Strategic Plan, 2024-2029
The year 2023 marks Joint Venture’s 30-year anniversary, a time to reflect on our history of convening the region’s leaders and providing fresh, up-to-date research and analysis on issues affecting Silicon Valley’s economy and quality of life. Joint Venture is the only organization that gathers leaders and change makers across all sectors—business, government, academia, labor and the broader community—to spotlight issues, launch projects and work toward innovative solutions.
But the year 2023 is also a year of turmoil. Silicon Valley leads the world in innovation but also in income inequality. The valley’s successes are accompanied by a staggering array of challenges: a failure to provide affordable housing; a steep rise in homelessness; the local impacts of climate change; lagging infrastructure; racial inequities; and profound health, education, and wealth disparities.
Meeting the needs of the next decade will call for more heft. It will require new patterns, new partnerships, better execution on our part, and markedly higher levels of investment from the region.
To rise to the need, Joint Venture is doubling down on its mission and setting off on a crucial capacity-building effort. The challenges of the next 30 years will require safe and ordered spaces where sector leaders can have substantive, cross-boundary interaction with their peers—spaces where those leaders can tackle even the most intractable issues, armed with the best and most recent data and analysis enabling them to speak truth with power to their constituencies.
To that end, Joint Venture has embarked on a 5-year strategic plan with three distinct pillars.
Pillar One: Growing Our Research Expertise and Output
The Institute for Regional Studies serves the community by providing two flagship products, the Silicon Valley Index and the Silicon Valley Poll. We also present a host of data releases, white papers, and special reports. This work is carried out by data specialists and a small team of researchers and volunteers. Our next expansions will sustain a broader research output across the subject areas delineated by the Silicon Valley Index (people, economy, society, place, governance).
- Increase the depth and breadth of our research.
- Disseminate our findings more widely.
- Continue making our analysis accessible to a variety of audiences.
- Maintain the Institute's integrity and independence.
Pillar Two: Convening the Region
Joint Venture and its Institute aren’t satisfied merely to report out a body of research. Our larger purposes are to engage the community with our findings and catalyze action by the region’s leaders. To do this with maximum efficacy, we need to create more capacity to convene and facilitate, and we need to reach an even more diverse array of community voices.
- Bring people together around the data and across all sectors—government, business, academia, education, labor, philanthropy, and the community at large.
- Expand our convenings and offerings to include deeper dives into topic-specific subjects.
- Share our findings in neutral forums that are also accessible to general audiences.
- Spur action by facilitating dialogue informed by analysis, then follow through with continuing convenings and updated assessments.
Pillar Three: Creating a Sustainable Organization
Joint Venture’s success over the next 30 years will depend on our ability to share our unique blend of context, research, and analysis with an ever-growing, ever-changing population. This will require a new funding model—one that maintains our core functions while sustaining growth. We see a crucial need for a model in which the region sees itself as Joint Venture’s owners and operators, valuing the mature organization at an appropriate level, and acting to capitalize it.
- Develop and maintain diverse streams of funding to support the organization.
- Grow an endowment which, over time, can provide additional operating support.
- Should the region’s leaders see a specific need or opportunity, serve as a space for test pilots and experimentation, using a fiscal-sponsorship model.
HOW WE DO IT MATTERS: OUR CORE VALUES
It’s all for naught if Joint Venture carries out its mission in a way that isn’t inclusive, empowering, equitable, or collaborative. Nor can we succeed if we aren’t listening, or if people don’t think we are listening. The organization must continuously monitor the region’s emerging priorities and model the best practices for engagement. This means we will:
- Create new bodies and mechanisms for listening.
- Increase capacity for regional engagement.
- Implement model internal communications that ensure active listening and continuous feedback.
- Bridge divides and foster understanding by modeling civil discourse.
Underlying our work is a bedrock commitment to equity and social justice. We seek to broaden the voices involved in our work, to look beyond traditional power dynamics, and to model the change that we want to see in the world. This means we will:
- Continue to expand the equity metrics that we present.
- Strive to make our convenings diverse and inclusive.
- Increase the diversity of our team and our board.