In 2016, GASPA facilitated an inclusive, comprehensive strategic planning process to align our needs with the needs and interests of our members.
Goal 1: Professional Learning
Provide quality professional learning opportunities focused on all elements of human capital and presented in multiple formats to ensure the most comprehensive, accessible, and effective learning opportunities.
This includes collaborating with other groups and organizations to present professional workshops and other learning opportunities.
- Support RESAs and Regional Directors
- Conduct Pre-Conference Workshops
- Continue to pursue HR Certification for Georgia HR Professionals
- Facilitate the repository on the website
- Create web-based training opportunities
- Access partners and affiliates to secure resources
Goal 2: Communication and Networking
Create a platform to utilize the most viable and effective methods to facilitate individual and collective communication, enabling members and potential members to easily navigate and access information, ask questions, and create additional opportunities for collaboration.
This includes upgrading functionality of website for professional use.
- Establish a Web Master Committee
- Develop a Website that is self-managed and designed
- Develop a GASPA Facebook Page
- Develop an E-mail User Group List that Members Use Directly
- Setup Regional Pages
- Host Online Meetings
- Develop an action plan to recruit and sustain membership
- Create additional membership categories
Goal 3: Impact K-12 and Beyond
Continue to build a positive professional presence that broadens awareness, increases the scope of our influence, perpetuates the values and ideals of GASPA and increases our influence on matters related to human capital development.
This includes a focus on legislative influence and advocacy as well as service and outreach.
- Continue Legislative Activities
- Liaison with Promising Teaching Pathway Programs in High Schools
- Connect with Educators Rising
- Create HR Student Memberships
- Partner with Professional Organizations who Focus on Active Programs that support teacher recruitment and retention
- Continue to be an influential, visible, and credible voice in local, and state policy, as it impacts human resources in public education
- Influence Legislative actions as endorsed by GASPA
Goal 4: Organizational Performance
Actively reflect on, monitor, and enhance current and previous objectives for intended outcomes and results.
This includes ensuring that GASPA goals and objectives are implemented with consideration of state requirements, as well as, industry standards.
- Create a leadership succession plan that ensures the stability and sustainability of the association
- Develop and implement a viable short-and long-term fiscal plan that supports the mission, vision, and goals of the organization.
- Build a balanced budget annually that addresses proposed revenues and expenditures adequately addresses the mission of the association and the strategic plan, and ensures the financial stability of the association.
- Establish Committees
- Program Committee- to support the work of the Executive Director and Past President by actively seeking out topics, presenters, events, etc.to ensure productive conferences
- Professional Learning Committee- to continually research best practices in human resources; remain abreast of relevant issues and topics, assess the interests and needs of the membership; provide input to the Program Committee relative to identified professional learning interests and needs of the membership; provide guidance and facilitate development of workshops and webinars for presentations at state/regional meetings and conferences.
- Legislative Committee-assist the Legislative Liaison with the development of annual legislative priorities and attending and participating in meetings of study commissions, state agencies (DOE, PSC, etc.)
- Membership Committee- assist the Executive Director in designing and implementing a new member orientation program, including but not limited to the continuous review and updating of orientation materials; monitoring assignment of new human resource personnel around the state on an ongoing basis; designing a regional representative model and soliciting volunteers to serve as regional representatives; notifying all members of their regional representatives; soliciting mentors for new members; assigning regional reps and mentors and providing outreach to new members
- Nomination Committee- work with the designated member of the Executive Board to create a leadership succession plan; seeking prospects for future leadership roles in the association; annually present a slate of officers to the membership at the spring conference for the succeeding year
- Recognitions and Awards Committee-support the work of the Executive Director in designing and maintaining a recognition and awards program for the association, which may include but is not limited to the Best in Class Award, Human Capital Award, Regional Director Recognition Program, GASPA Personnel Administrator of the Year, AASPA Personnel Administrator of the Year retiree recognition and outgoing officer recognition. Establish Nomination Processes, Selection Criteria, and Metrics for Awards
- Budget Committee-support the work of the Treasurer by securing feedback from the membership as to the programmatic needs of the membership and by providing input into the development of an annual budget
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