- Enhance public sector performance by providing human resource leadership, advocacy, professional development, and a community of HR professionals for the sharing of resources and ideas.
- Be the leading organization for public sector human resources.
Strategic Goal #1 – Membership
- Increase membership by 1% annually and increase member involvement in IPMA-HR.
- Target membership to federal, state, local governments as well as specialty groups.
- Continue to analyze membership demographics for trends and to determine if those joining the association are newer HR professionals.
- Develop an emerging leaders program to enhance the public HR profession.
- Analyze demographics/member needs and restructure agency membership and the delivery of benefits as necessary.
- Enhance the partnership between the Association and the chapters and regions.
- Establish strategies for developing and revitalizing chapters.
- Improve communications between the Association, chapters, and regions.
- Establish strategies for role clarity and support for the regional leadership.
- Encourage chapters to promote national membership.
- Analyze the impact on chapter membership resulting from the restructuring of the agency membership.
Strategic Goal #2 – Research/Advocacy
- Conduct research, benchmarking, and surveys to identify best practices, successful projects/programs, and HR critical issues and utilize various strategies, including technology to communicate that information.
- Promote the association’s position as the leading voice advocating for public HR professionals on federal public policy issues through enhanced communications.
Strategic Goal #3 – Professional Development/Certification
- Provide professional development opportunities for HR professionals at all stages of their careers including leadership development at all levels.
- Analyze the usage of professional development programs, develop and enhance those providing the most value, and sunset those that do not.
- Broaden the marketing of the certification program so that it is valued by the HR community.
- Encourage public agencies to identify certification as a highly desirable credential in their job announcements.
- Encourage chapters and regions to emphasize the benefits of certification.
- Identify, develop, and foster strategic international opportunities where the Association can partner for the delivery of professional development programs and certification.
Strategic Goal #4 – Assessment
- Expand, develop, validate, and market quality assessment products.
- Explore other assessment opportunities in non-public safety disciplines.
Strategic Goal #5 – Financial and Organizational Sustainability
- Increase the awareness and visibility of IPMA-HR utilizing various strategies including emerging and established social media channels.
- Ensure the Association’s leadership, staff, committees, taskforces, and programs are diverse and provide IPMA-HR members with growth and leadership opportunities. Assess annually the value and any overlap among the IPMA-HR committees and taskforces.
- Maintain sufficient reserves to enable investments in new programs, products, and services, with an emphasis on net returns and increased relevance.
- Develop and enhance relationships with public sector organizations for mutual benefit.
(Revised September 16, 2017)