2016- 2017 STRATEGIC PLAN
In September 2016, PRIMA’s Board of Directors reviewed the strategic direction of the association and developed the 2016-2017 strategic plan. The 2016-2017strategic plan identifies five substantive goals for ensuring PRIMA’s future. The goals are not listed in any order of priority; all are equally important and interrelated.
Strategies indicate how PRIMA will organize, focus, and expend its resources to maximize its effectiveness and efficiency in achieving these goals. The goals and strategies are reviewed at each meeting of PRIMA’s Board of Directors, as well as annually.
PRIMA will be the recognized leader in public risk management.
To advance the knowledge and practice of public risk management.
- Willing to share
- Committed to continued learning
- Identify educational programs, products and services that members and non-members will value and utilize.
- Be a leader in providing ISO 31000 educational programs.
- Continuously adapt to the changing dynamics of public risk management needs.
- Develop a marketing/communications plan to reach member and non-member public entities.
- Develop opportunities and approaches to incorporate public sector risk management into external educational programs (outside organizations).
- Identify and develop opportunities to educate elected officials and administrators about the value of risk management.
- Provide resources for traditional and nontraditional risk managers to enhance their leadership role within their entities so that risk management is valued as a leadership function in the public sector.
- Identify and cultivate relationships with stakeholders critical to the continued success of PRIMA.
- Develop and implement an approach to engage and sustain stakeholders in PRIMA.
- Measure and improve stakeholder satisfaction and build sustainable alliances.
- Effectively utilize technology to deliver innovative public risk management products and services.
- Diversify the association’s revenue streams to reduce reliance on the annual conference and membership dues.
- Develop and implement new approaches for ensuring membership retention and growth.
- Use the Public Risk Management Needs Study and other methods to identify unmet needs.
- Develop programs to meet unmet needs using PERI funding when appropriate.