TWC Resilience: Transform, Sustain & Govern
Why is this area of focus?
The disruptions during the pandemic for The Washington Center reverberated in innumerable ways. We need the courage to rethink past assumptions about how we operate to create a more sustainable future. But it’s clear in reviewing several years of financials that COVID alone did not create this opportunity to transform the organization. The national skills gap and the growing need for career-connected learning provides an opportunity for TWC to reexamine its model.
These goals will ensure we work smarter, not harder, improving efficacy, efficiency, adaptability, transparency and shared ownership towards our mission. We require improved infrastructure, data analysis to better decision-making, strengthened TWC alumni engagement and growth in partnerships and philanthropy. To build resilience, we must ensure TWC is prepared and ready to face unknown challenges and build a strong financial position that allows the organization to thrive no matter what disruptions occur. The future of work requires great adaptability, so our internal culture will evolve, too.
Assess, improve and diversify TWC financial sustainability.
- Complete robust analyses to ROI on all operations and programs by Q1 2023.
- Diversify and increase revenue models through robust partnership model with year over year growth.
- Manage conservative annual budgets increasing reserves year over year.
- Examine, assess and develop strategy to utilize RAF as rental space for apartments (e.g., space for graduate students studying in DC) and/or conference services.
- Integrate stronger external funding management and compliance expertise
- Examine and analyze data to outcomes, with commitment to continuous improvement. TWC’s theory of impact is backed by strong data analysis to decision-making.
Champion TWC’s commitment to justice, equity, diversity and inclusion (JEDI) in demonstrated actionable ways in all we do internally and externally.
- Assess current staffing, hiring/promotion practices, onboarding programs, salary/compensation and relaunch human resources as an office of people and inclusion.
- Support minority owned businesses by evaluating our vendors/contractors and partners and commit to increasing diversity of partners by 2023.
- Align JEDI staff working group with office of people and inclusion, increasing community, mentorship and sponsorship programs, training and development.
- Evaluate Board of Trustees governance model using best practices in nominations and Board pipelines to demography through JEDI lens.
- Share transparently TWC’s progress and current trends in commitments to JEDI internally and externally.
Demonstrate and improve practices in organizational governance and operations.
- Better centralize and share information among departments and stakeholders through strategic technology utilization and policy refinement.
- Evaluate current systems and organizational structures to the strategic plan, pivoting appropriately to maximize results.
- Review and improve cybersecurity to mitigate risks for the organization.
- Assess delegated authorities, approval processes and risks to ensure organizational resilience.
- Improve performance evaluation systems and annual goals to strategic plan, and evaluate attraction, retention and attrition models.
Develop strategies and programs to build TWC Alumni community through enhanced value proposition for increased engagement.
- Assess alumni engagement in TWC and create benchmarks for improvement.
- Create learning programs, such as Future of Work series, for alumni and evaluate success to scalability.
- Grow professional networking opportunities for alumni.
- Encourage and engage TWC alumni to serve as mentors to TWC students and speak at TWC events.
- Create a culture of philanthropy with alumni, forming class challenges tied to the strategic plan.
Expand advancement and partnerships to increase TWC impact towards mission and vision.
- Explore feasibility and market to launch a comprehensive Campaign for TWC by Q2 2023 in preparation for TWC 50th in 2025.
- Develop and test partnerships with key non-profits to solicitation of major funders (e.g., P3, foundations, corporations, quasi government).
- Grow corporate and foundation relations by 10x by Q3 2023.
- Examine and determine paths to build quasi and traditional endowment.
- Assess multinational and international funding for TWC’s new virtual programs.
“I knew I wanted to work in politics, but I didn't know exactly what that entailed. It wasn't until my internship that I saw the possibilities and realized that my passions were advocacy and public engagement.”
Augusto Goncalves, from Bridgewater State University (MA), interned with the Department of Housing and Urban Development.