the average student to achieve this
progress. Our learning system is designed to facilitate this flexibility in order to ensure that the appropriate
amount of time and effort is allocated to each lesson.

(cid:129) Prioritize Important, Complex Objectives. We have developed a clear understanding of those subjects and
concepts that are difficult for students. Greater instructional effort is focused on the most important and
difficult concepts and skills. We use existing research, feedback from parents and students and experienced
teacher judgments to determine these priorities, and to modify our learning system to guide the allocation of
each student’s time and effort.

(cid:129) Ensure Fundamental Content Soundness. Our credentialed subject matter experts (SMEs) or “Content
Specialists” bring their own scholarly and teaching backgrounds to course design and development and are
required to maintain relationships with and awareness of guidelines from nearly 40 national and interna-
tional subject-area associations.

Products and Services

Our Products

Curriculum

Our curriculum consists of the online lessons, learning kits and lesson guides. We have developed an extensive
catalogue of proprietary courses designed to teach concepts to students from kindergarten through 12th grade. A
single year-long course generally consists of 120 to 180 unique instructional lessons. Each lesson is designed to last
approximately 45 to 60 minutes, although students are able to work at their own pace.

Online Lessons. Our online lessons are accessed through an Online School (OLS) platform for K-8, or the
e-college platform for high school. Each online lesson provides the roadmap for the entire lesson including direction
to specific online and offline materials, online lesson content and a summary of the major objectives for the lesson.
Lessons utilize a combination of innovative technologies including flash animations, audio, video and other online
interactivity, coordinated textbooks and hands-on materials and individualized feedback to create an engaging,
responsive and highly effective curriculum. Each lesson also contains an online assessment to ensure that students
have mastered the material and are ready to proceed to the next lesson, allowing them to work at their own pace.
Pronunciation guides for key words and references to suggested additional resources, specific to each lesson and
each student’s assessment, are also included.

6

Learning Kits. Many of our courses utilize a series of learning kits in conjunction with the online lessons to
help maximize the effectiveness of our learning system. In addition to receiving access to our online lessons through
the Internet, each student receives a shipment of materials, including award winning textbooks, art supplies,
laboratory supplies (e.g. microscopes and scales) and other reference materials which are incorporated throughout
our curriculum. This approach is consistent with our guiding principle to utilize technology where appropriate in
our learning system. Most of the textbooks we use are proprietary textbooks that are written in a way that is designed
to be engaging to students and to complement the online experience. We have also converted an initial set of our
books into an electronic format enabling us to offer options to enhance the student experience without physical
books. We believe that our ability to effectively combine online lessons and materials is a competitive advantage.

Lesson Guides. Our courses are generally paired with a lesson guide. Lesson guides work in coordination
with the online lessons and include the following: overview information for learning coaches, lesson objectives,
lesson outlines and activities, answer keys to student exercises and suggestions for explaining difficult concepts to
students.

7

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K-8 Courses

From kindergarten through 8th grade, our courses are categorized into six major subject areas: English and
Language Arts, Mathematics, Science, History, Art and Music, and World Languages. Our proprietary curriculum
includes all of the courses that students need to complete their core kindergarten through 8th grade education. These
courses focus on developing fundamental skills and teaching the key knowledge building blocks or schemas that
each student will need to master the major subject areas, meet state standards and complete more advanced
coursework. Unlike a traditional classroom education, our learning system offers the flexibility for each student to
take courses at different grade levels in a single academic year, providing flexibility for students to progress at their
own level and pace within each subject area.

Our new MARK12 Reading program is designed to bring students in grades 3-5 up to grade level reading
abilities within one calendar year, while our new Middle School Pre-Algebra and Algebra courses include an
award-winning textbook that supplements online lessons which provide demonstrations of concepts, as well as
interactive problems with contextual feedback. In addition, the flexibility of our learning system allows us to tailor
our curriculum to state specific requirements. For example, we have developed 39 courses specifically created for
Arkansas, Georgia, Hawaii, South Carolina, Texas, Utah, Washington, and Virginia public schools. In addition to
the ongoing evolution and full-scale deployment of our innovative K-5 Math+ program, we also created 54 custom
Math+ sequences to serve specific state-based needs.

High School Courses

The curriculum sought by students in each of the high school grades is much broader and varies from student to
student, largely as a result of the increased flexibility in course selection required for high school students.
Journalism, Environmental Science, AP» European History, and Service Learning highlight the list of new high
school course offerings this year. Our proprietary core curriculum accounts for approximately 90% of our high
school course enrollments and we offer other more specialized electives licensed from third-parties.

10

Aventa, iQ Academies, and The Keystone School Curriculum

With our acquisition of KC Distance Learning, we also offer curriculum marketed under the Aventa, iQ
Academies, and The Keystone School brand names. The following table provides a list of our high school courses
offered under these trademarks:

Advanced Placement*

Language Arts

Math

Science

Social Studies

Grammar and Composition
English I
English II
English III
English IV
Creative Writing
Journalism**

Pre-Algebra
Algebra I
Geometry
Algebra II
Trigonometry**
Pre-Calculus**
Calculus
Consumer Math
Integrated Math

Physical Science
Earth Science
Biology
Chemistry
Physics
Environmental Science

Geography
World History
American History
American Government**
Civics**
Economics**

AP Art History
AP Biology
AP Calculus AB
AP Calculus BC
AP Chemistry
AP Computer Science A
AP English Language
AP English Literature
AP Environmental Science**
AP European History
AP French Language
AP Macroeconomics**
AP Microeconomics**
AP Physics B
AP Psychology**
AP Spanish Language
AP Statistics
AP US Government**
AP US History
AP World History

World Languages

Technology

Electives

Computer Fundamentals
Game Design
Flash Animation**
Digital Photography**
Web Design*
Digital Video Production**
VB.Net Programming**
Java Programming

Accounting
Art Appreciation **
Career Planning**
Driver’s Education**
Health**
Life Skills**
Music Appreciation **
Nutrition & Wellness**
Personal Finance **
Physical Education
Psychology**
Sociology

Spanish I
Spanish II
Spanish III
Spanish IV
French I
French II
French III
French IV
German I
German II
German III
German IV
Japanese I
Japanese II
Mandarin (Chinese) I
Mandarin (Chinese) II
Latin I
Latin II

Foundations

Algebra I
American History
Biology
Earth Science
English I
English II
English III
English IV
Geography
Geometry
Health*
Physical Science
World History

* Aventa Learning has been authorized to use the AP designation by successfully passing The College Board’s

reviews. AP and Advanced Placement Program are registered trademarks of The College Board.

** .5 credit course

Notes: Italicized courses are licensed on a per enrollment basis from third parties for the 2010-11 school year.

11

The following table provides a list of our grades 6-8 course offerings marketed under the Aventa, iQ Academy,

and The Keystone School trademarks:

Language Arts

Language Arts 6
Language Arts 7
Language Arts 8

Math

Math 6
Math 7
Math 8

Science

Science 6
Science 7
Science 8

Social Studies

Electives

Social Studies 6
Social Studies 7
Social Studies 8

Art 6*
Art 7*
Art 8*
Career Explorations*
Health 6*
Health 7*
Health 8*
Music 6*
Music 7*
Music 8*
Physical Education 6*
Physical Education 7*
Physical Education 8*
World Language Survey*

* .5 credit course

Aventa Credit Recovery Catalogue

Language Arts

Math

Science

Social Studies

Electives

English I (E)
English II (E)
English III (E)
English IV (E)

Algebra I (E)
Algebra II
Geometry (E)

Biology (E)
Earth Science (E)
Physical Science (E)

American Government*
American History (E)
Geography (E)
World History (E)

Health*
Physical Education*
Spanish I

* = .5 credit course

(E) = ELL-Assistive Content Included in this Course

Aventa courses are written to national academic standards and each of Aventa’s 22 AP courses has been
reviewed and approved by The College Board. Aventa’s Online Courses are developed by subject matter experts,
designed by multimedia teams and delivered by highly qualified high school instructors. Aventa classes are
primarily delivered over the Internet and use a variety of interactive elements to keep students engaged throughout.
A deep understanding of K-12 pedagogy, as well as the human factors associated with online technology, are
integrated into Aventa’s product development.

Students with different learning styles, post-high school plans and diverse educational backgrounds enroll in
The Keystone School. Most students seek to earn a high school diploma, but many enroll in supplemental courses
and transfer the credits they earn to their resident high school. Keystone classic high school program, known as
Keystone Independent is for students in grades 9-12 who excel in an independent learning environment and students
with parents taking an active role in their child’s education. More than 80 courses are available in this program both
online and in printed correspondence formats. Keystone’s newest program, known as Keystone Comprehensive is
for students in grades 11-12 seeking additional support, interaction and feedback to help them succeed. More than
50 online courses, including exclusive college preparatory courses, are available in this program. Advanced
Placement courses are available to students in all Keystone programs. AP courses offer advanced students the
opportunity to take courses with more challenging college-level content. Students who complete AP courses are
eligible to take the AP exams administered each May by the College Board.

Middlebury Interactive Languages

We offer online foreign language courses and summer foreign language instruction programs through our joint
venture with Middlebury College, Middlebury Interactive Languages LLC. In addition to our existing power-
speak12 language courses, this new venture will create innovative, online language programs for pre-college
students. The new courses will use instructional tools such as animation, music, videos and other elements that
immerse students in new languages. The first courses, beginner French and Spanish for high school students, will be
offered for the 2010-11 school year. The joint venture will also expand the Middlebury-Monterey Language
Academy (MMLA), a foreign language immersion summer program for middle and high school students. MMLA

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offers Arabic, Chinese, French, German and Spanish at its four-week summer residential session at four college
campuses.

Innovative Learning Applications

In order to continue to enhance the user experience and instructional methods of our learning system, we strive
to develop new technologies and learning applications, and adapt our curriculum to new technology platforms.

(cid:129) Mobile Learning: Several mobile application initiatives are underway to deploy innovative educational
tools for the mobile environment. With the explosion of mobile devices, our mobile applications will create
the ability for a student to learn “on-the-go” allowing for more efficient learning and mastery of content. The
initial deployment of applications is targeted for the iPhone and Android marketplaces and involves
enhancing many of our award-winning curriculum features adapted for the mobile application space.

(cid:129) Interactive Games: An active educational games initiative is delivering new methods for teaching,
practice, and review of K-12 concepts using a variety of game types and features, e.g. narrative/immersive
styles, in-game methods for motivation such as rewards, persistent data, complex algorithms, etc. These
games make use of extensive research and educational best practices, as well as address targeted learning
objectives and common misconceptions. Several game projects are underway including a “Space Rescue”
fraction games pilot with the University of Washington, a partnership with Muzzy Lane Software on their
“ClearLab project” to create 3D games for middle school science, and the development of several
proprietary efforts that include fluency games in elementary math and spelling.

(cid:129) Virtual Labs: We have continued to develop alternatives for customers who desire different materials-
related strategies. This includes converting existing materials-based High School Science labs into highly
interactive Virtual Labs that meet state standards and still maintain teaching the original learning objectives.

(cid:129) eBook & Digital Book Distribution: We have converted an initial set of our proprietary books into an
electronic format across our high school product, including textbooks, reference guides, literature readers,
and lab manuals. This digital delivery ability enables us to offer options to our customers via interactive
online books that enhance the student’s reading experience, reinforce the student’s learning approach, and
create a new method for delivering book and print materials. Each offline book is converted into an
electronic book format with a custom user interface to be viewed via a standard web browser or a
commercially available electronic reader (Kindle, Nook, etc.).

Online School Platform

We are launching a new Online School (OLS) platform for the 2010-11 school year. The new Online School
platform is an adaptive, intuitive, web-based software platform that provides access to our online lessons, our lesson
planning and scheduling tools, as well as our progress tracking tool which serves a key role in assisting parents and
teachers in managing each student’s progress. The new OLS will also be the central structure through which
students, parents, teachers and administrators interact using Kmail (our secure internal communications center) and
Class Connect (our integrated synchronous session scheduler). Because the OLS is a web-based platform, students,
parents and teachers can access our online tools and lessons through the OLS from anywhere with an Internet
connection at any time of the day or night. We license a third-party learning management platform for use in our
high school program.

(cid:129) Lesson Planning and Scheduling Tools.

In a school year, a typical student will complete between 800 and
1,200 lessons across six or more subject areas. Our lesson planning and scheduling tools enable teachers and
parents to establish an individualized plan for each student to complete his or her lessons. These tools are
designed to dynamically update the lesson plan as a student progresses through each lesson and course,
allowing flexibility to increase or decrease the pace at which the student moves through the curriculum while
ensuring that the student progresses towards completion in the desired time frame. For example, the
schedule can easily be adapted to accommodate a student who desires to attend school six days a week, a
student who is interested in studying during the winter holidays to take time off during the spring, or a
student who chooses to take two math classes a day for the first month of the school year and delay art classes

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until the second month of the school year. Moreover, changes can be made to the schedule at any point
during the school year and the remainder of the student’s schedule will automatically be adjusted in the OLS.
Unlike a traditional classroom education, our learning system offers the flexibility for each student to take
courses at different grade levels in a single academic year providing flexibility for students to progress at
their own level and pace within each subject area. The curriculum includes assessments built into every
lesson to guide and tailor the pace of progress to each child’s needs.

(cid:129) Progress Tracking Tools. Once a schedule has been established, the OLS delivers lessons based upon the
specified parameters of the school and the student. Each day, a student is initially directed to a screen listing
the syllabus for that particular day and begins the school day by selecting one of the listed lessons. As each
lesson is completed, the student returns to the day’s syllabus to proceed to the next subject. If a student does
not complete a lesson during the session, the lesson will be rescheduled to the next day and will resume at the
point where the student left off. Our progress tracking tool allows students, parents and teachers to monitor
student progress. In addition, information collected by our progress tracking tool regarding student
performance, attendance and other data is transferred to our proprietary management system for use in
providing administrative support services. This instructional program includes several processes and
educational techniques that embrace proactive intervention. As a result, we can provide high quality
instruction and intervention equal to student needs.

(cid:129) Assessment Tracking Tools: Good assessment and feedback are critical to efficient and successful
learning. Assessments help the parent, teacher, and student see that the student is achieving important
learning objectives. Assessments show growth and progress, as well as any content areas that might need
extra work. These tools also help us improve the program by providing information on the effectiveness of
specific instructional activities and the curriculum overall.

Our program makes use of a variety of formative and summative assessment instruments:

(cid:129) Lesson assessments are used to verify mastery of the objectives for that lesson and to determine whether a

review of some or all of the lesson is advisable.

(cid:129) Unit assessments show whether or not the student has retained key learning objectives for the unit, and

identify specific objectives students may need to review before moving on.

(cid:129) Semester assessments verify student mastery of key learning objectives for the semester.

Independent third-party assessments are used in most of our managed schools to pinpoint specific individual
student strengths and weaknesses relative to state content standards. These results enable the teacher to develop a
highly personalized individual learning plan for each student. End of year testing provides a measure of individual
student growth demonstrating the value-added gains of the school program.

School Management Systems

The Student Administration Management System (SAMS) is our proprietary Student Information System.
SAMS is integrated with the OLS and several other proprietary systems including our Online Enrollment System
that allows parents to complete school enrollment forms online and our Order Management System (OMS) that
generates orders for learning kits and computers to be delivered to students. SAMS houses student-specific data and
is used for a variety of functions, including enrolling students in courses, assigning progress marks and grades,
tracking student demographic data, and generating student transcripts. In 2008, we launched TotalView, a suite of
online applications that provides administrators, teachers, parents and students a unified view of student progress,
attendance, communications, and learning kit shipment tracking. TotalView provides a sophisticated means of
documenting student engagement in required classroom activities, identification of those students struggling with
grade level state content standards, and previous year’s performance on state tests. TotalView also houses Kmail,
our internal communications medium. Through Kmail, administrators and teachers can communicate electron-
ically with learning coaches and students in a secured environment. Finally, in 2009, TotalView was enhanced to
include an enrollment processing and tracking tool that allows us to closely monitor and manage the enrollment
process for new students.

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Student Community Tools

We place a strong emphasis on the importance of building a sense of community in the schools we manage. We
offer tools that foster communication and interaction among students and parents. We launched thebigthinK12 in the
fall of 2008, our secure, online community for enrolled high school students (age 13 and over), parents, teachers,
school administrative staff and our staff. It is built using a third party platform and includes the following
capabilities: discussion boards, blogs, document repository, calendars, RSS feeds, polls, profiles and private
messaging. The community is also professionally monitored by an independent third party. Additionally, our family
directory web-based tool enables parents to organize online and offline social activities for their children. Parents
can run searches based on criteria such as their child’s location, age or interests (such as hobbies or sports) to locate
and contact other parents of children with similar interests to facilitate student interaction.

Our Services

We provide a wide array of services to students and their families as well as directly to virtual public schools,
hybrid schools and school districts. Our services can be categorized broadly into academic support services and
management and technology services.

Academic Support Services

Teachers and Related Services. Teachers are critical to the educational success of students in schools.
Teachers in the virtual public schools and hybrid schools that we serve are generally employed by the school, with
the ultimate authority over these teachers residing with the school’s governing body. Under our service agreements,
we often recruit, train and provide management support for these teachers. Historically, we have seen significant
demand for teaching positions in the virtual public schools that we serve.

We use a rigorous evaluation program for making hiring recommendations to the schools we serve. We recruit
teachers who, at a minimum, are state certified and meet the federal requirements for designation as a “Highly
Qualified Teacher,” and generally have at least three years of teaching experience. We also seek to recruit teachers
who have the skill set necessary to be successful in a virtual environment. Teaching in a virtual public school or
hybrid school is characterized by heightened one-on-one student-teacher and parent-teacher interaction, so these
teachers must have strong interpersonal communications skills. Additionally, a virtual public school or hybrid
school teacher must be creative in finding ways to effectively connect with their students and integrate themselves
into the daily lives of the students’ families.

New teachers participate in our comprehensive training program during which, among other things, they are
introduced to our educational philosophy, our curriculum and our OLS and other technology applications, and are
provided strategies for communicating and connecting with students and their families in a virtual environment. We
also provide ongoing professional development opportunities for teachers so that they may stay abreast of changing
educational standards, key learning trends, and sound pedagogical strategies which we believe enhance their
teaching abilities and effectiveness.

In addition to our compliance with state-mandated testing programs, we have instituted a student progress
testing program in cooperation with a third party provider of standardized testing services. The results of this testing
helps us manage the quality of our academic programs using widely recognized services from an industry-leading
third party.

Gifted and Special Education Services. We believe that our individualized learning system is able to
effectively address the educational needs of gifted and special education students because it is self-paced and
employs flexible teaching methods. For students requiring special attention, we employ a national director who is
an expert on the delivery of special education services in a virtual public school environment and who oversees and
directs the special education programs at the schools we serve. We direct and facilitate the development and
implementation of “individualized education plans” for students with special needs. Our special education program
is compliant with the federal Individuals with Disabilities Education Act and all state special education require-
ments. Each special needs student is assigned a certified special education teacher who arranges for any required
ancillary services, including speech and occupational therapy, and any required assistive technologies, such as

15

special computer displays or speech recognition software. We support gifted and talented students through our
advanced learner program. Advanced learners are able to participate in a wide variety of enrichment seminars,
clubs, and mentoring opportunities both at the school level and at the national level. Gifted students are connected
to each other across state boundaries through learning circles, book clubs, and other special-interest activities. In
addition, parent sessions allow for the discussion of topics specific to parents of advanced students.

Supporting At-Risk Learners. We have a commitment to closing the achievement gap for those students who
enter our virtual public schools behind their same-age peers. To that end, we conduct both summative and formative
assessments during the course of the school year in order to identify those students needing specific remedial
support as well as measure the effectiveness of those supports. Student growth and progress is reported to
administrators, teachers, parents and students regularly.

Student Support Services. We provide students attending virtual public schools that we serve and their
families with a variety of support services to ensure that we effectively meet their educational needs and goals. We
offer support to address any questions or concerns that students and their parents have during the course of their
matriculation. We plan and coordinate social events to offer students opportunities to meet and socialize with their
virtual public school peers. Finally, in connection with our high school offering, each student is assigned a
homeroom teacher, an advisor and/or a guidance counselor who assists them with academic issues, college and
career planning and other support as needed.

Management Services

Turnkey Services. For most of our statewide virtual public schools and hybrid schools, we provide turnkey
management services. In these circumstances, we take responsibility for all aspects of the management of the
schools, including monitoring academic achievement, teacher hiring and training, compensation of school
personnel, financial management, enrollment processing and provision of curriculum, equipment and required
services. In 2007, the Commission on International and Trans-regional Accreditation (CITA), a leading worldwide
education accreditation agency, now a division of AdvancED, thoroughly evaluated our school management
services and we ultimately received its prestigious accreditation.

Compliance and Tracking Services. Operating a virtual public school or hybrid school entails most of the
compliance and regulatory requirements of a traditional public school. We have developed management systems
and processes designed to ensure that schools we serve are in compliance with all applicable requirements,
including tracking appropriate student information and meeting various state and federal reporting requirements.
For example, we collect enrollment related information, monitor attendance and administer proctored state tests. As
we have expanded into new states, our processes have grown increasingly robust, and we believe our compliance
and tracking processes provide us with a distinct competitive advantage.

Financial Support Services. For the schools we manage, we oversee the preparation of the annual budget and
coordinate with the school’s directors to determine their annual objectives. In addition, we implement an internal
control framework, develop policies and procedures, provide accounting services and payroll administration,
oversee all federal entitlement programs, arrange for external audits and ensure all state and local compliance
reporting is met.

Facility, Operations and Technology Support Services. We operate administrative offices and all other
facilities on behalf of the virtual public schools we serve. We provide these schools with a complete technology
infrastructure. In addition, we provide a comprehensive student help desk solution to address their computer or
other technical issues.

Human Resources Support Services. We are actively involved in hiring virtual public school administrators,
teachers and staff, through a thorough interview and orientation process. To better facilitate the hiring process, we
review and analyze the profiles of teachers that have been highly effective in our learning system to identify the
attributes desired in future new hires. While most schools employ teachers directly, we also negotiate and secure
employment benefits for teachers on behalf of the schools and administer employee benefit plans for school
employees. Additionally, we assist the schools we serve in drafting and implementing administrative policies and
procedures.

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Product Development

We develop our products and related service offerings through a highly collaborative process that blends
cognitive research with an innovative development approach by utilizing best practices from the education industry
and other industries. Our approach provides for effective content and rapid time to market. Unlike many traditional
content companies that may take several years to develop a new course, our course development process usually
takes between six and 12 months, depending upon grade and subject.

Using highly skilled resources, we follow a six-stage product development process beginning with idea-
generation and carrying through to post-production evaluation. Our ability to continually modify our products
based upon student, parent and teacher feedback and assessment data is one of the significant advantages of our
online curriculum. All of our lessons contain a user feedback button that allows us to identify learning issues on a
real-time basis. In a given week, we receive hundreds of feedback items from students, parents and teachers. The
related descriptions below illustrate each stage in our product development process.

Blueprint Stage. During this stage of development, we gather the key requirements for a new product, which
may be a new course or a group of related courses. We conduct a thorough review to identify all of the cognitive
research related to learning of the subject and gain an understanding of the stages a student will go through in
mastering the subject material. We also look at how experts perform in the subject. Expert-novice research has
shown that an experts’ knowledge of a domain is contained in a subconscious framework, the components of which
can help guide the development of a course. During this stage, we also analyze state standards to confirm that we are
encompassing the elements of the nation’s highest state standards and that we are building courses which meet or
surpass all state standards.

Design Stage. We begin the design stage by developing the learning environment in which the product will
be used. This includes understanding the types of students that will be using the product, how the course will be
taught, the learning objectives within the course and what online and offline materials can be utilized. We then
produce a design document and our creative teams develop a work plan for every aspect of the product, including
the look and feel of the product, level of functionality and length of the course. We produce, test and refine
prototypes with focus groups of students, teachers and parents.

Pre-production Stage. With the work plan complete, a pre-production team is assembled to develop the
scope and sequence of the course. The scope and sequence is an ordered collection of learning objectives based on
cognitive research and state standards. These learning objectives, once organized, guide the production team in the
creation of the individual course lessons. The pre-production team also creates the list of materials that will be
required and provides this list to our logistics group for sourcing.

Production Stage. During this stage, the product is built in accordance with the work plan. First, manu-
scripts, storyboards and lesson design specifications are created. Online screens, offline materials such as
textbooks, simulations, photographs, and other reference materials are then created, reviewed and refined. Rights
for licensed materials are cleared at this point, if needed. Each lesson then goes through a rigorous quality review
before being released.

Support Stage. The goal during this stage is to support the initial launch and ongoing utilization of our
lessons and to enhance the products during the course of their useful life. We break this stage down into three
components: (i) content development, where we design and develop teacher and student training packages;
(ii) alignment and standards analysis, where we examine performance on state tests to determine the extent to which
we should refine or adjust the standard alignments initially developed during the blueprint stage; and (iii) long-term
maintenance, where we maintain and update the online and offline materials on an ongoing basis based upon
feedback from teachers, parents and students.

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Evaluation Stage. The final stage of the product development cycle is the evaluation stage. During this
phase, we evaluate the overall performance of our product against the original design specifications. We obtain
measurement feedback from a number of sources, including:

(cid:129) User Feedback — we receive a substantial amount of feedback from teachers, parents and students. Some
feedback is directly incorporated into course modifications. In addition, we observe students in our usability
labs and visit students and parents to better understand how our products are being used;

(cid:129) Progress Reports — through our OLS, we are able to monitor each student’s progress through a course. This
data helps us identify portions of a course that may be especially difficult for students, and may require
revision or enhancements; and

(cid:129) State Test Scores — students in the virtual public schools we serve participate in proctored state exams.
These tests provide an impartial assessment of how these students are performing against established
benchmarks and within their state.

Using these sources of feedback, we can revise our courses as necessary to achieve the desired learning
objectives. We believe that this ability to proactively respond to feedback and other data in an efficient manner is a
key competitive advantage within the educational industry.

Education Advisory Committee. To ensure the effectiveness of our learning systems, we have established an
external Education Advisory Committee (EAC) comprised of experienced leaders in the education industry. The
members of the EAC have the responsibility to review our curriculum and instructional model, identify the needs of
the growing field of online education and propose solutions for consideration by our management, and discuss ways
that we can better implement our guiding principles. During the 2009-2010 academic year, the EAC focused on
several topics including the various aspects of hybrid programs, especially those focused on at-risk populations, and
the contrast of high school graduates who are genuinely college ready as opposed to college eligible. The EAC met
twice in fiscal year 2010 and its current members include:

(cid:129) Thomas C. Boysen, Ed.D., Senior Vice President, Global Scholar Inc., and formerly Senior Vice President of
K12 Inc., Kentucky Commissioner of Education, Chief Operating Officer of the Los Angeles Unified
School District, Senior Vice President of the Milken Family Foundation and a school district superintendent
in California, Washington and New York. Mr. Boysen is also the Chair of the Education Advisory
Committee.

(cid:129) Benjamin Canada, Ph.D., Associate Executive Director, District Services, Texas Association of School
Boards and formerly President of the American Association of School Administrators and a school district
superintendent in Georgia, Mississippi and Oregon.

(cid:129) JoLynne DeMary, Ed.D., Educational Leadership Director, Center for School Improvement, Virginia

Commonwealth University and formerly Virginia Superintendent of Public Instruction.

(cid:129) David Driscoll, Ed.D., Education Consultant and formerly President, Council of Chief State School
Officers, Commissioner of Education, Commonwealth of Massachusetts and a school district superinten-
dent in Massachusetts. Dr. Driscoll currently serves on the board of the National Assessment Governing
Board.

(cid:129) Chester Finn, Ed.D., President, Thomas B. Fordham Foundation and formerly Assistant Secretary for

Research and Improvement & Counselor to the Secretary, U.S. Department of Education.

(cid:129) Charles Fowler Ed.D., President of School Leadership, LLC, Executive Secretary of the Suburban School
Superintendents, an Adjunct Professor of School Organization and Leadership, Teachers College, Columbia
University and formerly Chairperson of State and National Relations for the American Association of
School Administrators and a school district superintendent in Connecticut, Florida, Illinois and New York.

(cid:129) Mary Futrell, Ed.D., Dean, Graduate School of Education and Human Development, George Washington
University; Director, K12 Inc.; Co-director, George Washington Institute for Curriculum, Standards and
Technology; founding President of Education International; and formerly President, World Confederation

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of the Organizations of the Teaching Profession; President, National Education Association, President,
Virginia Education Association, and President, ERAmerica.

(cid:129) Michael Kirst, Ph.D., Professor Emeritus of Education and Business, Stanford University and formerly

President of the California State Board of Education.

(cid:129) Eliot Levinson, Ph.D., CEO and founder of the BLE Group, an educational technology consulting firm that
provides planning, marketing and implementation services to the education industry and school systems;
former teacher and school and district administrator, senior scientist at the Rand Corporation, and an adjunct
faculty member at MIT and Harvard.

(cid:129) William Librera, Ph.D, Presidential Research Professor of Education for the Rutgers University Graduate

School of Education, formerly Commissioner of Education for the State of New Jersey.

(cid:129) Dale Mann, Ph.D., Managing Director, Interactive Inc. and Professor Emeritus of Educational Adminis-
tration, Teachers College, Columbia University and formerly Senior Research Associate, Institute on
Education and the Economy, Teachers College, Columbia University.

(cid:129) Thomas Payzant, Ed.D., Professor of Practice, Harvard Graduate School of Education and formerly
Assistant Secretary for Elementary and Secondary Education, U.S. Department of Education and a school
district superintendent in California, Pennsylvania, Massachusetts, Oklahoma and Oregon.

(cid:129) Betty Rosa, Ed.D., Education Consultant and formerly a school district superintendent in New York City.
Ms. Rosa also serves on the board of the Alumni Council of the Harvard Graduate School of Education.

(cid:129) Bernice Stafford, M.A., Principal Consultant, Center for Interactive Learning and Collaboration and
formerly Vice President of School Strategies and Evaluation, PLATO Learning, Inc. and a co-founder
of Lightspan, Inc.

Channel Development

We distribute our products and services primarily to virtual public schools, public hybrid schools, public
school districts, private schools, public charter schools, and directly to consumers. Our public affairs, school
development, and institutional sales groups lead our channel development and sales efforts.

Public Affairs and School Development

We seek to increase public awareness of the educational and fiscal benefits of full-time online and hybrid
instructional models. We receive numerous inquiries from school districts, legislators, charter school boards,
community leaders, state departments of education, educators and parents who express the desire to have a choice in
public school options. Our school development and public affairs groups work together with these interested parties
to identify and pursue opportunities to expand the use of our products and services in new jurisdictions.

Where interested parties seek to offer a virtual public school alternative in their state, our public affairs group
works with them to analyze the legal and regulatory framework, and where necessary help them to advocate for
appropriate legislation, rule making, or authorization. We also offer assistance to those seeking to create new
schools. This often entails an extensive approval process and support by charter school authorizers and state
departments of education. Our teams provide a wide range of assistance including planning, developing and
launching of these unique schools.

Institutional Sales

Our institutional sales team works with public school districts to offer our products and services to their
students, usually in the form of an array of courses, teacher training, teaching services, and other support services.

We have established a dedicated sales team to focus on this sector and recently increased the size and expertise
of this sales team with our acquisition of KCDL. Our sales team is focused on geographic regions and is supported
by our call center and marketing resources. Based upon school districts’ and academic administrators’ growing

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acceptance of online learning and desire for cost efficient educational solutions, we believe that the direct-to-dis-
trict distribution channel offers further growth potential.

We offer a continuum of offerings from full-time, turnkey online programs, to hybrid programs, to individual
course solutions. We make available our complete K12 course catalogue, and now with our acquisition of KCDL,
the Aventa course catalogue. Our foreign language offering, powerspeak12, for example, is a popular choice of
districts seeking to broaden their course catalog. We expect further expansion of the foreign language business
through our joint venture, Middlebury Interactive Languages.

For the 2009-10 school year, we served school districts or individual schools in 27 states. These offerings allow
us to serve school districts in some states where the regulatory environment restricts or does not permit state-wide
online programs. For example in 2009, Florida passed legislation mandating that each school district provide full-
time, online education to students in grades K-8. We responded with a dedicated program and have contracted with
42 Florida school districts making our curriculum and academic services available to more than half of the student
population of Florida.

Distribution Channels

We distribute our products and services primarily to virtual public schools, public hybrid schools, public
school districts, private schools, public charter schools, and directly to consumers primarily in the U.S. We are also
expanding internationally and working to develop other new channels.

Virtual Public Schools

We derive most of our revenues from virtual public schools to which we provide access to our course
catalogue, student computers and a variety of management, technology and academic support services. In these
schools, students attend class primarily over the Internet with offline learning materials instead of traveling to a
physical classroom. Students receive assignments, complete lessons, and obtain instruction from certified teachers
with whom they interact online, telephonically, in virtual classroom environments, and sometimes face-to-face. For
parents who believe their child is not thriving in their current public school and for whom relocating or private
school is not an option, or for students and families who require time or location flexibility in their schooling, virtual
public schools can provide a compelling choice.

We offer these virtual public schools a range of management, technology and academic services. For the
2010-11 school year, we provide turnkey management services to virtual public schools in 25 states, not including
the two states where we manage public hybrid schools. For these schools, we take responsibility for all aspects of
the management of the schools, including monitoring academic achievement, teacher recruitment and training,
compensation of school personnel, financial management, enrollment processing and procurement of curriculum,
equipment and other required services. In July 2010, through our acquisition of KCDL, we have added the
iQ Academies that serve statewide virtual public schools in six states where we also serve other schools.

Hybrid Schools

A hybrid school is a school that combines online and face-to-face instruction. Hybrid schools are designed to
have a mixture of online and traditional instruction for students. In contrast to a typical school, hybrid schools can
provide a greater array of available courses, increased opportunities for self-paced, individualized instruction, and
greater scheduling flexibility. Hybrid schools bring students, teachers, and students together more often than a
purely online program. We manage hybrid schools in California, Illinois, Indiana and Hawaii and some examples of
the different types of hybrid schools we serve are as follows.

Chicago Virtual Charter School:

In partnership with Chicago Public Schools, we launched this hybrid
program for the 2006-07 school year and we now serve students in grades K-8 and high school. Students enrolled in
this program get the full benefits of our online offering and also participate in classes with their teachers and
classmates at a learning center one or more days a week.

The Hoosier Academies: This program was authorized by Ball State University in 2008 and serves students
in grades K-8 and high school. Students attend a learning center in Muncie or Indianapolis two or more days a week

20

to complement our online offering. At the learning center, teachers and students meet for instruction, discussion and
lessons. Sessions at the learning center may utilize our curriculum on interactive whiteboards for an engaging
learning environment.

Schools and School Districts

We are serving a growing number of schools enabling them to offer our course catalogue to students either full-
time or on an individual course basis. These programs often only accept enrollments from their own district or
school. We also offer these schools differing levels of management, technology and educational services to assist
them in launching their own distance learning program. Through our acquisition of KCDL, we have added the
Aventa course catalogue, broadening our offering. These institutions include school districts, private schools and
charter schools including statewide online programs.

Direct-to-Consumer

Our direct-to-consumer product is sold to customers who desire to educate their children outside of the public
school system or to supplement their child’s existing public school education. Customers of our direct-to-consumer
product have the option of purchasing a complete grade-level curriculum or individual subjects depending on their
child’s needs. Typical applications include summer school course work, home schooling and a means to experience
our approach to online education prior to enrolling in a virtual public school.

Online Private Schools

In 2008, we launched the K12 International Academy, an online private school that serves students in the
U.S. and throughout the world. Through K12 International Academy, students may study in an academic program
that ultimately leads to a recognized high school diploma. Students may also enroll part-time. The school utilizes
the same curriculum, systems, and teaching practices that we provide to the virtual public schools we serve in the
U.S. In addition, K12 International Academy provides a unique international community including clubs and events
that enrich the student experience by allowing students to interact with peers from over 59 countries. The school is
accredited by the Southern Association of Colleges and Schools (SACS) and AdvancED, and is recognized by the
Commonwealth of Virginia as a degree granting institution of secondary learning.

In July 2010, we acquired The Keystone School as part of our acquisition of KCDL. The Keystone School
(Keystone) is a private school that has been an innovator in home education and distance learning for over 35 years.
Students attend The Keystone School for middle and high school on a full or part time basis. Keystone has served
over 250,000 students through online courses with teacher support as well as print correspondence course
programs. Keystone is accredited by the Northwest Association of Accredited Schools (NAAS).

International

Beyond our business in the United States, we are pursuing international opportunities where we believe there is
significant demand for a quality online education. Our principal customers are expatriate families and foreign
students who wish to study in English. We currently operate a branch facility in Dubai to reach and support students
in the Gulf Cooperating Countries. We operate this through a joint venture with a local partner. In fiscal year 2010,
we opened an office in Singapore to further develop our international footprint. The Singapore office provides
customer support services for our K12 International Academy program in Asia. We also opened a registration and
customer support office in Switzerland. Moreover, we have entered into partnerships with English-speaking
international private schools in other countries to enhance their offerings with our high school courses accompanied
by teacher support. Upon completion, students receive a transcript from the K12 International Academy, an
accredited school, indicating the completion of courses that help them meet their local graduation requirements.

Pilot Programs

To allow us to meet the needs of more students, we have piloted our curriculum and management services in

different academic settings.

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Classroom Pilots: By the close of fiscal year 2010, we had piloted select grades and subjects of our
curriculum in traditional brick and mortar classrooms in 10 states, including three states where we currently do not
manage a virtual public school. These programs utilize a projector and interactive whiteboard with our curriculum
and emphasize our math, science and technology and may also offer our art and history courses. The result is an
engaging, interactive lesson environment for students. We typically support these programs with an onsite teaching
and learning coach. Although our in-class offering business is still in a developmental stage, we believe that this
distribution channel can become an important part of our institutional business.

Brick and Mortar School Management: For the first time in July 2010, we also extended our involvement
with traditional classroom settings to the full operational management of a brick and mortar school. Specifically,
the Delaware Department of Education contracted with us to assume responsibility for all aspects of the operation
of the Moyer Charter School, and authorized us to serve up to 460 students in grades 6-12. This contract furthers the
use of our learning systems and instructional methods in a traditional classroom setting. Our management model is
based upon our experience and success with the Sarah T. Reed Senior High School in New Orleans where we
provided academic and leadership consulting for the past three years under a contract with the Recovery School
District and the Louisiana Department of Education.

Student Recruitment and Marketing

Our student recruitment and marketing team is responsible for promoting our corporate brand; generating new
student enrollments; managing the direct-to-consumer business; conducting market and customer research;
defining, packaging and pricing our product offerings across distribution channels; and enhancing the experience
of students and families enrolled in the virtual public schools we serve. This team employs a variety of strategies
designed to better understand and address the requirements of our target markets.

First, this team is responsible for defining our brand image and associating our brand with the many positive
attributes of our learning system. We believe that a strong brand provides the basis for our expansion into new states
and other markets.

Second, our student recruitment and marketing team generates new enrollments in many of the virtual public
schools we serve through targeted recruiting programs, which utilize coordinated direct mailings, email marketing,
print, radio and television advertising and search engine marketing. In addition, our marketing team conducts
information sessions and workshops that provide teachers and parents with the opportunity to learn our approach to
learning and the products and services that we offer. We conducted thousands of such events during fiscal year
2010. We have found that effectively communicating the details and benefits of our learning system is an important
first step towards building a core group of interested parties. Additionally, we consistently receive a high number of
word-of-mouth referrals from our existing customer base. Facilitating our student recruitment and customer service
efforts are our call centers. Our primary call center operations are housed in five facilities, one in Virginia, one in
Pennsylvania, one in Oregon and two through a vendor located in Kentucky and Texas.

Third, we conduct primary and secondary research of our own customers as well as of the key larger markets in
order to refine our existing product offerings and customer experiences, as well as to scope new target markets and
develop appropriate product offerings.

Finally, this team is responsible for enhancing our relationship with students enrolled in the virtual public
schools that we serve to complement the relationship that these students have with their teachers and school. In
order to maintain a sense of community, we host “thebigthinK12”, an online private global community limited to
those parents, teachers and high school students (age 13 and over), with a valid password and who are subject to a
code of conduct. To ensure appropriate usage and to identify student issues, the community is also professionally
monitored by an independent third party. We also work with our partner schools to define and create back-to-school
support activities and communications, conduct art contests, host national clubs, facilitate best practices across
schools for local clubs and social activities, and manage a parent booster program that helps create support for and
awareness of our products and services.

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Technology

Our learning system, along with our back office systems supporting order management, logistics and
e-commerce, are built on our proprietary Service Oriented Architecture, or SOA, to ensure high availability
and redundancy and allow flexibility and security to be core principles of our systems’ foundation.

Service Oriented Architecture (SOA). All of our systems leverage our SOA built on top of Enterprise Java
that separates an implemented capability from a request flow that utilizes those capabilities. This leverage provides
us with the ability to deliver different presentations against a single request workflow. Additionally, this flexibility
allows iterative solutions to be developed expeditiously to meet both present and future market needs. Our high
availability and scalability are also facilitated by this architecture. The SOA also enables seamless integration with
third-party solutions in our platform with ease and efficiency.

Availability and Redundancy. Our SOA allows for primary and secondary equipment to be utilized at all
network and application tiers. Each application layer is load balanced across multiple servers, which, along with our
sophisticated stateful management capabilities, allows for additional hardware to be inserted into our network
providing us with optimal scalability and availability as evidenced by our greater than 99% uptime with our ever
growing user base. We regularly backup critical data and store this backup data at an offsite location.

Security. Our security measures and policies include dividing application layers into multiple zones
controlled by firewall technology. Sensitive communications are encrypted between client and server and our
server-to-server accessibility is strictly controlled and monitored.

Physical Infrastructure. We utilize the best of breed hardware from industry leading vendors including
Cisco, F5, Oracle, Sun, Microsoft, Dell, Intel, and NetApp to provide a foundation for our SOA. Our systems are
housed offsite in a state of the art data center that provides robust, redundant network backbone and power. We
vigilantly monitor our physical infrastructure for security, availability, and performance.

Competition

We face varying degrees of competition from a variety of education companies because our learning system
encompasses many components of the educational development and delivery process. We compete primarily with
companies that provide online curriculum and school support services to K-12 virtual public schools and school
districts. These companies include Advanced Academics (DeVry, Inc), Connections Academy, LLC, Kaplan, Inc.,
Insight Schools, Inc. (Apollo Group, Inc.), White Hat Management, LLC, and National Network of Digital Schools
Management Foundation Inc. among others. We also face competition from online and print curriculum developers.
The online curriculum providers include Apex Learning Inc., Compass Learning, OdysseyWare, Plato Learning,
Inc., and traditional textbook publishers include McGraw-Hill Companies, Pearson plc and Houghton Mifflin
Harcourt. We also compete with institutions such as The Laurel Springs School (Nobel Learning Communities,
Inc.), National Connections Academy, and Kaplan High School for online private school students. Additionally, we
expect increased competition from charter school management organizations (CMOs), state-run online programs
such as Florida Virtual School, and post-secondary and supplementary education providers that have sought to
establish a presence in the K-12 virtual school sector, including Apollo Group, Inc. and DeVry, Inc.

We believe that the primary factors on which we compete are:

(cid:129) extensive experience in, and understanding of, K-12 virtual schooling;

(cid:129) track record of academic results and customer satisfaction;

(cid:129) quality of curriculum and online delivery platform;

(cid:129) qualifications and experience of teachers;

(cid:129) comprehensiveness of school management and student support services, including fulfillment; and

(cid:129) cost of the solution.

We are unable to provide meaningful data with respect to our market share. At a minimum, we believe that we
serve the market for public education, and in almost all jurisdictions in which we operate, we currently serve far less

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than 1% of the public school students in the geographic area in which virtual school enrollments are drawn.
Defining a more precise relevant market upon which to base a share estimate would not be meaningful due to
significant limitations on the comparability of data among jurisdictions. For example, some providers to K-12
virtual schools serve only the high school segment, others serve the elementary and middle school segment, and a
few serve both. Furthermore, some school districts offer their own virtual programs. Parents in search of an
alternative to their local public school also have a number of substitutable choices beyond virtual schools including
private schools, charter schools, home schooling, and blended public schools. In addition, our integrated learning
system consists of components that face competition from many different education industry segments, such as
traditional textbook publishers, test and assessment firms and private education management companies. Finally,
our learning system is designed to operate domestically and internationally over the Internet, and thus the
geographic addressable market is global and indeterminate in size.

Intellectual Property

Since our inception, we have invested more than $175 million to develop our proprietary curriculum and OLS.
We continue to invest in our intellectual property as we develop more courses for new grades and expand into
adjacent education markets, both in the U.S. and overseas. We also continue to add features and tools to our
proprietary learning platform and support systems to assist teachers and students and improve educational
outcomes. These intellectual property assets are critical to our success and we avail ourselves of the full protections
provided under the patent, copyright, trademark and trade secrets laws. We also routinely utilize confidentiality and
licensing agreements with our employees, students, the virtual public schools that we serve, direct-to-consumer
independent contractors and other businesses and persons with which we have commercial
customers,
relationships.

Our patent portfolio includes issued patents and pending applications directed towards various aspects of our
educational products and offerings. In particular, the first family of patent applications we filed in the U.S. and in
foreign countries was directed towards the first generation of our system and method of virtual schooling and
includes two patents as well as numerous pending patent applications. Additionally, we have submitted patent
applications in the U.S. and in foreign countries directed towards aspects of our basal math and science program,
our methods of foreign language instruction and the second generation of our virtual school application.

We own the copyright to over 22,500 lessons contained in the courses that comprise our proprietary curriculum
and we continue to register this growing lesson portfolio with the U.S. Copyright Office. Through our acquisition of
KCDL, we acquired copyright ownership of 140 Aventa courses. We also own and use a portfolio of domain names
associated with our offerings and the schools we manage. We have obtained federal and state registrations for
numerous trademarks that are related to our offerings and we have applied to the U.S. Patent and Trademark Office
to register certain new trademarks.

Students who enroll in the virtual public schools we serve are granted a license to use our software in order to
access our learning system. Similarly, virtual public schools are granted a license to use our learning system in order
to access SAMS and our other systems. These licenses are intended to protect our ownership and the confidentiality
of the embedded information and technology contained in our software and systems. We also own many of the
trademarks and service marks that we use as part of the student recruitment and branding services we provide to
virtual public schools. Those marks are licensed to the schools for use during the term of the products and services
agreements.

Our employees, contractors and other parties with access to our confidential information sign agreements that

prohibit the unauthorized use or disclosure of our proprietary rights, information and technology.

Operations

The learning kits that accompany our online lessons are an essential component of our courses. A student
enrolling in one of our courses receives multiple textbooks, art supplies, laboratory supplies (e.g. microscopes and
scales) and other reference materials designed to enhance the learning experience. We package these books and
materials into course-specific learning kits. Because each student’s curriculum is customized, the combination of

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kits for each student must also be customized. In fiscal year 2010, we assembled approximately 4.6 million items
into more than 475,000 kits.

Over our nine years of operation, we believe that we have gained significant experience in the fulfillment of
offline materials and that this experience provides us with an advantage over many of our current and potential
future competitors. We have developed strong relationships with partners allowing us to source goods at favorable
price, quality and service levels. Through our fulfillment partner, we store our inventory, build our learning kits and
ship the kits to students. We have invested in systems including our Order Management System, to automatically
translate the curriculum selected by each enrolled student into an order to build the corresponding learning kit.
During fiscal year 2009, working with a new fulfillment partner, we successfully redesigned and implemented a
new end-to-end warehousing and fulfillment operation to cost-effectively scale as the business grows in scope and
complexity.

For many of our virtual public school customers, we attempt to reclaim any materials that are not consumed
during the course of the school year. These items, once returned to our fulfillment center, are refurbished and
included in future learning kits. This reclamation process allows us to maintain lower materials costs.

Our fulfillment activities are highly seasonal, and are centered around the start of school in August or
September. Accordingly, approximately 70% of our annual materials receiving occurs between March and May and
approximately 65% of customer item fulfillment and shipping occurs between June and September.

In order to ensure that students in virtual public schools have access to our OLS, we often provide students with
a computer and all necessary support. We source computers and ship them to students when they enroll and reclaim
the computers at the end of a school year or upon termination of their enrollment or withdrawal from the virtual
public school in which they are enrolled. As of June 30, 2010, we had approximately 41,500 personal computers
deployed or available for use by students.

Employees

As of June 30, 2010, we had 1,065 employees including 306 teachers. In addition, there are approximately
1,409 teachers who are employed by virtual public schools or hybrid schools that we manage under turnkey solution
contracts with those schools. None of our employees are union employees; however, certain virtual public schools
we serve employ unionized teachers. We believe that our employee relations are good.

In FY 2010, we did not renew our agreement with a professional employer organization (PEO), to manage all
payroll processing, workers’ compensation, health insurance, and other employment-related benefits for our
employees. In place of a PEO we assumed responsibility for arranging for the provision of these employee benefits
and services.

Available Information

Our Company’s Internet address is www.K12.com. We make available, free of charge through our website, our
Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K, and amendments to
those reports filed pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, as amended
(Exchange Act), soon after they are electronically filed with the Securities and Exchange Commission (SEC). In
addition, our earnings conference calls are web cast live via our website. In addition to visiting our website, you may
read and copy public reports we file with the SEC at the SEC’s Public Reference Room at 100 F Street, NE,
Washington DC 20549, or at www.sec.gov. You may obtain information on the operation of the Public Reference
Room by calling the SEC at 1-800-SEC-0330. Information contained on our website is expressly not incorporated
by reference into this Annual Report.

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REGULATION

We and the virtual public schools that purchase our curriculum and management services are subject to
regulation by each of the states in which we operate, including Arizona, Arkansas, California, Colorado, Florida,
Georgia, Hawaii, Idaho, Illinois, Indiana, Kansas, Massachusetts, Michigan, Minnesota, Nevada, Ohio, Oklahoma,
Oregon, Pennsylvania, South Carolina, Texas, Utah, Washington, Wisconsin, Wyoming and the District of
Columbia. The state laws and regulations that directly impact our business are those that authorize or restrict
our ability to operate virtual public schools, and those that restrict virtual public school growth and funding. In
addition, there are state laws and regulations that are applicable to virtual public schools that indirectly affect our
business insofar as they affect these virtual public schools’ ability to operate and receive funding. Finally, to the
extent a virtual school obtains federal funds, such as through a grant program or financial support dedicated for the
education of low-income families, these schools then become subject to additional federal regulation.

State Laws Authorizing or Restricting Virtual Public Schools. The authority to operate a virtual public
school is dependent on the laws and regulations of each state. Laws and regulations vary significantly from one state
to the next and are constantly evolving. In states that have implemented specific legislation to support virtual public
schools, the schools are able to operate under these statutes. Other states provide for virtual public schools under
existing charter school legislation or provide that school districts and/or state education agencies may authorize
them. Some states do not currently have legislation that provides for virtual public schools or have requirements that
effectively prohibit virtual public schools and, as a result, may require new legislation before virtual public schools
can open in the state. According to a September 2009 update of state online learning policies by the International
Association for K-12 Online Learning (iNACOL), there are 45 states that have either adopted legislation or formal
rules or have created programs for the purpose of providing statewide supplemental and/or full-time online learning
opportunities. We currently serve virtual schools or school district-led programs in 27 states plus the District of
Columbia. iNACOL also identified only five states that do not currently have either a state-led program or
significant state-level policies for online education; however, the absence of such conditions has not precluded us
from applying to serve, and in certain cases serving, schools in some of those states.

Obtaining new legislation in these remaining states can be a protracted and uncertain process despite their
limited number. When determining whether to pursue expansion into new states in which the laws are ambiguous,
we research the relevant legislation and political climate and then make an assessment of the perceived likelihood of
success before deciding to commit resources. Specifically, we take into account numerous factors including, but not
limited to, the regulations of the state educational authorities, whether the overall political environment is amenable
to school choice, whether current funding levels for virtual school enrollments are adequate and accessible, and the
presence of non-profit and for-profit competitors in the state.

State Laws and Regulations Applicable to Virtual Public Schools. Virtual public schools that purchase our
curriculum and management services are often governed and overseen by a non-profit or a local or state education
agency, such as an independent charter school board, local school district or state education authority. We generally
receive funds for products and services rendered to operate virtual schools under detailed service agreements with
that governing authority. Virtual public schools are typically funded by state or local governments on a per student
basis. A virtual school that fails to comply with the state laws and regulations applicable to it may be required to
repay these funds and could become ineligible for receipt of future state funds.

To be eligible for state funding, some states require that virtual schools be organized under not-for-profit
charters exempt from taxation under Section 501(c)(3) of the Internal Revenue Code. The schools must then be
operated exclusively for charitable educational purposes, and not for the benefit of private, for-profit management
companies. The board or governing authority of the not-for-profit virtual school must retain ultimate accountability
for the school’s operations to retain its tax-exempt status. It may not delegate its responsibility and accountability
for the school’s operations. Our service agreements with these virtual schools are therefore structured to ensure the
full independence of the not-for-profit board and preserve its ability to exercise its fiduciary obligations to operate a
virtual public school.

Laws and regulations affect many aspects of operating a virtual public school. They can dictate the content and
sequence of the curriculum, the requirements to earn a diploma, use of approved textbooks, the length of the school
year and the school day, the assessment of student performance, and any accountability requirements. In addition, a

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virtual public school may be obligated to comply with states’ requirements to offer programs for specific
populations, such as students at risk of dropping out of school, gifted and talented students, non-English speaking
students, pre-kindergarten students, and students with disabilities. Tutoring services and the use of technology may
also be regulated. Other state laws and regulations may affect the school’s compulsory attendance requirements,
treatment of absences and make-up work, and access by parents to student records and teaching and testing
materials. Additionally, states have various requirements concerning the reporting of extensive student data that
may apply to the school. A virtual public school may have to comply with state requirements that school campuses
report various types of data as performance indicators of the success of the program.

States have laws and regulations concerning certification, training, experience and continued professional
development of teachers and staff with which a virtual public school may be required to comply. There are also
numerous laws pertaining to employee salaries and benefits, statewide teacher retirement systems, workers’
compensation, unemployment benefits, and matters related to employment agreements and procedures for
termination of school employees. A virtual public school must also comply with requirements for performing
criminal background checks on school staff, reporting criminal activity by school staff and reporting suspected
child abuse.

As with any public school, virtual public schools must comply with state laws and regulations applicable to
governmental entities, such as open meetings laws, which may require the board of trustees of a virtual public
school to hold its meetings open to the public unless an exception in the law allows an executive session. Failure to
comply with these requirements may lead to personal civil and/or criminal penalties for board members or officers.
Virtual public schools must also comply with public information or open records laws, which require them to make
school records available for public inspection, review and copying unless a specific exemption in the law applies.
Additionally laws pertaining to records privacy and retention and to standards for maintenance of records apply to
virtual public schools.

Other types of regulation applicable to virtual public schools include restrictions on the use of public funds, the
types of investments made with public funds, the collection of and use of student fees, and controlling accounting
and financial management practices.

There remains uncertainty about the extent to which virtual public schools we serve may be required to comply
with state laws and regulations applicable to traditional public schools because the concept of virtual public schools
is relatively new. Although we receive state funds indirectly, according to the terms of each service agreement with
the local public school entity, our receipt of state funds subjects us to extensive state regulation and scrutiny. Several
states have commenced audits, some of which are still pending, to verify enrollment, attendance, fiscal account-
ability, special education services, and other regulatory issues. While we may believe that a virtual public school we
serve is compliant with state law, an agency’s different interpretation of law in a particular state could result in non-
compliance, potentially affecting funding.

Regulations Restricting Virtual Public School Growth and Funding. As a new public schooling alternative,
some state and regulatory authorities have elected to proceed cautiously with virtual public schools while providing
opportunities for taxpayer families seeking this alternative. Regulations that control the growth of virtual public
schools range from setting caps on statewide student enrollments, to prescribing the number of schools in a state, to
limiting the percentage of time students may receive instruction online. Funding regulations can also have this
effect.

Regulations that hinder our ability to serve certain jurisdictions include: restrictions on student eligibility, such
as mandating attendance at a traditional public school prior to enrolling in a virtual public school; caps on the total
number of students in a virtual public school; restrictions on grade levels served; geographic limitations on
enrollments; fixing the percentage of per pupil funding that must be paid to teachers; mandating teacher: student
ratios; state-specific curriculum requirements; and limits on the number of charters that can be granted in a state.

Funding regulations for virtual schools can take a variety of forms. These regulations include: (i) attend-
ance — some state daily attendance rules were designed for traditional classroom procedures and applying them to
track daily attendance and truancy in an online setting can cause disputes to arise over interpretation and funding;
(ii) enrollment eligibility— some states place restrictions on the students seeking to enroll in virtual schools,

27

resulting in lower aggregate funding levels; and (iii) teacher contact time — some states have regulations that
specify minimum levels of teacher-student face-to-face time, which can create logistical challenges for statewide
virtual schools, reduce funding and eliminate some of the economic, academic and technological advantages of
virtual learning.

Federal and State Grants. We have worked with certain entities to secure public and grant funding that flows
to virtual public schools that we serve. These grants are awarded to the not-for-profit entity that holds the charter of
the virtual public school on a competitive basis in some instances and on an entitlement basis in other instances.
Grants awarded to public schools and programs — whether by a federal or state agency or nongovernmental
organization — often include reporting requirements, procedures, and obligations.

Federal Laws Applicable to Virtual Public Schools

Five primary federal laws are directly applicable to the day-to-day provision of educational services we

provide to virtual public schools:

(cid:129) No Child Left Behind Act (NCLB). Through the funding of the Title I programs for disadvantaged students
under NCLB, the federal government requires public schools to develop a state accountability system based
on academic standards and assessments developed by the state, which are applicable to all public school
students. Each state must determine a proficiency level of academic achievement based on the state
assessments, and must determine what constitutes adequate yearly progress (AYP) toward that goal. NCLB
has a timeline to ensure that no later than the 2013-14 school year, all students, including those in all
identified subgroups (such as economically disadvantaged, limited English proficient and minority stu-
dents), will meet or exceed the state proficient level of academic achievement on state assessments. The
progress of each school is reviewed annually to determine whether the school is making adequate yearly
progress. If a Title I school does not make adequate yearly progress as defined in the state’s plan, the local
education agency (LEA) is required to identify the school as needing school improvement, and to provide all
students enrolled in the school with the option to transfer to another public school served by the LEA, which
may include a virtual public school. The LEA must develop a school improvement plan for each school
identified as needing improvement in consultation with parents, staff and outside experts and this plan must
be implemented not later than the beginning of the next full school year. If the school does not make
adequate yearly progress in subsequent years, the school transfer option remains open to students and other
corrective action must be taken ranging from providing supplemental education services to the students who
remain in the school to taking corrective action including, but not limited to, replacing school staff,
implementing a new curriculum, appointing outside experts to advise the school, extending the school year
or the school day, reopening the school as a public charter school with a private management company or
turning over the operation of the school to the state educational agency.

Another provision of NCLB requires public school programs to ensure that all teachers are highly qualified.
A highly qualified teacher means one who has: (1) obtained full state certification or licensure as a teacher
and who has not had certification or licensure requirements waived on an emergency, temporary or
provisional basis; (2) obtained a bachelor’s degree; and (3) demonstrated competence in the academic
subject the teacher teaches. All teacher aides working in a school supported with Title I funds must be highly
qualified which means the person must have a high school diploma or its equivalent and one of the
following: completed at least two years of study in an institution of higher education, obtained an associate’s
or higher degree, or met a rigorous standard of quality demonstrated through a formal state or local
assessment. Virtual public schools using our products and services may be required to meet these
requirements for any persons who perform instructional services.

Virtual schools that receive Title I funding and use our products and services may be required to provide
parents of Title I students with a variety of notices regarding the teachers and teachers’ aides that teach their
children. In addition, if these schools serve limited English proficient (LEP) children, they may be required
to provide a variety of notices to the parents regarding the identification of the student as LEP and certain
information about the instruction to be provided to the student, as well as the right to remove or refuse to
enroll the student in the LEP program. Finally, these schools may also be required annually to develop, with

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input from parents of Title I students, and implement a written policy on parental involvement in the
education of their children, to hold annual meetings with these parents and to provide these parents with
assistance in various areas to help the parents to work with their children to improve student achievement.

Under NCLB, even schools that do not receive Title I funding must provide certain notices to parents. For
example, schools may be required to provide a school report card and identify whether any school has been
identified as needing improvement and for how long. Parents also must be provided data that will be used to
determine adequate yearly progress. Virtual public schools may be contacted by military recruiters who
have the right to access the names, addresses and telephone numbers of secondary school students for
military recruiting purposes. Additionally, virtual public schools may be required to notify parents that they
have the option to request that this information not be released to military recruiters or to institutions of
higher education.

(cid:129) Individuals with Disabilities Education Act (IDEA). The IDEA is implemented through regulations
governing every aspect of the special education of a child with one or more of the specific disabilities listed
in the act. The IDEA created a responsibility on the part of a school to identify students who may qualify
under the IDEA and to perform periodic assessments to determine the students’ needs for services. A student
who qualifies for services under the IDEA must have in place an individual education plan, which must be
updated at least annually, created by a team consisting of school personnel, the student, and the parent. This
plan must be implemented in a setting where the child with a disability is educated with non-disabled peers
to the maximum extent appropriate. The act provides the student and parents with numerous procedural
rights relating to the student’s program and education, including the right to seek mediation of disputes and
make complaints to the state education agency. The schools we manage are responsible for ensuring the
requirements of this act are met. The virtual schools could be required to comply with requirements in the act
concerning teacher certification and training. We or the virtual public school could be required to provide
additional staff, related services and supplemental aids and services at our own cost to comply with the
requirement to provide a free appropriate public education to each child covered under the IDEA. If we fail
to meet this requirement, we or the virtual public school could lose federal funding and could be liable for
compensatory educational services, reimbursement to the parent for educational service the parent provided,
and payment of the parent’s attorney’s fees.

(cid:129) Section 504 of the Rehabilitation Act of 1973. A virtual public school receiving federal funds is subject to
Section 504 of the Rehabilitation Act of 1973 (Section 504) insofar as the regulations implementing the act
govern the education of students with disabilities as well as personnel and parents. Section 504 prohibits
discrimination against a person on the basis of disability in any program receiving federal financial
assistance if the person is otherwise qualified to participate in or receive benefit from the program. Students
with disabilities not specifically listed in the IDEA may be entitled to specialized instruction or related
services pursuant to Section 504 if their disability substantially limits a major life activity. There are many
similarities between the regulatory requirements of Section 504 and the IDEA; however this is a separate
law which may require a virtual public school to provide a qualified student with a plan to accommodate his
or her disability in the educational setting. If a school fails to comply with the requirements and the
procedural safeguards of Section 504, it may lose federal funds even though these funds flow indirectly to
the school through a local board. In the case of bad faith or intentional wrongdoing, some courts have
awarded monetary damages to prevailing parties in Section 504 lawsuits.

(cid:129) Family Educational Rights and Privacy Act. Virtual public schools are subject to the Family Educational
Rights and Privacy Act which protects the privacy of a student’s educational records and generally prohibits
a school from disclosing a student’s records to a third-party without the parent’s prior consent. The law also
gives parents certain procedural rights with respect to their minor children’s education records. A school’s
failure to comply with this law may result in termination of its eligibility to receive federal education funds.

(cid:129) Communications Decency Act. The Communications Decency Act of 1996 (CDA) provides protection for
online service providers against legal action being taken against them because of certain actions of others.
For example, the CDA states that no provider or user of an interactive computer service shall be treated as
the publisher or speaker of any data given by another provider of information content. Further, Section 230

29

of the CDA grants interactive online services of all types, broad immunity from tort liability so long as the
information at issue is provided or posted by a third party. As part of our technology services offering, we
provide an online school platform on which teachers and students may communicate. We also conduct live
classroom sessions using Internet-based collaboration software and we offer certain online community
platforms for students and parents. While the CDA affords us with some protection from liability associated
with the interactive online services we offer, there are exceptions to the CDA that could result in successful
actions against us that give rise to financial liability.

If we fail to comply with other federal laws, including federal civil rights laws not specific to education
programs, we could be determined ineligible to receive funds from federal programs or face criminal or civil
penalties. Finally, there are also other federal laws and regulations that affect other aspects of our business such as
the identify theft rules adopted by the Federal Trade Commission and for which we have adopted policies to ensure
compliance.

ITEM 1A. RISK FACTORS

Risks Related to Government Funding and Regulation of Public Education

Most of our revenues depend on per pupil funding amounts remaining near the levels existing at the time
we execute service agreements with the virtual public schools we serve. If those funding levels are
materially reduced due to economic conditions or political opposition, new restrictions adopted or
payments delayed, our business, financial condition, results of operations and cash flows could be
adversely affected.

The public schools we contract with are financed with government funding from federal, state and local
taxpayers. Our business is primarily dependent upon those funds. Budget appropriations for education at all levels
of government are determined through the political process, which may also be affected by conditions in the
economy at large, such as the current severe recession in the U.S. that began in 2008 and by budgetary pressures
experienced by state and local governments. As a result, funding for the virtual public schools we serve may
decline. The political process and general economic conditions create a number of risks that could have an adverse
affect on our business including the following:

(cid:129) Legislative proposals can and have resulted in budget or program cuts for public education, including the
virtual public schools we serve, and therefore have reduced and could potentially limit or eliminate the
products and services those schools purchase from us, causing our revenues to decline. From time to time,
proposals are introduced in state legislatures that single out virtual public schools for disparate treatment.
For example, in 2009, legislation was introduced in Ohio that would have curtailed for-profit companies
from managing charter schools and reduced funding for virtual charter schools by as much as 70 percent.
This legislation did not survive a House-Senate conference and funding for the Ohio Virtual Academy was
not significantly affected. Other examples include laws that decrease per pupil funding for virtual public
schools or alter eligibility and attendance criteria or other funding conditions that could decrease our
revenues and limit our ability to grow.

(cid:129) Economic conditions could reduce state education funding for all public schools, and could be dispropor-
tionate for the virtual public schools we serve. Due to the recession, many states have reduced per enrollment
funding for public education affecting many of the virtual public schools we serve. While the American
Recovery and Reinvestment Act of 2009 (ARRA) has provided additional funds to states, it has not fully
offset the state funding reductions. Thus, the net impact to funding was negative in many states and had a
negative effect on our revenue and income for our fiscal years 2009 and 2010. Our financial results reflect
annual school revenues and expenses, including ARRA funds, state funding reductions and expense
reductions that we undertook in order to mitigate the impact of the funding reductions that have occurred.
At this time, many states still have budget issues and the specific level of federal funding for the coming
years is not yet known so it is possible we could experience lower per enrollment funding in the future.

(cid:129) As a public company, we are required to file periodic financial and other disclosure reports with the
Securities and Exchange Commission, or the SEC. This information may be referenced in the legislative

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process, including budgetary considerations, related to the funding of alternative public school options,
including virtual public schools. The disclosure of this information by a for-profit education company,
regardless of parent satisfaction and student academic achievement, may nonetheless be used by opponents
of virtual public schools to propose funding reductions. And,

(cid:129) From time to time, government funding to schools is not provided when due, which sometimes causes the
affected schools to delay or cease payments to us for our products and services. These payment delays have
occurred in the past and can deprive us of significant working capital until the matter is resolved, which
could hinder our ability to implement our growth strategies and conduct our business. Most recently, in 2009
the Pennsylvania Department of Education withheld monthly payments for the Agora Cyber Charter School
for products and services we provided as a subcontractor due to the PDE’s investigation of the Agora Board
of Trustees’ compliance with its charter, even though the PDE had no complaints against us. The
Pennsylvania Department of Education subsequently paid to us all amounts that had been withheld.

The poor performance or misconduct by other virtual public school operators could tarnish the reputation
of all virtual public school operators, which could have a negative impact on our business.

As a relatively new form of public education, virtual school operators will be subject to scrutiny, perhaps even
greater than that applied to traditional public schools or charter schools. Not all virtual public school operators will
have successful academic programs or operate efficiently, and new entrants may not perform well either. Such
underperforming operators could create the impression that virtual schooling is not an effective way to educate
students, whether or not our learning system achieves solid performance. Moreover, some virtual school operators
have been subject to governmental investigations alleging the misuse of public funds or financial irregularities.
These allegations have attracted significant adverse media coverage and have prompted legislative hearings and
regulatory responses. Although these investigations have focused on specific companies and individuals, they may
negatively impact public perceptions of virtual public school providers generally, including us. The precise impact
of these negative public perceptions on our business is difficult to discern, in part because of the number of states in
which we operate and the range of particular malfeasance or performance issues involved. We have incurred
significant lobbying costs in several states advocating against harmful legislation which, in our opinion, was
aggravated by negative media coverage of particular virtual school operators. If these few situations, or any
additional misconduct, cause all virtual public school providers to be viewed by the public and/or policymakers
unfavorably, we may find it difficult to enter into or renew contracts to operate virtual schools. In addition, this
perception could serve as the impetus for more restrictive legislation, which could limit our future business
opportunities.

Opponents of virtual public schools have sought to challenge the establishment and expansion of such
schools through the judicial process. If these interests prevail, it could damage our ability to sustain or
grow our current business or expand in certain jurisdictions.

We have been, and will likely continue to be, subject to lawsuits filed against virtual public schools by those
who do not share our belief in the value of this form of public education. Legal claims have involved challenges to
the constitutionality of authorizing statutes, methods of instructional delivery, funding provisions and the respective
roles of parents and teachers. For example, in Illinois v. Chicago Virtual Charter School, 06 CH 20955 (Cook
County) (July 11, 2009), the Chicago Teacher’s Union and other plaintiffs’ claimed that the instructional model of
the Chicago Virtual Charter School violated the prohibition against home-based charter schools under Illinois law.
The Court did not agree and dismissed the claims on summary judgment.

The failure of the virtual public schools we serve to comply with applicable government regulations could
result in a loss of funding and an obligation to repay funds previously received, which could adversely
affect our business, financial condition and results of operations.

Once authorized by law, virtual public schools are generally subject to extensive regulation. These regulations
cover specific program standards and financial requirements including, but not limited to: (i) student eligibility
standards; (ii) numeric and geographic limitations on enrollments; (iii) prescribed student:teacher ratios and
teacher funding allocations from per pupil revenue; (iv) state-specific curriculum requirements; and (v) restrictions

31

on open-enrollment policies by and among districts. State and federal funding authorities conduct regular program
and financial audits of virtual public schools, including the virtual public schools we serve, to ensure compliance
with applicable regulations. If a virtual public school we serve is found to be noncompliant, it can be barred from
receiving additional funds and could be required to repay funds received during the period of non-compliance,
which could impair that school’s ability to pay us for services in a timely manner, if at all. Additionally, the
indemnity provisions in our standard service agreements with virtual public schools may require us to return any
contested funds on behalf of the school. For example, preliminary audit findings of a fully-managed virtual school
we serve in Washington State have focused on the quality of documentation, and interpretation of the rules
governing such documentation, maintained by the school district for statewide enrollments and student-teacher
contacts. We are working with the school district to evaluate potential responses.

Virtual public schools are relatively new, and enabling legislation therefore is often ambiguous and
subject to discrepancies in interpretation by regulatory authorities, which may lead to disputes over our
ability to invoice and receive payments for services rendered.

Statutory language providing for virtual public schools is sometimes interpreted by regulatory authorities in
ways that may vary from year to year, making compliance subject to uncertainty. More issues normally arise during
our first few school years of doing business in a state because the enabling legislation often does not address specific
issues, such as what constitutes proper documentation for enrollment eligibility in a virtual school. We normally
work through these issues and come to an agreement with the regulatory authorities on these details, although from
time to time, there are changes to the regulators’ approach to determining the eligibility of virtual school students
for funding purposes. Another example may be differing interpretations on what constitutes a student’s substantial
completion of a semester in a public school. These regulatory uncertainties may lead to disputes over our ability to
invoice and receive payments for services rendered, which could adversely affect our business, financial condition
and results of operations.

The operation of virtual public schools depends on the maintenance of the authorizing charter and
compliance with applicable laws. If these charters are not renewed, our contracts with these schools
would be terminated.

In many cases, virtual public schools operate under a charter that is granted by a state or local authority to the
charter holder, such as a community group or an established not-for-profit corporation, which typically is required
by state law to qualify for student funding. In fiscal year 2010, approximately 87% of our revenues were derived
from virtual public schools operating under a charter. The service agreement for these schools is with the charter
holder or the charter board. Non-profit charter schools qualifying for exemption from federal taxation under
Internal Revenue Code Section 501(c)(3) as charitable organizations must also operate in accordance with Internal
Revenue Service rules and policies to maintain that status and their funding eligibility. In addition, all state charter
school statutes require periodic reauthorization. While none of the virtual public schools we serve have failed to
maintain their authorizing charter, if a virtual public school we serve fails to maintain its tax-exempt status and
funding eligibility, or if its charter is revoked for non-performance or other reasons that may be due to actions of the
independent charter board completely outside of our control, our contract with that school would be terminated. For
example, in July 2009, the Pennsylvania Department of Education instituted charter revocation proceedings against
the Agora Cyber Charter School based on allegations of charter violations and non-compliance with state charter
school and other laws by the independent charter board, even though the PDE had no complaints against us.
However, the charter was renewed for five years on June 30, 2010, following PDE approval of new board and
management contract with us.

Actual or alleged misconduct by our senior management and directors would make it more difficult for
us to enter into new contracts or renew existing contracts.

If any of our directors, officers or key employees are accused or found to be guilty of serious crimes, including
the mismanagement of public funds, the schools we serve could be barred from entering into or renewing service
agreements with us or otherwise discouraged from contracting with us and, as a result, our business and revenues
would be adversely affected.

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Risks Related to Our Business and Our Industry

The holders of a new class of Series A Special Stock issued on July 23, 2010 in connection with our
acquisition of KC Distance Learning, Inc. will have the right to redeem those shares for cash in the event
that our shareholders do not approve the rights of conversion of those shares into common stock by July 23,
2011. Because the redemption amount would be based on our future stock price at the redemption date and
the amount of cash required is therefore not predictable, failure to approve a conversion could significantly
affect our available cash reserves, and limit our ability to sufficiently fund ongoing operations, and our
business, financial condition and results of operations would be adversely affected.

On July 23, 2010, we issued a new class of preferred stock designated as Series A Special Stock (Series A
Shares) to finance the acquisition of KC Distance Learning, Inc. (KCDL) from KCDL Holdings LLC, an affiliate of
Learning Group LLC. These 2.75 million Series A Shares are eligible for conversion into K12 common stock on a
one-for-one basis upon approval of the conversion rights by our shareholders. If converted and outstanding for the
full fiscal year ended June 30, 2010, the Series A Shares would have increased our total dilutive shares outstanding
by approximately 9.2%. We plan to hold a special shareholders meeting before the end of calendar year 2010 at
which our shareholders will vote on approving these rights of conversion and voting rights for the holders of this
Series A Shares. If such approval is not obtained by July 23, 2011, the holders of the Series A Shares will have the
right to require us to redeem the Series A Shares for cash at the higher of the then-current market price or $22.95 but
in no event will we be required to redeem more than half of the Series A Shares during any 12-month period. The
aggregate redemption liability (if fully exercised) will not be less than $63.1 million of cash. In addition, if we fail to
redeem the Series A Shares on a timely basis, a penalty at an annualized rate of 8% of the redemption price will be
assessed until the default is cured, and there will also be a rate increase of 1% imposed annually on the penalty
amount should the default period extend beyond one year. In addition, if our shareholders do not approve the rights
of conversion and voting rights, the stockholders agreement we signed with KCDL Holdings LLC and certain of its
affiliates will impose obligations on us not to impair the operation of our business beginning on May 23, 2011 to
make it more likely that the redemption amounts will be paid.

Pursuant to our joint venture agreement with Middlebury College, there is a risk that Middlebury College
might exercise its right to require us to purchase its ownership interest in our joint venture at fair market
value which could adversely affect our financial condition.

A key provision in our joint venture agreement with Middlebury College is its right beginning on April 14,
2015 and upon 180 days advance notice, to require us to purchase all, but not a portion of, its ownership interest in
our joint venture at fair market value and based on an independent appraisal. We have the right to pay the
redemption cost in cash, stock or a combination thereof, at our option. It is uncertain when or whether Middlebury
College would elect to exercise this right and therefore, we cannot at this time determine the form of the redemption
payment and therefore the exact impact to our financial condition or dilution to shareholders.

Mergers, acquisitions and joint ventures present many risks, and we may not realize the financial and
strategic goals that formed the basis for the transaction.

We intensified our corporate development activities in FY 2010 to expand our business, which included our
recent acquisition of KCDL and our joint venture with Middlebury College. We expect to continue to pursue and
consummate similar transactions in the future using cash, stock, debt, asset contributions or any combination
thereof. We may face risks in connection with these or other future transactions, including the possibility that we
may not realize the anticipated cost and revenue synergies or further the strategic purpose of the acquisition if our
forecasts do not materialize. The pursuit of acquisitions may divert the resources that could otherwise be used to
support and grow our existing lines of business. Acquisitions may also create multiple and overlapping product
lines that are offered, priced and supported differently, which could cause customer confusion and delays.
Customers may decline to renew their contracts or contracts of acquired business might not allow us to recognize
revenues on the same basis. These transactions may also divert our management’s attention and our ongoing
business may be disrupted by acquisition, transition or integration activities. In addition, we may have difficulty
separating, transitioning and integrating an acquired company’s systems and the associated costs in doing so may be
higher than we forecasted.

33

There may also be other adverse effects on our business, operating results or financial condition associated
with the expansion of our business through acquisitions. We may fail to identify or assess the magnitude of certain
liabilities, shortcomings or other circumstances prior to acquiring a company or technology, which could result in
unexpected accounting treatment, unexpected increases in taxes due or a loss of anticipated tax benefits. Our use of
cash to pay for acquisitions may limit other potential uses of our cash, including stock repurchases, dividend
payments and retirement of outstanding indebtedness. If we issue a significant amount of equity for future
acquisitions, existing stockholders may be diluted and earnings per share may decrease. We may pay more than the
acquired company or assets are ultimately worth and we may have underestimated our costs in continuing the
support and development of an acquired company’s products. Our operating results may be adversely impacted by
liabilities that we assume from an acquired company or by relationships of an acquired company that we would not
have otherwise entered into, the termination or modification of which may be costly, disruptive to our business, or
lead to litigation.

We may be unable to obtain required approvals from governmental authorities on a timely basis, if it all, which
could, among other things, delay or prevent us from completing a transaction, otherwise restrict our ability to
realize the expected financial or strategic goals of an acquisition or have other adverse effects on our current
business and operations. We may face contingencies related to intellectual property, financial disclosures, and
accounting practices or internal controls. Finally, we may not be able to retain key executives of an acquired
company.

The occurrence of any of these risks could have a material adverse effect on our business, results of operations,
financial condition or cash flows, particularly in the case of a larger acquisition or several concurrent acquisitions.

We have had a material weakness in internal control over financial reporting with respect to complex, non-
routine and non-recurring transactions in the past and cannot assure you that additional material weaknesses
will not be identified in the future. Although this material weakness did not result in a restatement of our
financial statements for prior periods, our failure to implement and maintain effective internal control over
financial reporting could result in material misstatements in our financial statements which could require us to
restate financial statements, cause investors to lose confidence in our reported financial information and have a
negative effect on our stock price.

Our independent registered public accounting firm has identified, and management agreed, that a material
weakness existed in our internal control over financial reporting for the period ended June 30, 2010. See “Item 9A.
Controls and Procedures” herein.

The material weakness in our internal control over financial reporting related to our accounting for complex
transactions that are non-routine and non-recurring. We cannot assure you that additional significant deficiencies or
material weaknesses in our internal control over financial reporting will not be identified in the future. Any failure
to maintain or implement required new or improved controls, or any difficulties we encounter in their imple-
mentation, could result in additional significant deficiencies or material weaknesses, cause us to fail to meet our
periodic reporting obligations or result in material misstatements in our financial statements. Any such failure could
also adversely affect the results of periodic management evaluations and annual auditor attestation reports
regarding the effectiveness of our internal control over financial reporting required under Section 404 of the
Sarbanes-Oxley Act of 2002 and the rules promulgated under Section 404. The existence of a material weakness
could result in errors in our financial statements that could result in a restatement of our financial statements, cause
us to fail to meet our reporting obligations and cause investors to lose confidence in our reported financial
information, leading to a decline in our stock price.

If we fail to remain profitable or achieve further marketplace acceptance for our products and services, our
business, financial condition and results of operations will be adversely affected.

The virtual public schools we serve began enrolling students in the 2001-02 school year. As a result, we have a
relatively limited operating history upon which to evaluate our business and prospects. We first achieved positive
income from operations in the fiscal year ending June 30, 2006. Prior to that period, we sustained cumulative net

34

losses totaling approximately $90 million. There can be no assurance that we will remain profitable, or that our
products and services will achieve further marketplace acceptance. Our marketing efforts may not generate a
sufficient number of student enrollments to sustain our business plan; our capital and operating costs may exceed
planned levels; and we may be unable to develop and enhance our service offerings to meet the demands of virtual
public schools and students to the extent that such demands and preferences change. For example, the current
recession in the U.S. economy has led to lower tax revenues and reductions in state educational budgets which may
negatively impact a virtual charter school’s offerings and student enrollments. If we are not successful in managing
our business and operations, our financial condition and results of operations will be adversely affected.

Regulatory frameworks on the accessibility of technology are continually evolving due to legislative and
administrative developments and the rapid evolution of technology, which could result in increased
product development costs and compliance risks.

Our online curriculum is made available to students through computers and other display devices connected to
the Internet. This curriculum includes a combination of software applications that include graphics, pictures,
videos, animations, sounds, and interactive content that present challenges to people with disabilities. A number of
states have considered or are considering how electronic and information technology procured with state funds
should be made accessible to persons with such disabilities. To the extent they enact laws and regulations to require
greater accessibility, we might have to modify our curriculum offerings to satisfy those requirements. In addition, to
the extent that we enter into federal government contracts, similar requirements could be imposed on us under
Section 508 of the Rehabilitation Act of 1974. We expect that we will continue to modify and improve our
curriculum so that it can be made available to the widest audience possible. However, if requirements or technology
evolves in such a way as to accelerate or alter the need to make all curriculum accessible, we could incur significant
product development costs on an accelerated basis. A failure to meet required accessibility needs could also result
in loss or termination of significant contracts or in potential legal liability.

The schools we contract with and serve are governed by independent governing bodies that may shift
their priorities or change objectives in ways adverse to us.

We contract with and provide a majority of our products and services to virtual public schools governed by
independent boards or similar governing bodies. While we typically share a common objective at the outset of our
business relationship, over time our interests could diverge. If these independent boards of the schools we serve
subsequently shift their priorities or change objectives, and as a result reduce the scope or terminate their
relationship with us, our ability to generate revenues would be adversely affected.

Our contracts with the virtual public schools we serve are subject to periodic renewal, and each year
several of these agreements are set to expire. If we are unable to renew several such contracts or if a
single significant contract expires during a given year, our business, financial condition, results of
operations and cash flow could be adversely affected.

We have contracts to provide our full range of products and services to virtual public schools in 27 states and
the District of Columbia. Several of these contracts are scheduled to expire in any given year. For example, such
contracts in six states are scheduled to expire in fiscal year 2011 although the contracts in three of those six states
are annual contracts that contain automatic renewal provisions. We usually begin to engage in renewal negotiations
during the final year of these contracts. In order to renew these contracts, we have to enter into negotiations with the
independent boards of these virtual public schools. Historically we have been successful in renewing these
contracts, but such renewals typically contain revised terms, which may be more or less favorable then the terms of
the original contract. For example, a school in Pennsylvania reduced the term of its contract from five years to three
years when renewing its contract in 2006, but when renewing again in 2009, extended the term to 10 years.
Similarly, a school in Colorado increased the term of its contract from five years to 10 years upon renewal in 2009
and a school in Arizona increased the term of its contract from five years to 20 years upon renewal in 2010. While
we have no reason to believe that schools with valid charters will not continue to renew their contracts upon
expiration, we recognize that each renegotiation is unique and, if we are unable to renew several such contracts or
one significant contract expiring during a given year, or if such renewals have significantly less favorable terms than

35

existing contracts, or an underlying charter is revoked or not renewed, our business, financial condition, results of
operations and cash flow could be adversely affected.

We generate significant revenues from two virtual public schools, and the termination, revocation,
expiration or modification of our contracts with these virtual public schools could adversely affect our
business, financial condition and results of operation.

In fiscal year 2010, we derived more than 10% of our revenues from each of the Ohio Virtual Academy and the
Agora Cyber Charter School in Pennsylvania. In aggregate, these schools accounted for 28% of our total revenues.
If our contracts with any of these virtual public schools are terminated, the charters to operate any of these schools
are not renewed or are revoked, enrollments decline substantially, funding is reduced, or more restrictive legislation
is enacted, our business, financial condition and results of operations could be adversely affected.

Highly qualified teachers are critical to the success of our learning system. If we are not able to continue
to recruit, train and retain quality certified teachers, our curriculum might not be effectively delivered to
students, compromising their academic performance and our reputation with the virtual public schools
we serve. As a result, our brand, business and operating results may be adversely affected.

Effective teachers are critical to maintaining the quality of our learning system and assisting students with their
daily lessons. Teachers in virtual public schools must be state certified and have strong interpersonal commu-
nications skills to be able to effectively instruct students in a virtual school setting. They must also possess the
technical skills to use our technology-based learning system. There is a limited pool of teachers with these
specialized attributes and the virtual public schools we serve must provide competitive compensation packages to
attract and retain such qualified teachers.

The teachers in most virtual public schools we serve are not our employees and the ultimate authority relating
to those teachers resides with the governing body overseeing the schools. However, under many of our service
agreements with virtual public schools, we have responsibility to recruit, train and manage these teachers. We must
also provide continuous training to virtual public school teachers so that they can stay abreast of changes in student
demands, academic standards and other key trends necessary to teach online effectively. We may not be able to
recruit, train and retain enough qualified teachers to keep pace with our growth while maintaining consistent
teaching quality in the various virtual public schools we serve. Shortages of qualified teachers or decreases in the
quality of our instruction, whether actual or perceived, would have an adverse effect on our business.

If student performance falls, NCLB standards are not achieved, or parent and student satisfaction
declines, a significant number of students may not remain enrolled in a virtual public school that we
serve, and our business, financial condition and results of operations will be adversely affected.

The success of our business depends on a family’s decision to have their child continue his or her education in a
virtual public school that we serve. This decision is based on many factors, including student achievement and
parent and student satisfaction. Students may perform significantly below state averages or the virtual school may
fail to meet the standards of the No Child Left Behind Act (NCLB). Not all of the virtual public schools we serve
meet the Adequate Yearly Progress requirements of NCLB, as large numbers of new enrollments from students
underperforming in traditional schools can lower overall results or the underperformance of any one subgroup can
lead to the entire school failing to achieve Adequate Yearly Progress, although serving this at-risk segment is an
important aspect of our mission to educate any child regardless of circumstance. We expect that, as our enrollments
increase and the portion of students that have not used our learning system for multiple years increases, the average
performance of all students using our learning system may decrease, even if the individual performance of other
students improves over time. Moreover, Congress may amend the NCLB statute in ways that positively or
negatively impact the schools we serve. Finally, parent and student satisfaction may decline as not all parents and
students are able to devote the substantial time and energy necessary to complete our curriculum. A student’s
satisfaction may also suffer if his or her relationship with the virtual school teacher does not meet expectations. If a
student’s performance or satisfaction declines, students may decide not to remain enrolled in a virtual public school
that we serve and our business, financial condition and results of operations will be adversely affected.

36

We may not be able to effectively manage the operations and financial risk associated with the
management of virtual high schools. Our failure to do so could substantially impede our growth and
profitability.

Our continued expansion into virtual high schools presents us with a number of challenges and an evolving
array of risks that could affect our financial condition and results of operations. We are continuing to develop new
proprietary high school curriculum, and we are currently using third-party platforms and some third-party
curriculum in our high school offering. In fiscal year 2010, total average high school enrollments increased
43.5% over the prior year and constituted approximately 21.9% of our total average virtual public school and hybrid
school enrollments. If the quality of our proprietary curriculum, third-party curriculum or platforms is unsatis-
factory, student enrollments could decline. In addition, our inability to scale high school operations or achieve
productivity improvements could reduce our operating margins.

We plan to create new products, expand distribution channels, and pilot innovative educational programs
to enhance academic performance. If we are unable to effectively manage these initiatives or they fail to
gain acceptance, our business, financial condition, results of operations and cash flows would be
adversely affected.

As we create new products and distribution channels, expand our existing distribution channels and pilot new

educational programs, we expect to face challenges distinct from those we currently encounter, including:

(cid:129) our development of public hybrid schools which will produce different operational challenges than those we
currently encounter. In addition to the online component, hybrid schools may require us to lease facilities for
classrooms, staff classrooms with teachers, provide meals, adhere to local safety and fire codes, purchase
additional insurance and fulfill many other responsibilities;

(cid:129) our further expansion into international markets may require us to conduct our business differently than we
do in the United States or in existing countries. For example, we may attempt to establish, invest in or
acquire a traditional brick and mortar school in another country. Additionally, we may have difficulty
training and retaining qualified teachers or generating sufficient demand for our products and services in
international markets. International opportunities will also produce different operational, tax and currency
challenges than those we currently encounter;

(cid:129) our use of our curriculum in classrooms will produce challenges with respect to adapting our curriculum for

effective use in a traditional classroom setting;

(cid:129) our entry into the operation of brick and mortar schools, as well as flexible learning centers used on a full-
time basis by students accessing our curriculum online under the supervision of certified teachers and
supporting instructors, will necessitate different management skills and present additional risks compared to
those in our core virtual school business;

(cid:129) our participation in summer foreign language instruction camps through Middlebury Interactive Languages
LLC, our joint venture with Middlebury College which could generate new legal liabilities and financial
consequences associated with our responsibility for students housed on leased college campuses on a
24-hour basis over the duration of the camp; and

(cid:129) our continual efforts to innovate and pilot new programs to enhance student learning may not always
succeed or may encounter unanticipated opposition, such as what we experienced in 2008 in connection
with a limited pilot to outsource essay reviews overseas, which the Company thereafter discontinued.

Our failure to manage these new distribution channels, or any new distribution channels we pursue, may have

an adverse effect on our business, financial condition, results of operations and cash flows.

Increasing competition in the market segments that we serve could lead to pricing pressures, reduced
operating margins, loss of market share, departure of key employees and increased capital expenditures.

We face varying degrees of competition from several discrete education providers because our learning system
integrates all the elements of the education development and delivery process, including curriculum development,

37

textbook publishing, teacher training and support, lesson planning, testing and assessment, and school performance
and compliance management. We compete with companies that provide online curriculum and support services to
K-12 virtual public schools. Additionally, for-profit post-secondary and supplementary education providers are
attempting to enter this space and offer online school curriculum and services in competition with us. In certain
jurisdictions and states where we currently serve virtual public schools, we expect intense competition from
existing providers and new entrants. Our competitors may adopt similar curriculum delivery, school support and
marketing approaches, with different pricing and service packages that may have greater appeal than our offerings.
If we are unable to successfully compete for new business, win and renew contracts or maintain current levels of
academic achievement, our revenue growth and operating margins may decline. Price competition from our current
and future competitors could also result in reduced revenues, reduced margins or the failure of our product and
service offerings to achieve or maintain more widespread market acceptance.

We may also face competition from publishers of traditional educational materials that are substantially larger
than we are and have significantly greater financial, technical and marketing resources. As a result, they may be
able to devote more resources to develop products and services that are superior to our platform and technologies.
We may not have the resources necessary to acquire or compete with technologies being developed by our
competitors, which may render our online delivery format less competitive or obsolete. These new and well-funded
entrants may also seek to attract our key executives as employees based on their acquired expertise in virtual
education where such specialized skills are not widely available.

Our future success will depend in large part on our ability to maintain a competitive position with our
curriculum and our technology, as well as our ability to increase capital expenditures to sustain the competitive
position of our product and retain our talent base. We cannot assure you that we will have the financial resources,
technical expertise, marketing, distribution or support capabilities to compete effectively.

If demand for increased options in public schooling does not continue or if additional jurisdictions do
not authorize or adequately fund virtual public schools, our business, financial condition and results of
operations could be adversely affected.

Over the previous three fiscal years, we entered into service agreements for fully-managed virtual public
schools in 10 new states bringing our total to 27 states and the District of Columbia for the 2010-11. If the demand
for virtual public schools does not increase, if additional jurisdictions do not authorize new virtual schools, if
enrollment caps are not removed or raised, or if the funding of such schools is inadequate, our business, financial
condition and results of operations could be adversely affected.

Our business is subject to seasonal fluctuations, which may cause our operating results to fluctuate from
quarter-to-quarter and adversely impact our working capital and liquidity throughout the year.

Our revenues and operating results normally fluctuate as a result of seasonal variations in our business,
principally due to the number of months in a fiscal quarter that our virtual public schools are fully operational and
serving students. In the typical academic year, our first and fourth fiscal quarters have fewer than three full months
of operations, whereas our second and third fiscal quarters will have three complete months of operations. We ship
learning kits to students in the beginning of the school year, our first fiscal quarter, generally resulting in higher
learning kit revenues and margins in the first fiscal quarter relative to the other quarters. In aggregate, the
seasonality of our revenues has generally produced higher revenues in the first quarter of our fiscal year.

Our operating expenses are also seasonal. Instructional costs and services increase in the first fiscal quarter
primarily due to the costs incurred to ship learning kits at the beginning of the school year. These instructional costs
may increase significantly quarter-to-quarter as school operating expenses increase. The majority of our selling and
marketing expenses are incurred in the first and fourth fiscal quarters, as our primary enrollment season is July
through September.

We expect quarterly fluctuations in our revenues and operating results to continue. These fluctuations could
result in volatility and adversely affect our cash flow. As our business grows, these seasonal fluctuations may
become more pronounced. As a result, we believe that sequential quarterly comparisons of our financial results may
not provide an accurate assessment of our financial position.

38

Our revenues are based in part on our estimate of the total funds each school will receive in a particular
school year and our estimate of the full year expenses to be incurred by each school. As a result,
differences between our quarterly estimates and the actual funds received and expenses incurred could
have an adverse impact on our results of operations and cash flows.

We recognize revenues from certain of our fees ratably over the course of our fiscal year. To determine the pro
rata amount of revenues to recognize in a fiscal quarter, we estimate the total funds each school will receive in a
particular school year. Additionally, we take responsibility for any operating expenses incurred at most of the
virtual public schools we serve. Because these expenses may impair our ability to collect the full amount invoiced in
a period and therefore collection cannot reasonably be assured, we reduce revenues by the estimated pro rata
amount of the school operating loss. We review our estimates of total funds and operating expenses periodically,
and we revise as necessary, amortizing any adjustments over the remaining portion of the fiscal year. Actual school
funding received and school operating expenses incurred may vary from our estimates or revisions and could
adversely impact our results of operation and cash flows.

The continued development of our product and service brands is important to our business. If we are not
able to maintain and enhance these brands, our business and operating results may suffer.

Enhancing brand awareness is critical to attracting and retaining students, and for serving additional virtual
public schools, and school districts and we intend to spend significant resources to accomplish that objective. These
efforts include sales and marketing directed to targeted locations as well as the national marketplace, the
educational community at large, key political groups, image-makers and the media. We believe that the quality
of our curriculum and management services has contributed significantly to the success of our brands. As we
continue to increase enrollments and extend our geographic reach, maintaining quality and consistency across all of
our services and products may become more difficult to achieve, and any significant and well-publicized failure to
maintain this quality and consistency will have a detrimental effect on our brands. We cannot provide assurances
that our new sales and marketing efforts will be successful in further promoting our brands in a competitive and cost
effective manner. If we are unable to further enhance our brand recognition and increase awareness of our products
and services, or if we incur excessive sales and marketing expenses, our business and results of operations could be
adversely affected.

Our intellectual property rights are valuable, and any inability to protect them could reduce the value of
our products, services and brand.

Our patent, trademarks, trade secrets, copyrights, domain names and other intellectual property rights are
important assets for us. For example, we have been granted two patents relating to the hardware and network
infrastructure of our online school, including the system components for creating and administering assessment
tests and our lesson progress tracker. Additionally, we are the copyright owner of the courses comprising our
proprietary curriculum.

Various events outside of our control pose a threat to our intellectual property rights. For example, effective
intellectual property protection may not be available in every country in which our products and services are
distributed or made available through the Internet. Also, the efforts we have taken to protect our proprietary rights
may not be sufficient or effective. Any significant impairment of our intellectual property rights could harm our
business or our ability to compete. Also, protecting our intellectual property rights is costly and time consuming.
Any unauthorized use of our intellectual property could make it more expensive to do business and harm our
operating results.

Although we seek to obtain patent protection for our innovations, it is possible that we may not be able to
sufficiently protect some of these innovations. In addition, given the costs of obtaining patent protection, we may
choose not to protect certain innovations that later turn out to be important. Furthermore, there is always the
possibility, despite our efforts, that the scope of the protection gained will be insufficient or that an issued patent
may be deemed invalid or unenforceable.

We also seek to maintain certain intellectual property as trade secrets. This secrecy could be compromised by
outside parties, or by our employees intentionally or accidentally, which would cause us to lose the competitive

39

advantage resulting from these trade secrets. Third parties may acquire domain names that are substantially similar
to our domain names leading to a decrease in the value of our domain names and trademarks and other proprietary
rights.

We may be sued for infringing the intellectual property rights of others and such actions would be costly
to defend, could require us to pay damages and could limit our ability or increase our costs to use certain
technologies in the future.

Companies in the Internet, technology, education, curriculum and media industries own large numbers of
patents, copyrights, trademarks and trade secrets and frequently enter into litigation based on allegations of
infringement or other violations of intellectual property rights. As we grow, the likelihood that we may be subject to
such claims also increases. Regardless of the merits, intellectual property claims are time-consuming and expensive
to litigate or settle. In addition, to the extent claims against us are successful, we may have to pay substantial
monetary damages or discontinue any of our products, services or practices that are found to be in violation of
another party’s rights. We also may have to seek a license and make royalty payments to continue offering our
products and services or following such practices, which may significantly increase our operating expenses.

We may be subject to legal liability resulting from the actions of third parties, including independent
contractors, business partners, or teachers, which could cause us to incur substantial costs and damage
our reputation.

We may be subject, directly or indirectly, to legal claims associated with the actions of or filed by our
independent contractors, business partners, or teachers. In the event of accidents or injuries or other harm to
students, we could face claims alleging that we were negligent, provided inadequate supervision or were otherwise
liable for their injuries. Additionally, we could face claims alleging that our independent curriculum contractors or
teachers infringed the intellectual property rights of third parties. A liability claim against us or any of our
independent contractors, business partners, or teachers could adversely affect our reputation, enrollment and
revenues. Even if unsuccessful, such a claim could create unfavorable publicity, cause us to incur substantial
expenses and divert the time and attention of management.

Unauthorized disclosure or manipulation of student, teacher and other sensitive data, whether through
breach of our network security or otherwise, could expose us to costly litigation or could jeopardize our
contracts with virtual public schools.

Maintaining our network security and internal controls over access rights is of critical importance because our
Student Administration Management System (SAMS) stores proprietary and confidential student and teacher
information, such as names, addresses, and other personal information. Individuals and groups may develop and
deploy viruses, worms and other malicious software programs that attack or attempt to infiltrate SAMS.

If our security measures are breached as a result of third-party action, employee error, malfeasance or
otherwise, third parties may receive or be able to access student records and we could be subject to liability or our
business could be interrupted. Penetration of our network security could have a negative impact on our reputation
and could lead virtual public schools and parents to choose competitive offerings. As a result, we may be required to
expend significant resources to provide additional protection from the threat of these security breaches or to
alleviate problems caused by these breaches. Additionally, we run the risk that employees or vendors could illegally
disclose confidential educational information.

40

We rely on the Internet to enroll students and to deliver our products and services to children, which
exposes us to a growing number of legal risks and increasing regulation.

We collect information regarding students during the online enrollment process, and a significant amount of
our curriculum content is delivered over the Internet. As a result, specific federal and state laws that could have an
impact on our business include the following:

(cid:129) the Children’s Online Privacy Protection Act, which restricts the distribution of certain materials deemed
harmful to children and imposes additional restrictions on the ability of online companies to collect personal
information from children under the age of 13;

(cid:129) the Family Educational Rights and Privacy Act, which imposes parental or student consent requirements for

specified disclosures of student information, including online information;

(cid:129) the Communications Decency Act, which provides website operators immunity from most claims arising

from the publication of third-party content; and

(cid:129) numerous state cyberbullying laws which require schools to adopt policies on harassment through the

Internet or other electronic communications.

In addition, the laws applicable to the Internet are still developing. These laws impact pricing, advertising,
taxation, consumer protection, quality of products and services, and are in a state of change. New laws may also be
enacted, which could increase the costs of regulatory compliance for us or force us to change our business practices.
As a result, we may be exposed to substantial liability, including significant expenses necessary to comply with
such laws and regulations.

System disruptions and vulnerability from security risks to our online computer networks could impact
our ability to generate revenues and damage our reputation, limiting our ability to attract and retain
students.

The performance and reliability of our technology infrastructure is critical to our reputation and ability to
attract and retain virtual public schools, parents and students. Any sustained system error or failure, or a denial of
service (DNS) attack, could limit our users’ access to our learning system, and therefore, damage our ability to
generate revenues or provide sufficient documentation to comply with state laws requiring proof that students
completed the required number of hours of instruction. Our technology infrastructure could be vulnerable to
interruption or malfunction due to events beyond our control, including natural disasters, terrorist activities and
telecommunications failures.

We utilize a single logistics vendor for the management, receiving and shipping of all of our learning kits
and printed educational materials. In addition, we utilize another vendor for the reclamation and rede-
ployment of our student computers. Both of these partnerships depend upon execution on the part of us
and the vendors. Any material failure to execute properly for any reason, including damage or disruption
to either of the vendor’s facilities would have an adverse effect on our business, financial condition and
results of operations.

Substantially all of the inventory for our learning kits and printed materials is located in one warehouse facility
operated by a third-party logistics vendor which handles receipt, assembly, and shipping of all physical learning
materials. If this logistics vendor were to fail to meet its obligations to deliver learning materials to students in a
timely manner, or if such shipments are incomplete or contain assembly errors, our business and results of
operations could be adversely affected. We contracted with a new materials logistics vendor in 2009, and if we
encounter any significant problems with this vendor’s performance would adversely affect our business and results
of operations. In addition, we provide computers for a substantial number of our students. Execution failures which
interfere with the reclamation or redeployment of computers may result in additional costs. Furthermore, a natural
disaster, fire, power interruption, work stoppage or other unanticipated catastrophic event, especially during the
period from May through September when we have received most of the curriculum materials for the school year
and have not yet shipped such materials to students, could significantly disrupt our ability to deliver our products

41

and operate our business. If any of our material inventory items were to experience any significant damage, we
would be unable to meet our contractual obligations and our business would suffer.

Any significant interruption in the operations of our data center could cause a loss of data and disrupt
our ability to manage our network hardware and software and technological infrastructure.

We host our products and serve all of our students from a third-party data center facility. Our risk mitigation
plan may not be able to prevent a significant interruption in the operation of this facility or the loss of school and
operational data due to a natural disaster, fire, power interruption, act of terrorism or other unanticipated
catastrophic event. Any significant interruption in the operation of this facility, including an interruption caused
by our failure to successfully expand or upgrade our systems or manage our transition to utilizing the expansions or
upgrades, could reduce our ability to manage our network and technological infrastructure, which could result in
lost sales, enrollment terminations and impact our brand reputation.

Additionally, we do not control the operation of this facility and must rely on a third-party to provide the
physical security, facilities management and communications infrastructure services related to our data center.
Although we believe we would be able to enter into a similar relationship with another third-party should this
relationship fail or terminate for any reason, our reliance on a third-party vendor exposes us to risks outside of our
control. If this third-party vendor encounters financial difficulty such as bankruptcy or other events beyond our
control that causes it to fail to secure adequately and maintain its hosting facilities or provide the required data
communications capacity, students of the virtual public schools we serve may experience interruptions in our
service or the loss or theft of important customer data.

Any significant interruption in the operations of our call center could disrupt our ability to respond to
service requests and process orders and to deliver our products in a timely manner.

Our primary call center operations are housed in five facilities, one in Virginia, one in Pennsylvania, one in
Oregon and two through a vendor located in Kentucky and Texas. We have limited call center operations in Arizona
and Utah. To mitigate operating risk in certain high volume queues, we have the ability to reroute calls to other
facilities if a certain facility is unable to temporarily service calls. This plan may not be able to prevent a significant
interruption in the operation of any of the facilities due to natural disasters, accidents, failures of our fulfillment
provider. However, we have the ability to respond to a service interruption to lessen its impact on customers. Any
significant interruption in the operation of any primary facility, including an interruption caused by our failure to
successfully expand or upgrade our systems or to manage these expansions or upgrades, could reduce our ability to
respond to service requests, receive and process orders and provide products and services, which could result in lost
and cancelled sales, and damage to our brand reputation.

Capacity limits on some of our technology, transaction processing systems and network hardware and
software may be difficult to project and we may not be able to expand and upgrade our systems in a
timely manner to meet significant unexpected increased demand.

As the number of virtual public schools we serve increases and our student base grows, the traffic on our
transaction processing systems and network hardware and software will rise. We may be unable to accurately
project the rate of increase in the use of our transaction processing systems and network hardware and software. In
addition, we may not be able to expand and upgrade our systems and network hardware and software capabilities to
accommodate significant unexpected increased use. If we are unable to appropriately upgrade our systems and
network hardware and software in a timely manner, our operations and processes may be temporarily disrupted.

We may be unable to keep pace with changes in technology as our business and market strategy evolves.

We will need to respond to technological advances and emerging industry standards in a cost-effective and
timely manner in order to remain competitive. The need to respond to technological changes may require us to
make substantial, unanticipated expenditures. There can be no assurance that we will be able to respond
successfully to technological change.

42

We may be unable to attract and retain skilled employees.

Our success depends in large part on continued employment of senior management and key personnel who can
effectively operate our business. If any of these employees leave us and we fail to effectively manage a transition to
new personnel, or if we fail to attract and retain qualified and experienced professionals on acceptable terms, our
business, financial conditions and results of operations could be adversely affected.

Our success also depends on our having highly trained financial, technical, recruiting, sales and marketing
personnel. We will need to continue to hire additional personnel as our business grows. A shortage in the number of
people with these skills or our failure to attract them to our Company could impede our ability to increase revenues
from our existing products and services and to launch new product offerings, and would have an adverse effect on
our business and financial results.

We may not be able to effectively manage our growth, which could impair our ability to operate
profitably.

We have experienced significant expansion since our inception. This has sometimes strained our managerial,
operational, financial and other resources, and this situation could be exacerbated as we pursue more acquisitions,
develop new distribution channels and create new offerings. Moreover, a substantial increase in our enrollment or
the addition of new schools in a short period of time could further strain our current resources and increase capital
expenditures, without an immediate increase in revenues. Our failure to successfully manage our growth in a cost
efficient manner, or add and retain personnel to adequately support our growth could disrupt our business and
decrease profitability.

We may need additional capital in the future, but there is no assurance that funds will be available on
acceptable terms.

We may need to raise additional funds in order to achieve growth or fund other business initiatives. This
financing may not be available in sufficient amounts or on terms acceptable to us and may be dilutive to existing
stockholders. Additionally, any securities issued to raise funds may have rights, preferences or privileges senior to
those of existing stockholders. If adequate funds are not available or are not available on acceptable terms, our
ability to expand, develop or enhance services or products, or respond to competitive pressures will be limited.

Our curriculum and approach to instruction may not achieve widespread acceptance, which would limit
our growth and profitability.

The curriculum and approach to instruction that we offer are based on the structured delivery, clarification,
verification and practice of lesson subject matter. Our goal is to make students proficient at the fundamentals and to
instill confidence in a subject prior to confronting new and complex concepts. While our curriculum is aligned with
state standards in the jurisdictions where we manage virtual public schools and these schools offer accredited
diplomas, this approach is not accepted by all academics and educators, who may favor less formalistic methods.
Accordingly, some academics and educators are opposed to the principles and methodologies associated with our
approach to learning, and have the ability to negatively influence the market for our products and services.

Although we do not currently transact a material amount of business in a foreign country, we intend to
continue our expansion into international markets, which will subject us to additional economic,
operational, legal and political risks that could increase our costs and make it difficult for us to continue
to operate profitably.

We are engaged in growing our international business in a manner that will leverage our current product and
service offerings. The addition of international operations may require significant expenditure of financial and
management resources and result in increased administrative and compliance costs. As a result of such expansion,
we will be increasingly subject to the risks inherent in conducting business internationally, including:

(cid:129) foreign currency fluctuations, which could result in reduced revenues and increased operating expenses;

(cid:129) potentially longer payment and sales cycles;

43

(cid:129) difficulty in collecting accounts receivable;

(cid:129) the effect of applicable foreign tax structures or taxes that may be duplicative of those imposed in the United

States, notwithstanding steps taken by the Company to address such matters;

(cid:129) tariffs and trade barriers;

(cid:129) general economic and political conditions in each country;

(cid:129) inadequate intellectual property protection in foreign countries;

(cid:129) uncertainty regarding liability for information retrieved and replicated in foreign countries;

(cid:129) the difficulties and increased expenses in complying with a variety of U.S. and foreign laws, regulations and

trade standards, including the Foreign Corrupt Practices Act and Treasury regulations; and

(cid:129) unexpected changes in applicable laws and regulatory requirements.

ITEM 1B. UNRESOLVED STAFF COMMENTS

None.

ITEM 2. PROPERTIES

The Company’s headquarters are located in approximately 104,000 square feet of office space in Herndon,
Virginia. The property is leased until May 2022. The Company leases approximately 59,000 square feet in multiple
locations under individual leases that expire between July 2010 and June 2015.

ITEM 3. LEGAL PROCEEDINGS

In the ordinary conduct of our business, we are subject to lawsuits, arbitrations and administrative proceedings

from time to time.

In June 2010, the shareholders of Aventa Learning, Inc. (Aventa) filed a lawsuit against KC Distance Learning,
Inc. which is currently pending in the U.S. District Court for the Western District of Washington, Axtman et al. v. KC
Distance Learning, Inc. (Case No. 2:10-cv-01022-JLR). The lawsuit alleges, among other things, that KCDL did
not honor the terms of an earn-out provision contained in an asset purchase agreement after certain assets of Aventa
were acquired by KCDL in 2007. In addition, the plaintiffs allege breach of contract and misrepresentation claims,
and seek the remedy of rescission for alleged violation of the Securities Act of Washington. On July 23, 2010, we
acquired all of the shares of KCDL, which is now our wholly-owned subsidiary. On August 31, 2010, the plaintiffs
amended their complaint to add K12 Inc. as a co-defendant in this matter, reflecting the change in ownership.
Pursuant to the Agreement and Plan of Merger between K12 Inc. and KCDL Holdings LLC (Seller), Seller agreed
to assume responsibility to defend this lawsuit and to fully indemnify K12 Inc. for any liability, including
rescission. In addition, K12 Inc. obtained a guarantee from Seller’s parent company, Learning Group LLC, from
any losses related to this litigation. In our view, the outcome of this litigation will not have a material adverse effect
on the financial condition or results of operations of K12 Inc. or any of our subsidiaries.

ITEM 4.

(REMOVED AND RESERVED)

44

EXECUTIVE OFFICERS OF THE REGISTRANT

Set forth below is certain information concerning our executive officers as of June 30, 2010:

Name

Ronald J. Packard . . . . . . . . . . . . . . .
Harry T. Hawks . . . . . . . . . . . . . . . .
Bruce J. Davis . . . . . . . . . . . . . . . . .

George B. Hughes, Jr.
. . . . . . . . . . .
John P. Olsen . . . . . . . . . . . . . . . . . .
Celia M. Stokes . . . . . . . . . . . . . . . .
Howard L. Allentoff . . . . . . . . . . . . .
Howard D. Polsky . . . . . . . . . . . . . .

Age

47
57
47

51
43
46
48
58

Position

Chief Executive Officer, Founder and Director
Executive Vice President and Chief Financial Officer
Executive Vice President, Worldwide Business
Development
Executive Vice President, School Services
Executive Vice President, Operations
Executive Vice President and Chief Marketing Officer
Senior Vice President, Human Resources
General Counsel and Secretary

Ronald J. Packard, Chief Executive Officer, Founder and Director

Ronald J. Packard founded K12 in 2000. Previously, Mr. Packard served as Vice President of Knowledge
Universe and he served as Chief Executive Officer of Knowledge Schools, a provider of early childhood education
and after school companies. Mr. Packard has also held positions at McKinsey & Company and Goldman Sachs in
mergers and acquisitions. Additionally, Mr. Packard serves on the Digital Learning Council and he formerly served
on the Advisory Board of the Department of Defense Schools from 2002 to 2008, and is a member of the Fairfax
Education Foundation Board of Directors. Previously, Mr. Packard served as a director of Academy 123 and
Zumbox. Mr. Packard holds B.A. degrees in Economics and Mechanical Engineering from the University of
California at Berkeley, an M.B.A. from the University of Chicago, and he was a Chartered Financial Analyst.

Harry T. Hawks, Executive Vice President and Chief Financial Officer

Mr. Hawks joined us in May 2010, and serves as Executive Vice President and Chief Financial Officer. From
1992 until joining us, Mr. Hawks served as Executive Vice President and Chief Financial Officer of Hearst
Television formerly known as Hearst-Argyle Television, an NYSE-listed company formed by the merger of Hearst
Broadcasting and Argyle Television in 1997, and its predecessor Argyle Television. Prior to Argyle Television,
Mr. Hawks served as President of Cumberland Capital Corporation, a venture capital and merchant banking
company which he co-founded, from 1987 to 1992. Prior to Cumberland Capital, he held various corporate finance
positions with leading financial institutions, including Thomson McKinnon Securities and Bank of Montreal.
Mr. Hawks has been involved in numerous local, national and international not-for-profit education and youth
organizations, including serving as a trustee and treasurer for The Stanwich School and currently serves on the
board of the endowment fund for the Gladney Center. Mr. Hawks holds a B.S. in Business Administration (Finance)
and an M.B.A. from Louisiana State University.

Bruce J. Davis, Executive Vice President, Worldwide Business Development

Mr. Davis joined us in January 2007, and serves as Executive Vice President, Worldwide Business Devel-
opment. From 2005 until joining us, Mr. Davis was Sr. Vice President of Business Development for Laureate
Education Inc. with a focus on the Middle East region. From 2003 to 2004, Mr. Davis was a strategic advisor to
Discovery Communications where he developed plans for Discovery’s entry into the education video market and
the creation of the United Streaming product. From 1994 to 2002, Mr. Davis held various positions with Sylvan
Learning Systems including Principal at Sylvan Ventures, Chief Operating Officer of Prometric and Vice President
of International Operations. From 1985 to 1991, Mr. Davis was a Manager of Information Systems Strategy at
Deloitte and Touche where he managed its practice office in Egypt. Mr. Davis holds a B.S. in Computer Science
from Loyola University and an M.B.A. from Columbia University.

45

George B. (Chip) Hughes, Jr., Executive Vice President, School Services

Mr. Hughes joined us in July 2007, and serves as Executive Vice President, School Services. From 1997 until
joining us, Mr. Hughes was a co-founder and Managing Director of Blue Capital Management, L.L.C., a middle-market
private equity firm. Mr. Hughes previously served as a Partner of McKinsey & Company, Inc., a global management
consulting firm, in McKinsey’s Los Angeles and New Jersey offices, where he was a member of the firm’s Strategy and
Health Care practices. Mr. Hughes serves on the Board of Councilors of the College of Letters, Arts & Sciences at the
University of Southern California. Previously he served on the National Board and the Executive Committee of
Recording for the Blind & Dyslexic, and he was a member of the Board of Trustees at Big Brothers of Greater Los
Angeles and of Big Brothers Big Sisters of Morris, Bergen, and Passaic Counties (New Jersey). Mr. Hughes holds a B.A.
in Economics from the University of Southern California and an M.B.A. from Harvard University.

John P. Olsen, Executive Vice President, Operations

Mr. Olsen joined us in March 2004, and serves as Executive Vice President, Operations. Prior to joining us,
Mr. Olsen was Vice President of Performance Improvement for America Online’s Broadband, Premium, and Advanced
Technology Services from 2002 to 2004 and he previously served as a management consultant at Diamond Technology
Partners where he practiced in the telecommunications and consumer products industries from 1999 to 2002. Prior to
Diamond Technology Partners, he served in the United States Navy as a Supply Officer from 1989 to 1997. Mr. Olsen
holds a B.S. from the United States Naval Academy and an M.B.A from the University of Michigan. He currently serves
on the Board of Trustees of Sierra Nevada College and is a Trustee of the Naval Academy Foundation.

Celia M. Stokes, Executive Vice President and Chief Marketing Officer

Ms. Stokes joined us in March 2006, and serves as Executive Vice President and Chief Marketing Officer.
Before joining us, Ms. Stokes served as Vice President of Marketing at Independence Air from 2003 to 2006.
Previously, Ms. Stokes ran her own marketing firm providing consulting services to organizations such as Fox TV,
PBS, the National Gallery of Art, JWalter Thompson, and ADP. From 1993 to 1998, Ms. Stokes served in
successive roles leading to Vice President of Marketing at Bell Atlantic and at a joint venture of Bell Atlantic and
two other Regional Bell Operating Companies. From 1990 to 1993, Ms. Stokes was Manager of Marketing at
Software AG, and from 1988 to 1990, was Client Group Manager at Targeted Communications, an Ogilvy &
Mather Direct company. Ms. Stokes holds a B.A. in Economics from the University of Virginia.

Howard L. Allentoff, Senior Vice President, Human Resources

Dr. Allentoff joined us in December 2008 and serves as Senior Vice President of Human Resources. From
2003 until joining the Company, he was Consultant and President of Strategic People Solutions where he assisted
companies of all types in both strategic and operational human resources issues, process improvement, organi-
zational development, communication and project management. Prior to Strategic People Solutions, Dr. Allentoff
worked at Blackboard as the company’s first Vice President of Human Resources from 2002 to 2003. He previously
served in other human resources consulting roles as well as in corporate human resources environments at
Prometric (formerly of Sylvan and Thomson Learning), Ward Machinery and Westinghouse. Dr. Allentoff holds a
B.S. in Psychology from the University of Maryland, College Park as well both M.S. and Ph.D. degrees in
Industrial & Organizational Psychology from Auburn University.

Howard D. Polsky, General Counsel and Secretary

Mr. Polsky joined us in June 2004, and serves as General Counsel and Secretary. Mr. Polsky previously held
the position of Vice President and General Counsel of Lockheed Martin Global Telecommunications from 2000 to
2002. Prior to its acquisition by Lockheed Martin, Mr. Polsky worked at COMSAT Corporation from 1992 to 2000,
initially serving as Vice President and General Counsel of COMSAT’s largest operating division, and subsequently
serving on the executive management team as Vice President of Federal Policy and Regulation. From 1983 to 1992,
Mr. Polsky was a partner at Wiley, Rein & Fielding, and was an associate at Kirkland & Ellis from 1979 to 1983.
Mr. Polsky began his legal career at the Federal Communications Commission. Mr. Polsky received a B.A. in
Government from Lehigh University, and a J.D. from Indiana University.

46

PART II

ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY,RELATED STOCKHOLDER MATTERS

AND ISSUER PURCHASES OF EQUITY SECURITIES

The Company’s common stock, par value $0.0001 per share, is traded on the New York Stock Exchange
(NYSE) under the symbol “LRN.” Set forth below are the high and low sales prices for our common stock, as
reported on the NYSE. As of September 10, 2010, there were approximately 58 registered holders of common
stock.

Quarter ended:

September 30, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $21.99
20.73
December 31, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
24.40
March 31, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
25.83
June 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$15.28
15.65
18.26
21.81

High

Low

Stock Performance Graph

The graph below matches the cumulative ten-quarter total return of holders of K12 Inc.’s common stock with
the cumulative total returns of the S&P 500 index, the NASDAQ Composite index, the Russell 2000 index and a
customized peer group of twenty two companies. The graph assumes that the value of the investment in the
company’s common stock, in each index, and in the peer group (including reinvestment of dividends) was $100 on
December 13, 2007 and tracks it through June 30, 2010.

COMPARISON OF TEN QUARTER CUMULATIVE TOTAL RETURN
Among K12 Inc., S&P 500 Index, NASDAQ Composite Index, Russell 2000 Index and a Peer Group

S
R
A
L
L
O
D

250

200

150

100

50

0

D ec-13 2007

LRN

Peer Group

S&P 500

NASDAQ Composite

Russell 2000

D ec-07

M ar-08

Jun-08

Sep-08

D ec-08

M ar-09

Jun-09

Sep-09

D ec-09

M ar-10

Jun-10

LRN

Peer Group

S&P 500

13-Dec-07 Dec-07 Mar-08

Jun-08

Sep-08 Dec-08 Mar-09

Jun-09

Sep-09 Dec-09 Mar-10

Jun-10

100.00

105.38

80.04

87.62

107.94

76.37

56.62

87.78

67.13

82.57

90.47

90.35

100.00

94.73

72.80

82.57

86.68

81.70

85.51

91.58

101.80

105.73

122.92

103.57

100.00

98.65

88.87

86.00

78.36

60.69

53.61

61.77

71.02

74.92

78.57

69.25

Nasdaq Composite

100.00

99.39

85.55

89.81

78.24

66.71

55.73

67.79

77.50

86.17

84.76

82.24

Russell 2000

100.00

99.55

89.26

85.76

88.50

57.50

56.47

67.01

80.59

80.21

93.50

76.13

47

All prices reflect closing prices on last day of trading at the end of each calendar quarter except December 13,

2007.

(1) This graph is not “soliciting material,” is not deemed filed with the SEC and is not to be incorporated by
reference in any filing by us under the Securities Act of 1933, as amended (Securities Act), or the Exchange Act,
whether made before or after the date hereof and irrespective of any general incorporation language in any such
filing.

(2) The stock price performance shown on the graph is not necessarily indicative of future price performance.
Information used in the graph was obtained from a source we believe to be reliable, but we do not assume
responsibility for any errors or omissions in such information.

Peer Group

American Public Education Inc., Apollo Group Inc., Archipelago Learning, Inc., Blackboard, Inc., Bridge-
point Education Inc., Capella Education Company, Career Education Corp., Corinthian Colleges, Inc., Devry Inc.,
Education Management Corporation, Grand Canyon Education Inc., ITT Educational Services, Inc., Lincoln
Educational Services Co., McGraw-Hill Companies, Inc., New Oriental Education and Technology Group, Pearson
Education, Renaissance Learning, Inc., Rosetta Stone Inc., Scientific Learning Corporation, Scholastic, Strayer
Education Inc., and Universal Technical Institute.

Dividend Policy

We have never declared or paid any cash dividends on our common stock and we currently do not anticipate
paying any cash dividends for the foreseeable future. Instead, we anticipate that all of our earnings on our common
stock will be used to provide working capital, to support our operations, and to finance the growth and development
of our business, including potentially the acquisition of, or investment in, businesses, technologies or products that
complement our existing business. Any future determination relating to dividend policy will be made at the
discretion of our board of directors and will depend on a number of factors, including, but not limited to, our future
earnings, capital requirements, financial condition, future prospects, applicable Delaware law, which provides that
dividends are only payable out of surplus or current net profits and other factors our board of directors might deem
relevant.

Stock-based Incentive Plan Information

The following table provides certain information as of June 30, 2010, with respect to our equity compensation

plans under which common stock is authorized for issuance:

Equity Compensation Plan Information
as of June 30, 2010

Number of
Securities to be
Issued Upon
Exercise of
Outstanding
Options, Warrants
and Rights

Weighted-Average
Exercise Price of
Outstanding
Options, Warrants
and Rights

Number of
Securities
Remaining Available
for Future Issuance
under Equity
Compensation
Plans (Excluding
Securities Reflected
in Column (a))

Equity compensation plans approved by
security holders(1) . . . . . . . . . . . . . .

3,913,847

Equity compensation plans not

approved by security holders. . . . . . .

—

Total . . . . . . . . . . . . . . . . . . . . . . . . . .

3,913,847

$16.81

—

$16.81

841,754

—

841,754

(1) Includes shares under the 2007 Equity Incentive Award Plan.

48

The 2007 Equity Incentive Award Plan (2007 Plan) adopted in November 2007 contains an “evergreen
provision” that allows for an annual increase in the number of shares available for issuance under the 2007 Plan on
July 1 of each year during the ten-year term of the 2007 Plan, beginning on July 1, 2008. The annual increase in the
number of shares shall be equal to the least of:

(cid:129) 4% of our outstanding common stock on the applicable July 1;

(cid:129) 2,745,098 shares; or

(cid:129) a lesser number of shares as determined by our Board of Directors.

Sales of unregistered securities

None.

ITEM 6. SELECTED FINANCIAL DATA

The following table sets forth our selected consolidated statement of operations, balance sheet and other data
as of the dates and for the periods indicated. You should read this data together with “Item 7 — Management’s
Discussion and Analysis of Financial Condition and Results of Operations” and our consolidated financial
statements and related notes, included elsewhere in this Annual Report. The selected consolidated statement of
operations data for each of the years in the three-year period ended June 30, 2010, and the selected consolidated
balance sheet data as of June 30, 2010 and 2009, have been derived from our audited consolidated financial
statements, which are included elsewhere in this Annual Report. The selected consolidated statements of operations
data for the years ended June 30, 2007 and 2006, and selected consolidated balance sheet data as of June 30, 2008,
2007 and 2006, have been derived from our audited consolidated financial statements not included in this Annual
Report. The pro forma net income per common share amounts for the years ended June 30, 2008 and June 30, 2007
were derived by eliminating the one-time tax benefit of $27.0 million from the reversal of the deferred tax valuation
allowance in 2008 and by giving effect to the automatic conversion of all of our outstanding shares of our preferred
stock into common stock immediately prior to the completion of our initial public offering. Our historical results are
not necessarily indicative of future operating results.

2010

2009

2007

2006

Year Ended June 30,
2008
(In thousands)

Consolidated Statement of Operations Data:
Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $384,470 $315,573 $226,235 $140,556 $116,902
Cost and expenses

Instructional costs and services . . . . . . . . . . . . . . . . . . . . . . . . .
Selling, administrative, and other operating expenses . . . . . . . . .
Product development expenses . . . . . . . . . . . . . . . . . . . . . . . . .
Total costs and expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income from operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income before income tax (expense) benefit and noncontrolling

222,029
117,398
9,576
349,003
35,467
(1,331)

196,976
86,683
9,575
293,234
22,339
(982)

131,282
72,393
9,550
213,225
13,010
(295)

76,064
51,159
8,611
135,834
4,722
(639)

64,828
41,660
8,568
115,056
1,846
(488)

1,358
interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Income tax (expense) benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,358
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Add net loss attributable to noncontrolling interest . . . . . . . . . . . . .
1,358
Net income — K12 Inc.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(5,851)
Dividends on preferred stock . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Preferred stock accretion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(18,697)
Net income (loss) attributable to common stockholders. . . . . . . . . . $ 21,525 $ 12,315 $ 18,514 $ (24,866) $ (23,190)

12,715
21,058
33,773
—
33,773
— (3,066)
— (12,193)

34,136
(13,249)
20,887
638
21,525
—
—

4,083
(218)
3,865
—
3,865
(6,378)
(22,353)

21,357
(9,628)
11,729
586
12,315

49

2010

Year Ended June 30,
2008
(In thousands except share and per share data)

2009

2007

2006

Net income (loss) attributable to common

stockholders per share:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Diluted(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Basic (pro forma)(2) . . . . . . . . . . . . . . . . . . . . . . $
Diluted (pro forma)(2) . . . . . . . . . . . . . . . . . . . . . $

0.72 $
0.71 $
n/a $
n/a $

0.43 $
0.42 $
n/a $
n/a $

1.18 $
1.10 $
0.27 $
0.26 $

(12.42) $
(12.42) $
0.18
0.18

(11.73)
(11.73)
n/a
n/a

Weighted average shares used in computing per share

amounts:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Basic (pro forma)(2) . . . . . . . . . . . . . . . . . . . . . .
Diluted (pro forma)(2) . . . . . . . . . . . . . . . . . . . . .

29,791,973
30,248,683
n/a
n/a

28,746,188
29,639,974
n/a
n/a

15,701,278
16,850,909
24,989,323
26,138,954

2,001,661
2,001,661
21,881,316
21,888,941

1,977,195
1,977,195
n/a
n/a

Other Data:
Net cash provided by (used in) operating activities . . $
Depreciation and amortization . . . . . . . . . . . . . . . . . $
Stock-based compensation expense . . . . . . . . . . . . . . $
EBITDA(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Capital Expenditures:

Capitalized curriculum development costs . . . . . . . $
Purchases of property and equipment and

capitalized software and development costs . . . . $
New capital lease obligations(4) . . . . . . . . . . . . . . $
Total capital expenditures . . . . . . . . . . . . . . . . . . . . $

55,523 $
25,761 $
5,934 $
61,228 $

(6,855) $
20,835 $
2,790 $
43,174 $

15,534 $
12,568 $
1,464 $
25,578 $

5,563 $
7,404 $
218 $
12,126 $

3,625
4,986
—
6,832

13,904 $

13,931 $

11,669 $

8,683 $

655

10,357 $
12,194 $
36,455 $

13,939 $
16,044 $
43,914 $

6,476 $
10,564 $
28,709 $

5,366 $
8,052 $
22,101 $

10,842
—
11,497

2010

2009

As of June 30,
2008
(In thousands)

2007

2006

Consolidated Balance Sheet Data:
Cash and cash equivalents . . . . . . . . . . . . . . . $ 81,751
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . $307,882
Total short-term debt . . . . . . . . . . . . . . . . . . . $ 12,247
Total long-term obligations . . . . . . . . . . . . . . $
8,365
Redeemable noncontrolling interest . . . . . . . . $ 17,374
Convertible redeemable preferred stock . . . . . $
Total K12 Inc. stockholders’ equity (deficit) . . $221,851
Working capital . . . . . . . . . . . . . . . . . . . . . . . $149,344

$ 49,461
$240,676
$ 11,274
$ 11,128
$
— $

$ 71,682
$197,324
6,520
$
6,641
$
— $
— $

$182,286
$111,048

$150,288
$ 97,379

$
1,660
$ 61,212
1,500
$
$
7,135
— $
— $ 229,556
$(197,807)
9,730
$

$
9,475
$ 48,485
—
$
4,025
$
—
— $
$ 200,825
$(173,451)
$ 16,475

(1) Diluted net income per common share does not include nor give effect to possible conversion of 2,750,000 non-
voting shares of the Series A Special Stock issued in the acquisition of KCDL subsequent to year end. Upon
approval from shareholders, these shares are eligible to convert into common stock on a one-for-one basis. If
these shares were issued and outstanding for the year ended June 30, 2010, they would have increased our total
dilutive shares outstanding by 9.2%. Furthermore, the table above does not give pro forma affect to the
combined financial results of K12 Inc. and KCDL.

(2) Pro forma net income per common share eliminates the one-time tax benefit of $27.0 million from the reversal of
the deferred tax asset valuation allowance and gives effect to the automatic conversion of all of our outstanding
shares of preferred stock into common stock immediately prior to the completion of our initial public offering.
The pro forma net income per common share assumes the completion of the initial offering on June 30, 2007 and
the conversion of all of our outstanding shares of preferred stock into 19,879,675 shares of common stock.

(3) EBITDA consists of net income (loss), minus interest income, plus interest expense, plus income tax expense,
minus income tax benefit, plus depreciation and amortization and noncontrolling interest. Interest income
consists primarily of interest earned on short-term investments or cash deposits. Interest expense primarily

50

consists of interest expense for capital leases, long-term and short-term borrowings. We use EBITDA in
addition to income from operations and net income as a measure of operating performance. However, EBITDA
is not a recognized measurement under U.S. generally accepted accounting principles, or GAAP, and when
analyzing our operating performance, investors should use EBITDA in addition to, and not as an alternative for,
net income (loss) as determined in accordance with GAAP. Because not all companies use identical calcu-
lations, our presentation of EBITDA may not be comparable to similarly titled measures of other companies.
Furthermore, EBITDA is not intended to be a measure of free cash flow for our management’s discretionary
use, as it does not consider certain cash requirements such as capital expenditures, tax payments, interest
payments, or other working capital.
We believe EBITDA is useful to an investor in evaluating our operating performance because it is widely used
to measure a company’s operating performance without regard to items such as depreciation and amortization,
which can vary depending upon accounting methods and the book value of assets, and to present a meaningful
measure of corporate performance exclusive of our capital structure and the method by which assets were
acquired. Our management uses EBITDA:
(cid:129) as an additional measurement of operating performance because it assists us in comparing our performance

on a consistent basis;

(cid:129) in presentations to the members of our board of directors to enable our board to have the same measurement
basis of operating performance as is used by management to compare our current operating results with
corresponding prior periods and with the results of other companies in our industry; and,

(cid:129) on an adjusted basis in determining compliance with the terms of our credit agreement.

The following table provides a reconciliation of net income to EBITDA:

. . . . . . . . . . . . . . . . . $21,525
Net income-K12 Inc.
1,331
Interest expense, net . . . . . . . . . . . . . . . . . .
13,249
Income tax expense (benefit) . . . . . . . . . . . .
25,761
Depreciation and amortization . . . . . . . . . . .
(638)
Noncontrolling interest . . . . . . . . . . . . . . . .
EBITDA . . . . . . . . . . . . . . . . . . . . . . . . . . . $61,228

2010

2009

2007

2006

Year Ended June 30,
2008
(In thousands)
$ 33,773
295
(21,058)
12,568
—
$ 25,578

$12,315
982
9,628
20,835
(586)
$43,174

$ 3,865
639
218
7,404
—
$12,126

$1,358
488
—
4,986
—
$6,832

(4) New capital lease obligations are primarily for student computers and related equipment.

51

ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND

RESULTS OF OPERATIONS

This Management’s Discussion and Analysis of Financial Condition and Results of Operations (MD&A)
contains certain forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of
1934, as amended. Historical results may not indicate future performance. Our forward-looking statements reflect our
current views about future events, are based on assumptions, and are subject to known and unknown risks and
uncertainties that could cause actual results to differ materially from those contemplated by these statements. Factors
that may cause differences between actual results and those contemplated by forward-looking statements include, but
are not limited to, those discussed in “Risk Factors” in Part I, Item 1A, of this Annual Report. We undertake no
obligation to publicly update or revise any forward-looking statements, including any changes that might result from
any facts, events, or circumstances after the date hereof that may bear upon forward-looking statements. Furthermore,
we cannot guarantee future results, events, levels of activity, performance, or achievements.

This MD&A is intended to assist in understanding and assessing the trends and significant changes in our
results of operations and financial condition. As used in this MD&A, the words, “we,” “our” and “us” refer to K12
Inc. and its consolidated subsidiaries. This MD&A should be read in conjunction with our consolidated financial
statements and related notes included in this Annual Report. The following overview provides a summary of the
sections included in our MD&A:

(cid:129) Executive Summary — a general description of our business and key highlights of the year ended June 30,

2010.

(cid:129) Key Aspects and Trends of Our Operations — a discussion of items and trends that may impact our business

in the upcoming year.

(cid:129) Critical Accounting Policies and Estimates — a discussion of critical accounting policies requiring critical

judgments and estimates.

(cid:129) Results of Operations — an analysis of our results of operations in our consolidated financial statements.

(cid:129) Liquidity and Capital Resources — an analysis of cash flows, sources and uses of cash, commitments and
contingencies, seasonality in the results of our operations, the impact of inflation, and quantitative and
qualitative disclosures about market risk.

Executive Summary

We are a technology-based education company. We offer proprietary curriculum and educational services
designed to facilitate individualized learning for students in kindergarten through 12th grade, or K-12. Our mission
is to maximize a child’s potential by providing access to an engaging and effective education, regardless of
geographic location or socio-economic background. Since our inception, we have invested more than $175 million
to develop curriculum and an online learning platform that promotes mastery of core concepts and skills for
students of all abilities. This learning system combines a cognitive research-based curriculum with an individ-
ualized learning approach well-suited for virtual public schools, online public district programs, public charter
schools, hybrid programs and private schools that combine varying degrees of online and traditional classroom
instruction, and other educational applications.

We increased total average enrollments in the virtual public schools we serve from 54,962 in fiscal year 2009
to 66,811 in fiscal year 2010, a growth rate of 21.6%. These enrollments exclude students in our direct-to-consumer,
private school and international channels as well as our pilot programs. Over the same period, we increased
revenues from $315.6 million to $384.5 million, a growth rate of 21.8%, increased operating income from
$22.3 million to operating income of $35.5 million, a growth rate of 58.8%, and increased net income-K12 Inc.
from $12.3 million to net income-K12 Inc. of $21.5 million, a growth rate of 74.8%. Also over the same timeframe,
we increased EBITDA, a non-GAAP measure (see reconciliation on page 51), from $43.2 million to $61.2 million,
a growth rate of 40.8%.

We deliver our learning system to students primarily through virtual public schools and are building an
institutional business with sales directly to school districts. Many states have embraced virtual public schools as a

52

means to provide families with a publicly funded alternative to a traditional classroom-based education. We offer
virtual schools our proprietary curriculum, online learning platform and varying levels of academic and man-
agement services, which can range from targeted programs to complete turnkey solutions. Additionally, without the
requirement of a physical classroom, virtual schools can be scaled quickly to accommodate a large dispersed
student population, and allow more capital resources to be allocated towards teaching, curriculum and technology
rather than towards a physical infrastructure.

For the 2010-11 school year, we will manage schools in 27 states and the District of Columbia. For the most
part, these schools are able to enroll students on a statewide basis. Most of these enrollments are in virtual public
schools. We are serving a growing number of hybrid schools the first of which opened in Chicago in 2006. A hybrid
school is a virtual public school that combines the benefits of face-to-face time for students and teachers in a
traditional classroom setting along with the flexibility and individualized learning advantages of online instruction.
In July 2010, through our acquisition of KC Distance Learning, Inc. (KCDL), we have added the iQ Academies that
serve statewide virtual public schools in six states where we also serve other schools. Also in July 2010, we
extended our involvement with traditional classroom settings to the full operational management of a brick and
mortar school. Specifically, the Delaware Department of Education contracted with us to assume responsibility for
all aspects of the operation of the Moyer Charter School, and authorized us to serve up to 460 students in grades 6-
12. This contract furthers the use of our learning systems and instructional methods in a traditional classroom
setting.

We are serving a growing number of students in programs that typically only accept enrollment from their own
district. These district-based alternatives are a response to demand from school districts. We have established a
dedicated sales team to focus on this sector, and through our acquisition of KC Distance Learning, Inc. (KCDL) in
July 2010, we have added to this team as well as expanded our course portfolio. The services we provide to these
districts are designed to assist them in launching their own distance learning programs and vary according to the
needs of the individual school districts and may include teacher training programs, administrator support and our
student account management system. With our services, districts can offer programs that allow students to
participate full-time, as their primary school, or part-time, supplementing their education with a single elective or
core course.

In addition, parents can purchase our curriculum and learning solutions directly to facilitate or supplement
their children’s education. In 2008 we launched the K12 International Academy, a private school that we operate
using our curriculum. This school is accredited and enables us to deliver our learning system to students in the
United States and worldwide. This school is positioned as a private international school enabling students to interact
with others from more than 59 countries. The K12 International Academy has a branch facility in Dubai, operated
under a joint venture. The purpose of the joint venture is to develop and manage the distribution of our learning
system in the Gulf Cooperating Countries. In 2010, we opened sales offices in Singapore and Switzerland to expand
the reach of the K12 International Academy in those regions.

In April 2010, we formed a joint venture with Middlebury College known as Middlebury Interactive
Languages LLC (MIL) to develop online foreign language courses. We contributed substantially all of the assets
in our Power-Glide Language Courses Inc. (Power-Glide), subsidiary, along with certain intellectual property
licenses and cash for a 60% interest in the joint venture. As a majority-owned subsidiary, we will consolidate the
financial statements of MIL into our financial statements. Middlebury contributed a license to use its school name,
its Middlebury-Monterey Language Academy business and cash for a 40% interest in the joint venture. We offer
these MIL courses in our virtual public schools and believe they have wide applicability in online learning. This
new venture will create innovative, online language programs for pre-college students and will leverage Mid-
dlebury’s recognized experience in foreign language instruction and K12’s expertise in online education. Language
faculty from Middlebury will work with K12 to develop and manage the academic content of the Web-based
language courses, which K12 will offer through its online education programs. The new courses will use features
such as animation, music, videos and other elements that immerse students in new languages. The first courses,
beginner French and Spanish for high school students, will be offered for the 2010-11 school year. The joint venture
will also expand the Middlebury-Monterey Language Academy, a language immersion summer program for
middle and high school students. MMLA offers Arabic, Chinese, French, German and Spanish at its summer four-
week residential session at four college campuses.

53

In July 2010, we acquired all of the stock of KC Distance Learning, Inc. (KCDL), a provider of online
curriculum and public and private virtual education, for approximately $63 million in 2.75 million non-voting
shares of a new class of preferred stock (Series A Shares). If approved by a shareholder vote, these shares are
eligible to convert to common stock on a one-for-one basis. If converted and outstanding for the full fiscal year
ended June 30, 2010, the Series A Shares would increase our total dilutive shares outstanding by approximately
9.2%. The KCDL businesses include: Aventa Learning (online curriculum and instruction), the iQ Academies
(statewide virtual public charter schools for middle and high school); and The Keystone School (international
online private school). Aventa Learning offers to schools and school districts over 140 core, elective and AP»
courses in grades 6-12, from credit recovery courses to full-scale virtual school programs, as well as instructional
services. Aventa Learning is accredited by the Northwest Association of Accredited Schools (NAAS). The
Keystone School is an online private school for middle and high school students, which is also accredited by the
NAAS. It was established in 1974 and has served over 250,000 students from 84 countries. The school enrolls both
full-time and part-time students and its course offerings are supported by certified teachers. The iQ Academies are
statewide online public schools that partner with school districts or public charter schools to serve middle and high
school students. iQ Academies currently operate in Kansas, Minnesota, Nevada, Texas, Washington, and
Wisconsin.

With the formation of MIL and the addition of KCDL, we believe we have improved our growth potential and
the ability to scale our business even further. We also continue to invest in our logistics, technological infrastructure
and financial systems to allow us to more effectively operate a large and growing company that will be able to better
serve the educational needs of students domestically and internationally.

Our History

We were founded in 2000 to utilize the advances in technology to provide children access to a high-quality
public school education regardless of their geographic location or socio-economic background. Given the
geographic flexibility of technology-based education, we believed that the pursuit of this mission could help
address the growing concerns regarding the regionalized disparity in the quality of public school education, both in
the United States and abroad. The convergence of these concerns and rapid advances in Internet technology created
the opportunity to make a significant impact by deploying a high quality learning system on a flexible, online
platform.

In September 2001, after 18 months of research and development of our curriculum, we introduced our
kindergarten through 2nd grade offering. We initially launched our learning system in virtual public schools in
Pennsylvania and Colorado, serving approximately 900 students in the two states combined. We added new grades
and more states over the past seven years. We have also developed and launched hybrid programs that combine
face-to-face time in the classroom with online instruction. For the 2009-10 school year, we operated in 25 states as
set forth in the table below. For the 2010-11 school year, we have been approved to operate in Massachusetts and
Michigan bringing the total states were we operate to 27.

54

The following table sets forth the enrollment, grade level, and new state by school year for virtual public

schools and hybrid schools:

School Year

Approximate
Total
Average
Enrollment

Grades Offered

# of States
Served

SY 2001 - 2002 . . . . . . . . . . . . .

900

SY 2002 - 2003 . . . . . . . . . . . . .

5,900

SY 2003 - 2004 . . . . . . . . . . . . .

11,200

SY 2004 - 2005 . . . . . . . . . . . . .

15,100

SY 2005 - 2006 . . . . . . . . . . . . .

20,200

SY 2006 - 2007 . . . . . . . . . . . . .

27,000

SY 2007 - 2008 . . . . . . . . . . . . .

40,800

SY 2008 - 2009 . . . . . . . . . . . . .

55,000

SY 2009 - 2010 . . . . . . . . . . . . .

67,000

SY 2010 - 2011 . . . . . . . . . . . . .

TBD

K - 2nd

K - 5th

K - 7th

K - 8th
K - 9th
K - 10th
K - 12th
K - 12th

K - 12th

K - 12th

2

7

11

12

13

15

17

21

25

27

New States

Colorado,
Pennsylvania,

Arkansas, California,
Idaho, Minnesota,
Ohio

Arizona, Florida,
Utah, Wisconsin

Kansas

Texas

Illinois, Washington,

Georgia, Nevada

Hawaii, Indiana,
Oregon,
South Carolina

Alaska, Oklahoma,
Virginia, Wyoming

Massachusetts,
Michigan

These enrollment trends will become less meaningful as we grow the other channels of our business including

district sales, private schools, direct-to-consumer and international.

Key Aspects and Trends of Our Operations

Revenues

We generate a significant portion of our revenues from the sale of curriculum, management and technology
services to virtual public schools including charter and hybrid schools and are typically supported by contracts of
between one to twenty years in duration. In each of the past five years, more than 90% of our revenues have been
derived from this source. We anticipate that these revenues will continue to represent the bulk of our total revenues
over the next 12-24 months, although we expect this percentage to decline over the longer term as we expand into
new distribution channels. These underlying contracts provide for our support of the student enrollment process,
and we execute marketing and recruiting programs designed to create awareness and generate enrollments for many
of these schools. We earn our revenues by providing each student with access to our online lessons and learning kits,
often including the use of a personal computer. In addition, we provide a variety of management, technology and
academic support services to these schools, ranging from turnkey end-to-end management solutions to targeted
programs to meet a school’s specific needs. We also generate revenues from sales of our curriculum and services
through other channels, including public school districts, private schools, direct-to-consumer, and international. We
have also piloted our curriculum in a traditional brick and mortar classroom environment.

Factors affecting our revenues include:

(i) the number of enrollments;

(ii) the nature and extent of the management services provided to the schools and school districts;

(iii) state or district per student funding levels and attendance requirements;

55

(iv) prices for our products and services; and

(v) growth in our other distribution channels such as direct-to-consumer, private schools and

international.

We define an enrollment as a full-time student using our provided courses as their primary curriculum
regardless of the nature and extent of the management services we provide to the virtual public school. Generally,
students will take five or six courses, except for some kindergarten students who may participate in half-day
programs. We count each half-day kindergarten student as an enrollment.

School sessions generally begin in August or September and end in May or June. We consider the duration of a
school year to be 10 months. To ensure that all virtual public school and hybrid schools are reflected in our measure
of enrollments, we consider the number of students on the last day of September to be our opening enrollment level,
and the number of students enrolled on the last day of May to be our ending enrollment level. To provide
comparability, we do not consider enrollment levels for June, July and August as most schools are not open during
these months. For each period, average enrollments represent the average of the month-end enrollment levels for
each month that has transpired between September and the end of the period, up to and including the month of May.
We continually evaluate our enrollment levels by state, by school and by grade. We track new student enrollments
and withdrawals throughout the year.

We believe that the number of enrollments depends upon the following:

(cid:129) the number of states and school districts in which we operate;

(cid:129) the restrictive terms of local laws or regulations including enrollment caps;

(cid:129) the appeal of our curriculum and instructional model to students and families;

(cid:129) the specific local requirements including credit recovery, special needs;

(cid:129) the effectiveness of our program in delivering favorable academic outcomes;

(cid:129) the quality of the teachers working in the virtual public schools we serve; and

(cid:129) the effectiveness of our marketing and recruiting programs.

In fiscal year 2010, we increased total average enrollments by 11,850, or 21.6% to 66,811, as compared to total
average fiscal year 2009 enrollments of 54,962. We did this by a process that combines replacing students who have
withdrawn and adding new enrollments to attain our rate of growth. We continually evaluate our trends in revenues
by monitoring the number of enrollments in total, by state, by school and by grade, assessing the impact of changes
in funding levels and the pricing of our curriculum and educational services.

We also sell our courses directly to consumers. In our direct-to-consumer channel, consumers typically
purchase from one to six courses in a year, however, we do not monitor the progress of these students in the same
way as we do in virtual public schools. Our online private school, the K12 International Academy can enroll students
on a full or part-time basis. In addition, the brands we acquired from KCDL serve students full-time and with single
courses. We have not included the enrollment from these channels in our enrollment totals; however we expect them
to have a greater impact on revenues going forward.

Our annual growth in revenues may be materially affected by changes in the level of management services we
provide to certain schools. Currently a significant portion of our enrollments are associated with virtual public
schools to which we provide turnkey management services. We are responsible for the complete management of
these schools and therefore, we recognize as revenues the funds received by the schools, up to the level of costs
incurred. These costs are substantial, as they include the cost of teacher compensation and other ancillary school
expenses. Accordingly, enrollments in these schools generate substantially more revenues than enrollments in other
schools where we provide limited or no management services. In these situations, our revenues are limited to
invoiced amounts and are independent of the total funds received by the school from a state or district. As a result,
changes in the number of enrollments associated with schools operating under turnkey arrangements relative to
total enrollments may have a disproportionate impact on growth in revenues relative to the growth in enrollments.

56

The percentage of enrollments associated with turnkey management service schools, or managed schools, was
85% for the years ended June 30, 2010 and 2009. This was primarily attributable to the added emphasis we have
placed on sales to school districts that resulted in growth of these enrollments of 22.7%, a similar rate as the growth
in enrollments at managed schools. Changes in the mix of enrollments associated with turnkey management
services compared with limited management services may change the average revenues per enrollment and
accordingly impact total revenues. As we renew our existing management contracts, the extent of the management
services we provide may change. Our turnkey management contracts have terms from one to twenty years. For
fiscal year 2011, we are providing turnkey management services to new schools in Massachusetts and Michigan and
have also added several contracts to provide our curriculum and limited services to individual school districts. As
we continue to build our institutional business and increase our sales to school districts, the trend in enrollment mix
may continue to shift toward these programs.

In fiscal year 2010, we derived more than 10% of our revenues from each of the Ohio Virtual Academy and the
Agora Cyber Charter School in Pennsylvania. In aggregate, these schools accounted for 28% of our total revenues.
We provide our full turnkey management solution pursuant to our contract with the Ohio Virtual Academy, which
terminates on June 30, 2017. We provide our full turnkey solution to the Agora Cyber Charter School (Agora),
pursuant to a contract with the school that expires on June 30, 2015. Each of the contracts with these schools
provides for termination of the agreement if the school ceases to hold a valid and effective charter from the charter-
issuing authority in their respective states or if there is a material reduction in the per enrollment funding level. The
annual revenues generated under each of these contracts represent a material portion of our total revenues in fiscal
year 2010 and we expect this to continue in fiscal year 2011. In October 2009, as part of a settlement agreement, the
Pennsylvania Department of Education (PDE) terminated its charter revocation proceeding against Agora. The
settlement agreement also included the dismissal of the two lawsuits brought against us by Agora and The Cynwyd
Group, as well as all other related litigation involving Agora, Cynwyd and the PDE.

Our annual revenue growth is impacted by changes in state or district per enrollment funding levels. Due to the
recession, many states have reduced per enrollment funding for public education affecting many of the virtual
public schools we serve. While the American Recovery and Reinvestment Act of 2009 (ARRA) has provided
additional funds to states, it has not fully offset the state funding reductions. Thus, the net impact to funding was
negative in many states and had a negative effect on our revenue and income for our fiscal years 2009 and 2010. Our
financial results reflect annual school revenues and expenses, including ARRA funds, state funding reductions and
expense reductions that we undertook in order to mitigate the impact of the funding reductions that have occurred.
In August 2010, the U.S. government passed the Education Jobs and Medicaid Assistance Act providing $10 billion
in federal aid for schools. At this time, many states still have budget issues and the specific level of federal funding
for the coming years is not yet known so it is possible we could experience lower per enrollment funding in the
future.

We evaluate the combined pricing of our curriculum and educational services annually against market
conditions and state funding levels and change them as we deem appropriate. We do not expect our price changes to
have a significant impact on revenues as they are encompassed within changes in per enrollment funding levels.

Instructional Costs and Services Expenses

Instructional costs and services expenses include expenses directly attributable to the educational products and
services we provide. The virtual public schools we manage are the primary drivers of these costs, including teacher
and administrator salaries and benefits and expenses of related support services. Instructional costs also include
fulfillment costs of student textbooks and materials, depreciation and reclamation costs of computers provided for
student use, and the cost of any third-party online courses. In addition, we include in instructional costs the
amortization of capitalized curriculum and related systems. We measure, track and manage instructional costs and
services as a percentage of revenues and on a per enrollment basis as these are key indicators of performance and
operating efficiency.

As a percentage of revenues, instructional costs and services expenses decreased to 57.8% for the year ended
June 30, 2010, as compared to 62.4% for the same period in the prior year. This decrease as a percentage of revenues
was primarily attributable to the lower fulfillment costs for materials and computers, increased productivity at the

57

schools we serve, and leverage of fixed school infrastructure costs. This decrease in expenses was partially offset by
an increase in the percentage of high school enrollments relative to total enrollments from 19% to 22%, as high
school enrollments have higher costs as a percentage of revenues due to increased teacher and related services costs.

In the near term, we expect high school enrollments to grow as a percentage of total enrollments. Our high
school offering requires increased instructional costs as a percentage of revenues compared to our kindergarten to
8th grade offering. This is due to the following: (i) generally lower student-to-teacher ratios; (ii) higher compen-
sation costs for some teaching positions requiring subject-matter expertise; (iii) ancillary costs for required student
support services including college placement, SAT preparation and guidance counseling; and (vi) use of third-party
courses to augment our proprietary curriculum. Over time, we anticipate partially offsetting these factors by
obtaining productivity gains in our high school instructional model, replacing third-party high school courses with
proprietary content, leveraging our school infrastructure and obtaining purchasing economies of scale.

We have deployed and are continuing to develop new delivery models, including hybrid schools, where
students receive face-to-face instruction in a learning center to complement their online instruction, and other
programs that utilize a brick and mortar facility full-time, including our operational management of the Moyer
Charter School. These models necessitate additional costs including facilities related costs and additional
administrative support, which are generally not required to operate typical virtual public schools. In addition,
development costs may include instructional research and curriculum development. As a result, instructional costs
as a percentage of revenues may be higher than our fully virtual kindergarten through eighth grade offering. In
addition, we are pursuing expansion into new states. If we are successful, we will incur start-up costs and other
expenses associated with the initial launch of a virtual public school, which may result in increased instructional
costs as a percentage of revenues.

Selling, Administrative and Other Operating Expenses

Selling, administrative and other operating expenses include the salaries, benefits and related costs of
employees engaged in business development, sales and marketing, and administrative functions. In addition,
we include rent expense for our corporate headquarters and stock compensation expense. We also include litigation
settlement costs, and transaction and due diligence expenses related to mergers and acquisitions. We track selling,
administrative and other operating expenses as a percentage of revenues to measure performance and efficiency of
these areas. In addition, we quantify sales and marketing efficiency including the number of new enrollment
prospects for virtual public schools, our ability to convert these prospects into enrollments, and our cost
effectiveness of conversion. We also review various call center statistics as indicators of operating efficiency
and customer service including call handle rates, waiting time and customer satisfaction. For fiscal year 2010, our
selling, administrative and other operating expenses as a percentage of revenues were 30.5%, representing an
increase of 3.1% compared to the prior year. This increase was primarily attributable to increases in student
recruiting and enrollment, personnel costs including the expansion of our institutional sales force, professional
services, acquisition due diligence and closing expenses, and litigation settlement costs. Excluding acquisition due
diligence expenses and legal settlement costs incurred in fiscal year 2010, this increase would have been 2.4%. We
believe we will be able to gain scale integrating the selling and administrative functions of KCDL. We continue to
invest in our logistics, technological infrastructure and financial systems to allow us to more effectively operate a
large and growing company that will be able to better serve the educational needs of students domestically and
internationally.

Product Development Expenses

Product development expenses include research and development costs and overhead costs associated with the
management of both our curriculum development and internal systems development teams. In addition, product
development expenses include the amortization of internal systems and any related impairment charges. We
measure and track our product development expenditures on a per course or project basis to measure and assess our
development efficiency. In addition, we monitor employee utilization rates to evaluate our workforce efficiency. We
plan to invest in additional curriculum development and related software in the future, primarily to produce
additional high school courses, world language courses, new releases of existing courses and to upgrade our content
management system and online school. We capitalize most of the costs incurred to develop our curriculum,

58

beginning with application development, through production and testing into capitalized curriculum development
costs. We capitalize the costs incurred to develop internal systems into property, equipment and capitalized
software development costs.

We account for impairment of capitalized curriculum development costs in accordance with Statement of
Financial Accounting Standard No. 144 (SFAS No. 144), Accounting for the Impairment or Disposal of Long-Lived
Assets, (codified in ASC 360). See “Critical Accounting Policies and Estimates.” There were no impairment
charges for the year ended June 30, 2010. We recorded impairment charges on capitalized curriculum of
$0.3 million for the year ended June 30, 2009. There were no impairment charges for the years ended June 30,
2008.

Other Factors That May Affect Comparability Year To Year

Stock Based Compensation Expense. The adoption of Statement of Financial Accounting Standard
No. 123R, “Share Based Payments” (SFAS No. 123R), (codified in ASC 718), requires that we recognize an
expense for stock options granted beginning July 1, 2006. We incurred approximately $5.9 million, $2.8 million and
$1.5 million in stock based compensation expense for the years ended June 30, 2010, 2009 and 2008, respectively.
We expect stock based compensation expense to increase in the future as we grant additional stock options and
restricted stock awards.

Income Tax Expense.

In the period from our inception through fiscal year 2005, we incurred significant
operating losses that resulted in a net operating loss carryforward for tax purposes. However, in each of the three
years ending June 30, 2008, we generated increasing enrollments, revenue and pre-tax income. As a result, in fiscal
year 2008, we determined it was more likely than not that substantially all of our net deferred tax asset would be
utilized. For the year ended June 30, 2008, we recognized a net income tax benefit of $21.1 million. This reflects the
net effect of a $27.0 million tax benefit from the reversal of the valuation allowance on net deferred tax assets and an
income tax expense of $5.9 million, or 46.6% of pretax income. Income tax expense for the year ended June 30,
2009 was $9.6 million, or 45.0% of pretax income. For the year ended June 30, 2010, income tax expense was
$13.2 million, or 38.8% of pretax income. The tax rate of 38.8% reflects our use of research and development tax
credits which expired in December 2009. Without the benefit of these tax credits, the tax rate would have been
43.1%.

Public Funding and Regulation. Our public school customers are financed with federal, state and local
government funding. Budget appropriations for education at all levels of government are determined through a
political process and impacted by general economic conditions, and, as a result, our revenues may be affected by
changes in appropriations. Decreases in funding could result in an adverse affect on our financial condition, results
of operations and cash flows.

Competition. Providing online education for grades K-12 is becoming increasingly competitive and
attracting significant new entrants. As this competition intensifies, it could negatively effect our growth, revenues
and operating margins. With the introduction of new technologies and entrants, we expect this competition to
intensify.

Critical Accounting Policies and Estimates

The discussion of our financial condition and results of operations is based upon our consolidated financial
statements, which have been prepared in accordance with U.S. GAAP. In the preparation of our consolidated
financial statements, we are required to make estimates and assumptions that affect the reported amounts of assets,
liabilities, revenues and expenses, as well as the related disclosures of contingent assets and liabilities. We base our
estimates on historical experience and on various other assumptions that we believe to be reasonable under the
circumstances. The results of our analysis form the basis for making assumptions about the carrying values of assets
and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates under
different assumptions or conditions, and the impact of such differences may be material to our consolidated
financial statements. Our critical accounting policies have been discussed with the audit committee of our board of
directors.

59

We believe that the following critical accounting policies affect the more significant judgments and estimates

used in the preparation of our consolidated financial statements:

Revenue Recognition

In accordance with SEC Staff Accounting Bulletin No. 104 (SAB No. 104), (codified in ASC 605), we
recognize revenues when the following conditions are met: (1) persuasive evidence of an arrangement exists;
(2) delivery of physical goods or rendering of services is complete; (3) the seller’s price to the buyer is fixed or
determinable; and (4) collection is reasonably assured. Once these conditions are satisfied, the amount of revenues
we record is determined in accordance with Emerging Issues Task Force (EITF 99-19), Reporting Revenue Gross as
a Principal versus Net as an Agent, (codified in ASC 605).

We generate almost all of our revenues through long-term contracts with virtual public schools and public
hybrid schools. These schools are generally funded by state or local governments on a per student basis. Under these
contracts, we are responsible for providing each enrolled student with access to our OLS or high school learning
platform, our online lessons, learning kits, teachers and student support services required for their complete
education. In most cases, we are also responsible for providing complete management, technology and educational
services required for the operation of the school. The revenues derived from these long-term agreements are
primarily dependent upon the number of students enrolled, the extent of the management services contracted for by
the school, and the level of funding provided to the school for each student.

We have determined that the elements of our contracts are valuable to schools in combination, but do not have
standalone value. While we have sold some of these elements in various combinations or bundles to schools and
school districts, the value of each element across these combinations is indeterminable and we have concluded that
we do not have sufficient objective and reliable evidence of fair value for each element. As a result, the elements
within our multiple-element contracts do not qualify for treatment as separate units of accounting. Accordingly, we
account for revenues received under multiple element arrangements as a single unit of accounting and recognize the
entire arrangement based upon the approximate rate at which we incur the costs associated with each element.

While we have concluded that the elements of our contracts do not have standalone value, we invoice schools
in accordance with the established contractual terms and rates. Generally, this means that for each enrolled student,
we invoice their school on a per student basis for the following items: (1) access to our online school and online
lessons; (2) learning kits; and (3) student personal computers. We also invoice for management and technology
services. We apply SAB No. 104 to each of these items as follows:

(cid:129) Access to the Online School and Online Lessons. Our OLS revenues come primarily from contracts with
charter schools and school districts. Students are provided access to the OLS and online lessons at the start of
the school year for which they have enrolled. On a per student basis, we invoice schools an upfront fee at the
beginning of the school year or at the time a student enrolls and a monthly fee for each month during the
school year in which the student is enrolled. A school year generally consists of 10 months. The upfront fee
is initially recorded as deferred revenue and is recognized as revenues ratably over the remaining months of
the current school year. If a student withdraws prior to the end of a school year, any remaining deferred
revenue related to the upfront fee is recognized ratably over the remaining months of the school year. The
monthly fees are recognized in the month in which they are earned.

The majority of our enrollments occur at the beginning of the school year in August or September,
depending upon the state. Because upfront fees are generally charged at the beginning of the school year, the
balance in our deferred revenue account tends to be at its highest point at the end of the first quarter.

Generally, the balance will decline over the course of the year and all deferred revenue related to virtual
public schools will be fully recognized by the end of our fiscal year on June 30.

(cid:129) Learning Kits. Our learning kit revenues come primarily from contracts with virtual public schools. The
lessons in our online school are meant to be used in conjunction with selected printed materials, workbooks,
laboratory materials and other manipulative items which we provide to students. We generally ship all
learning kits to a student when their enrollment is approved and invoice the schools in full or over the school
year for the materials. Once materials have been shipped, our efforts are substantially complete. Therefore,

60

we recognize revenues upon shipment. Because learning kits revenues are recognized near the time of
enrollment in its entirety, we generate a majority of these revenues in our first fiscal quarter which coincides
with the start of the school year. Shipments for virtual public schools that occur in the fourth fiscal quarter
that are for the upcoming school year are recorded in deferred revenues. We may also reclaim materials for
schools at the end of the school year or when a student withdraws from the school. We will invoice a
reclamation fee for this service and recognize the revenue in the period it is performed. We have improved
our ability to reclaim materials which has contributed to cost savings and efficiencies in our fulfillment
operations.

(cid:129) Student Personal Computers.

In most of our contracts with managed virtual public schools, we are
responsible for fulfilling school policies ensuring that each enrolled student has the ability to access our
online school. To accomplish this, we provide many families with the use of a personal computer, complete
technical support through our call center, and reclamation services when a student withdraws or a computer
needs to be exchanged. Schools are invoiced for each enrolled student or family to whom we have provided a
personal computer. This may include an upfront fee at the beginning of the school year or at the time a
student enrolls, a monthly fee for each month during the school year in which the student is enrolled, and a
reclamation fee when a student withdraws from the school. A school year generally consists of 10 months.
The upfront fee is initially recorded as deferred revenue and is recognized as revenues ratably over the
remaining months of the current school year. If a student withdraws prior to the end of a school year, any
remaining deferred revenue related to the upfront fee is recognized ratably over the remaining months of the
school year. All deferred revenue will be recognized by the end of our fiscal year, June 30. The monthly fees
are recognized in the month in which they are earned.

(cid:129) Management, Technology and Educational Services. Under most of our statewide virtual public school
contracts, we provide the boards of these schools we serve with turnkey management and technology
services. We take responsibility for all academic and fiscal outcomes. This includes responsibility for all
aspects of the management of the schools, including monitoring academic achievement, teacher recruitment
and training, compensation of school personnel, financial management, enrollment processing and pro-
visioning of curriculum, equipment and required services. Management and technology fees are generally
determined based upon a percentage of the funding received by the virtual public school. We generally
invoice schools for management and technology services in the month in which they receive such funding.

We recognize the revenues from management, technology and educational services ratably over the course of
our fiscal year. We use 12 months as a basis for recognition because administrative offices of the school remain open
for the entire year. Quarter-to-quarter, we estimate the total funds that each school will receive in a particular school
year, and recognize as revenue our pro rata fees associated with the estimated funding. Our management and
technology service fees are generally a contracted percentage of yearly school revenues. We review our estimates of
funding periodically, and revise as necessary, amortizing any adjustments over the remaining portion of the fiscal
year. Actual school funding may vary from these estimates or revisions, and the impact of these differences could
have a material impact on our results of operations. Since the end of the school year coincides with the end of our
fiscal year, we are generally able to base our annual revenues on actual school revenues.

We closely monitor the financial performance of the schools to which we provide turnkey management
services. Under the contracts with these schools, we generally take responsibility for any operating expenses that
they may incur in a given school year. These expenses include our charges for products and services. In some cases,
the school operating expenses may exceed the revenues earned by the school resulting in an operating loss for the
school. A school operating loss may result from a combination of cost increases or funding reductions attributable
to the following:

1) costs associated with new schools including the initial hiring of teachers, administrators and the

establishment of school infrastructure;

2) school requirements to establish contingency reserves;

3) one-time costs such as a legal claim;

4) funding reductions due to the inability to qualify specific students for funding;

61

5) regulatory or academic performance thresholds which may restrict the ability of a school to fund all

expenses;

6) inadequate school funding in particular states; and/or

7) burdensome regulation creating excessive costs.

We consider an individual school operating loss to estimate any impairment of collection, and our recognized
revenue reflects this impairment. The fact that a school has an operating loss in one year does not necessarily mean we
anticipate losing money on the entire contract. We recognize the impact of a school operating loss by estimating the full
year revenues and full year operating expenses of the school at the beginning of the fiscal year. We amortize the
estimated school operating loss against recognized revenues based upon the percentage of actual revenues in the period
to total estimated revenues for the fiscal year. We periodically review our estimates of full year school revenues and full
year school operating expenses and amortize the net impact of any changes to these estimates over the remainder of our
fiscal year. Actual school operating losses may vary from these estimates or revisions, and the impact of these differences
could have a material impact on our results of operations. Since the end of the school year coincides with the end of our
fiscal year, we are generally able to base our annual revenues on actual school revenues and use actual costs incurred in
our calculation of school operating losses. In aggregate, the operating losses of the schools we manage have grown
substantially. We expect school operating losses to decline in some schools as their enrollment increases and they obtain
scale. In aggregate, we expect school operating losses to continue to grow due to start up costs in new states, additional
investment in educational programs, and the higher costs associated with our high school offering.

The amount of revenues we record is determined in accordance with EITF 99-19. For the schools where we
provide turnkey management services, we have determined that we are the primary obligor for substantially all
expenses of the school. Accordingly, we report revenues on a gross basis by recording the associated per student
revenues received by the school from its funding state or school district up to the expenses incurred by the school.
Revenues are recognized when the underlying expenses are incurred by the school. For the contracts where we
provide individually selected services for the school or school district, we invoice on a per course, per student, or per
service basis and recognize revenues in accordance with SAB No. 104. Under these contracts, where we do not
assume responsibility for a school operating loss, we record revenues on a net basis.

We also generate a small percentage of our revenues through the sale of our online courses and learning kits
directly to consumers. Online course sales are generally month to month subscriptions or for periods of 12 months
and customers have the option of paying a discounted amount in full upfront or paying in monthly installments.
Payments are generally made with charge cards. For those customers electing to pay these subscription fees in their
entirety upfront, we record the payment as deferred revenue and amortize the revenues over the life of the
subscription. For customers paying monthly, we recognize these payments as revenues in the month earned.
Revenues for learning kits are recognized when shipped. We currently generate revenues from private schools,
including the K12 International Academy. These revenues are recognized based upon the products or services
provided as described above.

Capitalized Curriculum Development Costs

Our curriculum is primarily developed by our employees and to a lesser extent, by independent contractors.
Generally, our courses cover traditional subjects and utilize examples and references designed to remain relevant
for long periods of time. The online nature of our curriculum allows us to incorporate user feedback rapidly and
make ongoing corrections and improvements. For these reasons, we believe that our courses, once developed, have
an extended useful life, similar to computer software. We also create textbooks and other offline materials. Our
curriculum is integral to our learning system. Our customers do not acquire our curriculum or future rights to it.

Due to the similarity in development stages and long economic life of curriculum to computer software, we
capitalize curriculum development costs incurred during the application development stage in accordance with
Statement of Position (SOP) 98-1, Accounting for the Costs of Computer Software Developed or Obtained for
Internal Use, (codified in ASC 350). SOP 98-1 provides guidance for the treatment of costs associated with
computer software development and defines those costs to be capitalized and those to be expensed. Costs that
qualify for capitalization are external direct costs, payroll, and payroll-related costs. Costs related to general and

62

administrative functions are not capitalizable and are expensed as incurred. We capitalize curriculum development
costs when the projects under development reach technological feasibility. Many of our new courses leverage off of
proven delivery platforms and are primarily content, which has no technological hurdles. As a result, a significant
portion of our courseware development costs qualify for capitalization due to the concentration of our development
efforts on the content of the courseware. Technological feasibility is established when we have completed all
planning, designing, coding, and testing activities necessary to establish that a course can be produced to meet its
design specifications. Capitalization ends when a course is available for general release to our customers, at which
time amortization of the capitalized costs begins. Capitalized costs are recorded in capitalized curriculum
development costs. The period of time over which these development costs will be amortized is generally five
years. This is consistent with the capitalization period used by others in our industry and corresponds with our
product development lifecycle. Included in capitalized curriculum development is the November 2007 purchase of
a perpetual license of curriculum for $3 million. The purchase agreement includes a provision for future royalty
payments. This curriculum will be included as part of our high school offering and will be amortized over five years.

Software Developed or Obtained for Internal Use

We develop our own proprietary computer software programs to provide specific functionality to support both our
unique education offering and the student and school management services. These programs enable us to develop
courses, process student enrollments, meet state documentation requirements, track student academic progress, deliver
online courses to students, coordinate and track the delivery of course-specific materials to students and provide teacher
support and training. These applications are integral to our learning system and we continue to enhance existing
applications and create new applications. Our customers do not acquire our software or future rights to it.

We capitalize software development costs incurred during the development stage of these applications in
accordance with SOP 98-1, Accounting for the Costs of Computer Software Developed or Obtained for Internal Use
(codified in ASC 350). These capitalized development costs are included in property, equipment and capitalized
software and are generally amortized over three years.

Impairment of Long-lived Assets

Long-lived assets include property, equipment, capitalized curriculum and software developed or obtained for
internal use. In accordance with Statement of Financial Accounting Standards No. 144 (SFAS No. 144) (codified in
ASC 360), Accounting for the Impairment or Disposal of Long-Lived Assets, we review our recorded long-lived assets
for impairment annually or whenever events or changes in circumstances indicate that the carrying amount of an asset
may not be fully recoverable. We determine the extent to which an asset may be impaired based upon our expectation of
the asset’s future usability as well as on a reasonable assurance that the future cash flows associated with the asset will
be in excess of its carrying amount. If the total of the expected undiscounted future cash flows is less than the carrying
amount of the asset, a loss is recognized for the difference between fair value and the carrying value of the asset. There
was no impairment for the years ended June 30, 2010, 2009 and 2008.

Accounting for Stock-based Compensation

Effective July 1, 2006, we adopted the fair value recognition provisions of SFAS No. 123R using the
prospective transition method, which requires us to apply the provisions of SFAS No. 123R only to awards granted,
modified, repurchased or cancelled after the effective date. Under this transition method, stock based compensation
expense recognized beginning July 1, 2006 is based on the fair value of stock awards as of the grant date. As we had
used the minimum value method for valuing its stock options under the disclosure requirements of SFAS No. 123,
all options granted prior to July 1, 2006 continue to be accounted for under APB No. 25.

We use the Black-Scholes option pricing model method to calculate the fair value of stock options. The use of
option valuation models requires the input of highly subjective assumptions, including the expected stock price
volatility and the expected term of the option.

We account for equity instruments issued to non-employees, primarily non-employee Directors, in accordance
with the provisions of SFAS No. 123R and EITF 96-18, Accounting for Equity Instruments That Are Issued to Other
Than Employees for Acquiring, or in Conjunction with Selling, Goods or Services.

63

Deferred Tax Asset Valuation Allowance

We account for income taxes as prescribed by Statement of Financial Accounting Standards No. 109
(SFAS No. 109), Accounting for Income Taxes (codified in ASC 740). SFAS No. 109 prescribes the use of the
asset and liability method to compute the differences between the tax bases of assets and liabilities and the related
financial amounts, using currently enacted tax laws. If necessary, a valuation allowance is established, based on the
weight of available evidence, to reduce deferred tax assets to the amount that is more likely than not to be realized.
Realization of the deferred tax assets, net of deferred tax liabilities, is principally dependent upon achievement of
sufficient future taxable income. We exercise significant judgment in determining our provisions for income taxes,
our deferred tax assets and liabilities and our future taxable income for purposes of assessing our ability to utilize
any future tax benefit from our deferred tax assets. However, our ability to forecast sufficient future taxable income
is subject to certain market factors that we may not be able to control such as a material reduction in per pupil
funding levels, legislative budget cuts reducing or eliminating the products and services we provide and govern-
ment regulation.

From inception through fiscal year 2005, we had generated significant losses. However, in the three years ending
June 30, 2008 we generated increasing operating profit. In addition, our revenues are dependent, among other things,
upon the number of student enrollments. During the recruiting season for fall 2008, we received enrollment applications
that would provide for additional growth for fiscal year 2009. When considering this positive evidence of future
profitability, we believed that our recent history of generating positive pre-tax income is sustainable and is expected to
continue to grow as a result of the increasing revenues primarily from virtual public schools. Consequently, as we believed
that it is more likely than not that we would be able to utilize substantially all of our net deferred tax asset, we reversed
approximately $27.0 million of the valuation allowance on our net deferred tax asset for the year ended June 30, 2008.

Although we believe that our tax estimates are reasonable, the ultimate tax determination involves significant
judgments that could become subject to examination by tax authorities in the ordinary course of business. We
periodically assess the likelihood of adverse outcomes resulting from these examinations to determine the impact
on our deferred taxes and income tax liabilities and the adequacy of our provision for income taxes. Changes in
income tax legislation, statutory income tax rates, or future taxable income levels, among other things, could
materially impact our valuation of income tax assets and liabilities and could cause our income tax provision to vary
significantly among financial reporting periods.

As of June 30, 2010, we had federal net operating loss carryforwards of $35.9 million that expire between 2020
and 2030 if unused. We maintain a valuation allowance on net deferred tax assets of $0.8 million as of June 30, 2010
related to state income taxes as we believe it is more likely than not that we will not be able to utilize these deferred
tax assets. Due to these net operating loss carryforwards, we do not expect to pay federal income taxes in the next
twelve months.

Goodwill and Other Intangibles

We record as goodwill the excess of purchase price over the fair value of the identifiable net assets acquired.
Finite-lived intangible assets acquired in business combinations subject to amortization are recorded at their fair
value in accordance with ASU Topic 350. Finite-lived intangible assets include the trade name customer contracts
and non-compete agreements. Such intangible assets are amortized on a straight-line basis over their estimated
useful lives. As of June 30, 2010 and 2009, finite-lived intangible assets are recorded at $14.2 million and
$0.2 million, respectively and accumulated amortization of $0.4 million and $0.2 million, respectively. Amor-
tization expense for the years ended June 30, 2010, 2009 and 2008 were $0.2 million, $0.1 million and $0.1 million,
respectively. Future amortization of intangible assets is not yet determinable until a final allocation is completed
identifying the finite-lived intangibles and corresponding useful life contributed to the Middlebury Interactive
Languages venture. As of June 30, 2010 and 2009, indefinite-lived intangible assets, which consist of a domain
name, are recorded for both years at $0.3 million.

Statements of Financial Accounting Standards (SFAS) No. 142, Goodwill and Other Intangible Assets,
(codified in ASC 350), prescribes a two-step process for impairment testing of goodwill and intangibles with
indefinite lives, which is performed annually, as well as when an event triggering impairment may have occurred.
The first step tests for impairment, while the second step, if necessary, measures the impairment. Goodwill and

64

intangible assets deemed to have an indefinite life are tested for impairment on an annual basis, or earlier when
events or changes in circumstances suggest the carrying amount may not be fully recoverable. We have elected to
perform our annual assessment on May 31st of each year. For the year ended June 30, 2010, 2009, and 2008 no
impairment to goodwill or indefinite-lived intangible assets was recorded.

Consolidation of Noncontrolling Interest

Our consolidated financial statements reflect the results of operations of our Middle East and Middlebury
Interactive Languages joint ventures. Earnings or losses attributable to our partner are classified as “net income or
net loss attributable to noncontrolling interest” in our consolidated statements of operations. Net income or net loss
attributable to noncontrolling interest adjusts our consolidated net results of operations to reflect only our share of
the after-tax earnings or losses of an affiliated company. Income taxes attributable to minority interest are
determined using the applicable statutory tax rates in the jurisdictions where such operations are conducted.

Redeemable Noncontrolling Interest

In the formation of our joint venture with Middlebury College, at any time after the fifth (5th) anniversary of
the agreement, Middlebury may give written notice of its irrevocable election to sell all (but not less than all) of its
Membership Interest to the Company (put right). The purchase price for Middlebury’s Membership Interest shall be
its fair market value and the Company may, in its sole discretion, pay the purchase price in cash or shares of the
Company’s common stock. The agreement also includes a provision whereby, if certain milestones are not met
related to expanding the business by June 2014, Middlebury will have the option to repurchase certain contributed
assets at their fair market value.

The transaction resulted in a change in ownership interest of the subsidiary that did not result in loss of control
and was accounted for as an equity transaction in accordance with the provisions of ASC 810 (formerly SFAS 160,
Noncontrolling Interests in Consolidated Financial Statements, an amendment of ARB 51). The assets contributed
by Middlebury were initially recorded at their fair value. The intangible assets contributed by Middlebury were
estimated at a fair value of $14.0 million as determined by us and represents a preliminary allocation which is
subject to change upon completion of a valuation with the assistance of a third party valuation firm.

Given the provision of the put right, the redeemable noncontrolling interest is redeemable outside of our control
and it is recorded outside of permanent equity at its redemption value fair value in accordance with EITF Topic D-98,
Classification and Measurement of Redeemable Securities. We will adjust the redeemable noncontrolling interest to
redemption value on each balance sheet date with changes in redemption value recognized as an adjustment to
retained earnings, or in the absence of retained earnings, by adjustment to additional paid-in-capital.

Results of Operations

The following table sets forth total average enrollment data for our virtual public schools and hybrid schools
for each of the periods indicated and excludes enrollments from our direct-to-consumer, private school, and
international channels and our pilot programs:

Years Ended June 30,
2009

2010

2008

Total Average Enrollments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66,811

54,962

40,859

Managed Enrollments as percentage of total enrollments . . . . . . . . .
Non-managed Enrollments as a percentage of total enrollments . . . .

85.3% 85.4%
14.7% 14.6%

82.0%
18.0%

Total average enrollments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

100.0% 100.0% 100.0%

High School enrollments as a percentage of total . . . . . . . . . . . . . . .
K-8 enrollments as a percentage of total enrollments . . . . . . . . . . . .

21.9% 18.5%
78.1% 81.5%

13.5%
86.5%

Total average enrollments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

100.0% 100.0% 100.0%

65

The following table sets forth statements of operations data for each of the periods indicated:

Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $384,470

$226,235

2010

2008

Years Ended June 30,
2009
(In thousands)
$315,573

Cost and expenses

Instructional costs and services . . . . . . . . . . . . . . . . . . . . . . .
Selling, administrative, and other operating expenses . . . . . . .
Product development expenses . . . . . . . . . . . . . . . . . . . . . . .

222,029
117,398
9,576

196,976
86,683
9,575

131,282
72,393
9,550

Total costs and expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

349,003

293,234

213,225

Income from operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense, net. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

35,467
(1,331)

22,339
(982)

13,010
(295)

Income before income tax (expense) benefit and noncontrolling
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income tax (expense) benefit . . . . . . . . . . . . . . . . . . . . . . . . . .

interest

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Add net loss attributable to noncontrolling interest . . . . . . . . . .

34,136
(13,249)

20,887
638

21,357
(9,628)

11,729
586

12,715
21,058

33,773
—

Net Income — K12 Inc.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 21,525

$ 12,315

$ 33,773

The following table presents our selected consolidated statement of operations data expressed as a percentage

of our total revenues for the periods indicated:

Year Ended June 30,
2009

2008

2010

Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

100.0% 100.0% 100.0%

Cost and expenses

Instructional costs and services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selling, administrative, and other operating expenses . . . . . . . . . . . . . . .
Product development expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total costs and expenses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Income from operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Income before income tax (expense) benefit and noncontrolling interest . . .
Income tax (expense) benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Add net loss attributable to noncontrolling interest . . . . . . . . . . . . . . . . . .

57.8
30.5
2.5

90.8

9.2
(0.3)

8.9
(3.4)

5.5
0.1

62.4
27.5
3.0

92.9

7.1
(0.3)

6.8
(3.1)

3.7
0.2

58.0
32.0
4.2

94.2

5.8
(0.1)

5.7
9.3

15.0
0.0

Net income — K12 Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5.6%

3.9% 15.0%

Comparison of Years Ended June 30, 2010 and 2009

Revenues. Our revenues for the year ended June 30, 2010 were $384.5 million, representing an increase of
$68.9 million, or 21.8%, as compared to revenues of $315.6 million for the same period in the prior year. Total
average enrollments increased 21.6% to 66,811 for the year ended June 30, 2010 from 54,962 for the same period
prior year. The increase in average enrollments was primarily attributable to 19.8% enrollment growth in existing
states. New school openings in Alaska, Oklahoma, Virginia, and Wyoming contributed approximately 1.8% to
enrollment growth. In new and existing states combined, high school enrollments contributed approximately 8.1%

66

to enrollment growth and K-8 enrollments contributed approximately 13.5% to overall enrollment growth. For the
year ended June 30, 2010, high school enrollments increased 43.5% as compared to the same period in the prior
year. Additionally, high school enrollments constituted approximately 21.9% of our enrollments for the year ended
June 30, 2010 as compared to 18.5% for the same period in the prior year. K-8 enrollments increased 16.6% for the
year ended June 30, 2010 as compared to the same period in the prior year. Additionally, K-8 enrollments
constituted approximately 78.1% of our enrollments for the year ended June 30, 2010 as compared to 81.5% for the
same period in the prior year. Also contributing to the growth in revenues were other distribution channels including
private schools and direct-to-consumer.

Instructional Costs and Services Expenses.

Instructional costs and services expenses for the year ended
June 30, 2010 were $222.0 million, representing an increase of $25.1 million, or 12.7% as compared to instructional
costs and services of $197.0 million for the same period in the prior year. This increase was primarily attributable to
a $25.5 million increase in expenses to operate and manage the schools, partially offset by a $0.4 million decrease in
costs to supply curriculum, books, educational materials and computers to students, including depreciation and
amortization. As a percentage of revenues, instructional costs decreased to 57.8% for the year ended June 30, 2010,
as compared to 62.4% for the same period in the prior year. This decrease as a percentage of revenues was primarily
attributable to the lower fulfillment costs for materials and computers, increased volume in reclaimed materials,
increased productivity at the schools we serve, and leverage of fixed school infrastructure costs. This decrease in
expenses was partially offset by an increase in the percentage of high school enrollments relative to total
enrollments from 18.5% to 21.9%, as high school enrollments have higher costs as a percentage of revenues
due to increased teacher and related services costs.

Selling, Administrative, and Other Operating Expenses. Selling, administrative, and other operating
expenses for the year ended June 30, 2010 were $117.4 million, representing an increase of $30.7 million, or
35.4%, as compared to selling, administrative and other operating expenses of $86.7 million for the same period in
the prior year. This increase is primarily attributable to increases in personnel costs including benefits and stock
compensation expense, the expansion of our institutional sales force, student recruiting and enrollment costs,
professional services, acquisition due diligence and transaction related costs, and litigation settlement costs. As a
percentage of revenues, selling, administrative, and other operating expenses increased to 30.5% for the year ended
June 30, 2010 as compared to 27.5% for the same period in the prior year primarily due to increases in personnel
costs including the expansion of our institutional sales force, student recruiting, professional services, and
acquisition due diligence and transaction related costs.

Product Development Expenses. Product development expenses for the years ended June 30, 2010 and 2009
were $9.6 million. Employee compensation combined with contract labor was relatively stable. We continued to
add to our high school course catalogue, including credit recovery programs, and completed our new elementary
math program containing custom math sequences to meet state specific needs. As a percentage of revenues, product
development expenses decreased to 2.5% for the year ended June 30, 2010 as compared to 3.0% for the same period
in the prior year as we were able to leverage these costs over a larger revenue base.

Net Interest Expense. Net interest expense for the year ended June 30, 2010 was $1.3 million, as compared to
net interest expense of $1.0 million for the same period in the prior year. The increase is primarily due to lower
interest income as a result of declining interest rates for the year ending June 30, 2010 as compared to the same
period in the prior year.

Income Taxes.

Income tax expense for the year ended June 30, 2010 was $13.2 million or 38.8% of income
before income taxes, as compared to an income tax expense of $9.6 million, or 43.7% of income before taxes, for
the same period in the prior year. The decrease in rate is primarily attributable to tax credits recognized in the year
ended June 30, 2010 for research and development activities in the current and prior periods. Without these credits,
income tax expense for the year ended June 30, 2010 would have been $14.7 million or 43.1% of income before
taxes.

Noncontrolling interest. Net loss attributable to noncontrolling interest for the year ended June 30, 2010 and
2009 was $0.6 million. Noncontrolling interest reflects the after-tax losses attributable to shareholders in our joint
venture in the Middle East and Middlebury Interactive Languages.

67

Comparison of Years Ended June 30, 2009 and 2008

Revenues. Our revenues for the year ended June 30, 2009 were $315.6 million, representing an increase of
$89.3 million, or 39.5%, as compared to revenues of $226.2 million for the same period in the prior year. Total
average enrollments increased 34.5% to 54,962 for the year ended June 30, 2009 from 40,859 for the same period
prior year. The increase in average enrollments was primarily attributable to 29.9% enrollment growth in existing
states. New school openings in Hawaii, Indiana, Oregon, and South Carolina contributed approximately 4.6% to
enrollment growth. In new and existing states combined, high school enrollments contributed approximately 11.4%
to enrollment growth and K-8 enrollments contributed approximately 23.1% to overall enrollment growth. For the
year ended June 30, 2009, high school enrollments increased 84.0% as compared to the same period in the prior
year. Additionally, high school enrollments constituted approximately 18.5% of our enrollments for the year ended
June 30, 2009 as compared to 13.5% for the same period in the prior year. K-8 enrollments increased 26.8% for the
year ended June 30, 2009 as compared to the same period in the prior year. Additionally, K-8 enrollments
constituted approximately 81.5% of our enrollments for the year ended June 30, 2009 as compared to 86.5% for the
same period in the prior year. Also contributing to the growth in revenues was the increase in the percentage of
enrollments associated with managed schools, which generate higher revenue per enrollment than non-managed
school enrollments. The percentage of enrollments associated with managed schools increased to 85.4% for the
year ended June 30, 2009 from 82.0% for the same period in the prior year.

Instructional Costs and Services Expenses.

Instructional costs and services expenses for the year ended
June 30, 2009 were $197.0 million, representing an increase of $65.7 million, or 50.0% as compared to instructional
costs and services of $131.3 million for the year ended June 30, 2008. This increase was primarily attributable to a
$47.9 million increase in expenses to operate and manage the schools and a $17.8 million increase in costs to supply
curriculum, books, educational materials and computers to students, including depreciation and amortization. As a
percentage of revenues, instructional costs increased to 62.4% for the year ended June 30, 2009, as compared to
58.0% for the year ended June 30, 2008. This increase as a percentage of revenues is primarily attributable to four
factors: 1) an increase in the percentage of managed school enrollments relative to total enrollments from 82.0% to
85.4%. Managed school enrollments generate more revenue than those associated with non-managed schools, but
have higher instructional costs as a percentage of revenues; 2) an increase in the percentage of high school
enrollments relative to total enrollments from 13.5% to 18.5%. High school enrollments have higher costs as a
percentage of revenues due to increased teacher and related services costs; 3) incremental freight charges due to
expedited student materials shipments and fuel surcharges, partially offset by reduced costs of student materials and
computers; and 4) start-up costs associated with the commencement of school operations in four new states and two
new schools in existing states.

Selling, Administrative, and Other Operating Expenses. Selling, administrative, and other operating
expenses for year ended June 30, 2009 were $86.7 million, representing an increase of $14.3 million, or
19.7%, as compared to selling, administrative and other operating expenses of $72.4 million for the same period
in the prior year. This increase is primarily attributable to a $6.2 million increase in student recruiting costs, a
$1.6 million increase in professional services, and a $6.5 million increase in other expenses. As a percentage of
revenues, selling, administrative, and other operating expenses decreased to 27.5% for the year ended June 30, 2009
as compared to 32.0% for the same period in the prior year primarily due to greater leverage on our corporate
overhead and fixed selling resources. Partially offsetting this leverage were increased investments in demand
generating activities and our international expansion efforts.

Product Development Expenses. Product development expenses for the years ended June 30, 2009 and 2008
were $9.6 million. Employee compensation as well as contract labor costs increased, but were offset by greater
utilization of these resources to develop curriculum assets. We continued to add to our high school course catalogue
and to our elementary math and remedial reading programs. As a percentage of revenues, product development
expenses decreased to 3.0% for the year ended June 30, 2009 as compared to 4.2% for the same period in the prior
year as we were able to leverage these costs over a larger revenue base.

Net Interest Expense. Net interest expense for the year ended June 30, 2009 was $1.0 million, as compared to
net interest expense of $0.3 million for the same period in the prior year. The increase is due to growth in our capital
lease obligations partially offset by reduced borrowings under our revolving line of credit. In addition, although our

68

average cash balances were higher for the year ended June 30, 2009, the significant decline in interest rates resulted
in lower interest income.

Income Taxes.

Income tax expense for the year ended June 30, 2009 was $9.6 million, or 45.0% of income
before income taxes, as compared to an income tax benefit of $21.1 million for the same period in the prior year.
The income tax benefit for the year ended June 30, 2008 reflects a $27.0 million tax benefit as we were able to
reverse the valuation allowance on net deferred tax assets generated by our net operating losses that were fully
reserved in prior periods. Had that reversal not occurred, we would have recorded an income tax expense of
$5.9 million, or 46.6% of income before income taxes for the year ended June 30, 2008.

Noncontrolling interest. Net loss attributable to noncontrolling interest for the year ended June 30, 2009 was
$0.6 million, reflecting losses attributable to shareholders in our joint venture in the Middle East. There was no
minority interest for the year ended June 30, 2008.

Quarterly Results of Operations

The following table sets forth domestic enrollment data of virtual public schools or hybrid schools for the eight
most recent quarters, as well as the percentage of total enrollments in various categories including: managed
enrollments or enrollments in schools where we provide turn-key management services, non-managed enrollments
or enrollments in programs that use our curriculum and limited other services.

The enrollments below do not include students in our direct-to-consumer, private school, international

channels or pilot programs.

Jun-10 Mar-10 Dec-09

Sep-09

Jun-09 Mar-09 Dec-08

Sep-08

Three Months Ended

Total Average Enrollments . . . . . . . . . .

63,508 67,560 67,354 69,542 52,563 56,022 55,076 56,233

Managed Enrollments as percentage of

total enrollments . . . . . . . . . . . . . . . . .

85.0% 85.5% 85.0% 85.6% 85.1% 85.7% 85.3% 85.4%

Non-managed Enrollments as a

percentage of total enrollments . . . . . .

15.0% 14.5% 15.0% 14.4% 14.9% 14.3% 14.7% 14.6%

Total average enrollments . . . . . . . . . . . .

100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

High School enrollments as a percentage

of total . . . . . . . . . . . . . . . . . . . . . . . .

21.1% 22.0% 21.6% 23.4% 16.9% 18.6% 18.6% 20.9%

K-8 enrollments as a percentage of total

enrollments . . . . . . . . . . . . . . . . . . . . .

78.9% 78.0% 78.4% 76.6% 83.1% 81.4% 81.4% 79.1%

Total average enrollments . . . . . . . . . . . .

100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

69

The following tables set forth selected unaudited quarterly consolidated statement of operations data for the
eight most recent quarters, as well as each line item expressed as a percentage of total revenues. The information for
each of these quarters has been prepared on the same basis as the audited consolidated financial statements included
in this Annual Report and, in the opinion of management, includes all adjustments necessary for the fair
presentation of the results of operations for such periods. This data should be read in conjunction with the audited
consolidated financial statements and the related notes included in this annual report. These quarterly operating
results are not necessarily indicative of our operating results for any future period.

For the Three Months Ended,

Jun-10

Mar-10

Dec-09

Sep-09

Jun-09

Mar-09

Dec-08

Sep-08

(In thousands)
$88,321 $96,627 $93,197 $106,325 $72,166 $77,164 $77,618 $88,625

Revenues . . . . . . . . . . . . . . . .

Cost and expenses
Instructional costs and

services . . . . . . . . . . . . . . .

55,868

56,479

51,589

58,093

44,375

47,868

50,312

54,421

Selling, administrative, and

other operating expenses . . .

32,329

26,843

24,899

33,327

25,494

19,467

18,887

22,835

Product development

expenses . . . . . . . . . . . . . . .

1,999

2,924

2,415

2,238

2,560

2,415

2,405

2,195

Total costs and expenses . . . .

90,196

86,246

78,903

93,658

72,429

69,750

71,604

79,451

Income (loss) from

operations . . . . . . . . . . . . .

(1,875) 10,381

14,294

12,667

(263)

7,414

6,014

9,174

Interest (expense) income,

net . . . . . . . . . . . . . . . . . . .

(289)

(361)

(324)

(357)

(464)

(361)

(264)

107

Income (loss) before income
tax (expense) benefit and
noncontrolling interest . . .
Income tax benefit (expense). .

Net income (loss) . . . . . . . . . .
Add (less) net loss (income)

attributable to
noncontrolling interest . . .

Net income (loss) — K12

(2,164) 10,020
(3,927)

427

13,970
(4,381)

12,310
(5,368)

(727)
13

7,053
(3,490)

5,750
(2,365)

9,281
(3,786)

(1,737)

6,093

9,589

6,942

(714)

3,563

3,385

5,495

412

36

49

141

48

(16)

135

419

Inc.

. . . . . . . . . . . . . . . . . .

$ (1,325) $ 6,129 $ 9,638 $ 7,083 $ (666) $ 3,547 $ 3,520 $ 5,914

70

25.7
2.5

89.6

10.4
0.1

The following table sets forth statements of operations data as a percentage of revenues for each of the periods

indicated:

Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100.0% 100.0% 100.0%100.0%100.0% 100.0% 100.0%100.0%

For the Three Months Ended,
Jun-10 Mar-10 Dec-09 Sep-09 Jun-09 Mar-09 Dec-08 Sep-08

Cost and expenses
Instructional costs and services . . . . . . . . . . . . . .
Selling, administrative, and other operating

expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Product development expenses . . . . . . . . . . . . . .

Total costs and expenses . . . . . . . . . . . . . . . . . . 102.1

63.2

58.5

55.4

54.6

61.5

62.1

64.8

61.4

36.6
2.3

27.8
3.0

89.3

26.7
2.6

84.7

31.3
2.1

35.3
3.6

88.0 100.4

25.2
3.1

90.4

24.4
3.1

92.3

Income (loss) from operations . . . . . . . . . . . . .
Interest (expense) income, net . . . . . . . . . . . . . . .

(2.1)
(0.4)

10.7
(0.3)

15.3
(0.3)

12.0
(0.3)

(0.4)
(0.6)

9.6
(0.5)

7.7
(0.3)

Income (loss) before income tax (expense)

benefit and noncontrolling interest . . . . . . . .
Income tax benefit (expense) . . . . . . . . . . . . . . .

Net income (loss) . . . . . . . . . . . . . . . . . . . . . . .
Add (less) net loss (income) attributable to

(2.5)
0.5

(2.0)

10.4
(4.1)

15.0
(4.7)

11.7
(5.0)

6.3

10.3

6.7

(1.0)
0.0

(1.0)

noncontrolling interest . . . . . . . . . . . . . . . . .

0.5

0.0

0.0

0.1

0.1

9.1
(4.5)

7.4
(3.1)

10.5
(4.3)

4.6

0.0

4.3

6.2

0.2

0.5

Net income (loss) — K12 Inc. . . . . . . . . . . . . . .

(1.5)% 6.3% 10.3% 6.8% (0.9)% 4.6% 4.5% 6.7%

Discussion of Quarterly Results of Operations

Our revenues and operating results normally fluctuate as a result of seasonal variations in our business,
principally due to virtual public schools we serve and the number of months the schools are fully operational and
serving students in a fiscal quarter. While school administrative offices are generally open year round, a school
typically serves students during a 10 month academic year. A school’s academic year typically begins in August or
September, our first fiscal quarter, and finishes in May or June, our fourth fiscal quarter. Consequently, our first and
fourth fiscal quarters reflect fewer than three months of full virtual public school operations when compared to the
second and third fiscal quarters.

In the first fiscal quarter, we ship materials to students for the beginning of the school year. New students will
enroll after the start of the school year, but in significantly smaller numbers. This generally results in higher
materials revenues and margin in the first quarter versus other quarters. In the first and fourth fiscal quarters, online
curriculum and computer revenues are generally lower as these revenues are primarily earned during the school
academic year which may provide for only one or two months of these revenues in these quarters versus the second
and third fiscal quarters. Management and technology service revenues are recognized ratably over the course of
our fiscal year. The combined effect of these factors results in higher revenues in the first fiscal quarter than in the
subsequent quarters.

Operating expenses are also seasonal. Instructional costs and services expenses increase in the first fiscal
quarter primarily due to the costs incurred to ship student materials at the beginning of the school year. Instructional
costs may increase significantly quarter-to-quarter as school operating expenses increase. For example, enrollment
growth will require additional teaching staff, thereby increasing salary and benefits expense. School events may be
seasonal, (e.g. professional development, proctored exam related expenses, and community events,) impacting the
quarterly change in instructional costs. The majority of our recruiting and enrollment expenses are incurred in the
first and fourth fiscal quarters, as our primary enrollment season is July through September. A significant portion of
our overhead expenses does not vary with the school year or enrollment season.

71

Discussion of Seasonality of Financial Condition

Certain accounts in our balance sheet are subject to seasonal fluctuations. As our enrollments and revenues
grow, we expect these seasonal trends to be amplified. The bulk of our materials are shipped to students prior to the
beginning of the school year, usually in July or August. In order to prepare for the upcoming school year, we
generally build up inventories during the fourth quarter of our fiscal year. Therefore, inventories tend to be at the
highest levels at the end of our fiscal year. In the first quarter of our fiscal year, inventories tend to decline
significantly as materials are shipped to students. In our fourth quarter, inventory purchases and the extent to which
we utilize early payment discounts will impact the level of accounts payable.

Accounts receivable balances tend to be at the highest levels in the first quarter of our fiscal year as we begin
billing for all enrolled students and our billing arrangements include upfront fees for many of the elements of our
offering. These upfront fees result in seasonal fluctuations to our deferred revenue balances. Generally, deferred
revenue balances related to the schools tend to be highest in the first quarter, when the majority of students enroll.
Since the deferred revenue is amortized over the course of the school year, which ends in June, the balance is
typically at its lowest at the end of our fiscal year. Generally, deferred revenues from virtual public schools have not
been a source of liquidity as most schools receive their funding over the course of the year. In the fourth quarter of
fiscal year 2010, we recorded deferred revenues for early materials shipments for the upcoming school year and we
also received an early payment for the upcoming school year however that is not typical.

The deferred revenue related to our direct-to-consumer business results from advance payments for twelve
month subscriptions to our online school. These advance payments are amortized over the life of the subscription
and tend to be highest at the end of the fourth quarter and first quarter, when the majority of subscriptions are sold.
Also at the end of the fourth quarter, we will record deferred revenues for the Middlebury summer language
program as students typically prepay for attending the programs that conclude in July.

Liquidity and Capital Resources

We financed our capital expenditures including capitalized curriculum development costs, purchases of
property and equipment, capitalized software development costs, and purchases of student computers, during the
year ended June 30, 2010 primarily through cash flow from operations and capital lease financing. As of June 30,
2010, 2009 and 2008, we had cash and cash equivalents of $81.8 million, $49.5 million and $71.7 million,
respectively. As of June 30, 2010, our cash balance included $12.1 million associated with our joint ventures.

We have a $35 million revolving credit agreement with PNC Bank (Credit Agreement) that expires in
December 2012. Pursuant to the terms of the Credit Agreement, the proceeds of the term loan facility are to be used
for general corporate purposes. Because of the seasonality of our business and timing of funds received, the school
expenditures are higher in relation to funds received in certain periods during the year. The Credit Agreement
provides the ability to fund these periods until cash is received from the schools.

Borrowings under the Credit Agreement bear interest based upon the term of the borrowings. Interest is charged, at
our option, either at: (i) the higher of (a) the rate of interest announced by PNC Bank from time to time as its “prime rate”
and (b) the federal funds rate plus 0.5%; or (ii) the applicable London interbank offered rate (LIBOR) divided by a
number equal to 1.00 minus the maximum aggregate reserve requirement which is imposed on member banks of the
Federal Reserve System against “eurocurrency liabilities” plus the applicable margin for such loans, which ranges
between 1.50% and 2.00%, based on the leverage ratio (as defined in the Credit Agreement). We pay a quarterly
commitment fee on the unused portion of the credit agreement . The line of credit includes a $5.0 million letter of credit
facility. Issuances of letters of credit reduce the availability of permitted borrowings under the Credit Agreement.

Borrowings under the Credit Agreement are secured by substantially all of our assets. The Credit Agreement
contains a number of financial and other covenants that, among other things, restrict our and our subsidiaries’
abilities to incur additional indebtedness, grant liens or other security interests, make certain investments, become
liable for contingent liabilities, make specified restricted payments including dividends, dispose of assets or stock,
including the stock of its subsidiaries, or make capital expenditures above specified limits and engage in other
matters customarily restricted in senior secured credit facilities. We must also maintain a maximum debt leverage
ratio. These covenants are subject to certain qualifications and exceptions. Through June 30, 2010, we were in

72

compliance with these covenants. As of June 30, 2010, no borrowings were outstanding on the line of credit and
approximately $2.1 million was reserved for a letter of credit.

In August 2010, we entered into an $18 million equipment lease line of credit for new purchases with PNC
Equipment Finance, LLC that expires on March 31, 2011. The interest rate on new borrowings is set at the time of
borrowing based upon interest rates in the Federal Reserve Statistical Release H.15.

For the year ended June 30, 2010, we borrowed $12.2 million to finance the purchase of student computers and
other equipment at an interest rate of approximately 5.0%. These leases include a 36-month payment term with a
bargain purchase option at the end of the term. Accordingly, we include this equipment in property and equipment
and the related liability in capital lease obligations. In addition, we have pledged the assets financed with the
equipment lease line to secure the amounts outstanding.

A substantial portion of our revenues are generated through our contractual arrangements with virtual public
schools. The virtual public schools are generally funded on a per student basis by their state and local governments
and the timing of funding varies by state. Due to the recession, many states have reduced per enrollment funding for
public education affecting many of the virtual public schools we serve. While the American Recovery and
Reinvestment Act of 2009 (ARRA) has provided additional funds to states, it has not fully offset the state funding
reductions. Thus, the net impact to funding was negative in many states and had a negative effect on our revenue and
income for our fiscal years 2009 and 2010. Our financial results reflect annual school revenues and expenses,
including ARRA funds, state funding reductions and expense reductions that we undertook in order to mitigate the
impact of the funding reductions that have occurred. At this time, many states still have budget issues and the
specific level of federal funding for the coming years is not yet known so it is possible we could experience lower
per enrollment funding in the future. Funding receipts by an individual school may vary over the year and may be in
arrears. On rare occasions, we have experienced delayed payments. Because our receivables represent obligations
indirectly due from governments, we have not historically had an issue with non-payment and believe the risk of
non-payment is minimal although we cannot guarantee this will continue.

Our cash requirements consist primarily of day-to-day operating expenses, capital expenditures and con-
tractual obligations with respect to facility leases, capital equipment leases and other operating leases. We expect
capital expenditures to increase for the next year including expenditures for additional courses, new releases of
existing courses, foreign language courses developed in our MIL joint venture, and internal systems enhancements
to support our growth and the integration of KCDL. We also expect expenditures for computers to support virtual
school enrollments to increase with enrollment growth. We expect to be able to fund these capital expenditures with
cash on hand, cash generated from operations, capital lease financing or advances under our line of credit. We lease
all of our office facilities. We expect to make future payments on existing leases from cash generated from
operations. We believe that the combination of funds currently available and funds to be generated from operations
will be adequate to finance our ongoing operations for the foreseeable future. In addition, we continue to explore
acquisitions, strategic investments, and joint ventures related to our business that we may acquire using cash, stock,
debt, contribution of assets or a combination thereof.

Redemption Right of Middlebury College

In the formation of our joint venture with Middlebury College (Middlebury), at any time after the fifth (5th)
anniversary of the agreement, Middlebury may give written notice of its irrevocable election to sell all (but not less
than all) of its Membership Interest to us (put right). Given the put right is redeemable outside of our control it is
recorded outside of permanent equity at its estimated redemption value. The purchase price for Middlebury’s
Membership Interest shall be its fair market value and we may, in our sole discretion, pay the purchase price in cash
or shares of our common stock. We will record the redemption value of the redeemable noncontrolling interest on
each balance sheet date in accordance with EITF Topic D-98 and any changes to the redemption value should be
recognized as adjustments to retained earnings, or in the absence of retained earnings, by adjustment to additional
paid-in capital. As of June 30, 2010, the redeemable noncontrolling interest was $17.4 million. The agreement also
includes a provision whereby, if certain milestones are not met related to expanding the business by June 2014,
Middlebury will have the option to repurchase certain contributed assets at their fair market value.

73

Redemption Right of Series A Special Stock

In July 2010, we acquired all of the stock of KC Distance Learning, Inc. (KCDL), a provider of online
curriculum and public and private virtual education, by issuing to its parent company KCDL Holdings LLC,
2.75 million shares of a new class of stock designated as Series A Special Stock, which had a value at closing of
$63 million. This transaction occurred after our fiscal year ended and therefore is not reflected on our balance sheet
as of June 30, 2010. KCDL Holdings, Inc. is an affiliate of the Learning Group, LLC, a related party. Our board of
directors obtained an opinion from an independent financial advisor that the consideration paid in the acquisition
was fair from a financial point of view to K12 and its stockholders. The holders of the Series A Shares initially have
no voting rights and no rights of conversion with respect to the Series A Shares; however, we have agreed to
convene a meeting of our stockholders to obtain their approval to permit the conversion of the Series A Shares into
common stock on a one-for-one basis and for the right to vote on all matters presented to K12 shareholders, other
than for the election and removal of directors, for which holders of the Series A Shares shall have no voting rights.
In the event that the K12 stockholders do not approve the voting rights and rights of conversion of the Series A
Shares by the first anniversary of the closing of the acquisition, the Series A Shares will be redeemable at the option
of the holder or K12 at a price per share of the greater of $22.95 or the price per share of the K12 common stock at
the date of redemption. Learning Group LLC and certain of its affiliates have agreed to vote their shares of K12
common stock (representing approximately 17% of our common stock) in favor of the rights of conversion and
voting rights of Series A Shares pursuant to a voting agreement. The aggregate redemption liability (if fully
exercised) will not be less than $63 million of cash.

Given the voting agreement entered into with the Learning Group LLC and the NYSE voting requirements, we
believe it is likely that the shareholder vote will be successful. However, if the vote to permit conversion is not
approved, we may have to redeem the Series A Shares with cash. Based upon our current cash balances and
operating and capital expenditures forecasts, we believe the combination of funds currently available, funds to be
generated from operations, and access to financing will be adequate to finance the redemption should it occur.

Operating Activities

Net cash provided by operating activities for the year ended June 30, 2010 was $55.5 million compared to net

cash used by operating activities for same period in the prior year of $6.9 million.

The increase in cash provided by operating activities was primarily due to an increase in net income of
$9.3 million, lower inventory purchases as we are benefiting from more efficient purchasing, a greater use of
reclaimed student materials, and improved coordination with suppliers. The change in accounts payables increased
cash primarily from the timing and lower level of inventory purchases as compared to the prior year. Collections of
accounts receivable included receipts of Agora that were delayed in the prior year. Deferred revenues increased
cash due to early payments from one school and for our Middlebury summer language program, as well as early
shipments of student materials for the upcoming school year. Cash also increased from the change in deferred
income taxes driven by an increase in pre-tax income.

Net cash used in operating activities for the year ended June 30, 2009 was $6.9 million as compared to net cash

provided by operating activities for the year ended June 30, 2008 of $15.5 million.

The decrease in accounts payable was primarily due to an earlier inventory purchasing cycle and utilization of
early payment discounts. The increase in accounts receivable was primarily due to growth in revenues and the
timing of customer receipts including delayed receipts from Agora. These amounts were partially offset by a
change in adjustments for deferred income taxes primarily due to the reversal of the valuation allowance on deferred
tax assets in fiscal year 2008.

74

Investing Activities

Net cash used in investing activities for the year ended 2010, 2009 and 2008 was $25.1 million, $30.4 million

and $18.5 million, respectively.

Net cash used in investing activities for the year ended June 30, 2010 was primarily due to investment in
capitalized curriculum of $13.9 million, primarily related to the production of high school courses and elementary
school math courses; investment of $10.4 million in property and equipment, including internally developed and
purchased software, and cash placed in escrow of $0.8 million.

Net cash used in investing activities for the year ended June 30, 2009 was primarily due to investment in
capitalized curriculum of $13.9 million, primarily related to the production of high school courses and elementary
school math courses, investment of $13.9 million in property and equipment, including internally developed and
purchased software, and cash placed in escrow of $2.5 million.

Net cash used in investing activities for the year ended June 30, 2008 was primarily due to investment in
capitalized curriculum of $11.7 million, primarily related to the production of high school courses, including the
purchase of a perpetual license of curriculum for $3.0 million, and an investment of $6.5 million in property and
equipment, including internally developed and purchased software.

In addition to the investing activities above, in fiscal year 2010, 2009 and 2008, we financed through capital
leases purchases of computers and software primarily for use by students, in the amounts of $12.2 million,
$16.0 million and $10.6 million, respectively.

Financing Activities

Net cash provided by financing activities for the year ended June 30, 2010, 2009 and 2008 was $1.9 million,

$15.0 million and $73.0 million, respectively.

For the year ended June 30, 2010, net cash provided by financing activities primarily consists of the proceeds
from the exercise of stock options of $8.5 million, proceeds received from the minority interest contribution of
$3.4 million, and the excess tax benefit from stock compensation expense of $3.9 million. These amounts were
partially offset by payments on capital leases and notes payable totaling $14.0 million. As of June 30, 2010, there
were no borrowings outstanding on our $35 million line of credit.

For the year ended June 30, 2009, net cash provided by financing activities primarily consists of the proceeds
from the exercise of stock options of $9.8 million, proceeds received from the minority interest contribution of
$5.0 million, proceeds from notes payable of $3.1 million, and the excess tax benefit from stock compensation
expense of $7.0 million. These amounts were partially offset by payments on capital leases and notes payable
totaling $9.9 million.

Net cash provided by financing activities for the year ended June 30, 2008 was $73.0 million. This was

primarily due to the net proceeds from our IPO and private placement transaction.

In December, 2007, we completed the initial public offering of our common stock in which we sold and issued
4,450,000 shares of our common stock, at an issue price of $18.00 per share. We raised a total of $80.1 million in
gross proceeds from the IPO, or approximately $70.5 million in net proceeds after deducting underwriting
discounts and commissions of $5.6 million and other offering costs of $4.0 million.

Concurrently with the closing of the IPO and at the initial public offering price, we sold 833,333 shares of
common stock at the initial public offering price of $18.00 per share for an aggregate purchase price of $15.0 million
to a non-U.S. person, in a private placement transaction outside the United States in reliance upon Regulation S
under the Securities Act of 1933.

Also concurrently with the closing of the IPO, the holders of Redeemable, Convertible Series C Preferred
stock were paid a cash dividend of $6.4 million. The amount of the declared dividend was equal to the pro rata
amount of the annual cumulative dividend that would have normally accrued on January 2, 2008.

75

For the year ended June 30, 2008, net cash used for the repayment of short term debt was $1.5 million and cash

used for the repayment of capital leases and bank overdraft was $4.8 million and $1.6 million, respectively.

Contractual Obligations

Our contractual obligations consist primarily of leases for office space, capital leases for equipment and other

operating leases. The following summarizes our long-term contractual obligations as of June 30, 2010:

Total

2011

Contractual Obligations at

June 30, 2010

2012

For Years Ended June 30,
2013
(In thousands)

2014

2015

Thereafter

Capital leases(1) . . . . . . . . . . . . .
Operating leases . . . . . . . . . . . . .
Long term obligations(1) . . . . . .

$19,666
44,787
2,009

$11,726
3,917
1,339

$ 6,584
3,815
670

$1,356
3,721
—

$ — $ — $ —
26,189
3,602
3,543
—
—
—

Total. . . . . . . . . . . . . . . . . . . .

$66,462

$16,982

$11,069

$5,077

$3,543

$3,602

$26,189

(1) Includes interest expense.

Under most contracts, we provide the virtual public schools we manage with turnkey management services
and take responsibility for any school operating losses that the school may incur. These individual school operating
losses, if they occur, are recorded at the time as a reduction in revenues. Potential school operating losses are not
included as a commitment or obligation in the above table as they cannot be determined at this time and many not
even occur.

Off-Balance Sheet Arrangements

We do not have any off-balance sheet arrangements that have or are reasonably likely to have a current or
future effect on our financial condition, changes in financial condition, revenues or expenses, results of operations,
liquidity, capital expenditures or capital resources that are material to investors.

Impact of Inflation

We believe that inflation has not had a material impact on our results of operations for any of the years in the
three year period ended June 30, 2010. We cannot assure you that future inflation will not have an adverse impact on
our operating results and financial condition.

Recent Accounting Pronouncements

In December 2007, the Financial Accounting Standards Board (FASB) issued ASC 805 (formerly SFAS 141R
(revised 2007), Business Combinations) which replaces SFAS No 141. The statement retains the purchase method
of accounting for acquisitions, but requires a number of changes, including changes in the way assets and liabilities
are recognized in the purchase accounting. It also changes the recognition of assets acquired and liabilities assumed
arising from contingencies, requires the capitalization of in-process research and development at fair value, and
requires the expensing of acquisition-related costs as incurred. The Company adopted ASC 805 as of July 1, 2009.
The adoption of ASC 805 did not have a material impact on its financial condition, results of operations, and
disclosures.

In March 2008, FASB issued ASC 815 (formerly SFAS No. 161, Disclosures About Instruments and Hedging
Activities — amendment of FASB Statement No. 133). ASC 815 changes the disclosure requirements for derivative
instruments and hedging activities. The Company adopted ASC 815 as of July 1, 2009. As ASC 815 relates only to
disclosure, the adoption of ASC 815 did not have a material effect on its consolidated financial statements.

In June 2008, the FASB issued ASC 815 (formerly EITF 07-05, Determining Whether an Instrument (or
Embedded Feature) Is Indexed to an Entity’s Own Stock). ASC 815 provides guidance in assessing whether an

76

equity-linked financial instrument (or embedded feature) is indexed to an entity’s own stock for purposes of
determining whether the appropriate accounting treatment falls under the scope of ASC 815 subtopic 10,
“Accounting For Derivative Instruments and Hedging Activities” and/or ASC 815 subtopic 40, “Accounting
For Derivative Financial Instruments Indexed to, and Potentially Settled in, a Company’s Own Stock.” The
Company adopted ASC 815 as of July 1, 2009. The adoption of ASC 815 did not have a material impact on its
financial condition, results of operations, and disclosures.

In June 2009, the FASB issued ASC 860 (formerly SFAS 166, Accounting for Transfers of Financial Assets —
an amendment of FASB Statement No. 140), which requires additional information regarding transfers of financial
assets, including securitization transactions, and where companies have continuing exposure to the risks related to
transferred financial assets. ASC 860 eliminates the concept of a “qualifying special-purpose entity,” changes the
requirements for derecognizing financial assets, and requires additional disclosures. ASC 860 is effective for fiscal
years beginning after November 15, 2009. ASC 860 is effective for the Company on July 1, 2010. The Company is
currently evaluating the impact that the adoption of ASC 860 will have on our financial condition, results of
operations, and disclosures.

In June 2009, the FASB issued ASC 810 (formerly SFAS No. 167, Amendments to FASB Interpretation
No. 46(R)), which modifies how a company determines when an entity that is insufficiently capitalized or is not
controlled through voting (or similar rights) should be consolidated. ASC 810 clarifies that the determination of
whether a company is required to consolidate an entity is based on, among other things, an entity’s purpose and
design and a company’s ability to direct the activities of the entity that most significantly impact the entity’s
economic performance. ASC 810 requires an ongoing reassessment of whether a company is the primary
beneficiary of a variable interest entity. ASC 810 also requires additional disclosures about a company’s
involvement in variable interest entities and any significant changes in risk exposure due to that involvement.
ASC 810 is effective for fiscal years beginning after November 15, 2009 and is effective for the Company on July 1,
2010. The Company is currently evaluating the impact that the adoption of ASC 810 will have on our financial
condition, results of operations, and disclosures.

In July 2009, the FASB issued ASC 105 (formerly SFAS No. 168, the FASB Accounting Standards
Codificationtm and the Hierarchy of Generally Accepted Accounting Principles — a replacement of FASB State-
ment No. 162). With the issuance of ASC 105, the FASB Accounting Standards Codification (Codification)
becomes the single source of authoritative U.S. accounting and reporting standards applicable for all nongov-
ernmental entities, with the exception of guidance issued by the Securities and Exchange Commission (SEC). The
Codification does not change current U.S. GAAP, but changes the referencing of financial standards, and is
intended to simplify user access to authoritative U.S. GAAP by providing all the authoritative literature related to a
particular topic in one place. The Company adopted ASC 105 which was effective for the Company’s first quarter of
2010. The adoption of ASC 105 did not have any impact on our consolidated financial condition or results of
operations.

In October 2009, the FASB issued ASU 2009-13, Multiple-Deliverable Revenue Arrangements, a consensus of
the FASB Emerging Issues Task Force, Under the new guidance, when vendor specific objective evidence or third
party evidence for deliverables in an arrangement cannot be determined, a best estimate of the selling price is
required to separate deliverables and allocate arrangement consideration and the use of the relative selling price

77

method is required. The new guidance eliminated the residual method of allocating arrangement consideration to
deliverables and includes new disclosure requirements on how the application of the relative selling price method
affects the timing and amount of revenue recognition. ASU 2009-13 is effective for revenue arrangements entered
into or materially modified in fiscal years beginning after June 15, 2010. ASU 2009-13 is effective for the Company
on July 1, 2010. Early adoption is permitted however the Company chosen not to adopt early. The Company is
currently evaluating the impact that the adoption of ASU 2009-13 will have on our financial condition, results of
operations, and disclosures.

In January 2010, the FASB issued ASU 2010-06, Fair Value measurements and Disclosures, which requires
new disclosures for transfers in and out of Level 1 and Level 2 and activity in Level 3 of the fair value hierarchy.
ASU 2010-06 requires separate disclosure of the amounts of significant transfers in and out of Level 1 and Level 2
fair value measurements and a description of the reasons for the transfers. In the reconciliation for fair value
measurements using Level 3 inputs, a reporting entity should present separately information about purchases, sales,
issuances and settlements. ASU 2010-06 is effective for new disclosures and clarification of existing disclosures for
interim and annual periods beginning after December 15, 2009 except for disclosures about purchases, sales,
issuances and settlements in the Level 3 activity rollfoward. The provisions of ASU 2010-06 related to new
disclosures and clarification of existing disclosures was adopted by the Company beginning January 1, 2010. As
ASU 2010-06 relates only to disclosure, the adoption of these provisions did not have a material impact on its
financial condition, results of operations, and disclosures. The provisions of ASU 2010-06 related to Level 3
rollforward activity are effective for fiscal years beginning after December 31, 2010 and will be effective for the
Company on July 1, 2011. The Company is currently evaluating the impact that the adoption of ASU 2010-06 will
have on our financial condition, results of operations, and disclosures.

ITEM 7A. Quantitative and Qualitative Disclosures About Market Risk

Interest Rate Risk

At June 30, 2010 and June 30, 2009, we had cash and cash equivalents totaling $81.8 million and $49.5 million,
respectively. Future interest and investment income is subject to the impact of interest rate changes and we may be
subject to changes in the fair value of our investment portfolio as a result of changes in interest rates. At June 30,
2010, a 1% gross increase in interest rates earned on cash would result in $0.8 million annualized increase in interest
income.

Our short-term debt obligations under our revolving credit facility are subject to interest rate exposure,
however as we had no outstanding balance on this facility as of June 30, 2010, fluctuations in interest rates would
not have a material impact on our interest expense.

Foreign Currency Exchange Risk

We currently operate in a foreign country, but we do not transact a material amount of business in a foreign
currency and therefore fluctuations in exchange rates will not have a material impact on our financial statements.
However, we are pursuing opportunities in international markets. If we enter into any material transactions in a
foreign currency or establish or acquire any subsidiaries that measure and record their financial condition and
results of operation in a foreign currency, we will be exposed to currency transaction risk and/or currency
translation risk. Exchange rates between U.S. dollars and many foreign currencies have fluctuated significantly
over the last few years and may continue to do so in the future. Accordingly, we may decide in the future to
undertake hedging strategies to minimize the effect of currency fluctuations on our financial condition and results
of operations.

78

PART II

ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA

INDEX TO CONSOLIDATED FINANCIAL STATEMENTS

Report of Independent Registered Public Accounting Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Balance Sheets as of June 30, 2010 and 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Operations for the years ended June 30, 2010, 2009 and 2008 . . . . . . . . . . .
Consolidated Statements of Redeemable Convertible Preferred Stock and Equity (Deficit) for the years

ended June 30, 2010, 2009 and 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Cash Flows for the years ended June 30, 2010, 2009 and 2008 . . . . . . . . . .
Notes to Consolidated Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Schedule II — Valuation and Qualifying Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Page

80
81
82

83
84
85
111

79

Report of Independent Registered Public Accounting Firm

Board of Directors and Stockholders
K12 Inc.
Herndon, Virginia

We have audited the accompanying consolidated balance sheets of K12 Inc. and subsidiaries (the Company) as
of June 30, 2010 and 2009, and the related consolidated statements of operations, redeemable convertible preferred
stock and equity (deficit), and cash flows for each of the three years in the period ended June 30, 2010. In connection
with our audits of the consolidated financial statements, we have also audited the financial statement schedule listed
in the accompanying index. These financial statements and schedule are the responsibility of the Company’s
management. Our responsibility is to express an opinion on these financial statements and schedule based on our
audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight
Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free of material misstatement. An audit includes examining, on a test
basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting
principles used and significant estimates made by management, as well as evaluating the overall presentation of the
financial statements and schedule. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the consolidated financial statements referred to above present fairly, in all material respects,
the financial position of K12 Inc. and subsidiaries at June 30, 2010 and 2009, and the results of their operations and
their cash flows for each of the three years in the period ended June 30, 2010, in conformity with accounting
principles generally accepted in the United States of America.

Also, in our opinion, the financial statement schedule, when considered in relation to the basic consolidated

financial statements taken as a whole, present fairly, in all material respects, the information set forth therein.

As described in Note 3 of the notes to the consolidated financial statements, effective July 1, 2009, the

Company adopted new rules regarding the accounting for non-controlling interests.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), K12 Inc. and subsidiaries’ internal control over financial reporting as of June 30, 2010, based on
criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring Orga-
nizations of the Treadway Commission (COSO) and our report dated September 13, 2010 expressed an adverse
opinion thereon.

Bethesda, Maryland
September 13, 2010

/s/ BDO USA, LLP

80

K12 INC.

CONSOLIDATED BALANCE SHEETS

June 30,

2010

2009

(In thousands, except per
share data)

ASSETS

Current assets

Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 81,751
Restricted cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,343
Accounts receivable, net of allowance of $1,363 and $1,055 at June 30, 2010 and
June 30, 2009, respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current portion of deferred tax asset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, equipment and capitalized software development costs, net . . . . . . . . . . . .
Capitalized curriculum development costs, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred tax asset, net of current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Intangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goodwill
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deposits and other assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

71,184
26,193
4,672
8,849
7,286
203,278
40,713
39,860
5,912
14,081
1,825
2,213
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 307,882

LIABILITIES, REDEEMABLE NONCONTROLLING INTEREST AND EQUITY

Current liabilities

Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 12,691
8,840
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10,563
Accrued compensation and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9,593
Deferred revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10,996
Current portion of capital lease obligations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,251
Current portion of notes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total current liabilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53,934
2,217
Deferred rent, net of current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7,710
Capital lease obligations, net of current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes payable, net of current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
655
Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
64,516

Commitments and contingencies
Redeemable noncontrolling interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Equity:
K12 Inc. stockholders’ equity
Common stock, par value $0.0001; 100,000,000 shares authorized; 30,441,412 and
29,290,486 shares issued and outstanding at June 30, 2010 and June 30, 2009,
3
respectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
361,344
Additional paid-in capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(139,496)
Accumulated deficit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total K12 Inc. stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
221,851
Noncontrolling interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4,141
Total equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
225,992
Total liabilities, redeemable noncontrolling interest and equity . . . . . . . . . . . . $ 307,882

17,374

$ 49,461
2,500

53,032
32,052
3,888
9,177
2,087
152,197
37,860
31,649
14,619
284
1,825
2,242
$ 240,676

$ 10,366
7,829
8,291
3,389
10,240
1,034
41,149
1,699
9,222
1,906
53,976

—

3
343,304
(161,021)
182,286
4,414
186,700
$ 240,676

See accompanying summary of accounting policies and notes to consolidated financial statements.

81

K12 INC.

CONSOLIDATED STATEMENTS OF OPERATIONS

2010

Year Ended June 30,
2009
(In thousands, except per share data)

2008

Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

384,470

$

315,573

$

226,235

Cost and expenses

Instructional costs and services . . . . . . . . . . . . . . . . . . . . . . .
Selling, administrative, and other operating expenses . . . . . . .
Product development expenses. . . . . . . . . . . . . . . . . . . . . . . .

Total costs and expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Income from operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Income before income tax (expense) benefit and

noncontrolling interest . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income tax (expense) benefit . . . . . . . . . . . . . . . . . . . . . . . . . .

Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Add net loss attributable to noncontrolling interest . . . . . . . .

Net income — K12 Inc.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividends on preferred stock . . . . . . . . . . . . . . . . . . . . . . . . .
Preferred stock accretion . . . . . . . . . . . . . . . . . . . . . . . . . . . .

222,029
117,398
9,576

349,003

35,467
(1,331)

34,136
(13,249)

20,887
638

21,525
—
—

Net income attributable to common stockholders . . . . . . . . . . $

21,525

Net income attributable to common stockholders per share:

Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

0.72

0.71

$

$

$

196,976
86,683
9,575

293,234

22,339
(982)

21,357
(9,628)

11,729
586

12,315
—
—

12,315

0.43

0.42

$

$

$

131,282
72,393
9,550

213,225

13,010
(295)

12,715
21,058

33,773
—

33,773
(3,066)
(12,193)

18,514

1.18

1.10

Weighted average shares used in computing per share

amounts:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

29,791,973

28,746,188

15,701,278

Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

30,248,683

29,639,974

16,850,909

See accompanying summary of accounting policies and notes to consolidated financial statements.

82

K12 INC.

CONSOLIDATED STATEMENTS OF REDEEMABLE
CONVERTIBLE PREFERRED STOCK
AND EQUITY (DEFICIT)

K12 Inc Stockholders

Redeemable
Convertible Series C
Preferred Stock
Shares

Amount

Redeemable
Convertible Series B
Preferred Stock

Shares

Amount

Common Stock
Shares

Amount

Additional
Paid-in
Capital

(In thousands, except share data)

Accumulated
Deficit

Noncontrolling
Interest

Total

9,776,756 $ 91,122
—

—

10,102,899 $ 138,434
—

—

2,041,604

$ 1
221,914 —

$

— $(197,808)
—

1,510

$ —
—

$(197,807)
1,510

—
—
—

—
5,164
1,671

—
—
—

—
(9,776,756)

—

—
(97,957) (10,102,899)

—
7,029
—

—

— —
— —
— —

1,464
(5,958)
—

2,660
238,406

(145,463) 19,879,675

186,266 —
2

—
(6,235)
(1,671)

—
5,011

—

—

(6,406)

—
33,773

—

833,333 —

15,000

— 4,450,000 —

70,539

—

—
—

— —

332,034 —
— —

—

—
—

— 27,944,826
3
— 1,344,993 —

323,621
9,895

(173,336)
—

—

—

—

— —

— —

667 —

2,790

6,998

—

—

—

—

—
— 29,290,486
—

— —
3
936,195 —

—
343,304
8,486

12,315
(161,021)
—

225,946 —

(24,953) —
6,173 —

7,565 —

—

—
50

—

— —

— —

5,934

3,935

—

—
—

—

—

—

—

—
—

—

—

—

—
—

—
—
—

—
—

—

—

—

—
—

—
—

—

—

—

5,000
(586)
4,414
—

—

—
—

—

—

—

1,464
(12,193)
(1,671)

2,660
243,419

15,000

70,539

(6,406)

—
33,773

150,288
9,895

2,790

6,998

—

5,000
11,729
186,700
8,486

—

—
50

—

5,934

3,935

—

—

—

—
—

—
—

—

—

—

—
—
—

—

—
—

—

—

—

—
—

—

—

—

—
—

—
—

—

—

—

—
—
—

—

—
—

—

—

—

—
—

—

—

—

—

—
—

—
—

—

—

—

—
—
—

—

—
—

—

—

—

—
—

— $

Balance, June 30, 2007 . . . . . . . .
Exercise of stock options . . . . . . .
Stock based compensation

expense . . . . . . . . . . . . . . . .
Accretion of Preferred Stock. . . . .
Series C 10% Stock Dividend . . . .
Issuance of stock related to

acquisition of Power-Glide . . . .
Conversion of Preferred Stock . . . .
Issuance of common stock — Reg

S transaction . . . . . . . . . . . . .

Initial public offering, net of

transaction costs and expense . . .

Payment of Series C cash

dividend . . . . . . . . . . . . . . .

Exercise of stock warrants on

cashless provision. . . . . . . . . .
Net income . . . . . . . . . . . . . . .

Balance, June 30, 2008 . . . . . . . .
Exercise of stock options . . . . . . .
Stock based compensation

expense . . . . . . . . . . . . . . . .
Excess tax benefit from stock-based
compensation . . . . . . . . . . . .

Exercise of stock warrants on

cashless provision. . . . . . . . . .

Noncontrolling interest

contribution . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . .
Balance, June 30, 2009 . . . . . . . .
Exercise of stock options . . . . . . .
Issuance of restricted stock

awards . . . . . . . . . . . . . . . .

Forfeiture of restricted stock

awards . . . . . . . . . . . . . . . .
Exercise of stock warrants . . . . . .
Exercise of stock warrants on

cashless provision. . . . . . . . . .

Stock based compensation

expense . . . . . . . . . . . . . . . .
Excess tax benefit from stock-based
compensation . . . . . . . . . . . .

Accretion of redeemable

noncontrolling interests to
estimated redemption value . . . .
Net income(1) . . . . . . . . . . . . .

Balance, June 30, 2010 . . . . . . . .

— $

— 30,441,412

— —
— —
$ 3

(365)
—
$361,344

—
21,525
$(139,496)

—
(273)
$4,141

(365)
21,252
$ 225,992

(1) Net income attributable to noncontrolling interests exclude $0.4 million due to the redeemable noncontrolling
interest related to Middlebury Interactive Languages, which is reported outside of permanent equity in the
consolidated balance sheet at June 30, 2010 (See Note 11).

See accompanying summary of accounting policies and notes to consolidated financial statements.

83

K12 INC.

CONSOLIDATED STATEMENTS OF CASH FLOWS

2010

Year Ended June 30,
2009
(In thousands)

2008

Cash flows from operating activities
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 20,887
Adjustments to reconcile net income to net cash provided by (used in) operating

$ 11,729

$ 33,773

activities:
Depreciation and amortization expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stock based compensation expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Excess tax benefit from stock based compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Provision for (reduction of) doubtful accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Provision for inventory obsolescence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(Reduction of) provision for student computer shrinkage and obsolescence . . . . . . . . . . . .
Impairment of capitalized curriculum development cost . . . . . . . . . . . . . . . . . . . . . . . . .
Changes in assets and liabilities:

Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deposits and other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued compensation and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred rent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by (used in) operating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash flows from investing activities

Purchase of property,and equipment including capitalized software development costs . . .
Purchase of domain name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash invested in restricted cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisition of Power-Glide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capitalized curriculum development costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash used in investing activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash flows from financing activities

25,761
5,934
(3,935)
11,858
308
1,019
(178)
—

(18,460)
4,840
327
(5,199)
30
2,326
1,012
2,271
6,203
519
55,523

(10,357)
—
(843)
—
(13,904)
(25,104)

—
Cash received from issuance of common stock, net of underwriters commission . . . . . . .
—
Cash received from issuance of common stock — Regulation S transaction . . . . . . . . . .
—
Deferred initial public offering costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Net (repayments on) borrowings from revolving credit facility . . . . . . . . . . . . . . . . . . .
(12,945)
Repayments on capital lease obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(1,029)
Repayments on notes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Proceeds from notes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,374
Net proceeds from noncontrolling interest contribution . . . . . . . . . . . . . . . . . . . . . . . .
8,486
Proceeds from exercise of stock options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
50
Proceeds from exercise of stock warrants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,935
Excess tax benefit from stock based compensation . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Payment of cash dividend — Preferred Stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Bank overdraft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by financing activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,871
Net change in cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
32,290
Cash and cash equivalents, beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
49,461
Cash and cash equivalents, end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 81,751

20,835
2,790
(6,998)
9,584
(403)
149
243
261

(21,999)
(11,529)
(5,529)
(1,859)
(1,828)
(4,022)
3,145
(1,758)
275
59
(6,855)

(13,939)
(16)
(2,500)
—
(13,931)
(30,386)

—
—
—
—
(9,133)
(804)
3,135
5,000
9,824
—
6,998
—
—
15,020
(22,221)
71,682
$ 49,461

12,568
1,464
—
(21,093)
867
407
162
—

(15,322)
(7,275)
(2,403)
47
(104)
7,375
1,557
3,828
(273)
(44)
15,534

(6,476)
(250)
—
(119)
(11,669)
(18,514)

74,493
15,000
(3,954)
(1,500)
(4,767)
(180)
408
—
1,485
—
—
(6,406)
(1,577)
73,002
70,022
1,660
$ 71,682

See accompanying summary of accounting policies and notes to consolidated financial statements.

84

K12 Inc.

Notes to Consolidated Financial Statements

1. Description of the Business

K12 Inc. and its subsidiaries (K12 or the Company) are a technology-based education company. The Company
offers proprietary curriculum and educational services created for individualized delivery to students in kinder-
garten through 12th grade, or K-12. The K12 proprietary curriculum is research-based and combines content with
innovative technology to allow students to receive an outstanding education regardless of geographic location or
socio-economic background. In contracting with a virtual public school, the Company typically provides students
with access to the K12 online curriculum, offline learning kits, use of a personal computer and provides
management services. As of June 30, 2010, the Company served schools in 25 states and the District of Columbia.
The Company expanded into four new states for fiscal year 2010 which includes Wyoming, Oklahoma, Alaska and
Virginia, and has added two new states, Massachusetts and Michigan in fiscal year 2011. In addition, the Company
sells access to its on-line curriculum and offline learning kits directly to individual consumers.

2. Basis of Presentation

The consolidated financial statements include the accounts of the Company, its wholly-owned and affiliated
companies in which the Company owns, directly or indirectly, and all controlled subsidiaries. All significant
intercompany transactions and balances have been eliminated in consolidation.

3. Summary of Significant Accounting Policies

Use of Estimates

The preparation of financial statements in conformity with accounting principles generally accepted in the
United States requires management to make estimates and assumptions affecting the amounts of assets and
liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported
amounts of revenues and expenses during the reporting period. On an ongoing basis, we evaluate our estimates and
assumptions, including those related to allowance for doubtful accounts, inventory reserves, amortization periods,
the allocation of purchase price to the fair value of net assets and liabilities acquired in connection with business
combinations, fair values used in asset impairment evaluations, valuation of long-lived assets, fair value of
redeemable noncontrolling interest, contingencies, income taxes and stock-based compensation expense. We base
our estimates on historical experience and on various other assumptions that we believe are reasonable under the
circumstances. The results of our analysis form the basis for making assumptions about the carrying values of assets
and liabilities that are not readily apparent from other sources. Actual results could differ from those estimates.

Revenue Recognition and Concentration of Revenues

Revenues are principally earned from long-term contractual agreements to provide on-line curriculum, books,
materials, computers and management services to public charter schools and school districts. In addition to
providing the curriculum, books and materials, under most contracts, the Company is responsible to the virtual
public schools for all aspects of the management of schools, including monitoring academic achievement, teacher
hiring and training, compensation of school personnel, financial management, enrollment processing and pro-
curement of curriculum, equipment and required services. The schools receive funding on a per student basis from
the state in which the public school or school district is located. Shipments for virtual public schools that occur in
the fourth fiscal quarter that are for the upcoming school year are recorded in deferred revenues.

Where the Company has determined that they are the primary obligor for substantially all expenses under these
contracts, the Company records the associated per student revenue received by the school from its state funding
school district up to the expenses incurred in accordance with ASC 605 (formerly Emerging Issues Task Force
(EITF) 99-19, Reporting Revenue Gross as a Principal Versus Net as an Agent). As a result of being the primary
obligor, amounts recorded as revenues and instructional costs and services for the years ended June 30, 2010, 2009

85

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

and 2008 were $106.6 million, $92.8 million and $62.2 million, respectively. For contracts in which the Company is
not the primary obligor, the Company records revenue based on its net fees earned per the contractual agreement.

The Company generates revenues under contracts with virtual public schools which include multiple
elements. These elements include providing each of a school’s students with access to the Company’s on-line
school and the on-line component of lessons; offline learning kits which include books and materials designed to
complement and supplement the on-line lessons; the use of a personal computer and associated reclamation
services; internet access and technology support services; the services of a state-certified teacher and; all
management and technology services required to operate a virtual public school.

The Company has determined that the elements of our contracts are valuable to schools in combination, but do
not have standalone value. While we have sold some of these elements in various combinations or bundles to
schools and school districts, the value of each element across these combinations is indeterminable and we have
concluded that we do not have sufficient objective and reliable evidence of fair value for each element. As a result,
the elements within our multiple-element contracts do not qualify for treatment as separate units of accounting.
Accordingly, the Company accounts for revenues received under multiple element arrangements as a single unit of
accounting and recognize the entire arrangement based upon the approximate rate at which we incur the costs
associated with each element.

Under the contracts with the schools where the Company provides turnkey management services, the Company
has generally agreed to absorb any school operating losses of the schools in a given school year. These school
operating losses represent the excess of costs over revenues incurred by the virtual public schools as reflected on their
financial statements. The costs include Company charges to the schools. These school operating losses may reduce the
Company’s ability to collect invoices in full. Accordingly, the Company’s amount of recognized revenue reflects this
reduction. For the years ended June 30, 2010, 2009 and 2008, the Company’s revenue included a reduction for these
school operating losses of $32.6 million, $28.3 million and $9.1 million, respectively.

Other revenues are generated from individual customers who prepay and have access for 12 or 24 months to
curriculum via the Company’s Web site. The Company recognizes these revenues pro rata over the maximum term
of the customer contract, which is either 12 or 24 months. Revenues from associated offline learning kits are
recognized upon shipment.

During the years ended June 30, 2010, 2009 and 2008, approximately 97%, 94% and 97%, respectively, of the
Company’s revenues were recognized from virtual public schools. In fiscal year 2010 and 2009, we had contracts
with two schools that each individually represented 14% of revenues. In fiscal year 2008, we had contracts with two
schools that individually represented 14% and 12% of revenues. As of June 30, 2010 and 2009, approximately 15%
and 23%, respectively of accounts receivable was attributable to a contract with one school.

Shipping and Handling costs

Shipping and handling costs are expensed when incurred and are classified as cost of goods sold in the
accompanying consolidated statements of operations. Shipping and handling charges are invoiced to the customer
and are included in revenues.

Research and Development Costs

All research and development costs are expensed as incurred including patent application costs in accordance
with Statement of Financial Accounting Standards (SFAS) No. 2, Accounting for Research and Development Costs,
(codified in ASC 730).

86

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

Cash and Cash Equivalents

Cash and cash equivalents generally consist of cash on hand and cash held in money market and demand
deposit accounts. For purposes of the statements of cash flows, the Company considers all highly liquid investments
with maturities of three months or less when purchased to be cash equivalents. The Company maintains funds in
accounts in excess of FDIC insurance limits.

Restricted Cash and Cash Equivalents

Restricted cash consists of cash held in escrow pursuant to an agreement with a virtual public school that the
Company manages and a purchase agreement with an inventory supplier. The Company established an escrow
account for the benefit of the school’s sponsoring school district in the event a future claim is made and for the
benefit of one of the Company’s inventory suppliers for delivery of materials purchased on behalf of the Company.

Allowance for Doubtful Accounts

The Company maintains an allowance for uncollectible accounts primarily for estimated losses resulting from
the inability, failure or refusal of individual customers to make required payments. These losses have been within
management’s expectations. The Company analyzes accounts receivable, historical percentages of uncollectible
accounts and changes in payment history when evaluating the adequacy of the allowance for uncollectible accounts.
Management believes that an allowance for doubtful accounts of $1.4 million and $1.1 million as of June 30, 2010
and 2009, respectively, is adequate. However, actual write-offs might exceed the recorded allowance.

Inventory

Inventory consists primarily of schoolbooks and curriculum materials, a majority of which are supplied to
virtual public schools and utilized directly by students. Inventory represents items that are purchased and held for
sale and are recorded at the lower of cost (first-in, first-out method) or market value. Excess and obsolete inventory
reserves are established based upon the evaluation of the quantity on hand relative to demand. The excess and
obsolete inventory reserve at June 30, 2010 and 2009 was $1.9 million and $0.9 million, respectively.

Other Current Assets

Other current assets consist primarily of schoolbooks and curriculum materials which are expected to be
returned to the Company upon the completion of the school year. Materials not returned are expensed as part of
instructional costs and services.

Property, Equipment and Capitalized Software Development Costs

Property, equipment and capitalized software development costs are stated at cost less accumulated depre-
ciation and amortization. Depreciation expense is calculated using the straight-line method over the estimated
useful life of the asset (or the lesser of the term of the lease and the estimated useful life of the asset for fixed assets

87

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

under capital leases). Amortization of assets capitalized under capital lease arrangements is included in depre-
ciation expense. Property and equipment are depreciated over the following lives:

Student computers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Computer hardware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Computer software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capitalized software and web site development costs. . . . . . . . . . . . . . . . . . . . . . . . . . .
Office equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Furniture and fixtures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Leasehold Improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Useful Life

3 years
3 years
3 years
3 years
5 years
7 years
3-12 years

Leasehold improvements are amortized over the lesser of the lease term or the estimated useful life of the asset.
The Company determines the lease term in accordance with ASC 840 (formerly Statement of Financial Accounting
Standards (SFAS) No. 13, Accounting for Leases) as the fixed non-cancelable term of the lease plus all periods for
which failure to renew the lease imposes a penalty on the lessee in an amount such that renewal appears, at the
inception of the lease, to be reasonably assured.

The Company develops software for internal use. Software development costs incurred during the application
development stage are capitalized in accordance with ASC 350 (formerly Statement of Position 98-1, Accounting
for the Costs of Computer Software Developed or Obtained for Internal Use). The Company amortizes these costs
over the estimated useful life of the software which is generally three years.

Software development costs incurred totaled $9.3 million, $9.8 million and $5.5 million for the years ended
June 30, 2010, 2009 and 2008, respectively. These amounts are recorded on the accompanying consolidated balance
sheet as part of property, equipment and capitalized software development costs, net of amortization and
impairment charges. Amortization expense for the years ended June 30, 2010, 2009 and 2008 were $3.9 million,
$2.6 million and $1.2 million, respectively. The estimated aggregate amortization expense for each of the three
succeeding years ending June 30, 2011, 2012 and 2013 is $6.9 million, $5.6 million and $3.6 million, respectively.

Capitalized Curriculum Development Costs

The Company internally develops curriculum, which is primarily provided as web content and accessed via the

Internet. The Company also creates textbooks and other offline materials.

The Company capitalizes curriculum development costs incurred during the application development stage in
accordance with ASC 350. ASC 350 provides guidance for the treatment of costs associated with computer
software development and defines those costs to be capitalized and those to be expensed. Costs that qualify for
capitalization are external direct costs, payroll and payroll-related costs. Costs related to general and administrative
functions are not capitalizable and are expensed as incurred. We capitalize curriculum development costs when the
projects under development reach technological feasibility. Many of our new courses leverage off of proven
delivery platforms and are primarily content, which has no technological hurdles. As a result, a significant portion
of our courseware development costs qualify for capitalization due to the concentration of our development efforts
on the content of the courseware.

Technological feasibility is established when we have completed all planning, designing, coding, and testing
activities necessary to establish that a course can be produced to meet its design specifications. Capitalization ends
when a course is available for general release to our customers, at which time amortization of the capitalized costs
begins. The period of time over which these development costs will be amortized is generally five years. This is
consistent with the capitalization period used by others in our industry and corresponds with our product
development lifecycle.

88

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

Total capitalized curriculum development costs incurred were $13.9 million, $13.9 million and $11.7 million
for the years ended June 30, 2010, 2009 and 2008, respectively. These amounts are recorded on the accompanying
consolidated balance sheet, net of amortization and impairment charges. Amortization and impairment charges are
recorded in product development expenses on the accompanying consolidated statement of operations. Amorti-
zation expense for the years ended June 30, 2010, 2009 and 2008 were $5.7 million, $3.4 million and $2.2 million,
respectively. The estimated aggregate amortization expense for each of the five succeeding years ending June 30,
2011, 2012, 2013, 2014 and 2015 is $7.9 million, $7.6 million, $6.1 million, $5.5 million and $2.7 million,
respectively.

Noncontrolling Interest

Earnings or losses attributable to other stockholders of a consolidated affiliated company are classified
separately as “noncontrolling interest” in the Company’s consolidated statements of operations. Noncontrolling
interest reflects only its share of the after-tax earnings or losses of an affiliated company. Income taxes attributable
to noncontrolling interest are determined using the applicable statutory tax rates in the jurisdictions where such
operations are conducted. These rates vary from country to country. The Company’s consolidated balance sheet
reflects noncontrolling interest within the equity section of the consolidated balance sheet rather than in the
mezzanine section of the consolidated balance sheet, except for redeemable noncontrolling interest. Noncontrolling
interest is classified separately in the Company’s statements of equity.

Redeemable Noncontrolling Interests

Noncontrolling interests in subsidiaries that are redeemable outside of the Company’s control for cash or other
assets are classified outside of permanent equity at fair value. The redeemable noncontrolling interests will be
adjusted to their fair value at each balance sheet date. The resulting increases or decreases in the estimated
redemption amount are affected by corresponding charges against retained earnings, or in the absence of retained
earnings, additional paid-in-capital.

Goodwill and Intangibles

We record as goodwill the excess of purchase price over the fair value of the identifiable net assets acquired.
Finite-lived intangible assets acquired in business combinations subject to amortization are recorded at their fair
value in accordance with ASU Topic 350. Finite-lived intangible assets include trade names and non-compete
agreements. Such intangible assets are amortized on a straight-line basis over their estimated useful lives. As of
June 30, 2010 and 2009, finite-lived intangible assets are recorded at $14.2 million and $0.2 million, respectively
and accumulated amortization of $0.4 million and $0.2 million, respectively. Amortization expense for the years
ended June 30, 2010, 2009 and 2008 were $0.2 million, $0.1 million and $0.1 million, respectively. Future
amortization of intangible assets is not yet determinable until a final allocation is completed identifying the finite-
lived intangibles and corresponding useful life contributed to the Middlebury Interactive Languages venture (see
Note 11). As of June 30, 2010 and 2009, indefinite-lived intangible assets, which consist of a domain name, are
recorded for both years at $0.3 million.

In accordance with ASC 360 (formerly SFAS 144, Accounting for the Impairment or Disposal of Long-Lived
Assets) the Company reviews its recorded finite-lived intangible assets for impairment whenever events or changes
in circumstances indicate that the carrying amount of an asset may not be fully recoverable. If the total of the
expected undiscounted future cash flows is less than the carrying amount of the asset, a loss is recognized for the
difference between fair value and the carrying value of the asset. There was no impairment for the years ended
June 30, 2010, 2009 and 2008.

ASC 350 (formerly SFAS 142, Goodwill and Other Intangible Assets) prescribes a two-step process for
impairment testing of goodwill and intangibles with indefinite lives, which is performed annually, as well as when
an event triggering impairment may have occurred. The first step tests for impairment, while the second step, if

89

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

necessary, measures the impairment. Goodwill and intangible assets deemed to have an indefinite life are tested for
impairment on an annual basis, or earlier when events or changes in circumstances suggest the carrying amount
may not be fully recoverable. The Company has elected to perform its annual assessment on May 31st. For the years
ended June 30, 2010, 2009 and 2008 no impairment to goodwill or indefinite-lived intangible assets was recorded.

Impairment of Long-Lived Assets

Long-lived assets include property, equipment, capitalized curriculum and software developed or obtained for
internal use. In accordance with ASC 360, the Company reviews its recorded long-lived assets for impairment
whenever events or changes in circumstances indicate that the carrying amount of an asset may not be fully
recoverable. If the total of the expected undiscounted future cash flows is less than the carrying amount of the asset,
a loss is recognized for the difference between fair value and the carrying value of the asset. Impairment charges
related to capitalized curriculum development were $0.3 million for the year ended June 30, 2009. There was no
impairment for the years ended June 30, 2010 and 2008.

Income Taxes

The Company accounts for income taxes in accordance with ASC 740, Income Taxes, (formerly SFAS No. 109,
Accounting for Income Taxes). Under ASC 740, deferred tax assets and liabilities are computed based on the
difference between the financial reporting and income tax bases of assets and liabilities using the enacted marginal
tax rate. ASC 740 requires that the net deferred tax asset be reduced by a valuation allowance if, based on the weight
of available evidence, it is more likely than not that some portion or all of the net deferred tax asset will not be
realized.

Sales Taxes

Sales tax collected from customers is excluded from revenues. Collected but unremitted sales tax is included as
part of accrued liabilities in the accompanying consolidated balance sheets. Revenues do not include sales tax as the
Company considers itself a pass-through conduit for collecting and remitting sales tax.

Stock-Based Compensation

The Company adopted ASC 718 (formerly SFAS 123(R), Share-Based Payment (Revised 2004) as of July 1,
2006. The Company adopted ASC 718 using the prospective application method. ASC 718 eliminates the intrinsic
value method that was previously used by the Company as an alternative method of accounting for stock-based
compensation. ASC 718 requires an entity to recognize the grant date fair value of stock options and other equity-
based compensation issued to employees in the consolidated statement of operations. The Company applied
ASC 718 to all new awards granted after July 1, 2006.

Advertising and Marketing Expenses

Advertising and marketing costs consist primarily of print media and brochures and are expensed when

incurred.

Net Income Per Common Share

The Company calculates net income per share in accordance with ASC 260 (formerly SFAS 128, Earnings Per
Share). Under ASC 260, basic net income per common share is calculated by dividing net income by the weighted-
average number of common shares outstanding during the reporting period. Diluted net income per common share
includes the potential dilution that could occur if securities or other contracts to issue common stock were exercised
or converted into common stock. The potentially dilutive securities consist of convertible preferred stock, stock
options and warrants.

90

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

Basic earnings per share is computed by dividing net income available to common stockholders by the
weighted average number of shares of common stock outstanding during the period. Diluted earnings per share
reflects the potential dilution that could occur assuming conversion or exercise of all dilutive unexercised stock
options and warrants. The dilutive effect of stock options was determined using the treasury stock method. Under
the treasury stock method, the proceeds received from the exercise of stock options, the amount of compensation
cost for future service not yet recognized by the Company, and the amount of tax benefits that would be recorded in
additional paid-in capital when the stock options become deductible for income tax purposes are all assumed to be
used to repurchase shares of the Company’s common stock. Stock options are not included in the computation of
diluted earnings per share when they are antidilutive.

The following schedule presents the calculation of basic and diluted net income per share:

2010

Year Ended June 30,
2009
(In thousands except shares and
per share data)

2008

Net income available to common shareholders —

basic and diluted . . . . . . . . . . . . . . . . . . . . . . . . . .

$

21,525

$

12,315

$

18,514

Weighted average common shares outstanding —

basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dilutive effect of common stock equivalents . . . . . . . .

29,791,973
456,710

28,746,188
893,786

15,701,278
1,149,631

Weighted average common shares outstanding —

diluted(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

30,248,683

29,639,974

16,850,909

Net income per common share:

Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$
$

0.72
0.71

$
$

0.43
0.42

$
$

1.18
1.10

The basic and diluted weighted average common shares outstanding for the year ended June 30, 2008 reflect
the weighted average effect of the conversion of preferred stock to common stock upon the closing of the initial
public offering on December 18, 2007. The number of shares of common stock outstanding at June 30, 2010 is
30,441,412.

As of June 30, 2010, 2009 and 2008, the shares of common stock issuable in connection with convertible
preferred stock, stock options, and warrants of 1,048,749, 1,001,259 and 378,300, respectively, were not included in
the diluted loss per common share calculation since their effect was anti-dilutive.

Reclassifications

Certain prior year amounts related to other current assets have been reclassified to conform to the current year

presentation.

Fair Value Measurements

ASC 820 defines fair value as the price that would be received to sell an asset or paid to transfer a liability, in
the principal or most advantageous market for the asset or liability, in an orderly transaction between market
participants at the measurement date. ASC 820 also establishes a fair value hierarchy which requires an entity to
maximize the use of observable inputs and minimize the use of unobservable inputs when measuring fair value.

91

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

ASC 820 describes three levels of inputs that may be used to measure fair value:

Level 1:

Inputs based on quoted market prices for identical assets or liabilities in active markets at the
measurement date.

Level 2: Observable inputs other than quoted prices included in Level 1, such as quoted prices for
similar assets and liabilities in active markets; quoted prices for identical or similar assets and
liabilities in markets that are not active; or other inputs that are observable or can be
corroborated by observable market data.

Level 3:

Inputs reflect management’s best estimate of what market participants would use in pricing the
asset or liability at the measurement date. The inputs are unobservable in the market and
significant to the instruments valuation.

The carrying values reflected in our consolidated balance sheets for cash and cash equivalents, receivables,

inventory and short and long term debt approximate their fair values.

The following table summarizes certain fair value information at June 30, 2010 for assets and liabilities
measured at fair value on a recurring basis. The redeemable noncontrolling interest is a result of the Company’s
venture with Middlebury College to form a new entity, Middlebury Interactive Languages (see Note 11). Under the
agreement, Middlebury College has an irrevocable election to sell all (but not less than all) of its Membership
Interest to the Company (“put right”). The fair value of the redeemable noncontrolling interest reflects manage-
ment’s best estimate of the redemption value of the put right.

Description

Fair Value

Fair Value Measurements Using:
Quoted Prices
in Active
Markets for
Identical
Assets
(Level 1)

Significant
Other
Observable
Input
(Level 2)

(In thousands)

Significant
Unobservable
Inputs
(Level 3)

Redeemable Noncontrolling Interest . . . . . . .

$17,374

Total

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$17,374

$—

$—

$—

$—

$17,374

$17,374

The following table presents activity related to our fair value measurements categorized as Level 3 of the
valuation hierarchy, valued on a recurring basis, for the fiscal year ended June 30, 2010. There have been no
transfers in or out of Level 3 of the hierarchy for the period presented.

Redeemable Noncontrolling Interest . . . . . . . . . . . . . . .

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$—

$—

Fair Value
June 30, 2009

Year Ended June 30, 2010
Purchases,
Issuances, and
Settlements
(In thousands)
$17,374

$17,374

Fair Value
June 30, 2010

$17,374

$17,374

The fair value of the redeemable noncontrolling interests as of June 30, 2010 was $17.4 million based on the
fair value of the contributed assets at the date of formation (see Note 11) adjusted for cumulative earnings. The fair
value was determined by management in accordance with EITF Topic D-98, Classification and Measurement of
Redeemable Securities and represents a preliminary allocation which is subject to change upon completion of a
valuation with assistance from a third-party valuation firm. In determining the preliminary fair value of the

92

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

redeemable noncontrolling interest, the Company incorporated a number of assumptions and estimates including
utilizing various valuation methodologies including an income-based approach and relief of royalty.

Retrospective Implementation of New Accounting Standards

The consolidated financial statements and footnotes reflect adjustments required for the retrospective
application of a new accounting pronouncement that became effective for the Company on July 1, 2009. ASC
Section 810-10-65, Noncontrolling Interests in Consolidated Financial Statements, an amendment of ARB No. 51,
requires reclassification of the Company’s minority interest to noncontrolling interest component of total equity
and that the noncontrolling interest in the Company’s operating results be presented as an allocation of the
Company’s operating results.

Recent Accounting Pronouncements

In December 2007, the Financial Accounting Standards Board (“FASB”) issued ASC 805 (formerly
SFAS 141R (revised 2007), Business Combinations) which replaces SFAS No 141. The statement retains the
purchase method of accounting for acquisitions, but requires a number of changes, including changes in the way
assets and liabilities are recognized in the purchase accounting. It also changes the recognition of assets acquired
and liabilities assumed arising from contingencies, requires the capitalization of in-process research and devel-
opment at fair value, and requires the expensing of acquisition-related costs as incurred. The Company adopted
ASC 805 as of July 1, 2009. The adoption of ASC 805 did not have a material impact on its financial condition,
results of operations, and disclosures.

In March 2008, FASB issued ASC 815 (formerly SFAS No. 161, Disclosures About Instruments and Hedging
Activities — amendment of FASB Statement No. 133). ASC 815 changes the disclosure requirements for derivative
instruments and hedging activities. The Company adopted ASC 815 as of July 1, 2009. As ASC 815 relates only to
disclosure, the adoption of ASC 815 did not have a material effect on its consolidated financial statements.

In June 2008, the FASB issued ASC 815 (formerly EITF 07-05, Determining Whether an Instrument (or
Embedded Feature) Is Indexed to an Entity’s Own Stock). ASC 815 provides guidance in assessing whether an
equity-linked financial instrument (or embedded feature) is indexed to an entity’s own stock for purposes of
determining whether the appropriate accounting treatment falls under the scope of ASC 815 subtopic 10,
“Accounting For Derivative Instruments and Hedging Activities” and/or ASC 815 subtopic 40, “Accounting
For Derivative Financial Instruments Indexed to, and Potentially Settled in, a Company’s Own Stock.” The
Company adopted ASC 815 as of July 1, 2009. The adoption of ASC 815 did not have a material impact on its
financial condition, results of operations, and disclosures.

In June 2009, the FASB issued ASC 860 (formerly SFAS 166, Accounting for Transfers of Financial Assets —
an amendment of FASB Statement No. 140), which requires additional information regarding transfers of financial
assets, including securitization transactions, and where companies have continuing exposure to the risks related to
transferred financial assets. ASC 860 eliminates the concept of a “qualifying special-purpose entity,” changes the
requirements for derecognizing financial assets, and requires additional disclosures. ASC 860 is effective for fiscal
years beginning after November 15, 2009. ASC 860 is effective for the Company on July 1, 2010. The Company is
currently evaluating the impact that the adoption of ASC 860 will have on our financial condition, results of
operations, and disclosures.

In June 2009, the FASB issued ASC 810 (formerly SFAS No. 167, Amendments to FASB Interpretation
No. 46(R)), which modifies how a company determines when an entity that is insufficiently capitalized or is not
controlled through voting (or similar rights) should be consolidated. ASC 810 clarifies that the determination of
whether a company is required to consolidate an entity is based on, among other things, an entity’s purpose and
design and a company’s ability to direct the activities of the entity that most significantly impact the entity’s
economic performance. ASC 810 requires an ongoing reassessment of whether a company is the primary

93

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

beneficiary of a variable interest entity. ASC 810 also requires additional disclosures about a company’s
involvement in variable interest entities and any significant changes in risk exposure due to that involvement.
ASC 810 is effective for fiscal years beginning after November 15, 2009 and is effective for the Company on July 1,
2010. The Company is currently evaluating the impact that the adoption of ASC 810 will have on our financial
condition, results of operations, and disclosures.

In July 2009, the FASB issued ASC 105 (formerly SFAS No. 168, the FASB Accounting Standards
Codificationtm and the Hierarchy of Generally Accepted Accounting Principles — a replacement of FASB State-
ment No. 162). With the issuance of ASC 105, the FASB Accounting Standards Codification (Codification)
becomes the single source of authoritative U.S. accounting and reporting standards applicable for all nongov-
ernmental entities, with the exception of guidance issued by the Securities and Exchange Commission (SEC). The
Codification does not change current U.S. GAAP, but changes the referencing of financial standards, and is
intended to simplify user access to authoritative U.S. GAAP by providing all the authoritative literature related to a
particular topic in one place. The Company adopted ASC 105 which was effective for the Company’s first quarter of
2010. The adoption of ASC 105 did not have any impact on its consolidated financial condition or results of
operations.

In October 2009, the FASB issued ASU 2009-13, Multiple-Deliverable Revenue Arrangements, a consensus of
the FASB Emerging Issues Task Force. Under the new guidance, when vendor specific objective evidence or third
party evidence for deliverables in an arrangement cannot be determined, a best estimate of the selling price is
required to separate deliverables and allocate arrangement consideration and the use of the relative selling price
method is required. The new guidance eliminated the residual method of allocating arrangement consideration to
deliverables and includes new disclosure requirements on how the application of the relative selling price method
affects the timing and amount of revenue recognition. ASU 2009-13 is effective for revenue arrangements entered
into or materially modified in fiscal years beginning after June 15, 2010. ASU 2009-13 is effective for the Company
on July 1, 2010. Early adoption is permitted, however the Company chose not to adopt early. The Company is
currently evaluating the impact that the adoption of ASU 2009-13 will have on our financial condition, results of
operations, and disclosures.

In January 2010, the FASB issued ASU 2010-06, Fair Value Measurements and Disclosures, which requires
new disclosures for transfers in and out of Level 1 and Level 2 and activity in Level 3 of the fair value hierarchy.
ASU 2010-06 requires separate disclosure of the amounts of significant transfers in and out of Level 1 and Level 2
fair value measurements and a description of the reasons for the transfers. In the reconciliation for fair value
measurements using Level 3 inputs, a reporting entity should present separately information about purchases, sales,
issuances and settlements. ASU 2010-06 is effective for new disclosures and clarification of existing disclosures for
interim and annual periods beginning after December 15, 2009 except for disclosures about purchases, sales,
issuances and settlements in the Level 3 activity rollfoward. The provisions of ASU 2010-06 related to new
disclosures and clarification of existing disclosures was adopted by the Company beginning January 1, 2010. As
ASU 2010-06 relates only to disclosure, the adoption of these provisions did not have a material impact on its
financial condition, results of operations, and disclosures. The provisions of ASU 2010-06 related to Level 3
rollforward activity are effective for fiscal years beginning after December 31, 2010 and will be effective for the
Company on July 1, 2011. The Company is currently evaluating the impact that the adoption of ASU 2010-06 will
have on our financial condition, results of operations, and disclosures.

94

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

4. Property, Equipment and Capitalized Software Development

Property, equipment and capitalized software consist of the following at:

June 30,

2010

2009

Student computers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capitalized software and web site development costs . . . . . . . . . . . . . . . . . .
Computer hardware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Computer software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Leasehold improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Furniture and fixtures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Office equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 53,127
30,036
9,863
6,514
2,734
1,106
943

$ 45,072
20,559
8,354
6,129
2,695
1,067
923

Less accumulated depreciation and amortization . . . . . . . . . . . . . . . . . . . . . .

104,323
(63,610)

84,799
(46,939)

$ 40,713

$ 37,860

The Company recorded depreciation expense related to property and equipment and amortization of cap-
italized software development costs reflected in selling, administrative and other operating expenses of
$4.0 million, $4.0 million and $2.6 million during the years ended June 30, 2010, 2009 and 2008, respectively.
Depreciation expense of $15.0 million, $12.3 million and $7.0 million related primarily to computers leased to
students and amortization of software development reflected in instructional costs and services was recorded during
the years ended June 30, 2010, 2009 and 2008, respectively. Amortization expense of $1.1 million, $1.1 million and
$0.8 million related to capitalized software development reflected in product development expenses was recorded
during the years ended June 30, 2010, 2009 and 2008, respectively.

In the course of its normal operations, the Company incurs maintenance and repair expenses. Those are
expensed as incurred and amounted to $1.2 million, $0.9 million and $0.5 million for the years ended June 30, 2010,
2009 and 2008, respectively.

5.

Income Taxes

The provision for income taxes is based on earnings reported in the consolidated financial statements. A
deferred income tax asset or liability is determined by applying currently enacted tax laws and rates to the expected
reversal of the cumulative temporary differences between the carrying value of assets and liabilities for financial
statement and income tax purposes. Deferred income tax expense or benefit is measured by the change in the
deferred income tax asset or liability during the year.

95

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

Deferred tax assets and liabilities result primarily from temporary differences in book versus tax basis

accounting. Deferred tax assets and liabilities consist of the following:

Year Ended June 30,
2010
2009

Deferred tax assets:

Net operating loss carryforward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 12,737
4,387
Accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,479
Stock compensation expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2,926
Property and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2,759
Reserves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2,078
Federal tax credits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
478
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
373
Deferred rent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
67
Deferred revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
80
Charitable contributions carryforward . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 24,213
1,866
1,669
1,633
2,120
—
479
248
103
78

Total deferred tax assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

29,364

32,409

Deferred tax liabilities:

Capitalized software and website development costs . . . . . . . . . . . . . . . . .
Capitalized curriculum development . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Returned materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Investment in Middlebury Interactive Languages . . . . . . . . . . . . . . . . . . . .

(7,497)
(6,980)
(2,532)
(951)

(5,759)
(6,574)
(822)
—

Total deferred tax liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(17,960)

(13,155)

Deferred tax asset
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

11,404
(820)

19,254
(747)

Net deferred tax asset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 10,584

$ 18,507

The Company maintains a valuation allowance on net deferred tax assets of $0.8 million and $0.7 million as of
June 30, 2010 and 2009, respectively related to state and foreign income tax net operating losses as the Company
believes it is more likely than not that it will not be able to utilize these deferred tax assets. The Company has not
provided for U.S. deferred income taxes on undistributed earnings from our non-U.S. subsidiaries because such
earnings are considered to be permanently reinvested.

With the implementation of FASB ASC 718, Compensation — Stock Compensation, the amount of the NOL
carryforward related to stock-based compensation expense is not recognized until the stock-based compensation
tax deductions reduce taxes payable. Accordingly, the NOL’s reported in gross deferred tax asset do not include the
component of the NOL related to excess tax deductions over book compensation cost related to stock-based
compensation. The tax benefit from the excess tax benefits from the stock-based compensation of $3.9 million and
$6.9 million was recorded to capital in excess of par value for years ended June 30, 2010 and 2009, respectively. At
June 30, 2010, the Company has available federal net operating loss carryforwards of $35.9 million of which
$4.1 million is attributable to stock option deductions for which no deferred tax asset is recorded that expire
between 2023 and 2029 if unused.

At June 30, 2010, the Company has available Research and Development Credits of $2.2 million that will
expire between 2021 and 2029 if unused. As of June 30, 2010, the Company has available AMT credits of
$0.2 million that do not expire.

96

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

For the years ended June 30, 2010 and 2009, the Company has evaluated whether a change in the Company’s
ownership of outstanding classes of stock as defined in Internal Revenue Code Section 382 could prohibit or limit
the Company’s ability to utilize its net operating losses. As a result of this study, the Company has concluded it is
more likely than not that the Company will be able to fully utilize its net operating losses subject to the Section 382
limitation.

The related components of the income tax expense (benefit) for the years ended June 30, 2010, 2009 and 2008

are as follows:

Current:

Year Ended June 30,
2009

2008

2010

Federal
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 3,540
1,629
—

$6,413
610
19

$

Total current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred:
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Federal
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total deferred . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5,169

7,042

7,610
470

8,080

2,421
165

2,586

(20,081)
(1,012)

(21,093)

—
35
—

35

Total income tax expense (benefit) . . . . . . . . . . . . . . . . . . . . . . $13,249

$9,628

$(21,058)

The provision for income taxes can be reconciled to the income tax that would result from applying the

statutory rate to the net income before income taxes as follows:

Year Ended June 30,

2010

2009

2008

35.0% 35.0% 35.0%
U.S. federal tax at statutory rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.3
6.0
Permanent items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.9
4.0
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
State taxes, net of federal benefit
(4.3) —
Research and development tax credits . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(0.6)
0.8
Change in valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . —

7.8
3.6
—
—
— (212.2)

Provision for income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

38.8% 44.3% (165.8)%

Tax Uncertainties

Effective July 1, 2007, the Company adopted the provisions of ASC 740-10 which applies to all tax position
related to income taxes (formerly known as FASB Interpretation No. 48, “Accounting for Uncertainty in Income
Taxes”). ASC 740-10 provides a comprehensive model for how a company should recognize, measure, present and
disclose in its financial statements uncertain tax positions that the company has taken or expects to take on a tax
return. ASC 740-10 clarifies accounting for income taxes by prescribing a minimum probability threshold that a tax
position must meet before a financial statement benefit is recognized. If the probability for sustaining a tax position
is greater than 50%, then the tax position is warranted and recognition should be at the highest amount which would
be expected to be realized upon ultimate settlement.

The Company recognizes interest and penalties, if any, related to unrecognized tax benefits in income tax

expense. At June 30, 2010 and 2009, the company had no interest or penalties accrued.

97

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

The Company did not have any unrecognized tax benefits and there was no effect on its financial condition or
results of operations from ASC 740-10 at June 30, 2009. During fiscal year June 30, 2010, the Company adjusted its
research and development credit carryforward on its June 30, 2009 return to claim the correct current and prior
credits. At that time, the Company established an ASC 740-10 reserve related to the research and development
credits.

Balance at beginning of the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additions for prior year tax positions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additions for current year tax positions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Balance at end of the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended
June 30, 2010

$ —
221
40

$261

The Company or one of its subsidiaries files income tax returns in the U.S. federal, foreign and various states
jurisdictions. Given the net operating losses generated in prior years, the statute of limitations for all tax years
beginning with the period ended December 31, 2000 are still open.

The Company does not believe there will be any material changes in its unrecognized tax positions over the
next twelve months. Further, it is anticipated that the effective tax rate impact of any unrecognized tax benefits will
be immaterial.

6. Lease Commitments and Notes Payable

Capital leases

As of June 30, 2010 and 2009, computer equipment and software under capital leases are recorded at a cost of
$38.8 million and $34.5 million, respectively and accumulated depreciation of $22.9 million and $17.6 million,
respectively. The Company’s equipment lease line of credit with Hewlett-Packard Financial Services Company
(“HPFSC”) expired on August 31, 2010. Prior borrowings under the HPFSC equipment lease line had interest rates
ranging from 4.96% to 8.83% and included a 36-month payment term with a $1 purchase option at the end of the
term. The Company has pledged the assets financed with the HPFSC equipment lease line to secure the amounts
outstanding. The Company entered into a guaranty agreement with HPFSC to guarantee the obligations under this
equipment lease and financing agreement.

The Company entered into a new three-year equipment lease line of credit with PNC Equipment Finance, LLC
effective August 2010 for new purchases. The equipment lease line expires on March 31, 2011. The interest rate on
new advances under the PNC equipment lease line is set at the time the funds are advanced based upon interest rates
in the Federal Reserve Statistical Release H.15. Payment terms are 36 months with a $1 purchase option at the end
of the term.

Notes payable

The Company has purchased computer software licenses and maintenance services through unsecured notes
payable arrangements with various vendors at interest rates ranging up to 6.1% and payment terms of three years.
There are no covenants associated with these notes payable arrangements.

98

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

The following is a summary as of June 30, 2010 of the present value of the net minimum lease payments on

capital leases and notes payable under the Company’s commitments:

Capital
Leases

2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 11,726
6,584
2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,356
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total minimum lease payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less amount representing interest (imputed interest rate of 6.6%) . . . . .

Net minimum lease payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

19,666
(960)

18,706
(10,996)

Notes
Payable

$ 1,339
670
—

2,009
(103)

1,906
(1,251)

Total

$ 13,065
7,254
1,356

21,675
(1,063)

20,612
(12,247)

Present value of net minimum payments, less current portion . . . . . . . . $ 7,710

$

655

$ 8,365

Operating leases

The Company has fixed non-cancelable operating leases with terms expiring through 2022. Office leases
generally contain renewal options and certain leases provide for scheduled rate increases over the lease terms.

In August 2010, the Company amended their operating lease for non-owned facilities whereby the Company
agreed to consolidate various operating leases and subleases into a single lease and extending the term of the lease
until May 2022. An existing operating sublease that is currently under a month-to-month lease is expected to be
amended to the August 2010 operating lease under similar lease terms. The irrevocable letters of credit totaling
$2.3 million from the prior operating lease and sublease were reduced to $0.3 million under the new lease. The
August 2010 lease commenced in June 2010. Rent expense was $4.0 million, $2.9 million and $2.5 million for the
years ended June 30, 2010, 2009 and 2008, respectively.

Future minimum lease payments under noncancelable operating leases with initial terms of one year or more

are as follows:

2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ending
June 30,

$ 3,917
3,815
3,721
3,543
3,602
26,189

Total future minimum lease payments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$44,787

7. Line of Credit

The Company has a $35 million revolving credit agreement with PNC Bank (the Credit Agreement) that
expires in December 2012. Pursuant to the terms of the Credit Agreement, the proceeds of the term loan facility are
to be used for general corporate purposes. Because of the seasonality of our business and timing of funds received,
the school expenditures are higher in relation to funds received in certain periods during the year. The Credit
Agreement provides the ability to fund these periods until cash is received from the schools.

Borrowings under the Credit Agreement bear interest based upon the term of the borrowings. Interest is
charged, at the Company’s option, either at: (i) the higher of (a) the rate of interest announced by PNC Bank from

99

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

time to time as its “prime rate” and (b) the federal funds rate plus 0.5%; or (ii) the applicable London interbank
offered rate (LIBOR) divided by a number equal to 1.00 minus the maximum aggregate reserve requirement which
is imposed on member banks of the Federal Reserve System against “eurocurrency liabilities” plus the applicable
margin for such loans, which ranges between 1.50% and 2.00%, based on the leverage ratio (as defined in the Credit
Agreement). The Company pays a quarterly commitment fee on the unused portion of the credit agreement . The
line of credit includes a $5.0 million letter of credit facility. Issuances of letters of credit reduce the availability of
permitted borrowings under the Credit Agreement.

Borrowings under the Credit Agreement are secured by substantially all of The Company’s assets. The Credit
Agreement contains a number of financial and other covenants that, among other things, restrict our and our
subsidiaries’ abilities to incur additional indebtedness, grant liens or other security interests, make certain
investments, become liable for contingent liabilities, make specified restricted payments including dividends,
dispose of assets or stock, including the stock of its subsidiaries, or make capital expenditures above specified limits
and engage in other matters customarily restricted in senior secured credit facilities. The Company must also
maintain a maximum debt leverage ratio. These covenants are subject to certain qualifications and exceptions.
Through June 30, 2010, the Company was in compliance with these covenants. As of June 30, 2010, no borrowings
were outstanding on the line of credit and approximately $2.1 million was reserved for a letter of credit.

8. Warrants

As of June 30, 2010 and 2009, there were zero and 20,050 outstanding warrants, respectively, to purchase an
equivalent number of shares of common stock. These warrants were issued in March 2003 at a price of $8.16 per
share in conjunction with promissory notes issued by the Company for funds borrowed from existing shareholders.
These warrants were due to expire in December 2009 and as of December 31, 2009, the remaining shareholders
exercised all of their outstanding stock purchase warrants for a net issuance of 13,738 shares of common stock after
6,312 warrants were relinquished through a cashless exercise.

Warrant activity during the year ended June 30, 2010 was as follows:

Outstanding, June 30, 2008 . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Canceled. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Outstanding, June 30, 2009 . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Canceled. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Warrants

21,299
—
(1,249)
—

20,050
—
(20,050)
—

Weighted-
Average
Exercise
Price

Weighted-
Average
Remaining
Contractual
Life (Years)

Aggregate
Intrinsic
Value

1.70

$284

0.70

268

$8.16
—
8.16
—

8.16
—
8.16
—

Outstanding, June 30, 2010 . . . . . . . . . . . . . . . . . . .

—

$ —

—

$ —

9. Equity Transactions

Reverse Stock Split

On October 30, 2007, the Board approved a 1-for-5.1 reverse split of the Company’s common stock. On
October 31, 2007, the reverse split was further approved by a majority of the shareholders. The stock split was
effective on November 2, 2007. In conjunction with these actions, the number of authorized shares of common

100

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

stock was adjusted to 33,362,500. All share and per share amounts related to common stock, options and common
stock warrants included in the consolidated financial statements have been retroactively adjusted for all periods
presented to give effect to the stock split.

Amended and Restated Certificate of Incorporation

On October 30, 2007, the Board approved an amendment and restatement of the Company’s Second Amended
and Restated Certificate of Incorporation, which was adopted by the majority of the shareholders of the Company
on October 31, 2007 (the “Third Amended and Restated Certificate of Incorporation” or “Certificate”). The
Certificate authorizes the Company to issue 100,000,000 shares of Common Stock and 10,000,000 shares of
Preferred Stock. The Certificate became effective on December 18, 2007, upon its filing with the Secretary of State
of the State of Delaware. This Certificate superseded the Company’s previous Certificate of Incorporation. The
Redeemable Convertible Series B and Series C Preferred Stock are no longer authorized effective December 18,
2007.

Series C Dividend

On November 5, 2007, the Company’s Board unanimously declared a cash dividend to the holders of
Redeemable Convertible Series C Preferred stock effective immediately prior to and contingent upon the closing of
an Initial Public Offering (the “IPO”) and payable from the proceeds of the offering.

Concurrently with the closing of the IPO, the holders of Redeemable Convertible Series C Preferred stock
were paid a cash dividend of $6.4 million. The amount of the declared dividend was equal to the pro rata amount of
the annual ten percent cumulative dividend that would have normally accrued on January 2, 2008 under the
provisions of the preferred stock agreement.

Prior to declaration of the cash dividend, the Company accrued $5.0 million toward the annual cumulative

dividend which was reversed in the recording of the cash dividend.

On November 16, 2007, PNC Bank consented to waive the restriction of dividends in its credit agreement with

the Company for the purposes of this dividend. The PNC agreement amended certain other covenants.

Private Placement of Shares

On November 6, 2007, the Company entered into an agreement to sell to a non-U.S. person in a transaction
outside the United States in reliance upon Regulation S under the Securities Act of 1933, as amended (Securities
Act), concurrently with and contingent upon the closing of the IPO and at the IPO price, $15,000,000 worth of
shares of the Company’s common stock. On December 18, 2007, the Company closed on its initial public offering
and issued 833,333 shares to this investor at the offering price of $18.00 per share.

Initial Public Offering

In December 2007, the Company completed the IPO of its common stock in which it sold and issued
4,450,000 shares of its common stock, at an issue price of $18.00 per share. The Company raised a total of
$80.1 million in gross proceeds from the IPO, or approximately $71.0 million in net proceeds after deducting
underwriting discounts and commissions of $5.6 million and other offering costs of $3.5 million. Upon the closing
of the IPO, all shares of convertible preferred stock outstanding automatically converted into an aggregate of
19,879,675 shares of common stock.

10. Stock Option Plan

The Company adopted a Stock Option Plan (the Plan) in May 2000. Under the Plan, employees, outside
directors and independent contractors are able to participate in the Company’s future performance through the

101

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

awards of nonqualified stock options to purchase common stock. In December 2003, the Board increased the total
to the Plan to
number of common stock shares reserved and available for grant and issuance pursuant
2,549,019 shares. In November 2007, the Board adopted the 2007 Plan increasing the number of common stock
shares reserved to 4,213,921 shares plus the increases in the shares pursuant to the “evergreen provision” that may
be issued under the 2007 Plan over the course of its ten-year term. Each stock option is exercisable pursuant to the
vesting schedule set forth in the stock option agreement granting such stock option, generally over four years. No
stock option shall be exercisable after the expiration of its option term. The Company has granted stock options
under the 2007 Plan. The Company has also granted stock options to executive officers under stand-alone
agreements outside the Plan. Options granted under stand-alone agreements totaled 1,441,168 as of June 30, 2010.
Under both the Plan and the 2007 Plan, there have been no grants of nonqualified stock options to independent
contractors.

Effective July 1, 2006, the Company adopted the fair value recognition provisions of ASC 718 using the
prospective transition method which requires the Company to apply the provisions of ASC 718 only to awards
granted, modified, repurchased or cancelled after July 1, 2006. Equity-based compensation expense for all equity-
based compensation awards granted after July 1, 2006 is based on the grant-date fair value estimated in accordance
with the provisions of ASC 718. The Company recognizes these compensation costs on a straight-line basis over the
requisite service period, which is generally the vesting period of the award.

The Company uses the Black-Scholes option pricing model method to calculate the fair value of stock options.
The use of option valuation models requires the input by management of highly subjective assumptions, including
the expected stock price volatility, the expected life of the option term and forfeiture rate. These assumptions are
utilized by the Company in determining the estimated fair value of stock options.

The fair value of our service and performance based stock options was estimated as of the date of grant using

the Black-Scholes option pricing model with the following assumptions:

2010

Year Ended June 30,
2009

2008

Dividend yield . . . . . . . . . . . . . . . . . . . . .
Expected volatility . . . . . . . . . . . . . . . . . .
Risk-free interest rate . . . . . . . . . . . . . . . . 2.04% to 2.43% 1.81% to 3.11% 2.69% to 4.95%
Expected life of the option term (in

0.0%
48%

0.0%
51%

0.0%
46%

years) . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeiture rate . . . . . . . . . . . . . . . . . . . . . .

5.12
20% to 30%

5.12
20% to 30%

4.64 - 5.76
20% to 30%

The fair value of the options granted for the years ended June 30, 2010, 2009 and 2008 was $6.5 million,

$6.6 million and $5.3 million, respectively. This amount will be expensed over the expected vesting.

Dividend yield — The Company has never declared or paid dividends on its common stock and has no plans to

do so in the foreseeable future.

Expected volatility — Volatility is a measure of the amount by which a financial variable such as a share price
has fluctuated (historical volatility) or is expected to fluctuate (expected volatility) during a period. Since the
Company’s common shares have recently been publicly traded and therefore does not have sufficient historical
data, the basis for the standard option volatility calculation is derived from known publicly traded comparable
companies. The annual volatility for these companies is derived from their historical stock price data.

Risk-free interest rate — The assumed risk free rate used is a zero coupon U.S. Treasury security with a

maturity that approximates the expected term of the option.

Expected life of the option term — This is the period of time that the options granted are expected to remain
unexercised. Options granted during the year have a maximum term of eight years. The Company estimates the

102

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

expected life of the option term based on an average life between the dates that options become fully vested and the
maximum life of options granted.

Forfeiture rate — This is the estimated percentage of options granted that are expected to be forfeited or
canceled before becoming fully vested. The Company uses a forfeiture rate that is based on historical forfeitures at
various classification levels with the Company.

Stock option activity including stand-alone agreements during the year ended June 30, 2010 and 2009 are as

follows:

Outstanding, June 30, 2008 . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited or canceled . . . . . . . . . . . . . . . . . . . .

Outstanding, June 30, 2009 . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited or canceled . . . . . . . . . . . . . . . . . . . .

Weighted
Average
Remaining
Contractual
Life (Years)

Aggregate
Intrinsic
Value

5.19

$49,167

5.16

28,516

Weighted
Average
Exercise
Price

$11.20
22.49
7.28
16.27

14.59
18.85
9.07
17.21

Shares

4,766,849
835,500
(1,344,993)
(163,148)

4,094,208
950,700
(936,195)
(194,866)

Outstanding, June 30, 2010 . . . . . . . . . . . . . . . . .

3,913,847

$16.81

Stock options exercisable at June 30, 2010 . . . . . .

1,825,010

$12.90

5.06

4.21

$24,911

$17,464

Stock options outstanding at June 30, 2010 included 773,761 stock options related to performance based
options. During the year ended June 30, 2010, performance based options vested were 188,876. There were no
performance based options granted or forfeited during the year ended June 30, 2010. Stock options exercisable at
June 30, 2010 included 574,876 stock options related to performance based options. Vesting of performance based
options is contingent on meeting various company-wide performance goals.

The aggregate intrinsic value in the table above represents the total pre-tax intrinsic value (the difference
between the Company’s closing stock price on the last day of the year and the exercise price, multiplied by the
number of in-the-money options) that would have been received by the option holders had all option holders
exercised their options on June 30, 2010. The amount of aggregate intrinsic value will change based on the fair
market value of the Company’s stock.

The total intrinsic value of options exercised for the years ended June 30, 2010, 2009 and 2008 was

$10.7 million, $19.4 million and $3.7 million, respectively.

As of June 30, 2010, there was $9.6 million of total unrecognized compensation expense related to unvested
stock options granted under the Stock Option Plans adopted in May 2000 and November 2007. The cost is expected
to be recognized over a weighted average period of 2.9 years. During the years ended June 30, 2010, 2009 and 2008,
the Company recognized $5.2 million, $2.8 million and $1.5 million of stock based compensation expense. The
total income tax benefit recognized in the statement of operations related to stock options exercised during the years
ended June 30, 2010, 2009 and 2008 was $3.9 million, $6.9 million and $1.4 million, respectively.

Restricted Stock Awards

In July 2009 the Restricted Stock Award (“RSA”) program was approved pursuant to the 2007 Plan. Under the
Plan, employees, outside directors and independent contractors are able to participate in the Company’s future
performance through the awards of restricted stock. Each RSA vests pursuant to the vesting schedule set forth in the

103

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

restricted stock agreement granting such RSA’s, generally over three years. Under the 2007 Plan, there have been no
awards of restricted stock to independent contractors.

Restricted stock award activity during the year ended June 30, 2010 was as follows:

Weighted-
Average
Fair Value

Shares

Nonvested, June 30, 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225,946
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(16,007)
(22,089)
Forfeited or canceled . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nonvested, June 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187,850

— $ —
18.29
17.46
17.46
$18.46

The fair value of restricted stock awards granted for the year ended June 30, 2010 was $3.1 million. As of
June 30, 2010, there was $3.0 million of total unrecognized compensation expense related to unvested restricted stock
awards granted. The cost is expected to be recognized over a weighted average period of 2.49 years. The total fair
value of shares vested during the year ended June 30, 2010 was $0.3 million. During the year ended June 30, 2010, the
Company recognized $0.7 million of stock based compensation expense related to restricted stock awards.

11. Redeemable Noncontrolling Interest

In April 2010, a subsidiary of the Company entered into an agreement to establish a venture with Middlebury
College (“Middlebury”) to form a new entity named Middlebury Interactive Languages LLC (“MIL”) effective
May 2010. The Company’s investment into this venture consisted of $4.0 million in cash and contributed assets,
including substantially all of its foreign languages subsidiary, in return for a 60% ownership interest including
control over day to day operations. Middlebury’s investment in the venture consisted of $4.0 million in cash,
$0.6 million in assumed liabilities and contributed assets, including a license to use its trademark and a foreign
language instruction summer camps business, in return for a 40% ownership interest. The purpose of the venture is
to create and distribute innovative, high-quality online language courses under the trademark Middlebury and other
marks. Transaction expenses incurred by the Company related to this transaction included in selling, administrative
and other operating expenses were $0.2 million.

At any time after the fifth (5th) anniversary of the agreement, Middlebury may give written notice of its
irrevocable election to sell all (but not less than all) of its Membership Interest to the Company (“put right”). The
purchase price for Middlebury’s Membership Interest shall be its fair market value and the Company may, in its sole
discretion, pay the purchase price in cash or shares of the Company’s common stock. The agreement also includes a
provision whereby, if certain milestones are not met related to expanding the business by June 2014, Middlebury
will have the option to repurchase certain contributed assets at their fair market value.

The transaction resulted in a change in ownership interest of the subsidiary that did not result in loss of control and
was accounted for by the Company as an equity transaction in accordance with the provisions of ASC 810 (formerly
SFAS 160, Noncontrolling Interests in Consolidated Financial Statements, an amendment of ARB 51). The assets
contributed by Middlebury were initially recorded at their fair value. The intangible assets contributed by Middlebury
were estimated at a fair value of $14.0 million as determined by management and represents a preliminary allocation
which is subject to change upon completion of a valuation with the assistance of a third party valuation firm.

Given the provision of the put right, the redeemable noncontrolling interest is redeemable outside of the
Company’s control and it is recorded outside of permanent equity at its redemption value fair value in accordance
with EITF Topic D-98, Classification and Measurement of Redeemable Securities. The Company will adjust the
redeemable noncontrolling interest to redemption value on each balance sheet date with changes in redemption
value recognized as an adjustment to retained earnings, or in the absence of retained earnings, by adjustment to
additional paid-in-capital.

104

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

The following is a summary of the activity of the redeemable noncontrolling interest for the year ended

June 30, 2010:

Initial recording of redeemable noncontrolling interest . . . . . . . . . . . . . . . . . . . . . . . . .
Net loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Adjustment to redemption value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Year Ended
June 30, 2010
$17,374
(365)
365

Balance of redeemable noncontrolling interest at June 30, 2010 . . . . . . . . . . . . . . . . . .

$17,374

12. Commitments and Contingencies

Litigation

In the ordinary conduct of business, the Company is subject to lawsuits, arbitrations and administrative

proceedings from time to time. The Company expenses legal costs as incurred.

Aventa Learning

In June 2010, the shareholders of Aventa Learning, Inc. (Aventa) filed a lawsuit against KC Distance Learning,
Inc. which is currently pending in the U.S. District Court for the Western District of Washington, Axtman et al. v. KC
Distance Learning, Inc. (Case No. 2:10-cv-01022-JLR). The lawsuit alleges, among other things, that KCDL did
not honor the terms of an earn-out provision contained in an asset purchase agreement after certain assets of Aventa
were acquired by KCDL in 2007. In addition, the plaintiffs allege breach of contract and misrepresentation claims,
and seek the remedy of rescission for alleged violation of the Securities Act of 1933, as amended (Securities Act).
On July 23, 2010, we acquired all of the shares of KCDL, which is now our wholly-owned subsidiary. On
August 31, 2010, the plaintiffs amended their complaint to add K12 Inc. as a co-defendant in this matter, reflecting
the change in ownership. Pursuant to the Agreement and Plan of Merger between K12 Inc. and KCDL Holdings
LLC (Seller), Seller agreed to assume responsibility to defend this lawsuit and to fully indemnify K12 Inc. for any
liability, including rescission. In addition, K12 Inc. obtained a guarantee from Seller’s parent company, Learning
Group LLC, from any losses related to this litigation. In our view, the outcome of this litigation will not have a
material adverse effect on the financial condition or results of operations of K12 Inc. or any of our subsidiaries.

105

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

Employment Agreements

The Company has entered into employment agreements with certain executive officers that provide for
severance payments and, in some cases other benefits, upon certain terminations of employment. Except for one
agreement that has a three year term, all other agreements provide for employment on an “at-will” basis. If the
employee is terminated for “good reason” or without cause, the employee is entitled to salary continuation, and in
some cases benefit continuation, for varying periods depending on the agreement.

On July 12, 2007, the Company’s board of directors approved an amended and restated employment
agreement for an executive officer. The amended and restated agreement extends the term of employment until
January 1, 2011 and amended certain elements of compensation including salary, stock options and severance.

The Company maintains an annual cash performance bonus program that is intended to reward executive
officers based on our performance and the individual named executive officer’s contribution to that performance. In
determining the performance-based compensation awarded to each named executive officer, the Company may
generally evaluate the Company’s and the executive’s performance in a number of areas, which could include
revenues, operating earnings, student retention, efficiency in product and systems development, marketing
investment efficacy, new enrollment and developing company leaders.

Vendor Payment Commitments

In April 2007, the Company entered into a master services and license agreement with a third party that
provides for the Company to license their proprietary computer system. The agreement was effective through July
2010. In exchange for the license of the computer system, the Company agreed to pay a service fee per enrollment.
In the event the fees paid over the term of the agreement do not exceed $1 million (the minimum commitment fee),
the Company agrees to pay the difference between the actual fees paid and the minimum commitment fee. As of
June 30, 2010, the actual fees paid have exceeded the minimum commitment fee. In August 2010, the agreement
was renewed for a two year period ending August 2012 and includes a minimum commitment fee of $2.5 million
over the term of the agreement. In the event the fees paid over the term of the agreement do not exceed $2.5 million,
the Company agrees to pay the difference between the actual fees paid and the minimum commitment fee.

13. Related Party Transactions

In April 2010, the Company entered into a license agreement with an affiliate of the Company in the amount of
$1.2 million of which $1.0 million was paid to the affiliate with the remaining balance paid in July 2010. Affiliates
of the Company also rendered $0.1 million, $0.1 million and $0.4 million of professional services to the Company
during the years ended June 30, 2010, 2009 and 2008, respectively. These costs include administrative operations,
consulting and curriculum development services, other operating charges and the purchase of our domain name.

14. Employee Benefits

The Company is party to a Section 401(k) Salary Deferral Plan (the 401(k) Plan). Under the 401(k) Plan,
employees at least 18 years of age having been employed for at least 30 days may voluntarily contribute up to 15%
of their compensation. The 401(k) Plan provides for a matching Company contribution of 25% of the first 4% of
each participant’s compensation, which begins following six months of service and vests after three years of
service. Under the 401(k) Plan, the Company expensed $0.4 million, $0.3 million and $0.2 million during each of
the years ended June 30, 2010, 2009 and 2008, respectively.

106

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

15. Supplemental Disclosure of Cash Flow Information

Year Ended June 30,
2009

2008

2010

Cash paid for interest

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 1,282

$ 1,428

Cash paid for taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$

872

$

65

$

$

1,256

161

Supplemental disclosure of non-cash investing and financing

activities:
New capital lease obligations . . . . . . . . . . . . . . . . . . . . . . . . . .

$12,194

$16,044

$ 10,564

Cash receipts in transit from exercise of stock options. . . . . . . .

$ — $

691

Issuance of stock options related to earn-out provision of

Power-Glide acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $

71

$

$

Net working capital contributed to Middlebury Interactive

Languages venture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 3,374

$ — $

Intangible assets contributed to Middlebury Interactive

Languages venture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$14,000

$ — $

25

—

—

—

Business Combination:
— Net working capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $

(190)

— Property and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $

33

— Capitalized curriculum development costs . . . . . . . . . . . . . .

$ — $ — $

2,263

— Intangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $

189

— Deferred tax liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $

(936)

— Goodwill. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $

2,691

— Assumed liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $

1,271

— Issuance of common stock . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $

2,660

Conversion of preferred stock to common stock upon initial

public offering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ — $ — $238,408

Purchase of perpetual license agreement/accrued liabilities . . . .

$

250

$ — $

150

107

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

16. Quarterly Results of Operations (Unaudited)

The unaudited consolidated interim financial information presented should be read in conjunction with other
information included in our consolidated financial statements. The following unaudited consolidated financial
information reflects all adjustments necessary for the fair presentation of the results of interim periods. The
following tables set forth selected unaudited quarterly financial information for each of our last eight quarters.

2010

Jun 30,
2010

Mar 31,
2010

Dec 31,
2009

Sep 30,
2009

Consolidated Quarterly Statements of Income
Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Cost and expenses
Instructional costs and services . . . . . . . . . . . .
Selling, administrative, and other . . . . . . . . . . .
Product development expenses . . . . . . . . . . . . .

Total costs and expenses . . . . . . . . . . . . . . . .

Income (loss) from operations . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . .

Income (loss) before income taxes and

noncontrolling interest . . . . . . . . . . . . . . . .
Income tax benefit (expense) . . . . . . . . . . . . . .

Net income (loss) . . . . . . . . . . . . . . . . . . . . . .
Add net loss attributable to noncontrolling

interest . . . . . . . . . . . . . . . . . . . . . . . . . . . .

88,321 $

96,627 $

93,197 $

106,325

55,868
32,329
1,999

90,196

(1,875)
(289)

(2,164)
427

(1,737)

56,479
26,843
2,924

86,246

10,381
(361)

10,020
(3,927)

6,093

51,589
24,899
2,415

78,903

14,294
(324)

13,970
(4,381)

9,589

58,093
33,327
2,238

93,658

12,667
(357)

12,310
(5,368)

6,942

412

36

49

141

Net income (loss) — K12 Inc.

. . . . . . . . . . . . $

(1,325) $

6,129 $

9,638 $

7,083

Net income (loss) attributable to common

stockholders per share:
Basic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

(0.04) $

Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

(0.04) $

Weighted average shares used in computing

per share amounts:
Basic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30,195,130

0.20 $

0.20 $

0.33 $

0.32 $

0.24

0.24

29,951,327 29,648,674 29,378,074

Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30,195,130

30,352,974 29,974,642 29,948,550

108

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

2009

Jun 30,
2009

Mar 31,
2009

Dec 31,
2008

Sep 30,
2008

Consolidated Quarterly Statements of Income
Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Cost and expenses
Instructional costs and services . . . . . . . . . . . . . .
Selling, administrative, and other . . . . . . . . . . . .
Product development expenses . . . . . . . . . . . . . .

Total costs and expenses . . . . . . . . . . . . . . . . . .

Income (loss) from operations . . . . . . . . . . . . .
Interest expense, net . . . . . . . . . . . . . . . . . . . . . .

Income (loss) before income taxes and

noncontrolling interest . . . . . . . . . . . . . . . . .
Income tax benefit (expense) . . . . . . . . . . . . . . .

Net income (loss) . . . . . . . . . . . . . . . . . . . . . . .
Add (less) net loss (income) attributable to

noncontrolling interest . . . . . . . . . . . . . . . . .

72,166 $

77,164 $

77,618 $

88,625

44,375
25,494
2,560

72,429

(263)
(464)

(727)
13

(714)

47,868
19,467
2,415

69,750

7,414
(361)

7,053
(3,490)

3,563

50,312
18,887
2,405

71,604

6,014
(264)

5,750
(2,365)

3,385

54,421
22,835
2,195

79,451

9,174
107

9,281
(3,786)

5,495

48

(16)

135

419

Net income (loss) — K12 Inc.

. . . . . . . . . . . . . $

(666) $

3,547 $

3,520 $

5,914

Net income (loss) attributable to common

stockholders per share:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

(0.02) $

Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $

(0.02) $

0.12 $

0.12 $

0.12 $

0.12 $

0.21

0.20

Weighted average shares used in computing

per share amounts:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

29,000,514 27,449,893

28,749,126

28,487,440

Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

29,000,514 28,780,389

29,682,250

29,499,102

17. Subsequent Events

In July 2010, the Company acquired all of the stock of KC Distance Learning, Inc. (KCDL), a provider of
online curriculum and public and private virtual education, by issuing to its parent company KCDL Holdings LLC,
2,750,000 shares of a new class of stock designated as Series A Special Stock, which had a value at closing of
$63.1 million. KCDL Holdings, Inc. is an affiliate of the Learning Group, LLC, a related party. The Company’s
board of directors obtained an opinion from an independent financial advisor that the consideration paid in the
acquisition was fair from a financial point of view to K12 and its stockholders. The holders of the Series A Shares
initially have no voting rights and no rights of conversion with respect to the Series A Shares; however, the
Company has agreed to convene a meeting of its stockholders to obtain their approval to permit conversion of the
Series A Shares into common stock on a one-for-one basis and for the right to vote on all matters presented to
K12 shareholders, other than for the election and removal of directors, for which holders of the Series A Shares shall
have no voting rights. In the event that the K12 stockholders do not approve the voting rights and permit conversion
of the Series A Shares by the first anniversary of the closing of the acquisition, the Series A Shares will be
redeemable at the option of the holder or K12 at a price per share of the greater of $22.95 or the price per share of the
K12 common stock at the date of redemption. Learning Group LLC and certain of its affiliates have agreed to vote

109

Notes to Consolidated Financial Statements — (Continued)

K12 Inc.

their shares of K12 common stock (representing approximately 17% of our common stock) in favor of the rights of
conversion and voting rights of Series A Shares pursuant to a voting agreement. The aggregate redemption liability
(if fully exercised) will not be less than $63.1 million of cash. Within sixty days of the acquisition date, the
Company will make a payment in the amount of $3.3 million to KCDL Holdings, Inc. representing trade payables
assumed in the acquisition. The KCDL businesses include: Aventa Learning (online curriculum and instruction),
the iQ Academies (statewide virtual public charter schools for middle and high school); and The Keystone School
(international online private school). The Company is still evaluating the purchase accounting and therefore an
estimate of the financial impact cannot be made at this time.

In August 2010, the Company entered into an $18 million equipment lease line of credit with PNC Bank for
new purchase. The equipment lease line expires on March 31, 2011. The interest rate on new advances under the
equipment lease line is set at the time the funds are advanced based upon interest rates in the Federal Reserve
Statistical Release H.15. Payment terms are 36 months with a $1 purchase option at the end of the term.

In August 2010, we entered into agreements with Oracle Corporation (Oracle) to license a suite of software
applications that we will deploy throughout our organization to further automate important functions such as
accounting, financial management, and procurement. We expect to implement this solution over the course of fiscal
year 2011 with the assistance of Oracle.

110

SCHEDULE II

K12 INC

VALUATION AND QUALIFYING ACCOUNTS
YEARS ENDED JUNE 30, 2010, 2009 AND 2008

1. ALLOWANCE FOR DOUBTFUL ACCOUNTS

Balance at
Beginning of
Period

June 30, 2010 . . . . . . . . . . . . . . . . . . . . . . . $1,055,261
June 30, 2009 . . . . . . . . . . . . . . . . . . . . . . . $1,458,372
June 30, 2008 . . . . . . . . . . . . . . . . . . . . . . . $ 588,971

2.

INVENTORY RESERVE

Additions
Charged to
Cost and
Expenses

502,723
423,571
917,730

Deductions
from
Allowance

195,454
826,682
48,329

Balance at End
of Period

$1,362,890
$1,055,261
$1,458,372

Balance at
Beginning of
Period

June 30, 2010 . . . . . . . . . . . . . . . . . . . . .
June 30, 2009 . . . . . . . . . . . . . . . . . . . . .
June 30, 2008 . . . . . . . . . . . . . . . . . . . . .

$884,094
$734,827
$327,608

3. COMPUTER RESERVE (1)

Balance at
Beginning of
Period

June 30, 2010 . . . . . . . . . . . . . . . . . . . . $1,022,147
June 30, 2009 . . . . . . . . . . . . . . . . . . . . $ 778,789
June 30, 2008 . . . . . . . . . . . . . . . . . . . . $ 616,361

Additions
Charged to
Cost and
Expenses

1,085,270
149,267
781,104

Additions
(Deductions)
Charged to
Cost and
Expenses

(178,271)
243,358
162,428

Deductions
Shrinkage and
Obsolescence

65,916
—
373,885

Balance at End
of Period

$1,903,448
$ 884,094
$ 734,827

Deductions
Shrinkage and
Obsolescence

—
—
—

Balance at End
of Period

$ 843,876
$1,022,147
$ 778,789

(1) A reserve account is maintained against potential shrinkage and obsolescence for those computers provided to
our students. The reserve is calculated based upon several factors including historical percentages, the net book
value and remaining useful life.

4.

INCOME TAX VALUATION ALLOWANCE

Balance at
Beginning of
Period

Additions to
Net Deferred
Tax Assets
Allowance

Deductions in Net
Deferred Tax Asset
Allowance

Balance at End
of Period

746,726
June 30, 2010 . . . . . . . . . . . . . . . . $
June 30, 2009 . . . . . . . . . . . . . . . . $
610,954
June 30, 2008 . . . . . . . . . . . . . . . . $29,925,898

73,487
135,772
—

—
—
29,314,944

$820,213
$746,726
$610,954

111

ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS AND FINANCIAL

DISCLOSURE

None.

ITEM 9A. CONTROLS AND PROCEDURES

Evaluation of Disclosure Controls and Procedures

As required by Rules 13a-15 and 15d-15 under the Securities Exchange Act of 1934, management has
evaluated, with the participation of our chief executive officer and chief financial officer, the effectiveness of our
disclosure controls and procedures as of the end of the period covered by this report. Disclosure controls and
procedures refer to controls and other procedures designed to ensure that information required to be disclosed in the
reports we file or submit under the Exchange Act is recorded, processed, summarized and reported, within the time
periods specified in the rules and forms of the Securities and Exchange Commission. Disclosure controls and
procedures include, without limitation, controls and procedures designed to ensure that information required to be
disclosed by us in our reports that we file or submit under the Exchange Act is accumulated and communicated to
management, including our chief executive officer and chief financial officer, as appropriate to allow timely
decisions regarding our required disclosure. In designing and evaluating our disclosure controls and procedures,
management recognizes that any controls and procedures, no matter how well designed and operated, can provide
only reasonable assurance of achieving the desired control objectives, and management was required to apply its
judgment in evaluating and implementing possible controls and procedures.

As described below, a material weakness was identified in our internal control over financial reporting relating
to our accounting for complex transactions that are non-routine and non-recurring. Rule 12b-2 and Rule 1-02 of
Regulation S-X define a material weakness as a deficiency, or a combination of deficiencies, in ICFR such that there
is a reasonable possibility that a material misstatement of the registrant’s annual or interim financial statements will
not be prevented or detected on a timely basis. As a result of the material weakness, our chief executive officer and
chief financial officer have concluded that, as of June 30, 2010, the end of the period covered by this report, our
disclosure controls and procedures were not effective at a reasonable assurance level.

Management’s Report on Internal Control Over Financial Reporting

Management

is responsible for establishing and maintaining adequate internal control over financial

reporting.

Internal control over financial reporting refers to a process designed by, or under the supervision of, our chief
executive officer and chief financial officer and effected by our board of directors, management and other
personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of
financial statements for external purposes in accordance with generally accepted accounting principles and
includes those policies and procedures that:

(cid:129) pertain to the maintenance of records that in reasonable detail accurately and fairly reflect the transactions

and dispositions of our assets;

(cid:129) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial
statements in accordance with generally accepted accounting principles, and that our receipts and expen-
ditures are being made only in accordance with authorizations of our management and members of our
board of directors; and

(cid:129) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or

disposition of our assets that could have a material effect on our financial statements.

112

Internal control over financial reporting cannot provide absolute assurance of achieving financial reporting
objectives because of its inherent limitations. Internal control over financial reporting is a process that involves
human diligence and compliance and is subject to lapses in judgment and breakdowns resulting from human
failures. Internal control over financial reporting also can be circumvented by collusion or improper override.
Because of such limitations, internal control over financial reporting cannot prevent or detect all misstatements,
whether unintentional errors or fraud. However, these inherent limitations are known features of the financial
reporting process, therefore, it is possible to design into the process safeguards to reduce, though not eliminate, this
risk.

Management evaluated the effectiveness of our internal control over financial reporting as of June 30, 2010
using the framework set forth in the report of the Treadway Commission’s Committee of Sponsoring Organizations
(COSO), “Internal Control — Integrated Framework”.

Our independent registered public accounting firm identified a material weakness in our ICFR concerning our

accounting for complex transactions that are non-routine and non-recurring.

As a result of the material weakness in our ICFR concerning our accounting for complex transactions that are
non-routine and non-recurring, management has concluded that our internal control over financial reporting was
ineffective as of June 30, 2010. Our independent registered public accounting firm, BDO USA, LLP has issued an
adverse opinion on the effectiveness of our internal control over financial reporting as of June 30, 2010.

BDO USA, LLP discovered the material weakness in our ICFR concerning our accounting for complex
transactions that are non-routine and non-recurring during its audit of our financial statements as of June 30, 2010,
while reviewing management’s assessment of the accounting for a complex transaction that was non-routine and
non-recurring. Our initial accounting determination did not consider the impact of put and repurchase provisions in
one of our transaction agreements concerning a non-controlling interest of the seller that require treating the non-
controlling interest as a redeemable instrument. This material weakness resulted in three audit adjustments to our
balance sheet at June 30, 2010: (1) adjustment of the initial recording of the redeemable non-controlling interest to
redemption value at the time of the transaction; (2) reclassification of the non-controlling interest from the equity
section to the mezzanine section of our balance sheet although there was no effect on our income statement or
statement of cash flows and no prior periods were effected; and (3) adjustment of the redeemable non-controlling
interest to redemption value at June 30, 2010.

To address the material weakness in our ICFR concerning our accounting for complex, non-routine and non-
recurring transactions, we performed additional analysis and other post-closing procedures to ensure that our
consolidated financial statements for the period covered by this report were prepared in accordance with generally
accepted accounting principles. These procedures included: making the aforementioned audit adjustments to our
balance sheet at June 30, 2010; adding a control that changed the procedure for determining the accounting
treatment of complex, non-routine and non-recurring transactions; and undertaking additional internal training of
our finance staff as to proper accounting for complex, non-routine and non-recurring transactions. Accordingly,
management believes that the financial statements included in this report fairly present in all material respects the
company’s financial position, results of operations and cash flows for the periods presented.

In addition, management is undertaking improvements in our internal control over financial reporting and our
accounting procedures and practices generally. Specifically, management has approved the addition of several new
positions to our finance and accounting staff which we are in the process of filling from internal resources and
outside recruitment efforts (including the possibility of using outside temporary help firms), we have targeted
potential new hires for recruitment, we have engaged a “Big Four” accounting firm to provide consulting services to
our finance and accounting staff regarding process improvement opportunities, best practices and relevant training,
and we are in the process of implementing an enterprise-wide financial management solution from Oracle
Corporation to improve our overall accounting function. In addition, as noted above, we are arranging for additional
internal training of our finance staff as to GAAP requirements and SEC guidance in connection with accounting for
complex, non-routine and non-recurring transactions. Finally, as previously disclosed, on May 5, 2010, our new
Chief Financial Officer commenced his employment with the Company and he brings to us substantial public
company reporting experience in enterprises significantly larger than us. Management believes the measures that

113

have been implemented to remediate the material weakness in our ICFR concerning our accounting for complex,
non-routine and non-recurring transactions have had a material impact on our internal control over financial
reporting since June 30, 2010, and anticipates that these measures and other ongoing enhancements will continue to
have a material impact on our internal control over financial reporting in future periods.

CHANGES IN INTERNAL CONTROL OVER FINANCIAL REPORTING

There were no changes in our internal control over financial reporting for the period ended June 30, 2010 other
than on May 5, 2010, our new Chief Financial Officer commenced his employment with the Company as noted
above.

114

Report of Independent Registered Public Accounting Firm

Board of Directors and Stockholders
K12 Inc.
Herndon, Virginia

We have audited K12 Inc. and subsidiaries’ (the Company) internal control over financial reporting as of
June 30, 2010, based on criteria established in Internal Control — Integrated Framework issued by the Committee
of Sponsoring Organizations of the Treadway Commission (the COSO criteria). K12 Inc. and subsidiaries’
management is responsible for maintaining effective internal control over financial reporting and for its assessment
included in the accompanying Item 9A,
of the effectiveness of internal control over financial reporting,
Management’s Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion
on the company’s internal control over financial reporting based on our audit.

We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board
(United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about
whether effective internal control over financial reporting was maintained in all material respects. Our audit
included obtaining an understanding of internal control over financial reporting, assessing the risk that a material
weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the
assessed risk. Our audit also included performing such other procedures as we considered necessary in the
circumstances. We believe that our audit provides a reasonable basis for our opinion.

A company’s internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes in
accordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail,
accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable
assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance
with generally accepted accounting principles, and that receipts and expenditures of the company are being made
only in accordance with authorizations of management and directors of the company; and (3) provide reasonable
assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the
company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with the
policies or procedures may deteriorate.

A material weakness is a deficiency, or a combination of deficiencies, in internal control over financial
reporting, such that there is a reasonable possibility that a material misstatement of the company’s annual or interim
financial statements will not be prevented or detected on a timely basis. A material weakness regarding
management’s failure to design and maintain controls over the accounting for complex non-routine transactions
has been identified and described in management’s assessment. This material weakness was considered in
determining the nature, timing, and extent of audit tests applied in our audit of the 2010 financial statements,
and this report does not affect our report dated September 13, 2010 on those financial statements.

In our opinion, K12 Inc. and subsidiaries did not maintain, in all material respects, effective internal control

over financial reporting as of June 30, 2010, based on the COSO criteria.

We do not express an opinion or any other form of assurance on management’s statements referring to any

corrective actions taken by the company after the date of management’s assessment.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), the consolidated balance sheets of K12 Inc. and subsidiaries as of June 30, 2010 and 2009, and the
related consolidated statements of operations, redeemable convertible preferred stock and equity (deficit), and cash
flows for each of the three years in the period ended June 30, 2010 and our report dated September 13, 2010
expressed an unqualified opinion thereon.

Bethesda, Maryland
September 13, 2010

/s/ BDO USA, LLP

115

ITEM 9B. OTHER INFORMATION

None

PART III

ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE

Information relating to directors and officers of K12 is incorporated by reference to our proxy statement for

our annual stockholders meeting.

ITEM 11. EXECUTIVE COMPENSATION

Information regarding compensation of officers and directors of K12 is incorporated by reference to our proxy

statement for our annual stockholders meeting.

ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS, MANAGEMENT AND

RELATED STOCKHOLDER MATTERS

Information regarding ownership of K12 common stock is incorporated by reference to our proxy statement

for our annual stockholders meeting.

ITEM 13. CERTAIN RELATIONSHIPS, RELATED TRANSACTIONS AND DIRECTOR

INDEPENDENCE

Information regarding certain relationships, related transactions with K12, and director independence is

incorporated by reference to our proxy statement for our annual stockholders meeting.

ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES

Information regarding principal accountant fees and services is incorporated by reference to our proxy

statement for our annual stockholders meeting.

PART IV

ITEM 15. EXHIBITS, FINANCIAL STATEMENT SCHEDULES

(a)(1) All financial statements. The information required by this item is incorporated herein by reference to

the financial statements and notes thereto listed in Item 8 of Part II and included in this Annual Report.

(a)(2) Financial statement schedules. All financial statement schedules are omitted because the required
information is included in the financial statements and notes thereto listed in Item 8 of Part II and included in this
Annual Report.

(b) Exhibits.

An index to exhibits has been filed as part of this Annual Report and is incorporated herein by reference.

116

Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has

duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

SIGNATURES

K12 INC.

By: /s/ RONALD J. PACKARD

Name: Ronald J. Packard
Title:

Chief Executive Officer

Date: September 13, 2010

POWER OF ATTORNEY

Know all persons by these presents, that each person whose signature appears below constitutes and appoints
Ronald J. Packard, Harry T. Hawks and Howard D. Polsky, and each of them severally, his or her true and lawful
attorney-in-fact with power of substitution and resubstitution to sign in his or her name, place and stead, in any and
all capacities, to do any and all things and execute any and all instruments that such attorney may deem necessary or
advisable under the Securities Exchange Act of 1934 and any rules, regulations and requirements of the
U.S. Securities and Exchange Commission in connection with the Annual Report on Form 10-K and any and
all amendments hereto, as fully for all intents and purposes as he or she might or could do in person, and hereby
ratifies and confirms all said attorneys-in-fact and agents, each acting alone, and his or her substitute or substitutes,
may lawfully do or cause to be done by virtue hereof.

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the

following persons on behalf of the Registrant and in the capacities and on the dates indicated.

Signature

Title

Date

/s/ RONALD J. PACKARD
Ronald J. Packard

/s/ HARRY T. HAWKS
Harry T. Hawks

/s/ ANDREW H. TISCH
Andrew H. Tisch

/s/ GUILLERMO BRON
Guillermo Bron

/s/ NATHANIEL A. DAVIS
Nathaniel A. Davis

/s/ STEVEN B. FINK
Steven B. Fink

Chief Executive Officer
(Principal Executive Officer)

September 13, 2010

Executive Vice President
and Chief Financial Officer
(Principal Financial Officer and
Principal Accounting Officer)

September 13, 2010

Chairman of the Board and Director

September 13, 2010

Director

September 13, 2010

Director

September 13, 2010

Director

September 13, 2010

117

Signature

/s/

JANE M. SWIFT
Jane M. Swift

/s/ THOMAS J. WILFORD
Thomas J. Wilford

/s/ MARY H. FUTRELL
Mary H. Futrell

Title

Director

Date

September 13, 2010

Director

September 13, 2010

Director

September 13, 2010

118

Exhibit
No.

3.1

3.2

4.1

4.2

4.3

4.4

4.5

4.6

4.7

4.8

4.9

4.10

10.1

10.2*

10.3

10.4*

10.5

INDEX TO EXHIBITS

Description of Exhibit

Third Amended and Restated Certificate of Incorporation of K12 Inc. (Incorporated by reference to
Exhibit 3.1 to K12’s Quarterly Report on Form 10-Q (Commission file number 001-33883) for the quarter
ended December 31, 2007).
Amended and Restated Bylaws of K12 Inc. (Incorporated by reference to Exhibit 3.2 to K12’s Quarterly
Report on Form 10-Q (Commission file number 001-33883) for the quarter ended December 31, 2007).
Form of stock certificate of common stock (Incorporated by reference to Exhibit 4.1 to K12’s Amendment
No. 4 to Registration Statement on Form S-1, File No. 333-144894).
Amended and Restated Stock Option Plan and Amendment thereto (Incorporated by reference to
Exhibit 4.2 to K12’s Registration Statement on Form S-1, File No. 333-144894).
Form of Stock Option Contract — Employee (Incorporated by reference to Exhibit 4.3 to K12’s
Registration Statement on Form S-1, File No. 333-144894).
Form of Stock Option Contract — Director (Incorporated by reference to Exhibit 4.4 to K12’s
Registration Statement on Form S-1, File No. 333-144894).
Form of Second Amended and Restated Stockholders Agreement (Incorporated by reference to
Exhibit 4.5 to K12’s Registration Statement on Form S-1, File No. 333-144894).
Form of Common Stock Warrant Agreement (Incorporated by reference to Exhibit 4.6 to K12’s
Registration Statement on Form S-1, File No. 333-144894).
K12 Inc. 2007 Equity Incentive Award Plan (Incorporated by reference to Exhibit 4.8 to K12’s
Amendment No. 4 to Registration Statement on Form S-1, File No. 333-144894).
K12 Inc. 2007 Employee Stock Purchase Plan (Incorporated by reference to Exhibit 4.9 to K12’s
Amendment No. 4 to Registration Statement on Form S-1, File No. 333-144894).
Form of Indemnification Agreement for Non-Management Directors and for Officers of K12 Inc.
(Incorporated by reference to Exhibit 10.1 to K12’s Annual Report on Form 10-Q for the quarter
ended September 30, 2008).
Form of Director’s Indemnification Agreement (Incorporated by reference to Exhibit 10.1 to K12’s
Current Report on Form 8-K filed on October 22, 2008).
Revolving Credit Agreement and Certain Other Loan Documents by and among K12 Inc., School Leasing
Corporation, American School Supply Corporation and PNC Bank, N.A. (Incorporated by reference to
Exhibit 10.1 to K12’s Registration Statement on Form S-1, File No. 333-144894).
Amended and Restated Stock Option Agreement of Ronald J. Packard dated as of July 12, 2007
(Incorporated by reference to Exhibit 10.5 to K12’s Amendment No. 6 to Registration Statement on
Form S-1, File No. 333-144894).
Stock Option Agreement of Bruce J. Davis (Incorporated by reference to Exhibit 10.6 to K12’s
Registration Statement on Form S-1, File No. 333-144894).
Employment Agreement of Ronald J. Packard (Incorporated by reference to Exhibit 10.9 to K12’s
Amendment No. 6 to Registration Statement on Form S-1, File No. 333-144894).
Employment Agreement of Bruce J. Davis (Incorporated by reference to Exhibit 10.11 to K12’s
Amendment No. 1 to Registration Statement on Form S-1, File No. 333-144894).

119

Exhibit
No.

10.6

10.7

10.8

10.9

Description of Exhibit

Deed of Lease by and between ACP/2300 Corporate Park Owner, LLC and K12 Inc., dated December 7,
2005 (Incorporated by reference to Exhibit 10.13 to K12’s Amendment No. 1 to Registration Statement on
Form S-1, File No. 333-144894).
Sublease by and between France Telecom Long Distance USA, LLC, and K12 Inc., dated December 9,
2005 (Incorporated by reference to Exhibit 10.14 to K12’s Amendment No. 1 to Registration Statement on
Form S-1, File No. 333-144894).
Employment Agreement of Celia Stokes (Incorporated by reference to Exhibit 10.15 to K12’s
Amendment No. 1 to Registration Statement on Form S-1, File No. 333-144894).
Employment Agreement of Howard D. Polsky (Incorporated by reference to Exhibit 10.16 to K12’s
Amendment No. 1 to Registration Statement on Form S-1, File No. 333-144894).

10.11

10.12

10.13

10.14

10.15

10.10* Stock Option Agreement between K12 Inc. and Ronald J. Packard dated as of July 12, 2007 (Incorporated
by reference to Exhibit 10.17 to K12’s Amendment No. 6 to Registration Statement on Form S-1, File
No. 333-144894).
First Amendment to Employment Agreement of Howard D. Polsky (Incorporated by reference to
Exhibit 10.18 to K12’s Amendment No. 4 to Registration Statement on Form S-1, File No. 333-144894).
Amendment No. 1 to Revolving Credit Agreement (Incorporated by reference to Exhibit 10.19 to K12’s
Amendment No. 4 to Registration Statement on Form S-1, File No. 333-144894).
Stock Subscription Agreement between K12 Inc. and KB Education Investments Limited, dated
November 6, 2007 (Incorporated by reference to Exhibit 10.20 to K12’s Amendment No. 4 to
Registration Statement on Form S-1, File No. 333-144894).
Second Amended and Restated Educational Products and, Administrative, and Technology Services
Agreement between the Ohio Virtual Academy and K12 Ohio LLC (Incorporated by reference to
Exhibit 10.21 to K12’s Amendment No. 4 to Registration Statement on Form S-1, File No. 333-144894).
First Amendment to Deed of Lease by and between ACP/2300 Corporate Park Owner, LLC and K12 Inc.,
dated as of November 30, 2006. (Incorporated by reference to Exhibit 10.21 to K12’s Annual Report on
Form 10-K for the year ended June 30, 2008).
Second Amendment to Deed of Lease by and between ACP/2300 Corporate Park Owner, LLC and K12
Inc., dated as of March 26, 2007. (Incorporated by reference to Exhibit 10.22 to K12’s Annual Report on
Form 10-K for the year ended June 30, 2008).
Sublease by and between DIECA Communications Inc. and K12 Inc., dated June 25, 2008. (Incorporated
by reference to Exhibit 10.23 to K12’s Annual Report on Form 10-K for the year ended June 30, 2008).
Employment Agreement of Harry T. Hawks (Incorporated by reference to Exhibit 10.1 to K12’s Quarterly
Report on Form 10-Q (Commission file number 001-33883) for the quarter ended March 31, 2010).
Subsidiaries of K12 Inc.
Consent of BDO USA, LLP.
Power of Attorney (included in signature pages).
Certification of Principal Executive Officer Required Under Rule 13a-14(a) of the Securities Exchange
Act of 1934, as amended.
Certification of Principal Financial Officer Required Under Rule 13a-14(a) of the Securities Exchange
Act of 1934, as amended.
Certification of Principal Executive Officer and Principal Financial Officer Required Under
Rule 13a-14(b) of the Securities Exchange Act of 1934, as amended, and 18 U.S.C. Section 1350.

21.1
23.1
24.1
31.1

10.17

10.18

10.16

31.2

32.1

* Portions omitted pursuant to a request for confidential treatment. The omitted information has been filed

separately with the Securities and Exchange Commission.

120

K12 Inc.

Strengthening the promise 
of education ...

by providing a continuum of online learning options 
and educational services to help address pressing 
challenges:

Engaging Course Catalog for Families and Public and Private Schools 

Honors  |  AP  |  World Languages  |  Electives  |  College Credit  |  Core Courses

Individualized Learning for Diverse Students or Unique Needs 

Advanced Learners  |  Special Needs  |  Dropout Prevention  |  Credit Recovery

Flexible Scheduling Solutions for Targeted Student Groups 

Working Students  |  Student Athletes and Performers  |  Teenage Moms  |  Dropout Recovery

Augmenting School District Resources and Teaching Staff 

Online Schools  |  Blended Online/Classroom Programs  |  Expanded Course Curricula

Summer School  |  School Management Services  |  Teacher Training

Executive Management

Board of Directors

Company Directory

Ronald J. Packard
Chief Executive Officer and Founder

Andrew H. Tisch, Chairman
Co-Chairman of the Board and 

Transfer Agent
Registrar & Transfer Company

Harry T. Hawks
Executive Vice President and  

Chief Financial Officer

Bruce J. Davis
Executive Vice President,  

Worldwide Business Development

George B. (Chip) Hughes, Jr.
Executive Vice President,  

School Services

John P. Olsen
Executive Vice President,  

Operations

Celia M. Stokes
Executive Vice President and  

Chief Marketing Officer

Howard L. Allentoff
Senior Vice President,  

Human Resources

Howard D. Polsky
General Counsel and  

Corporate Secretary

Chairman of Executive Committee, 

10 Commerce Drive

Loews Corporation

Cranford, NJ 07016

Ronald J. Packard
Director, Chief Executive Officer, and 

Founder, K12 Inc.

Craig R. Barrett
Retired Chairman and CEO,  

Intel Corporation

Guillermo Bron
Chairman of the Board,  

United Pan Am Financial Corp.

Nathaniel A. Davis
Former CEO,  

XM Satellite Radio

Steven B. Fink
Former Chairman of the Board,  

Leapfrog Enterprises, Inc.

Mary H. Futrell
Dean, Graduate School of Education 

and Human Development,  
George Washington University

Jane M. Swift
Former Governor of the Commonwealth 

of Massachusetts

Thomas J. Wilford
President and Director, Alscott, Inc.

Phone: 800.368.5948 or 908.497.2300
Corporate Website: www.rtco.com

Independent Auditor
BDO USA, LLP

Bethesda, MD

Legal Counsel
Latham & Watkins, LLP

Washington, DC

Stock Exchange Listing
Listed on the New York Stock Exchange 

under the symbol LRN

Annual Meeting
The annual meeting of K12 Inc. share-

holders will be held at the offices of 

Latham & Watkins, LLP, 555 Eleventh 

Street, NW, Suite 1000, Washington, DC 

20004 on Thursday, December 16, 2010 

at 10 AM (ET).

Investor Inquiries
Keith T. Haas

Senior Vice President,  

Finance and Investor Relations

703.483.7077

khaas@K12.com

Online Information
For corporate reports and company 

news, visit K12.com.

Copyright © 2010 K12 Inc. All rights reserved. K12® is a registered trademark and the K12 logo, xPotential and Unleash the xPotential are trademarks of K12 Inc.

Annual Report Design by Curran & Connors, Inc. / www.curran-connors.com