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Aon presents strategic-planning feedback; trustees accept document to guide March goals and themes

Police and Fire Retirement Board · February 20, 2026
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Summary

Aon presented stakeholder survey and interview results identifying priorities (member communication, technology/self-service, governance modernization, succession planning); trustees accepted the feedback document as the basis for developing themes and goals that Aon and staff will return with in March.

Aon consultants presented results from trustee interviews and a stakeholder survey at the Police and Fire Retirement Board meeting on Feb. 18, outlining strengths, weaknesses and candidate themes for a strategic plan that will inform ORS priorities in FY27.

Findings: Aon reported trustees generally supported the existing mission statement but suggested minor refinements; common areas for improvement included member communication (more proactive, clearer materials), technology and self-service tools (portal upgrades and automation), governance modernization (clearer roles and training) and succession planning for investment staff and other critical roles. Aon highlighted cybersecurity and member-service responsiveness as recurring stakeholder concerns.

Trustee discussion and board action: Trustees discussed how to prioritize objectives and whether one strategic plan should cover both police/fire and the federated systems. Aon and staff recommended a single strategic plan with action plans to capture system-specific items; trustees accepted the stakeholder-feedback document as the working basis and asked Aon and staff to return in March with consolidated themes and proposed goals for board action.

Next steps: Aon will collaborate with staff to develop recommended themes and goals and return proposed objectives and action steps at the March meeting; staff plans to convert accepted themes into measurable annual work plans for FY27 implementation if approved.

Context: The board emphasized practical priorities and realistic timelines, with a suggested review cycle of three to five years for strategic planning and an emphasis on implementable action steps rather than broad or politically divisive language.