Each team also worked to develop one key goal to address the issue discussed.  Additional components of the goal are discussed below it. More specific details, including objectives and timelines to reach the goal, are being outlined in Alliance’s Strategic Operating Plan.  The plan will be listed on this website in the future .  For information on how you can assist in developing that plan, please contact the Alliance at 206-545-7055 (Voice); 206-632-3456 (TTY) or gladys@disabilitypride.org. 

1.  Focused advocacy program
There are many valid issues on which the Alliance could focus its advocacy efforts.  In order to maintain the effectiveness of its efforts, the Alliance must focus activities in certain areas.  In deciding how to allocate organizational resources, the Alliance will annually:

• Provide community members with opportunities to share their ideas for what they feel are pressing advocacy needs. 
• Review program data to determine the areas with which people are facing the greatest challenges (e.g. housing).
• Review advocacy requirements put forth in the State Plan for Independent Living.
• Monitor legislative activities in relevant advocacy areas.

The Alliance will also work with volunteers, interns, and other community members to expand the impact of advocacy efforts.  Additional resources and funds will be sought to support advocacy efforts.

Goal 1:  To increase options for people with disabilities which facilitate community-based living.

• Identify 3 key issues to address with advocacy efforts each year.
• Increase the number of people working with the Alliance on advocacy issues.
• Increase number and type of communications received by people on disability advocacy issues.
• Increase awareness among policymakers of the importance of having policies that encourage choice, services, and supports that will ensure individuals with disabilities can obtain and maintain independence in their community.
• Regularly review rules related to advocacy and lobbying.

Measure progress being made with advocacy issues (in collaboration with Quality Assurance Team)

2.  Diversify funding sources 
Government funding has assisted the Alliance in maintaining services in recent years. This funding may not always be reliable.  Ensuring that the Alliance will be here for people with disabilities if government priorities change is a critical issue.  Strategies selected to deal with this issue:

• Ensure our relationship with our government funding sources is as strong as it can be.
• Explore new avenues for fund development.
• Increase volunteer participation at the Alliance.
• Utilize the Board of Directors as a key partner in fund development.
• Build on partnerships when considering opportunities to seek funding.

Goal 2:  To develop stable, broad-based and diverse financial and non-financial resources to support the programs and growth envisioned in this plan.

• Increase income.
• Strengthen relationships with members and other donors/potential donors.
• Continue systemic improvements in financial management.

3. Clearly articulated membership program
What does it mean to be a member of the Alliance? Are the benefits of membership meaningful to current and potential members?  Ensuring membership is understandable and seen as valuable is critical to the Alliance growing its membership program.  To address this issue, the Alliance will:

• Research membership benefits used by other organizations.
• Better articulate both the tangible and intangible benefits of membership.
• Strengthen relationships with members and potential members
• Increase frequency and type of contacts with members.
• Provide members with opportunities to give input into the organization.

To increase membership outreach and include Board members in some of these activities.

Goal 3: To increase participation in the Alliance’s membership program.

• To develop benefits that match what people are looking for in a membership program like the Alliance’s.

• To develop materials that better explain the updated benefits of Alliance membership.

• To increase the number of Alliance members.

• To increase the number of members who are actively engaged in Alliance activities.

4. Board, staff, & volunteer development 
Maintaining a positive work environment in which Board, staff and volunteers feel valued and appreciated is critical to any organization.  This is essential for encouraging new individuals to become involved with the Alliance and for retaining current staff, Board, and volunteers.  To support this effort, the Alliance will:

• Make the advantages of working with the Alliance obvious and beneficial to prospective volunteers, staff, and Board members.
• Foster and maintain a welcoming and appreciative work environment. 
• Support a learning culture at the Alliance.
• Celebrate and encourage diversity in all aspects of the Alliance. 

Goal 4:  To maintain an organizational culture that encourages continuous and progressive learning.

• Work with each Board and Staff member on individual learning plans, which include personal, professional and “living well” goals.

• To provide staff, Board and volunteers with ongoing learning opportunities and resources to assist them in achieving their goals and fulfilling the duties of their position.

• Use the “Living Well with a Disability” program to increase awareness of our individual (and group) healthy choices & practices.

5. Niche in the community
There are many social service agencies in King County and the Alliance does not wish to duplicate efforts being offered by others.  In developing its programs, the Alliance will focus on what it uniquely brings to the community safety net.  To more fully develop its niche, the Alliance will:

• Review data already gathered on gaps in our local service delivery system.
• Continue to learn the work being done by other organizations.
• In coordination with outreach team, identify populations that are currently unserved or underserved.
• Provide opportunities for people to share what they think would be an appropriate role for the Alliance. 
• Listen when people discuss their frustrations.  This can provide valuable insight into service gaps.
• Monitor best practices and evidence-based approaches to providing Independent Living services.

Maintain the Alliance’s focus on individual choice, goal setting, and participant-led services.

Goal 5:  To have well-coordinated and clearly articulated programs that are responsive to community needs.

• Review and update how the Alliance sets programmatic priorities.
• Have clear descriptions of all Alliance programs.
• Review the Alliance’s programs to determine if it would be appropriate to expand or reduce any programs or to add any new programs, given the priorities set in (a) above.
• Fully develop Living Well with a Disability as an Alliance program.
• Provide regularly scheduled workshops that address issues identified by participants as areas of interest. 

6. Outreach to unserved/ underserved communities 
In keeping with the idea of developing a niche within the community for the Alliance, the outreach team discussed strategies for focusing outreach efforts on those who are currently not being served by other organizations. This included:

• Researching un-served and underserved communities in King County. 
• Reviewing program data for information on populations in need of increased services.
• Ensuring implementation of the outreach goals set forth in the State Independent Living Plan.
• Working to build trusting relationships with members of unserved and underserved communities.
• Ensuring Alliance’s services are as accessible as possible to the diverse population living in King County.
• Increasing the visibility of the Alliance in the community.

Goal 6:  To increase access to Alliance services for unserved and underserved communities.

• Ensure outreach efforts are in alignment with identified un-served and underserved communities.

• Increase representation of unserved and underserved populations on the Board and among staff and volunteers.

• Raise the profile of Independent Living and Centers for Independent Living in King County and WA State.

• Increase disability sensitivity and awareness of disability rights in the community.

7.  Formalized system for Quality Assurance
The Alliance recognizes the value of being an efficient and effective organization.  It is easy to become fragmented when reviewing numerous programs for quality and impact.  One can focus too closely on a particular component of the organization’s work and miss the larger picture.  The Alliance will work to ensure a comprehensive, yet streamlined approach to quality assurance.  To do so, the Alliance will:

• Review all programs to make sure a system is in place to evaluate the efficiency and effectiveness of each one. 
• Work to ensure consistency among the different evaluation tools being used with Alliance’s programs.
• Provide opportunities for people to provide input and suggestions to the organization, regardless of their participation in any one program.
• Identify reasons why people do or do not choose to participate in disability community activities.

Goal 7:  To integrate a system of quality assurance into all aspects of the Alliance. 

• Have a system for evaluating all Alliance programs.

• Increase community participation at Alliance events.

• To incorporate all quality assurance strategies used into a formal quality assurance policy.

8. Organizational efficiency and effectiveness 
Maintaining accountability with its participants, members, funders, staff, volunteers and other key stakeholders is critical to the success of the Alliance.  To provide ongoing accountability to these constituents, the Alliance will be involved in a self-evaluation throughout this three year period to identify strategies for increasing the effectiveness and efficiency of the organization.  As part of this process, the Alliance will:

• Review its accounting and budgeting systems.
• Study the Rehabilitation Act, the Code of Federal Regulations, the Education Department General Administrative Guidelines (E.D.G.A.R.), and Sarbanes-Oxley.
• Ensure Alliance policies and practices are relevant, meaningful and fully implemented.

Goal 8:  To ensure responsive and reliable systems that promotes efficiency and excellence in operations and service.

• Incorporate and utilize a formal process for comprehensive Board review of the Alliance's By-Laws and operating policies and procedures to evaluate current relevancy, effectiveness, and compliance. 
• To be in full compliance with regulations pertaining to the operations of a Center for Independent Living and with Sarbanes-Oxley.

9. Emergency preparedness within the disability community
During times of emergencies, people with disabilities can face additional barriers to survival that people without disabilities might not face.  They can also be leaders during such times.  At the Alliance of People with disabilities, we are working to increase the level of emergency preparedness within the disability community to increase the likelihood of positive outcomes for people with disabilities during emergencies.  Preparedness work will be done: at an organizational level, with Alliance staff members, with participants, and with other disability providers.  Strategies for this three year period include:

• Encouraging staff, volunteers, and participants to utilize a set of emergency preparedness forms the Alliance developed.
• Providing staff, volunteers, and participants with opportunities to participate in emergency preparedness training.
• Working with the Governor, Washington State administrative agencies, and other local agencies in outreach and education.
• Working collaboratively with other disability groups and organizations.
• Participating in community-wide preparedness activities and groups.

Goal 9:  To increase the level of emergency preparedness within the disability community in King County.

• To increase the level of preparedness of staff.

• To have in place a COOP (Continuity of Operations Plan) which staff have practiced and resources to support its implementation, if needed.

• To increase the number of participants working with the Alliance who have engaged in emergency preparedness planning.

• To increase the level of emergency preparedness among disability service providers in King County.

• To implement a CERT (Community Emergency Response Team)-type curriculum in Washington State.