Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
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Silicon Valley Urban Debate League
Strategic Plan
2020-2022
1
Introductory Letter Introductory Letter
Dear Friends,
Debate can change the life trajectory of youth by teaching them to think critically about complex issues, weigh
evidence, and communicate persuasive arguments and by instilling habits of preparation, teamwork and
competitiveness. When students learn these skills early, they don’t just perform better in high school classes; they
draw on these skills at every stage in life–in college, in their professional careers, and as they become leaders in
the community. As a result, debate is an incredibly effective tool to create opportunity and redress inequality in
the individual lives of youth in our community.
When Jennie Savage, a long-time high school debate coach, saw that students at under-resourced schools in our
own community lacked access to programs that teach these skills, she was inspired to found the Silicon Valley
Urban Debate League (SVUDL). Her dream has come to fruition and SVUDL, now in our fifth year, partners with 11
schools and organizations to ensure that Silicon Valley youth, regardless of race and socioeconomic status, have
access to the transformational skills of debate.
SVUDL’s story has been one of constant experimentation and growth. Our students began by competing in
internal debate tournaments against other SVUDL students. Now, our students compete against nationally
recognized debate teams from well-resourced private schools. And they win a good share of rounds! Standing
toe-to-toe with these peers builds their confidence to argue their case and successfully compete in all aspects
of their lives. We have expanded their opportunities in other ways as well. Our students have met judges and
lawyers, and they have held internships in professional settings. They have argued constitutional cases to panels
of Ninth Circuit judges in front of hundreds of lawyers and industry executives.
Our first cohort of students is now nearing college graduation. They provide the clearest evidence of SVUDL’s
success as they articulate how debate has transformed their lives:
“Debate allowed me to learn the skill of effective communication at a younger age than most.
At work, I see the need for this skill everywhere. It is surprising how many people are unable
to convey their feelings and ideas in a concise yet effective way. Even today, every time I get
nervous at a meeting or during an interaction I still draw on the public speaking and rhetorical
skills I learned in debate.” – Bhargavi B.
Now we want to do even more.
Today, we launch the next phase in SVUDL’s growth. At the moment of our fifth anniversary and with a track
record showing how debate gives students the power to transform their own lives, it is the perfect time to
implement our inaugural strategic plan. The plan will help us to reach more students, elevate their life outcomes
to the fullest extent possible, and position the organization for future growth and success. The plan focuses on
four key strategic priorities:
1. Expanding our programs and reach.
2. Deepening and measuring our impact.
3. Strengthening and expanding school partnerships.
4. Building organizational capacity.
Over the course of 2019, SVUDL staff and Board members worked in partnership with strategy consultant Emily
Leys to develop this plan. The following pages illustrate in detail how the organization will refine, strengthen
and expand its programming to build students’ social and professional capital in partnership with supportive
companies throughout Silicon Valley. This three-year strategic plan is a culmination of multiple meetings, countless
conversations, and the efforts of so many champions of the organization and its mission. We are truly appreciative
of the thoughtful feedback, challenging questions, and generous support we received along the way.
Please join SVUDL as we embark on this journey to 2023 and beyond!
Sincerely,
Willie Hernandez Rolland Janairo
Board Chair Executive Director
2 Strategic Plan 2020-2022
Contents Contents
Vision, Mission, and Guiding Principle 4
Programs 6
Theory of Change 8
Metrics of Success 9
Strategic Priorities 10
Finances 18
Our Team 19
Executive Summary
With five years of experience serving Silicon Valley youth, a comprehensive program model,
and a new Executive Director, this is a pivotal time to evaluate our past and develop an
organizational strategic plan for the future of the Silicon Valley Urban Debate League (SVUDL).
Our 2020–2023 Strategic Plan focuses on expanding and deepening our commitment to
work with youth in Silicon Valley high schools who would not otherwise have access to quality
speech and debate programming. Our experience has proved out our belief that every
student can achieve personal, academic, and professional success through skills learned in
debate. This plan reinforces that commitment by formulating a detailed Theory of Change,
standardizing and deepening the teaching of the core debate skills to all SVUDL students
across the organization and adding complementary speech events to increase the scope and
impact of SVUDL. The plan identifies four key strategic priorities and sets out milestones and
a timeline in which to achieve them. We have calculated the funding needed to execute this
plan and the types of investors we will seek to partner with in making it happen. This plan is
ambitious and achievable, and we hope that you will support us in bringing it to life over the
next three years.
3
Vision
All Silicon Valley youth have personal agency, achieve success, and contribute to their communities.
Mission
Our mission is to empower Silicon Valley students, regardless of their race or socioeconomic
status, to reach their full potential to become professional and community leaders by teaching
critical thinking and communication skills through speech and debate programming.
Guiding Principle
Underlying our commitment to the students we serve is the explicit belief that every student can
achieve personal, academic, and professional success.
4 Strategic Plan 2020-2022
Goal
During the 2021–2022 school year, SVUDL will serve more than 345 students at our deepest level
of engagement in at least 14 Silicon Valley high schools.
Programs
SVUDL’s primary focus is to train young people in key life skills—critical thinking, persuasive argument,
and communication—by teaching them debate and providing them with opportunities to compete
in speech and debate tournaments. The skills taught in our Speech & Debate program, combined
with opportunities to practice and demonstrate them in competition, are skills they can draw on for
the rest of their lives. We are committed to providing these opportunities to young people of color,
students from low-income backgrounds, and those who will be first-generation college students. In
recognition of the additional barriers that our students face, we also provide Professional Access
& Mentoring programming so our students can work with mentors to discover how their debate
skills can serve them in the future. These programs happen simultaneously with students benefiting
from both Speech & Debate and Professional Access & Mentoring during their high school years.
SVUDL alumni are invited to participate in Professional Access programming throughout the year.
They are also encouraged to continue to meet with their mentors, if applicable, throughout college.
Descriptions of each of our programs follow.
5
Programs: Speech & Debate
Our Speech & Debate program provides high school students with regular speech and debate practices and
opportunities to complete after school, on weekends, and during school holidays. We are unique among all
urban debate leagues across the nation in that we provide dedicated, professional coaches after school for the
students in our program. Offerings include:
●● Training and debate practices led by professional coaches that teach skills such as:
●● How to analyze and solve complex problems;
●● How to research information and evaluate evidence; and
●● How to speak and persuade.
●● Dedicated coaches who support students to rapidly advance their skill level and develop healthy
relationships with a caring adult.
●● Interleague debate tournaments that provide opportunities for students to practice their skills and build
a positive, competitive community with students from partner schools.
●● External debate tournaments that provide students with higher-stakes opportunities to apply their skills
by competing against students from all socioeconomic backgrounds. Debate competition fosters skills
including:
●● How to be self-aware and accurately assess one’s strengths, limitations, and understand one’s
values and identity;
●● How to be empathetic and appreciate the perspective of others;
●● How to code switch and effectively
communicate in unfamiliar environ-
ments; and
●● How to persevere and bounce back
from defeat, as well as an under-
standing that effort leads to improve-
ment.
●● Travel to tournaments that provide
additional levels of competition and
expand students’ perspectives on their
local communities, including access to the
campuses of colleges that offer speech
and debate scholarships.
●● Transportation to all tournaments and
meals to minimize students’ barriers to
access and participation.
●● Prizes in various categories to winning
teams and individuals at the end of each
tournament in recognition of the hard
work of students and to instill a sense of
pride in their accomplishments.
●● Out-of-state tournaments for students
who qualify, which provide the opportunity
to travel and take on the privilege and
responsibility of chaperoned overnight
trips along with their peers and to
represent SVUDL at these competitions.
6 Strategic Plan 2020-2022
Programs: Professional Access & Mentoring
Our Professional Access & Mentoring program engages high school students and SVUDL alumni in activities
aimed to broaden their horizons, opportunities, and networks. The program also provides professional mentoring
for those students with high interest in it. Offerings include:
●● Workplace visits to introduce students to diverse professions and work settings that will build their
social, cultural, and professional capital and show the students how the skills they learn through speech
and debate can propel them in the professional world. This will also result in a more diverse pipeline for
these professions.
●● Exposure to role models and opportunities to connect to a range of professional adults who open their
workplaces, and share advice, possible career options, and their personal journeys through site visits,
informal interactions at tournaments and debate practices, and at community panels.
●● Structured and informal relationships with mentors who provide students with another caring, dedicated
adult who is invested in their future. (Mentors are screened and provided with orientation training and
ongoing support to help them provide for the academic and social-emotional needs of the mentee.)
●● Long-term mentoring provided by volunteer professionals already in successful careers. For those
interested in pursuing a legal career, this mentoring can last from junior year of high school through the
first year of law school.
●● Internships (paid and unpaid) to provide work experience, build social capital, and expand the
perspectives of students on potential career choices.
SVUDL programming provides a collegial, collaborative environment where students learn academic skills as
well as social-emotional skills that will stay with them through higher education and into the workforce.
7Theory of Change
Our Theory of Change is a visual representation of how we expect SVUDL programming to contribute to a cascade
of positive outcomes for the students, and eventually young professionals, we work with.
Immediate Intermediate Long-term
Programming Outcomes Outcomes Outcomes
●● Students learn to ●● Students improve Young Professionals
analyze and solve their academic graduate from college
complex problems. performance.
Young Professionals
●● Students learn to ●● Students graduate launch their careers
research information from high school.
and evaluate evidence. ●● Students have Young Professionals are
●● Students learn to speak increased access successful
and persuade in any to post-secondary ●● They are financially self-
setting. educational & job sufficient and able to
Speech & opportunities.
●● Students learn meaningfully contribute
Debate
about professional ●● Students have to their families.
opportunities. increased access ●● They advance in a
●● Students learn to work to scholarships, career that they find
together and feel part internships, and fulfilling and valuable.
Professional of a team. relevant jobs.
Access & ●● Students build Young Professionals are
●● Students learn self- leaders
Mentoring awareness. strong personal
& professional ●● They are involved
●● Students learn empathy. networks. and active in their
●● Students learn ●● Students overcome communities.
preparation and good adversity and have ●● They demonstrate
work habits. a “growth mindset.” effective leadership
●● Students learn ●● Students and help others in
resilience and how to become young their family, career, and
persevere. professionals. communities.
SVUDL’s Theory of Change should be read from left to right as a logical chain of “if… then” statements. If we are successful
in providing quality Speech & Debate and Professional Access & Mentoring programming to engaged students, then
we will achieve our immediate outcomes. SVUDL alumni, especially those who continue to take advantage of our
Professional Access & Mentoring offerings after high school graduation, will be more likely to achieve the intermediate
and long-term outcomes in our Theory of Change. This cascade of positive outcomes will bring us closer to our vision
in which all Silicon Valley youth have personal agency, achieve success, and contribute to their communities.
Key to SVUDL’s Theory of Change is the mounting body of evidence linking participation in urban debate leagues
to the development of core skills including critical thinking, communication, and collaboration. Studies have also
connected participation with higher academic achievement and increases in college readiness. For example,
students who participated in debate were 19% more likely to graduate from high school compared to non-debaters1.
All of SVUDL’s students, whether debaters or speech competitors, are taught the same core transferable skills in
SVUDL practices (i.e., how to research, evaluate evidence, and identify logical fallacies) and competing in speech
builds confidence and communication skills. The evidence applies to all students engaged with SVUDL regardless
of which events they compete in. Additionally, SVUDL provides mentoring and opportunities to increase students’
professional access. A comprehensive survey of young people across the United States recently found that “young
adults who face an opportunity gap but have a mentor are 55% more likely to be enrolled in college and 130% more
likely to hold leadership positions than those who did not have a mentor”2. The evidence linking program activities
like those offered by SVUDL to the specific desired outcomes we are targeting is clear.
1 Mezuk et al (2011). Impact of participating in a policy debate program on academic achievement: Evidence from the Chicago Urban Debate League. Educational
Research and Reviews, Vol. 6(9), pp. 622-635. Retrieved from https://urbandebate.org/Why-It-Matters/
2 Bruce, Mary and Bridgeland, John (2014). The Mentoring Effect: Young People’s Perspectives on the Outcomes and Availability of Mentoring. Washington, D.C.: Civic
Enterprises with Hart Research Associates for MENTOR: The National Mentoring Partnership. Retrieved from www.civicenterprises.net/Education
8 Strategic Plan 2020-2022Measures of Success
In order to track our progress, SVUDL will record and report the following annual, organizational results:
●● Number of engaged students3
●● Number of students reached4
●● Number of partner institutions (schools and organizations)
●● Number of SVUDL tournaments hosted
●● Number of external tournaments competed in
●● Number of active mentor/mentee relationships
●● Number of professional access and development activities provided to students and alumni
SVUDL will work to record and report the following annual outcomes:
●● Number of SVUDL students who complete high school
●● Number of SVUDL students who complete college and/or other post-secondary education
●● Percentage of students who attain immediate outcomes such as learning empathy, learning to work
together and feeling part of a team, learning to research information and evaluate evidence, and more
●● Results of an annual SVUDL alumni survey covering career, community involvement, and more
SVUDL will track these measures of success for each individual student along with their demographics (i.e.,
ethnicity and economic circumstances) and the specifics of their participation in SVUDL programming.
3 Students who attend ten or more practices in a year and participate in at least one debate and/or speech tournament.
4 Students who have attended nine or fewer practices in a year
92020–2022 Strategic Priorities
Over the next three years, SVUDL will continue to solidify the foundation laid in our first five. We will expand our
work as we continue to strengthen programming and operations. To do this, we’ve identified four key priorities.
Strategic Priority #1: Expand our programs and reach
We will broaden our reach through increased recruitment and retention of student debaters and
speech competitors. SVUDL is also adding new events to our program offerings.
Strategic Priority #2: Deepen and measure our impact
We will develop and implement a pedagogical framework, standard curricula, and a program
monitoring system. SVUDL will also begin to develop methods and systems to measure program
impact.
Strategic Priority #3: Strengthen and expand school partnerships
We will refine our school partnership model and ensure that all existing and new school partnerships
are high-functioning and mutually beneficial. SVUDL will add new high schools to our network and
explore expanding to middle schools.
Strategic Priority #4: Build organizational capacity
We will align our operations around our strategic plan, increase and diversify our funding, prioritize
staff development, and enhance our marketing and communications.
10 Strategic Plan 2020-2022Strategic Priority #1
Expand our programs and reach
We will broaden our reach through increased recruitment and retention of student debaters and speech
competitors. SVUDL is also adding new events to our program offerings.
One of the biggest questions that SVUDL grappled with during our strategic planning process was how to
increase the number of students that we positively impact. To do this, we have already generated new strategies,
including conducting outreach efforts to attract graduating 8th graders at feeder middle schools and offering non-
monetary rewards to students who achieve certain milestones of engagement. We also decided to expand our
program offerings to include events in addition to policy debate. We believe that speech events and public forum
debate will attract a new set of high school students. We will begin to provide coaching for speech events and
public forum debate in the first year of the strategic plan and consider expanding the events offered at internal
tournaments in subsequent years.
Objectives, Milestones, and Timeline
Objective 2020 Milestones 2021 Milestones 2022 Milestones
SVUDL will impact ●● By June, impact more than 140 debaters at ●● By June, impact more than ●● By June, impact more
more than 200 our deepest level of engagement. 175 debaters at our deepest than 200 debaters at
debaters a year at ●● By April, revisit targets and create level of engagement. our deepest level of
our deepest level recruitment plans for partner schools. ●● By April, revisit targets and engagement.
of engagement. ●● By September, retain at least 50% of create recruitment plans for ●● By April, revisit targets and
eligible, active debaters in the 2020-2021 partner schools. create recruitment plans
school year at the same or higher levels of ●● By April, set target retention for partner schools.
engagement. rates. ●● By April, set target
retention rates.
SVUDL will ●● By June, impact more than 75 speech ●● By June, impact more than ●● By June, impact more than
impact more competitors at our deepest level of 100 speech competitors 135 speech competitors
than 135 speech engagement. at our deepest level of at our deepest level of
competitors ●● By April, revisit targets and create engagement. engagement.
a year at our recruitment plans for partner schools. ●● By April, revisit targets and ●● By April, revisit targets and
deepest level of create recruitment plans for create recruitment plans
engagement. partner schools. for partner schools.
●● By April, set target retention ●● By April, set target
rates. retention rates.
SVUDL will provide ●● By the end of August 2019, coaches will ●● Consider offering Speech ●● Consider offering Speech
the opportunity have developed criteria for students to events at internal league events at internal league
for students to compete in Speech events (e.g., minimum offerings depending on offerings depending on
compete in Speech number of practices to attend, etc.). participation numbers. participation numbers.
events offered ●● Provide ongoing professional development
locally. for coaches to ensure they are prepared to
support students in newly offered speech
events.
●● Focus on external league offerings for
competitions.
SVUDL will offer ●● By the end of August 2019, coaches will ●● By April, we will consider
at least one Public have developed criteria for students to rollout of Public Forum
Forum competition compete in Public Forum events (ex. to all internal SVUDL
at a SVUDL minimum number of practices to attend, tournaments for Years 2
tournament. etc.). and 3.
●● By June, provide the opportunity for
students to compete in Public Forum events
offered locally.
●● By June, provide professional development
for coaches to ensure they are prepared to
support students in Public Forum debate.
●● By June, we will focus on external league
offerings for competitions.
11Strategic Priority #2
Deepen and measure our impact
We will develop and implement a pedagogical framework, standard curricula, and a program monitoring system.
SVUDL will also begin to develop methods and systems to measure program impact.
During the strategic planning process, we recognized a need to continue our efforts to standardize our
programming. SVUDL students at each of our partner institutions should be learning and practicing the same
core skills, even as they receive individualized coaching. We recommitted ourselves to providing high-quality
professional activities and to developing a pedagogical framework and curricula that map to the intended
outcomes in our new Theory of Change. SVUDL will also bolster and systematize internal monitoring to ensure
that our activities are carried out as planned. This monitoring system is a critical prerequisite to our efforts to
begin measuring the impact of our programming.
Objectives, Milestones, and Timeline
Objective 2020 Milestones 2021 Milestones 2022 Milestones
SVUDL coaches ●● By September 2019, a ●● By June, the classroom ●● By June, the classroom
implement a system to pedagogical framework and curriculum for teaching curriculum is rolled out
develop teaching plans scope and sequence for debate is tested in network-wide.
for all students. coaching students is developed. partnership with NAUDL.
●● By December 2019, coaches
have developed benchmarks of
student achievement and related
teaching plans.
●● Tournaments 1 and 2 serve
as formative assessments for
students’ acquisition of core
debate skills that will contribute
to their potential success
in competitive debate, and
also align with our immediate
outcomes outlined in our Theory
of Change.
●● By June, a classroom curriculum
for a debate course is
developed.
Program monitoring ●● By September 2019, ensure ●● Continue use of program ●● Continue use of program
system is fully that all cloud-based systems monitoring system, monitoring system,
implemented. for attendance at practices and strengthened from previous strengthened from previous
tournaments are updated, ready year as needed. year as needed.
for everyday use by coaches,
and includes a usable dashboard
for real-time reporting to the
Board, development team, and
other stakeholders.
●● By September 2019, develop
an observation and feedback
system to hold coaches
accountable to teaching students
to the agreed-upon scope and
sequence.
●● By June, determine whether to
continue to register students with
National Speech and Debate
Association and track their
participation.
12 Strategic Plan 2020-2022Objective 2020 Milestones 2021 Milestones 2022 Milestones
SVUDL to increase ●● By June, publicly launch the ●● By June, develop an annual ●● By June, fulfill at least 85%
professional access Business Council, a companion calendar that offers at least of all student and alumni
events by at least group to the Legal Advisory 1 student-focused event requests for mentors with
25% and fulfil at least Committee (LAC) that will provide that is offered by one of our engaged, impactful mentors
85% of all student access to different work settings Board, LAC, or Business recruited by our LAC and
requests for mentors and serve as a base for mentors Council members. Business Council members.
and volunteer judges.
with engaged, impactful ●● By June, increase professional
mentors recruited by our access events by at least 25%
Board, Legal Advisory since 2019-2020, including
Committee, and Business an increase in internship
Council members. opportunities.
SVUDL’s alumni network ●● By June, SVUDL alumni network ●● By January, an online ●● By January, the annual alumni
is engaged and making is established with documented survey is sent to all alumni survey is administered and the
significant contributions to membership and systems. for whom SVUDL has results are analyzed.
programming. contact information and
●● By June, a student leadership ●● By June, the student
the results will have been
council of current students is analyzed. leadership council has met at
established, in part, to inform least 4 times.
alumni network activities. ●● By June, the student
●● By June, at least 60% of local
leadership council has met
at least 3 times. SVUDL alumni contacted have
participated in at least one
●● By June, at least 50% alumni network event.
of local SVUDL alumni
contacted have participated
in at least one alumni
network event.
●● By June, at least 30%
of local SVUDL alumni
contacted will have
volunteered at least 4 hours
to support current students.
Establish a method and ●● By April, engage partner ●● By June, complete ●● By June, implement a research
system to measure at schools to share any validated research to follow-up on project or ongoing system
least half of the immediate measurement of immediate all students engaged in within SVUDL to measure at
and intermediate student outcomes on current, engaged SVUDL programming since least 3 immediate outcomes of
outcomes in our Theory students. inception (e.g., gather students using validated tools.
of Change. contact details, determine
college graduation, etc.).
●● By June, develop,
administer and analyze the
results of an alumni survey
sent to all available SVUDL
students actively engaged
in SVUDL programming
since inception.
13Strategic Priority #3
Strengthen and expand school partnerships
We will refine our school partnership model and ensure that all existing and new school and organizational
partnerships are high-functioning and mutually beneficial. SVUDL will add new high schools to our network and
explore expanding to middle schools.
Reflections during the strategic planning process indicated a need to revisit and document SVUDL’s school
partnership model. We will identify the core elements of a successful model and embed them in our school
selection criteria and process, partnership agreements, and school improvement plans if/as needed. SVUDL
is committed to assessing all existing school partnerships against this model in the first year of the strategic
plan. The total number of schools may not increase between 2020 and 2022 if we end up phasing out of some
partnerships. However, the quality of our partnerships most certainly will increase year on year. By the final year of
the plan, SVUDL will have explored the possibility of implementing our model in middle schools and documented
any next steps.
Objectives, Milestones, and Timeline
Objective 2020 Milestones 2021 Milestones 2022 Milestones
Create a detailed model for ●● By March, create a model ●● Continue to adhere to ●● Continue to adhere to
a successful SVUDL school of what a successful school model developed in model updated in Year2,
partnership. partnership looks like using Year 1, strengthening as strengthening as applicable.
interviews, assessments and applicable.
participation data to and taking
care to account for socio
economic disparities.
●● By March, assess current
school partners, conduct
formal check-ins with schools
to discuss how they compare
to the ideal model, and adjust
strategies if/as needed.
●● By March, update school
MOUs to include elements
and expectations of ideal
partnership model.
Document action plan for ●● By December 2019, institute a ●● By January, collect ●● By January, collect student
creating and retaining strong system of formal status check- student data from current data from current school
relationships with faculty/ ins between school admin and school partners to ensure partners to ensure we
administration of current coach and Executive Director. we are serving our target are serving our target
school partners. population. population.
●● By September 2019, document
a plan (and system to monitor
plan) to ensure at least 1
authentic interaction (virtual
and/or in person) between
school administration and
SVUDL staff each month,
highlighting successes, noting
challenges, and sharing
opportunities for their students.
●● By January, collect student data
from current school partners
to ensure we are serving our
target population.
14 Strategic Plan 2020-2022Objective 2020 Milestones 2021 Milestones 2022 Milestones
Partner with at least 14 schools ●● By December 2019, document ●● By March, update the ●● By March, update the
or educational organizations. selection criteria for new pipeline of potential new pipeline of potential new
partner schools. school partners using school partners using
California SARC reports California SARC reports
●● By March, update the pipeline
and NAUDL mapping and and NAUDL mapping and
of potential new school considering data points considering data points
partners using California SARC related to: socioeconomic related to: socioeconomic
reports and NAUDL mapping status, graduation rate, status, graduation rate,
and considering data points geographical location, geographical location,
related to: socioeconomic administrative support, administrative support,
status, graduation rate, faculty support, and total faculty support, and total
geographical location, enrollment. enrollment.
administrative support, faculty
support, and total enrollment. ●● By May, finalize new ●● By May, finalize new
school(s) to add to SVUDL school(s) to add to SVUDL
●● By April, finalize new school(s)
network and plans for network and plans for
to add to SVUDL network and adding them. adding them.
plans for adding them.
●● By May, sign MOUs with ●● By May, sign MOUs with new
●● By May, sign MOUs with new
new partner schools. partner schools.
partner schools.
Explore the possible ●● By January, determine ●● By May, determine whether
implementation of middle available middle school to implement middle school
school programming. market size through programming in 2022-2023
online research and in school year.
person interviews.
●● By January, gather best
practices for middle
school expansion from
model UDLs with high
recruitment rates and
successful implementation
over multiple years.
15Strategic Priority #4
Build organizational capacity
We will align our operations around our strategic plan, increase and diversify our funding, prioritize staff
development, and enhance our marketing and communications.
In addition to our focus on programming, our strategic planning process provided an opportunity for SVUDL to
reflect on our operations. We are committed to strengthening our organizational capacity in terms of staffing
by making key investments in professional development along with rolling out a more robust performance
management system. Our focus on financial sustainability includes creation of a reserve fund and becoming
less reliant on specific donor types. SVUDL will continue to strengthen our incredible Legal Advisory Council
(LAC) and leverage the model for other industries and professions. Finally, we see an opportunity to improve the
communication of our work externally and so marketing and communications will be a key focus area as well.
Objectives, Milestones, and Timeline
Objective 2020 Milestones 2021 Milestones 2022 Milestones
Raise $4.3 million including ●● By March, document annual ●● By December, raise over ●● By December, at least 2
at least 2 months of reserve fundraising cycle including $100,000 at special events. months of operating costs in
funds. timing of annual fundraising reserve.
●● Raise at least $1,442,500 by
event(s).
December ●● Raise at least $1,509,500 by
●● Raise at least $1,380,500 by December
December.
SVUDL staff members are ●● By December 2019, perfor- ●● By August, mid-year and ●● By August, mid-year and
well-trained, meet or exceed mance management system annual staff performance annual staff performance
expectations, and rate their updated and all individual reviews conducted. reviews conducted.
satisfaction at 80% or higher team members have annual
●● By August, all SVUDL staff ●● By August, staff satisfaction
on the annual staff satisfaction goals that connect back to
strategic and annual operat- are meeting or exceeding is at 80% or above based on
survey. expectations as documented the annual survey.
ing plans.
in the performance manage-
●● By March, basic capacity ment system.
assessment conducted
to determine professional
development needs.
●● By August, mid-year and
annual staff performance
reviews conducted.
16 Strategic Plan 2020-2022Objective 20202020
Milestone
Milestones 2021 2021
Milestone
Milestones 20222022
Milestone
Milestones
Communication mechanisms ●● By October, roll out a month- ●● By August, create Annual ●● By August, create Annual
and plan will
are be
developed
developed
for ly reporting system between Report (print and digital Report (print and digital
rollout
for rollout
within
within
a one-year
a one-year staff and Board, highlighting versions). versions).
timeframe. key performance indicators.
●● By December 2019, contin-
ue to execute an effective
communications plan that
includes:
●● Consistent messaging/
talking points (and training
to roll them out);
●● Design and institute regu-
lar, external newsletter;
●● Enhance social media
presence;
●● Document student testi-
monials, success stories
and alumni profiles (text
and video);
●● Develop a SVUDL speak-
er’s bureau of current and
alumni to speak at events;
and
●● Develop videos that ex-
emplify the outcomes de-
veloped through debate
and speech competition.
17Finances
SVUDL will need to raise $4.3 million throughout the next three years to finance our strategic plan. This incremental
growth year on year reflects our commitment to stabilizing operations and strengthening programming even as
we continue to expand our reach. These efforts will set us up for a more ambitious growth trajectory in 2023 and
beyond.
Projected Expenses
$1,600,000
$1,509,523
$1,500,000
$1,442,523
$1,380,523
$1,400,000
$1,300,000
$1,200,000
$1,095,000
$1,100,000
$1,021,365
$1,000,000
2018 2019 2020 2021 2022
2018 - $1,021,3
18 Strategic Plan 2020-2022Our Team
Board of Directors Staff
Willie Hernandez, Chair Rolland Janairo, Executive Director
Vice President and Deputy General Counsel,
Mecca Billings, Director of Development
Hewlett Packard Enterprise
Jimi Morales, Senior Head Coach
Jennie Savage, Chair Emeritus
Director of Speech and Debate, Palo Alto Senior Dr. Rob Burns, Director of Coaching
High School Janet Escobedo, Head Coach
Nadia Arid, Secretary Kwodwo Moore, Head Coach
Associate, IP Litigation, Farella Braun + Martell LLP
Jenet Manuel, Administrative and Operations
Leslie M. Spencer, Treasurer Manager
Partner, Ropes & Gray
Santalucia Hernandez, Head Coach
Matt Abrahams, Board Member
Lecturer, Stanford Graduate School of Business Brandon Montes, Alumni Intern
James F. Basile, Board Member
Partner, Kirkland & Ellis LLP
John Dawson, Board Member
Dawson Family Fund
Ellen Ehrenpreis, Board Member
Partner, Orrick, Herrington & Sutcliffe
Chris Hersey, Board Member
Partner, Ventura, Hersey & Muller LLP
Shyam Ravindran, Board Member
President, Arcline Investment Management
Wayne Stacy, Partner, Baker Botts
Legal Advisory Committee
Willie Hernandez, Chair Ash Nagdev
Vice President and Deputy General Counsel, Associate, Sidley Austin LLP
Hewlett Packard Enterprise
Shayne O’Reilly
Brandon Brown Associate General Counsel, Intellectual
Partner, Kirkland & Ellis LLP Property, Facebook, Inc.
Graham “Gray” Buccigross Carlos Orellana
Senior Associate, Intellectual Property, Mayer Deputy General Counsel, Valley Transportation
Brown LLP Authority
Patrick Hammon Bryson Santaguida
Counsel, Litigation, Skadden Arps Product Counsel, Google
Christopher Hersey Leslie M. Spencer
Partner, Ventura, Hersey & Muller LLP Partner, Ropes & Gray LLP
Matthew Irwin Caren Ulrich Stacy
Associate General Counsel, Gap, Inc. CEO, Diversity Lab
Eric Lancaster Yesenia Villaseñor
Partner, White & Case LLP Associate General Counsel, Tesla Corporation
Christophe Mosby Elizabeth Wells
Associate General Counsel, HP Inc. Staff Attorney, Law Foundation of Silicon Valley
19Silicon Valley Urban Debate League
502 Valley Way | Milpitas, CA 95035
info@svudl.org
Phone: 408-337-2493
Fax: 408-708-5046
EIN: 47-1097110
www.svudl.org
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