In the last five years, we evolved how we do our work as the problems we face grow increasingly complex, and, as with many other sectors, in response to the COVID-19 crisis. This will continue to be a focus area in our next strategic plan. We made significant shifts in our internal organizational practices as well as our external policy and advocacy work over the course of this plan. Our position and power as a historically white-dominant organization necessitate that we apply an intersectional racial justice lens to our framework for change. We acknowledge that our 50+ years of advocacy have left many impacted people and communities behind. During this time, we grew our analysis and understanding of the ties between systemic racism and environmental degradation. WEC also continued to become a more anti-racist organization. It has been inspiring to see so many people committed to taking action for change. These tools ranged from policy advocacy in Olympia and at the local level and running a ballot measure to fight carbon pollution, to taking polluters to court, to mobilizing the sheer number of people who wanted to get engaged in response to the Trump administration. Given the scale of our environmental challenges and the limited timeline in which we are working, we knew we needed to put all our advocacy tools to work. This timeframe was bookended by the election of Donald Trump in 2016 and his unprecedented attacks on democratic institutions and environmental protections, and then in 2020, by a global pandemic, long-overdue racial reckoning, and attempts to undermine the outcome of our national elections.Īs an organization committed to societal change, these past five years have been a time of both intense advocacy and deep reflection. The 2016 – 2020 WEC Strategic Plan took place over the course of arguably some of the most consequential years in American history.
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