Leading the conversation.
STRATEGIC
GROWTH PLAN
2019 2022
ABOUT THE STRATEGIC
PLANNING PROCESS
The Institute for Portfolio Alternatives (IPA) is a forward-thinking trade association that is
proactively helping to shape and lead the emerging field of Portfolio Diversified Investments
(PDIs). Over the past several years, the IPA has engaged in a systematic and thorough
process of examining the fundamental questions of why it exists, who it serves and what is
needed to help its members maximize the potential of PDIs within the financial services sector.
In the course of these efforts, the IPA has defined a compelling mission, developed a new
name and visual identity, and launched a series of initiatives and outreach activities aimed at
engaging and creating added value for its members.
The culminating step in the process was to capture and integrate the new energy and ideas
into an actionable, Strategic Growth Plan that delineates specific goals and strategies and
provides a road map for successful implementation over the next three years.
The plan is the product of a collaborative process that was led by the IPA’s Board of Directors
and included active participation by a diverse mix of IPA stakeholders and staff. The planning
process was structured and facilitated by 2B Communications, a consulting firm with extensive
experience working with professional and trade associations throughout the nation.
PLANNING STEPS INCLUDED:
Value Proposition Assessment: The comprehensive analysis included stakeholder interviews, a member survey and a review of relevant external trends, forces and opportunities.
The assessment was completed and presented to the IPA Board in September 2018. Subsequently, a Board call was convened to identify additional data points and information needed to inform the plan, which were then gathered over the following months.
Operational Review: A snapshot of the IPA’s operations was assembled, which included a summary of the IPA’s membership makeup, governance and organizational structures, financial data and budget trends, and event attendance.
Planning Sessions:
– The Board-led strategic planning group convened in January 2019 in Scottsdale, Arizona for a facilitated retreat. The research findings were presented and vetted, in-depth discussions were held around key issues and opportunities that surfaced in the discovery process, and the group developed consensus on five goal areas and preliminary strategies to be included in the plan.
– An in-person working session was conducted a few weeks later with the IPA’s CEO and
2B Communications in El Segundo, California, to further flesh out the plan’s components.
Board and Staff Feedback: Refined goals and strategies, and a newly articulated set of guiding principles were presented via conference calls with staff and Board in late March, 2019; post-call feedback was received and incorporated into the plan.
Plan Adoption: The final step of the process was approval of the plan by the Board of Directors on May 7, 2019 in Washington, DC.
FOUNDATIONS OF THE PLAN
IPA’s Mission The plan is designed to further the mission of the IPA:
To provide national leadership for the Portfolio Diversifying Investments (PDI) industry.
Why We Exist The plan has been developed to help the IPA fulfill its unique role.
The IPA exists to help our members navigate a changing industry and achieve greater success. We bring together the investment managers, broker-dealers, investment advisers and industry service professionals – new and established – who are dedicated to driving transparency and innovation in the marketplace.
Through advocacy and industry-leading data and education, the IPA is committed to ensuring all investors have access to real assets and the opportunity to effectively balance their investment portfolios.
Our Guiding Principles This plan underscores our dedication to our members and the industry.
The IPA is committed to:
– Growing the IPA strategically in a manner that strengthens and enhances our members’ experience.
– Delivering value to our full spectrum of members.
– Being an inclusive, welcoming, nimble, transparent, proactive and purposeful organization.
– Articulating and advancing high industry standards of quality, ethics and performance.
– Recognizing the interconnections among our key stakeholders and encouraging mutually beneficial collaboration.
– Demonstrating the “mainstream” role that portfolio diversifying investments play in the financial sector.
– Helping our industry innovate and expand to serve diverse and emerging audiences.
THE PLAN: IPA’S THREE-YEAR
GOALS AND STRATEGIES
The planning process created the setting for the IPA’s Board and staff to thoroughly review and
vet the IPA’s recent history and current status, engage in robust discussions about the core issues
facing the association, and arrive at the IPA’s top areas of focus for the upcoming three years.
The IPA staff and Board will share responsibility for implementing the plan. Throughout the plan’s
duration, specific priorities will be set annually by the Board, with input from staff. The annual
implementation plans will clearly identify who will lead each activity, any necessary resources,
and specific milestones/metrics to ensure that progress is achieved.
2019 2022
OUR GOALS AND STRATEGIES
LEADERSHIP GOAL | Raise awareness and understanding of PDIs by serving as an authoritative source for industry performance, data and education.
Key Strategies
a) Establish an independent, authoritative, robust research platform to advance industry data collection and analysis.
b) Develop and provide measurement and
performance tools and resources for IPA members and the overall industry.
c) Shape the industry and public narratives by increasing media and public relations and educational activities and continuing to serve as a credible information source for legislators, regulators and the media.
ADVOCACY GOAL | Champion a regulatory environment that expands access to PDIs and advances transparency, innovation and efficiencies for the industry.
Key Strategies
a) Build awareness, respect and support for the PDI industry by continuing a proactive, integrated approach to advocacy that includes:
– Research
– Coalition Building – Communications
– Direct and Grassroots Lobbying
b) Increase support and visibility for IPA’s PAC.
c) Optimize member involvement in advocacy by strengthening local/regional programming and outreach.
OUR GOALS AND STRATEGIES
cont’dMEMBER VALUE GOAL | Deliver a personalized “IPA experience” that supports the full spectrum of companies and professionals who participate in the PDI marketplace.
Key Strategies
a) Strategically grow membership, engaging all industry participants.
b) Explore expanding the RIA market through programming and/or paid memberships.
c) Clearly define and evolve member value and benefits to ensure relevance for each type of member and the key functions within their companies.
d) Strengthen the member onboarding and retention process to achieve multiple contacts and connections within member companies.
e) Improve the overall effectiveness of our content and offerings for members (e.g., conferences, webinars, publications)
ENGAGEMENT GOAL | Develop and maintain a robust leadership pipeline and increase member involvement in the IPA.
Key Strategies
a) Build a more streamlined, productive and effective committee/task force structure.
b) Create a “Next Generation Leaders” initiative that offers leadership opportunities, programming and recognition.
c) Recruit professionals from organizations that are recent entrants to the PDI sector into IPA leadership roles.
d) Continue to facilitate board understanding, collaboration and involvement in advocacy for the industry and on behalf IPA within their organizations, service providers and peers.
ORGANIZATIONAL CAPACITY GOAL | Maximize organizational effectiveness to achieve strategic growth and sustained success.
Preliminary Strategies
a) Evaluate member dues and sponsorships and adjust, as needed, to maximize mutual benefit and achieve an optimal and sustainable revenue model.
b) Establish partnerships that create new products and revenue sources.
c) Continue to evolve our technology infrastructure to enable more personalized member communication and service delivery.
d) Align staff responsibilities and resources to support strategic goals and increase efficiencies and collaboration across the association.
