2025–27 Strategic Plan

Priorities

1. Develop process to receive ongoing customer feedback and improve overall customer satisfaction.​
2. Promote awareness and consistency of DEIB messaging across the division.​
3. Develop statewide policies, procedures, and resources to support agency readiness for the Workday implementation. ​
4. Improve the accuracy of the state’s general ledger balances. ​
5. Prioritize monitoring operational excellence and financial health. 

Priorities

1. Increase equity in our decision-making. ​​
2. Increase critical skillsets to empower Budget Division staff to do their best work. ​​
3. Increase collaboration to strengthen our statewide budget community.

​

Priorities

1. Advance equity and accessibility in our workplace ​and communications.​​
2. Prioritize digital-first transformation.​​
3. Create process infrastructure. ​​
4. Improve content and communication strategy.​

​

Priorities​

1. Develop resources to support inventory accuracy and efficiency.​
2. Prioritize contract management for budget impacts, awareness, and monitoring.​
3. Improve financial monitoring and expense forecasting to provide accurate financial statements.​
4. Optimize payroll process monitoring and controls to increase accuracy.​
5. Foster belonging and authentic connection among staff.

Priorities​

1. Modernize our technology, skillsets, and processes.​
2. Advance equity through more comprehensive data collection and analysis, outreach, and engagement.​
3. Strengthen dissemination to expand access to and use of our research and data.

Priorities

1. Increase IT employee satisfaction by improving communication, gaining employee input, and growing talent. ​​
2. Enhance customer service and operational excellence by building strategic partnerships with customers to deliver exceptional service.​​
3. Modernize IT systems in support of the OneWA Program while upgrading or transforming IT infrastructure, systems, and applications to align with business needs, technology advancements, and industry standards.​​
4. Improve transparency and fiscal accountability by maintaining regular reviews of expenses and seeking operational efficiencies with cost savings.

​

Priorities​

1. Improve training for OFM staff.​
2. Increase supplier diversity in OFM and GOV contracts.​
3. Continue developing the OFM Privacy Program towards operational maturity.​
4. Use customer feedback to improve team processes and services.​
5. Incorporate Diversity, Equity, and Accessibility practices.

Priorities​

1. Increase collaboration and coordination resulting in better outcomes for OFM, the state enterprise, Tribal governments, strategic partners, and all Washingtonians. ​

Priorities​

1. Prioritize people by fostering a culture of belonging, engagement, and empowerment and enhancing the quality of our services.​​
2. Strengthen relationships with OFM employees by increasing collaboration, improving internal structure, and streamlining processes. ​​
3. Support the agency’s compliance program and be responsive to new challenges and regulatory changes that may arise.

Priorities

1. Implement Workday Enterprise Resource Planning (ERP) to transform core financial business across the state enterprise.​
2. Ensure processes and tools are customer-influenced and consistent across all workstreams.​
3. Improve the work environment and organizational culture of OneWA.​
4. Facilitate effective agency use and management of available funding pools to ensure successful implementation of Phase 1A.

Priorities

1. Promote a human-centered approach to business initiatives and workplace culture.​
2. Provide consultation using industry-standard practices in organizational development. ​
3. Implement sustainability best practices and deliverables.​
4. Support employee career growth.​

​

Priorities

1. Fully develop the Washington Climate Corps Network (WCCN) citizen engagement plan for both internal and external audiences.​
2. Increase vitality and sustainability of all subgrantee programs by providing relevant and timely resources that enable AmeriCorps program staff to provide AmeriCorps members with tools to last beyond their time in National Service.​
3. Educate Washington residents in disaster preparedness through an accessible Citizen Emergency Response Team course that offers the needed resources and tools through June 30, 2027.​
4. Cultivate a healthy organization with a growth mindset to support Serve Washington Staff and programs through June 30, 2027.​

Priorities

1. Commit to equity and ending racism, ensuring fair and accessible HR policies across all sections.​​
2. Foster a culture of belonging, clarity, and engagement for all SHR staff.​​
3. Establish and embed enterprise workforce data standards, tools, and learning supports that enable consistent and responsible HR data use.
4. Continuously improve and adapt State HR operations to meet evolving statewide priorities.​​
5. Proactively monitor spending, aligning with equity priorities, to deliver accessible, high-impact services.​

​