Strategic Plan 2025-29

Goals and Objectives

Goal 1

The administrative structure and procedures of the PSAW ensures its resiliency and endurance.

• 1.1: Officer roles are clearly defined, and transitions are seamless
• 1.2: The PSAW is financially positioned to sustain long-term service for its membership
• 1.3: The subcommittees provide full commitment to their responsibilities, supported by strong member participation
• 1.4: Members of the Executive Board actively participate in the organization

Goal 2

The PSAW is thoroughly integrated within University decision making and shared governance.

• 2.1: PSAW leadership cultivates strong relationships, and maintain regular meetings with, senior leaders across the university
• 2.2: The PSAW engages with all vice-presidential areas on initiatives impacting staff
• 2.3: The PSAW acts as a key communication partner between University Leadership and staff
• 2.4: Representatives of the PSAW serve on relevant university standing committees

Goal 3

The PSAW improves staff engagement, increases collaboration and communication, and instills a sense of belonging

• 3.1: The PSAW recruits a majority of eligible staff.
• 3.2: The PSAW strives to ensure diversity of PSAW membership .
• 3.3: The PSAW develops programming that connects staff with eachother, builds relationships, and encourages staff well-being.
• 3.4: The PSAW encourages and supports staff professional development.
• 3.5: The PSAW actively partners with campus organizations to identify and address staff issues.

Action Plan: Fiscal Year Initiatives

Year One - Fiscal Year 2025

• 1.1: Update officer roles
• 1.2: Remove annual membership option; increase perpetual membership to $15 a year
• 1.3 & 1.4: Review of executive board policies and procedures
• 2.1: Continue scheduled meetings. Plan with PSSO about more targeted engagement with VPs
• 3.1 & 3.2: Major recruitment drive

Year Two - Fiscal Year 2026

• 1.2: Increase perpetual membership to $20 a year; Begin fundraising for scholarship fund
• 2.1: Solidify regular meetings and agendas with VP leadership
• 2.2, 2.3, 2.4: Planning
• 3.3: Plan programming
• 3.5: Establish regular coordination with campus organizations

Year Three - Fiscal Year 2027

• 1.2: Continue fundraising
• 2.2: VP initiatives
• 2.3: Major communication drive
• 2.4: Major committee drive
• 3.1 & 3.2: Major recruitment drive

Year Four - Fiscal Year 2028

• Comprehensive review
• 1.2: Continue fundraising
• 2.2: VP initiatives
• 2.3: Communication drive
• 3.4: Begin offering professional development scholarships

Year Five - Fiscal Year 2029

• 2.2: VP initiatives
• Maintain Initiatives
• Start planning for the next strategic plan