PSRS/PEERS 5-Year Strategic Plan
The Public School and Education Employee Retirement Systems of Missouri (PSRS/PEERS) has created a five-year strategic plan to ensure that the PSRS/PEERS Board of Trustees and staff can proactively prepare for the future of the Systems. The process used to create the plan included a review of the Systems' current mission, goals and principles, while always being mindful of and congruent with the statutes that govern the Systems.
To provide financial security and peace of mind for Missouri's public education community.
To provide retirement security to Missouri's educators and education employees after a full career of service.
To help school districts attract and retain the best and brightest educators and employees for Missouri's school children.
To manage the Systems in a prudent and cost-efficient manner while continuing to provide exceptional service to our members.
Our Focus Areas are big-picture concepts that represent the fundamental areas in which PSRS/PEERS can work to achieve our Goals. Click on a Focus Area to learn more about how that focus area ties into our goals.
Culture of Excellence
Focus on providing the highest level of customer service for members while maintaining a quality work culture for staff.
Strategic Objectives:
- Promote member-centric thinking in all areas of the organization.
- Provide high-quality service in a cost-efficient manner.
- Ensure continuity of leadership.
- Maintain the ability to recruit and retain high-quality employees.
- Support the pursuit of a positive work-life balance for all employees.
- Maintain a competitive compensation and benefit plan philosophy.
- Provide an environment of transparency and diversified thought.
- Provide professional growth opportunities.
Engagement
Focus on positive relationships with members, employers, education associations and all other constituents.
Strategic Objectives:
- Foster trust and transparency with all constituents.
- Maintain positive relationships with members at all career stages.
- Promote positive interaction with employers.
- Promote the accessibility of the Board, management team and staff.
- Foster relationships and continue collaborations with educational associations.
- Be a trusted source of accurate information for state and federal officials.
Innovation
Focus on being proactive and constantly looking for ways to improve all aspects of our organization.
Strategic Objectives:
- Pursue and promote process improvements across all departments.
- Pursue and support the implementation of new and relevant technology.
- Maintain a high level of security for all member data and system assets.
- Provide uninterrupted service and payment of benefits in the event of disaster.
- Continue to implement a proactive investment program in order to provide the most efficient, risk-adjusted returns possible.
System and Financial Stability
Focus on keeping the plan stable and secure for perpetuity.
Strategic Objectives:
- Maintain pre-funded status at 80% or above.
- Maintain contribution rates at or below current levels.
- Maintain current Board structure and governance policies.
- Maintain the independence necessary to fulfill the fiduciary responsibilities of the Systems.
- Support the current benefit structure and provide consistent cost-of-living adjustments for retirees.
- Maintain a reasonable assumed rate of return given capital market expectations and the risk
- Maintain an appropriate asset allocation and the understanding of the long-term impacts of the allocation on the Systems’ success.
- Maintain a long-term focus on our investment philosophy and infrastructure needs.
- Advocate for the value of a defined benefit plan in providing retirement security.
- Promote the value of being an independent trust fund.