Strategic Plan

To set a strong foundation for the work ahead, the team attended a series of classes offered through the Nonprofit Association of Washington (NAWA). The classes walked the team through each stage of the SPiN process. After each class, the team met to break down and discuss what was learned. 

 

When the class series ended, the team met multiple times to discuss past strategic planning processes and how to move forward while incorporating the ideas that were gathered from the class series. The team developed a timeline for completion of the process and identified a varied set of methods for collecting data. 

The team used various engagement methods to gather data. These included a vision statement activity, a survey directed at WSPTA leaders as well as local PTA and council leaders, a survey directed at members, a trends analysis to gauge future challenges, an organizational assessment and listening sessions in regions across the state. After each set of information was gathered, the team met to assess and discuss the results.

Organization Assessment  

These strengths and weaknesses were identified by using the Five Elements Self-Assessment developed by the 501 Commons. This assessment is a deep dive into various components of an organization including but not limited to; Governance, Financial Management, Communications, Technology, Management and Culture. 

Strengths  

• Administration 
• Advocacy and Relationship 
• Financial Management

Weaknesses  

• Fundraising 
• Use of Volunteers 
• Board Effectiveness

Trends Analysis  

The trends analysis highlights “drivers of change” – both internal and external forces that can compel an organization to adapt strategies and priorities. Of the fifty global trends identified by the American Society of Association Executives Foundation’s ForesightWorks, WSPTA leadership identified the following as having the greatest future impact on our organization. The trends are listed below in ranked order from responses gathered from the leaders surveyed. The last four trends in the list were a 4-way tie. 

• The Evolving Volunteer Experience – Cultural, demographic, and technological changes are transforming the experiences of volunteers.  
• Declining Trust – Trust in institutions – including government, medicine, media, science – are declining. 
• Philanthropy Reshaped – Shifts in demographics, declining trust, and economic factors are changing the way people want to interact and be involved in philanthropic activities.
• American Inequality – There are widening gaps in opportunities due to socioeconomic factors.
• Changing Information Channels – New technologies are allowing new perspectives to gain a wider audience.
• Disability Inclusion – Recognition of the spectrum of disability has increased demand for accessibility and inclusivity.
• Supporting Mental Health – With views on mental health changing and evolving, there is more call for equity and access to mental health resources.

Listening Sessions

Listening sessions were held in various regions throughout the state. Discussions focused on the struggles and successes of local PTAs and councils in the region as well as exploring opportunities for growth and support WSPTA could offer. The following are the primary issues faced by local and council PTA leaders identified by the focus group discussions. 

Challenges 

Local PTA and council leaders were concerned about the challenges around finding and keeping volunteers. Many of the same volunteers return year after year to fill board positions and run events and many are getting burnt out. The lack of volunteers and interest in volunteering has a direct effect on the sustainability of the PTA and finding leaders to continue the work. 

Another concern had to do with the identity of PTA. Some leaders expressed that PTA was misunderstood or seen as out of touch. They struggled with community members not seeing the value and relevancy of the PTA. 

Many local leaders stressed that they would love to have more student involvement in all levels of PTA including attendance at our events.

Successes  

Even though local PTA and council leaders identified volunteers as a challenge, they also called them out as the glue that holds their associations together. Many PTAs were trying different outreach methods or changing job responsibilities to meet volunteers where they are at and what they can commit to. 
 
Many PTA leaders called out their efforts to engage and learn from their communities. Relationships were being built between school staff and families through events. PTAs and councils were working towards incorporating inclusive practices into their operations and events, making more families feel welcome.

Surveys

Surveys were sent to WSPTA, local PTA and council leaders as well as PTA members asking them to evaluate the 2023-2026 WSPTA Strategic Plan, and to share their thoughts on what sets WSPTA apart and what should be the focus of our organization for the next three years.  

Strengths and Successes

Strong statewide advocacy for children and youth 
The shared vision, mission and values that guide all PTAs 
Dedicated local PTA leaders and volunteers 
High-quality training and resources for PTA leaders

Areas of Concentration for the Future

Volunteer recruitment and sustainability 
Advocacy and legislative work 
Connections with students, families, schools, PTA leaders and communities 
Community collaborations 

This stage allows the team to focus on the mission, vision and values of the association. By diving deeply into the core tenets of the association, it reinforces the direction that we want our association to be headed as we make decisions on what areas will be most important to focus on in the future.

Strategic Vision

The Board of Directors and Region Directors were asked, “Thinking ahead to the next five (5) years, what is your vision for WSPTA?” Each board member and region director created a short vision idea. These statements were then crafted into an overarching strategic vision statement. 
 
Participation across WSPTA is strong, inclusive, and reflective of communities statewide, powered by a leadership pipeline that is both thriving and sustainable. We cultivate leaders who bring stability, fresh energy, and a deep commitment to our mission, ensuring every role is filled by engaged individuals who represent the full diversity of Washington’s families and communities. 

Over time, WSPTA strengthens its financial foundation, diversifies resources, and builds resilient systems that support long‑term growth. Our volunteers, who are grounded in a wide range of backgrounds, experiences, and perspectives, enable the organization to respond naturally to evolving needs and opportunities. 

Through intentional development, shared advocacy, and manageable leadership roles, WSPTA grows into a stable, welcoming, and future‑ready organization. We invest in leadership training, accessible tools, student engagement, and meaningful experiences that foster belonging and empower every individual to grow. By expanding membership, elevating our brand, and deepening engagement in schools and communities, PTA becomes the trusted, statewide voice for students and families. 

Together, we build a vibrant, connected community committed to advancing opportunity, equity, and success for all children ensuring WSPTA thrives for generations to come.

After consideration of all the data, the team met to discuss and disseminate the various themes that weaved between the different information gathering methods that were used. The following are the strategic priorities that will guide our association through the next three years.

Expand, Embed, Enhance….for Every child

Expand Engagement

By nourishing volunteer engagement, growing new leaders, and supporting grassroots advocacy, we create pathways for every individual to participate meaningfully in PTA. Through accessible tools, resources, and training and by removing barriers to involvement we empower our community to thrive. Regular feedback, transparent evaluation, and responsive practices ensure that we continually grow, adapt, and succeed together.

Embed Leadership and Organizational Sustainability

By reinforcing board development and recruitment, evolving the volunteer experience, and adapting to changing information channels, we create a structure that moves quickly and operates effectively. We commit to assessing programs, refining roles, and focusing on oversight. Through investment in leadership training, tools, and experiences, and by cultivating a welcoming culture of belonging, we empower every individual to grow as a leader.

Enhance Brand Presence

By strengthening our brand, expanding our membership, and enhancing the value we provide, PTA becomes the trusted, go‑to resource and voice for students, families, and school communities. Through diverse fundraising strategies, a robust donor network, and deeper engagement in schools and communities, we build a resilient organization that advances opportunity, equity, and success for all children. Diversifying revenue sources ensures that our mission thrives for years to come.