Utah Domestic Violence Advisory Council

1. Inform Public Policy and Educate the Public through leveraging our unique position to inform elected leaders and the general public on effective approaches to assisting survivors.

2. Optimize Trainings and Technical Support to partners so that they can continue to provide excellent services and grow their capacity to help those in need

3. DEI work through strengthening relationships with a diverse set of like-minded organizations to enable an inclusive and culturally sensitive coordinated approach to end domestic violence.

4. Internal Improvements and Organizational Efficiency by implementing internal improvements to consistently and effectively serve our members and community partners.

1. a. Create a policy toolkit for member programs to help guide local representative talking points, how and when to approach elected officials, etc.
b. Leverage the policy committee to identify legislative priorities and coordinate policy efforts.
c. Continue to invest in public policy staff position to assist in advocacy efforts.
d. Launch and leverage awareness campaigns (awareness months, activities).
e. Create and distribute Annual impact reports to stakeholders.

2. a. Expand online accessibility to trainings.
b. Continue to diversify the topics and expertise levels of trainings provided to members and non-members alike.
c. Launch an online request system & create an internal procedure to respond to technical assistance queries.
d. Build out a Technical Assistance Library to ensure a continued legacy of knowledge.
e. Pursue funding for technical assistance coordinator position.

3. a. Create an advisory board to inform collaborative outreach and inclusion.
b. Increase engagement with rural programs.
c. Increase coordination efforts with community partners.
d. Evaluate and adjust as needed current marketing to ensure an inclusive and multi-culturally sensitive message.
e. Host regular meetings with the leaders of indigenous communities.
f. Secure funding for and recruit a lead communications position.
g. Continue board recruitment and expansion.

4. a. Professional staff development through internal trainings (technical trainings, advocates, onboarding, webinars, etc.).
b. Update internal policies and streamline process documents.
c. Optimize utilization of volunteer opportunities.
d. Create and leverage the intern program.
e. Expand Coalition technical capacity through software use (Coalition Manager, Tovuti, etc.).
f. Continue to update and improve website accessibility and user-interface.

UDVC engaged Tanner LLC to assist in the strategic planning process. As a first step in this process, Tanner performed community outreach to solicit feedback and identify opportunities to inform strategic priorities. The outreach included focus groups with staff, interviews with 20 different member and secondary programs, board surveys, and discussions with several service providers for indigenous communities. Participants in the process were open in sharing perceived strengths of the organizations, challenges they see, and opportunities for increasing impact.

After digesting the results of this outreach, the board and staff leadership identified high-level strategic priorities. The board then leveraged these priorities in the selection process of a new executive director to ensure that new leadership would share the same vision as identified by community outreach, helping build alignment and trust between the organization and its partners. Upon the selection and onboarding of a new Executive Director, a strategic planning document was developed and further refined through additional meetings with UDVC staff and the board. The document that follows was presented to the Board for final approval and adopted in April 2022.

This plan is intended to provide focus and allow each member of the team to see how they can impact UDVC’s most important priorities. UDVC fully expects that this will become a living document with periodic revisions as circumstances change. Detailed implementation plans have been developed that align with the priorities articulated in this plan.

1. a. The Take Action Tour helped inform our Top Concerns:
i. LAP referral increases/demand - capacity, complexity of cases, law enforcement training, system-based advocate collaboration.
ii. Housing.
iii. Direct financial assistance to survivors/families.
iv. Case management and therapy waitlists.
v. Staffing burn-out, turnover, and shortages.
vi. Stable and consistent funding - VOCA cuts.
b. In the 2023 General Session, UDVC actively monitored 125 bills and 8 funding requests with a DV impact, lending support to 32 of those bills and all 8 funding requests. We also engaged with legislators on 12 bills, with 4 classified as priority legislation. UDVC prioritized 4 bills and 1 significant funding request.
c. Exceeded our membership goal with 28 members and $29,801.73 collected in dues.
d. In October, we formed a formal partnership with ABC 4. Good Things Utah did morning interviews each week in the month.
e. Working on the template for this year will be completed by November. Will include DPS data on UIVLAP (LAP).

2. a. Conducted 20 online training events, 1312 individuals trained totaling 15,006 hours.
b. This year we:
i. Evaluated Series of Webinar Conversations that we held.
ii. Reviewed what core training we need and how we expand on that.
iii. Revamped looking at Core Advocacy Training CATS topics and how we strengthen that.
iv. Looked at ways to document workgroups.
v. Moved TA meetings to a monthly format.
c. Responded to 55 requests for technical assistance. Led 1 advanced training. Currently runs/supports 19 workgroups.
d. Identified models that won't fit our needs and are actively working on developing a better model.
e. Acquired funding and filled the position.

3. a. In 2023, we partnered with Community Organizing for Radical Empathy (CORE) that facilitated 16 focus groups and 71 assessments that engaged community partners, our dedicated staff, board members, and other vital contributors. As a result, we collaboratively formulated a five-year plan outlining strategies and actions to transform UDVC.
b. Our outreach team conducted 5 training sessions attended by 289 individuals.
c. Successfully increased membership costs, renewed all existing members, and added two new members.
d. Updated logos and marketing materials to be more inclusive, in line with DEI goals.
e. In process, but already conducted 2 training sessions with 44 individuals for 176 hours.
f. Acquired funding and filled the position.
g. Recruited 4 new board members.

4. a. Staff attended May training hosted by Children's Center and September Annual Conference.
b. Completed handbooks update for each program.
c. Started tracking the participation of all board members in our initiatives.
d. Focusing on securing program-specific interns with different universities.
e. Discontinued Coalition Manager and started a new, easier timesheet system.
f. Trained Communication Specialists on in-house website improvements with DEI focus.