> [!summary]+ Summary > This page describes a strategic idea that I wrote and delivered to the GWU strategic framework committee. This idea focused on opportunities for enabling staff across the university to do work they were proud of and continue to grow at the same time. # GWU Strategic Framework: Idea brief In early 2024 the George Washington University (GWU) began a new [strategic framework process](https://strategicframework.gwu.edu/) around the notion of creating OneGW. Recently, a new President had started the previous year and the new administration defined 4 themes they wanted to pursue with community feedback. These were the following: 1. Advancing Impactful Knowledge Production Through Interdisciplinary Excellence 2. Reimagining Skill Development for the Future 3. Redefining Authentic Leadership for Modern Challenges 4. Turning Ideas into Action as a Premier Global Convener By fall 2024, the administration arranged a series of listening sessions and held these with faculty (tenured and adjunct), staff, and students. Soon after that, there was a call for **idea briefs** describing actions that the university could take to advance the 4 themes. ## The "Idea brief" As I looked over the themes I kept thinking about opportunities for **staff development and enablement**. One thing I had noticed over my years as a director at GW Libraries and Academic Innovation (LAI), was how support for continual growth was inconsistent. As a director, I would make the case for my team to have certain opportunities and explain the value in this. But often times requests were denied due to some funding issue or choice. I could see how staff perceived this and I was concerned with the long-term effects of static staff development. For example, persistent low motivation with some, and statements like "I'll just keep my head down" and "it's always been fine this way". In another professional experience at the International Monetary Fund (IMF), I saw how this was done differently. The approach by human resources was to take advantage of the organizational size, and design long-term staff growth opportunities within the organization. Plus, I had seen at Booz Allen Hamilton (BAH) an aggressiveness to within L&D and heads of other departments to ensure that staff knew what was available and to keep growing their knowledge and skills. I took some of my interests, concerns, and writing to my team, and told them what I was thinking. I then gathered their ideas and input to create an idea brief called "*Empowering Staff for Growth and Collaboration*". I modeled this after a staff development programs at the IMF and BAH. The idea describes in one part a program that allows staff with similar skills to swap departments for certain periods of time. In this, they are able to apply existing skills in new contexts, develop new skills with new teammates, explore their interests, and then return to their 'core job' at the conclusion of the time period. In another part of the idea, a Digital Academy is created to enhance staff digital literacy skills. As they complete trainings they are awarded badges and have a transcript created. Along with their already existing skills, this helps them to be mapped to similar role in other departments for a swap. This idea was submitted with a batch of ideas from my department to administration in **December 2024.** ### Empowering Staff for Growth and Collaboration — Overview The following page provided the high-level overview of the idea. <div class="container"><iframe class="responsive-iframe-pdf" src="https://1drv.ms/b/c/13829E5D2EB238DE/IQQ_rOALU4Q2TbaThdDLx9qEAd-6-JUoIF417KXiMrDyg8M" width="100%" height="550" frameborder="0" scrolling="no"></iframe></div> ### Empowering Staff for Growth and Collaboration — Outline The following pages told the idea objective, parts of the idea/initiative, and described how it aligned to the strategic framework. <div class="container"><iframe class="responsive-iframe-pdf" src="https://1drv.ms/b/c/13829E5D2EB238DE/IQR0ADUjMpulQaI7-Ztc16dlAY4apsPQMUzFS5IkPlgCcxo" width="100%" height="550" frameborder="0" scrolling="no"></iframe></div> ## References - George Washington University (GWU) Strategic Framework — Home - [Webpage Archive](https://1drv.ms/b/c/13829E5D2EB238DE/EclB2hyJnhlIrP8Ngb16X1oBBRcxnJaUebdvqG9P_g6S7A?e=Zl62wV) - George Washington University (GWU) Strategic Framework — About the Process - [Webpage Archive](https://1drv.ms/b/c/13829E5D2EB238DE/EQfR_vpB4w9Aiubim9gWlQAB3brCj7SNzXi8ZwDZgK3-1w?e=scpxkg) - George Washington University (GWU) Strategic Framework — Draft Strategic Plan - [Webpage Archive](https://1drv.ms/b/c/13829E5D2EB238DE/EfjXiz-iMxdKrRT4izI8bVwBuWJNYWIvJ-u8qUg85egHhg?e=wfLEkK)