Introduction
The Alliance sits in a unique space that is both independent and inherently collaborative. Its scope, as outlined in the Master Agreement, includes development and delivery of training to myriad communities in Washington while working in concert with state and UW agencies.
This is an opportunity for The Alliance, as the organization is empowered to determine how best to fulfill that scope. Setting a vision, mission and strategic goals is the foundation of the path toward success. Building a strategic plan and defining goals puts The Alliance in a position to operate efficiently; prioritize resources; deliver high-quality experiences and products; best support staff; and sustain long-term impact.
Learn more about the framework.
For a printable version of our Strategic Plan, email our team at ACWEMar@uw.edu.
Goal #1
Develop information architecture and structure for project and knowledge management.
Goal #2
Optimize learner experience.
Goal #3
Evolve processes and position products in service of a sustainable future.
GOAL 1: Develop information architecture and structure for project and knowledge management.
Strategy 1: Streamline how files are organized, stored, and accessed.
- Identify platforms (e.g., SharePoint, Teams, Google Drive) to be used for file storage (e.g., curriculum, documents, media files).
- Document the reasons for selecting each platform and how they will be used.
- Determine what information should be accessible to whom.
- Identify elements needed to track documents across platforms, versions and media types.
- Create standard naming convention for files.
Strategy 2: Streamline project documentation and management.
- Identify key data points (e.g., course version, team responsible, revision history) to be tracked during course development.
- Set up a system to record and retrieve key data points as defined above.
- Ensure curriculum media assets, handouts and resources are searchable and can be repurposed in different trainings.
- Track copyright, licenses or relevant permissions for material used in documents.
- Define rules for managing document versions, archiving, and deleting files.
Strategy 3: Formalize knowledge management.
- Create space where each team can log processes that reach beyond their team.
- Define review process to regularly assess and update documents to ensure they remain effective and relevant across teams.
- Develop clear mechanisms for providing feedback on the processes in place.
- Provide clear documentation or guidance on available resources for staff (e.g., software tools, training materials).
- Offer ongoing training for staff on new tools (e.g., Learning Management Systems) or processes as they emerge.
- Develop SOP index for intranet.
Strategy 4: Clarify information-sharing procedures and formalize accountability expectations.
- Develop information architecture for communications, including platform (e.g., email, Teams, meetings, internal newsletters).
- Build checklist of information to be included by type (e.g., clarity around timelines for implementing changes).
- Define individual accountability for actions after information is shared (e.g., recipient, supervisor, leadership).
Strategy 5: Institute fiscal health reporting and increase process transparency.
- Identify information staff across departments need to complete their work.
- Create documents that guide staff through these processes and include responsible parties, milestones and external stakeholders (e.g., UW Procurement).
- Identify platform for sharing information.
Identify metrics that satisfy staff interest in transparency.
- Include metrics identified by staff.
- Develop regular cadence and identify platform for sharing reports.
- Document how money is being used across the organization.
GOAL 2: Optimize learner experience.
Strategy 1: Provide clear, consistent support to both learners and staff for a more cohesive learning experience.
- Define what learners are eligible for or required to take across audiences and tenure.
- Create clear guide for learners to understand what they need and what they’re eligible for.
- Develop a checklist or resource guide for staff to help learners navigate eligibility requirements.
- Develop a transparent course overview or course map to give potential learners an at-a-glance view of what to expect.
- Distribute copies of the DCYF training plan to offices and staff.
- Create space for guides as developed above.
- Integrate training calendar with online plan so learners can easily see when trainings they need are offered.
- Highlight opportunity to sign up for email list.
- Ensure staff members are aware of available referral resources when learners need additional support or professional growth.
- Provide additional training to tech support staff to improve their ability to troubleshoot and resolve learner issues quickly.
- Ensure Accessibility Checklist is engaged in planning for all projects.
- Position Accessibility Committee as resource and thought leader.
Strategy 2: Collect and act on learner feedback to improve course quality and ensure continuous improvement.
- Ensure learner surveys are consistently used across all courses.
- Define who can access learner surveys and for what purposes (e.g., staff, leadership, curriculum development).
- Create process for analyzing survey data and acting on it.
- Combine multiple data sources to triangulate learner feedback (e.g., surveys, focus groups, direct feedback) to get a more comprehensive understanding of learner needs.
- Establish timeline for delivery of survey feedback to facilitator/staff.
- Establish regular schedule for reviewing survey data to ensure ongoing improvements are tracked.
- Create guidelines for how facilitators should use feedback to improve.
GOAL 3: Evolve processes and position products in service of a sustainable future.
Strategy 1: Increase visibility and engagement with key stakeholders.
- Create a portfolio or showcase for the deliverables (website, brochure, presentations).
Develop marketing strategy that highlights Alliance resources and product.
Strategy 2: Identify opportunities to serve current and potentially new audiences.
- Clearly identify guidelines of using staff time with regard to partnership, how monetizing product would benefit partnership and what the cost (money, resources) would be.
- Clarify which types of opportunities The Alliance can pursue.
- Develop matrix around deciding, within those guidelines, which opportunities to pursue.
- Discuss with DCYF leaders and/or Executive Leadership group.
- Engage with UW CoMotion to identify new audiences and path to market.
- Discuss options with SSW, Eastern, and Tacoma.
- Pursue getting Alliance approved as a CEU provider.
Explore providing training that capitalizes on trainer certifications (e.g., MI, LICSW, ICWA).
Strategy 3: Enhance staff capacity and engagement.
- Turn this data into actionable internal initiatives or programs.
- Review staff performance evaluations to identify development opportunities.
- Organize internal training sessions based on identified needs.
- Provide resources or feedback from conference learnings.
- Encourage a feedback loop where feedback is both given and received regularly.
- Set up opportunities for staff to practice giving and receiving feedback.
- Encourage supervisors to solicit and offer feedback often to model best practice.
- Identify training needs in technology, visual design and accessibility to support product creation.
- Offer ongoing professional development for trainers, aligning their growth with recognized trainer standards.
- Identify key skills required for diversification opportunities, across all teams.