Strategic Plan 2020-2022 - Silicon Valley Urban Debate League

 
Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
Silicon Valley Urban Debate League
       Strategic Plan
        2020-2022
                                     1
Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
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
Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
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.

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Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
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
Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
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.

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Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
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
Strategic Plan 2020-2022 - Silicon Valley Urban Debate League
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.

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Theory 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 2020-2022
Measures 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

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2020–2022 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 2020-2022
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.
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.

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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.
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 2020-2022
Objective                       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.

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Strategic 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 2020-2022
Objective                            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.

                                                                                                                                        15
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.
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 2020-2022
Objective                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.

                                                                                                                                17
Finances
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 2020-2022
Our 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

                                                                                                           19
Silicon 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

20   Strategic Plan 2020-2022
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