Strategic Plan


IPRA is a quality organization, but any strategy must look at what it takes for the organization to stand the test of time. This typically prompts strategies related to revenue streams and membership growth. At the same time, programs and services feed into the IPRA’s long-term value to its members.


Nearly every organization benefits from working to improve information access,transparency, and ongoing communications. In the case of IPRA, expanding its use of technology surfaces as an element to maintain a high level of information exchange, but some basic ongoing communication upgrades will also benefit organizational efforts.


Along with professional and membership enrichment, the core of IPRA should be to promote the foundation upon which it was formed: quality and lasting parks and recreation systems in Iowa. While the organization cannot undertake this monumental task alone, it can be the voice through meaningful partnerships and tactful communication with leaders at all levels, and members of the public. Innovation in communication and evidence-based advocacy are necessary to better compete for a wide range of resources needed to move the strategy forward. Currently, IPRA’s legislative committee is one-member strong. Expansion of this committee is required. Development of legislative agendas and advocacy strategies appropriate to a legal structure like the IPRA are fodder for future conference topics and expanded partnerships.


Career development of members and recruitment to the ranks of IPRA are core to the IPRA mission. “Grow” references the personal growth of individual members as they gain experience and knowledge through IPRA, and it refers to the organization. When IPRA successfully brings new members into the parks and recreation fold and/or adds someone to its membership roster, growth of both the profession and the organization occurs.


IPRA members ask that IPRA up its data game, increasing its capacity to serve as a data-driven organization. Data collection in many categories is essential to provide a full complement of member services. Monitoring trends is one valuable piece, but also understanding the members and their changing needs can make all the difference in IPRA’s capacity to serve the parks and recreation profession and sustain itself. At the same time, it is this section of the strategy that is crafted to measure the success and/or needs of implementing this strategy in the short, medium and long term across all strategic categories.