Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Leadership Institute
The Leadership Institute is a three-day leadership immersion program for 101 of the best chapter leaders at SVA. Identified as leaders in their SVA chapters, campuses, and communities, participants will be coached by mentors on the importance of leadership behavior, personal branding, how to deliver results, and fostering relationships. Mentors include SVA alumni with at least 10 years of professional experience and guest speakers include leaders in higher education, government, veteran organizations, and business.
After participating in the Leadership Institute, each chapter leader will be ready to more effectively lead student veterans, work with faculty and university leadership, and engage with their communities. They will gain knowledge of SVA's narrative of success which promotes the next “greatest generation” of American leadership. Each graduate will establish ongoing support through a network during the rest of their academic life and as they begin their careers.
Each will: Know their most impactful personal value set much better. Have a significantly increased understanding of how personal values directly support and reinforce their leadership ethos. Have a defined personal leadership vision that directly supports the "why" behind their ethos. Have a defined action plan to see their vision come to fruition. Have an established and ongoing support and follow-up framework to ensure they can communicate with fellow participants, facilitators, and thought leaders as necessary.
Research
Student Veterans of America’s Research Department works to inform the public, stake holders, policy makers, and others on student veteran and military connected students topics and concerns through empirical research.
Externally, we do that through partnerships with other organizations and departments. In 2014, SVA in partnership with the National Student Clearing house (NSC) and the U.S. Department of Veteran Affairs (VA) published the Million Records Project (MRP), a groundbreaking report conveying the postsecondary academic outcomes for one million of this generation’s student veterans. In the Spring of 2017, we expanded upon the success of MRP, with the same partners, publishing the first in a series of reports on the National Veteran Education Success Tracker (NVEST).
Internally, we use surveys and program evaluations for data collection and improving programs. SVA’s research team conducts an annual Census web survey, SVA Spotlight, providing detailed demographics of student veterans and military connected students. We are also testing an internally developed instrument to measure the status of our chapters allowing us to better support them.
SVA enjoys a multi-year grant from the PwC Charitable Foundation, Inc. in support of our Student Veteran Educational and Employment Decision Tree Initiative. The three-year research initiative will explore the decision-making process for separating service members, with the intent of identifying potential opportunities and barriers to a successful transition from college into the workforce. The PwC Charitable Foundation, Inc. supports the people of PwC when in need and invests in emerging solutions to society’s greatest challenges in education and humanitarianism. In addition to seeking out non-profits with courageous breakthrough ideas, the Foundation complements PwC’s efforts to engage the people of the firm, offering partners and staff a flexible set of opportunities to create value for their communities and for each other. People are at the heart of their mission and theories of change.
Advocacy
Part of SVA’s mission is to advocate for student veterans. We defend the GI Bill and support policy that best empowers student veterans to achieve their educational goals. SVA is largely recognized as the premier organization representing the interests of student veterans and GI Bill beneficiaries due to the 1000+ SVA chapters on campuses nationwide. The more chapters in the network, the more effective we are at influencing policy on behalf of all student veterans.
At the federal level, SVA has formed a close relationship with the two of America’s largest and most honored Veteran Service Organizations: The American Legion and the Veterans of Foreign Wars. Collectively, we are working on a number of issues, but specifically to reduce GI Bill benefit delays, improve access to consumer education tools, and to establish in-state residency status for all GI Bill beneficiaries.
SVA also encourages and trains chapters to be advocates on campus to institutionalize programs and policies that support student veterans. Each chapter has the potential to be a catalyst for local change. Great examples of SVA chapters advocating for supportive services include, Florida State University, the University of Arizona, the University of Southern California, and many others.
National Conference
SVA’s national conference or “NatCon”, is the organization’s premier annual event that convenes over 2,000 student veterans and leaders from all sectors across the nation. NatCon serves as a springboard to build communities on over 1,500 campuses, to drive action and change, and to shape and advance the narrative that student veterans are the leaders we need to solve the complex problems of tomorrow. The 90+ breakout sessions, three general sessions, and closing awards banquet provide an opportunity for SVA attendees to be recognized for their work, inspired by each other and our speakers, to share best practices, and to align with SVA’s national initiatives, while taking key messages back to their peers on campuses across the nation. The event affords attendees time to network with each other and provides an environment in which ideas can be exchanged and lifelong connections will be made.
SVA Summits
SVA’s Summits Series connect SVA chapter leaders to SVA nationally, to other chapters and chapter leaders, and to resources that improve the higher education experience of student veterans. Summits teach chapter leaders to build, run, and sustain chapters on over 1,500 campuses nationwide. Summits are held regionally to facilitate local connection to other chapters, to the local community and community-based organizations, and to business and industry partners. Each of these connections matters to the SVA chapter, to SVA chapter leaders, and to SVA chapter members. The connections strengthen the educational opportunity for student veterans and to their peers who have never served. These connections bridge the military-civilian divide, bring together people who have a strong interest in their communities and regions, and create networks that transcend higher education. Summits build initial connections to SVA chapter leaders and chapter members who will become alumni and remain in communities, connected to career and service opportunities.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsMaximum number of participants allowed to attend conferences
This metric is no longer tracked.Totals By Year
Related Program
National Conference
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
This is the total amount of attendees for our national conference
Total number of conferences held
This metric is no longer tracked.Totals By Year
Related Program
National Conference
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This is our national conference that is, and continues to be, the largest gathering of Post 9/11 Veterans each year.
Number of rallies/events/conferences/lectures held to further mission
This metric is no longer tracked.Totals By Year
Related Program
Advocacy
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
Workshops - Summits - Bush Institute - Testimonies - Conferences - lectures - Service days - etc.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
SVA's main objective is to increase the graduation rate of military veterans pursuing postsecondary degrees or certificates and empower them to find rewarding careers that match their aspirations.
What are the organization's key strategies for making this happen?
SVA's five-year strategy, informed by RAND Corporation and Gates Foundation research, identifies three types of barriers to student veteran degree attainment: administrative, reintegration, and academic. Administrative challenges are linked to accessing federal benefits and navigating confusing on-campus bureaucracies. Reintegration issues arise as student veterans try to develop a new identity and sense of belonging after military separation. Academic struggles typically stem from being out of a classroom for long periods due to military service.
Over the next five years, SVA will implement five strategic initiatives that provide holistic support to student veterans, thus empowering them to overcome these three types of challenges and earn post secondary degrees or credentials.
What are the organization's capabilities for doing this?
Not only was SVA founded by and for student veterans, but the chapter network has grown from the original 20 groups to more than 1,500 institutions of higher learning in all 50 states and 3 countries overseas. We are the only organization in the nation with a network of on-the-ground service providers that are keenly aware of transition challenges because they experienced them first-hand. As the organization has grown, so too has our ability to effectively advocate for and deliver programs to student veterans.
SVA also has 11 years of experience managing affiliate chapters and training student veteran leaders to change the landscape of higher education. The Leadership Institute Series is SVA's main program that trains chapter leaders to create business plans for their organizations. SVA's staff, which is comprised primarily of former student veterans, understands the challenges of running a chapter and has experience operating prior Leadership Institutes and Summits.
What have they accomplished so far and what's next?
While SVA has made tremendous progress across the five strategic initiatives, the results of the Million Records Project (MRP) is perhaps of greatest significance as it is an indicator of the organization's total impact. The analysis indicates strong postsecondary outcomes for the current generation of student veterans. A majority (51.7 percent) of student veterans in the sample earned a postsecondary degree or certificate, despite the challenges they face. At both the two- and four-year degree level, the majority of veterans who graduate do so within four and five years respectively—a rate similar to the traditional student population.
In addition the research findings, SVA has been very successful in building strong chapters. Not only have we increased the network to more than 1,500 groups, but the Leadership Institute Series has trained 800+ veterans from more than 500 schools.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
Student Veterans across the 1500 chapters that we have.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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What significant change resulted from feedback?
Based on what we have heard from student veterans, we have identified new DEI practices. This included having more round tables, talking about the issue more, and making it a core practice at SVA.
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Student Veterans of America
Board of directorsas of 05/13/2022
Chris Cortez
Microsoft
George W. Casey
United States Army
John Fakhoury
Framework Communications
J. Ford Huffman
J. Ford Huffman & Associates
Chris Cortez
Microsoft
Kiersten Downs
University of South Florida
Pamela Erickson
Raytheon Company
Peter Meijer
Meijer, Inc.
Jared Lyon
Student Veterans of America
Sherry Shi
IBM
Fontaine Stegall
MRC Global
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 05/13/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.