Strategic Plan

NAPEO Strategic Plan

NAPEO Mission – Our Core Purpose

NAPEO Values – What We Stand For

Leadership

• We are visionary –providing thought leadership for an evolving industry
• We are proactive – getting out in front of issues and shaping the future of the industry
• We are courageous – stepping up to big challenges and making tough decisions

Expertise

• We are knowledgeable – driving operational excellence in our industry
• We are credible – continuously learning and sharpening our relevant expertise
• We are collaborative – sharing information to serve our community and industry

Integrity

• We are reliable – valuing honesty and transparency in interactions with our members
• We are trusted – being a positive force for good in the industry
• We are accountable – taking responsibility for the health of our industry

NAPEO Vision – Our Picture of the Ideal Future

PEOs Are:

• A growing vibrant industry
• Operating profitable, innovative and scalable business models
• Agile companies that adapt quickly to the changing marketplace

NAPEO is:

• Meeting the needs of small, medium, and large PEOs
• Recruiting and developing the next generation of industry leaders
• The information source for policy makers crafting legislation and regulations
• Fostering the safe and secure application of technology
• Facilitating the collective power of the PEO industry to serve the greater good
• Engaging with emerging market providers
• Using a robust, transparent, streamlined decision-making and governance process
• Using a sustainable financial model to enable growth and expansion

NAPEO Goals – Our Focus for the Next 3 Years

Goal 1: Strengthen PEO brand identity to increase awareness and grow the industry
Goal 2: Continue to create a favorable legal and regulatory environment
Goal 3: Contribute to the operational excellence of NAPEO membership
Goal 4: Position NAPEO to operate, grow, and succeed in its mission
Goal 5: Assess NAPEO’s role in the broader employer services sector

Goal 1: Strengthen PEO brand identity to increase awareness and grow the industry.

Desired Results:

• Growing public awareness – PEO is becoming a household name.
• Strong industry awareness – business owners understand what PEOs do.
•  Recognition of PEOs as the preferred solution for small and mid-sized businesses.
• Double the number of work site employees (WSEs), including measurable improvement in small and mid-size PEOs.
  

Key Strategies:

• Identify, build, and strengthen partnerships that promote the PEO service offering (e.g.,vendors, legislators, regulators, and other trusted advisor groups).
• Identify and utilize marketing channels to build PEO awareness and adoption.
• Invest in advertising and marketing efforts that reach the general public.
• Leverage social media and digital marketing.
• Provide sales training content to PEOs.
• Leverage client testimonials and referrals.
• Increase outreach to U.S. Chambers of Commerce and other associations.

Goal 2: Continue to create a favorable legal and regulatory environment

Desired Results:

• Legal certainty for PEOs to offer large group health and other welfare benefit plans.
• Liability will only follow culpability in the PEO setting.
• Uniformity of regulations.

Key Strategies:

• Clearly define the NAPEO position on PEO-sponsored health plans.
• Anticipate and proactively engage threats.
• Increase PEOs’ market presence to exert greater influence at all levels of government. 

Goal 3: Contribute to the operational excellence of NAPEO members.

Desired Results:

• Member companies are profitable, self-sustaining and scalable.
• A streamlined CPEO process facilitates increased participation by NAPEO members.
• A robust system is in place to support members who choose to become a CPEO.
• The NAPEO community provides access to valuable people, information, and other resources to
  support the operational excellence of its members.
• Associate member resources and partnerships are leveraged to bring other kinds of knowledge
  and expertise to NAPEO members.
• Brand recognition of NAPEO and its members is strong relative to operational excellence.

Key Strategies:

• Continue work with the IRS to streamline the CPEO process.
• Update and improve existing NAPEO resources that support NAPEO members who want to
  obtain IRS certification.
• Continue to align NAPEO resources to reflect member company operations – benefits, risk
  management, payroll, HR, and sales.
• Develop and document best practices for each core PEO business function.
• Improve content and delivery of member education.
• Partner with associate members to bring added expertise to the NAPEO community.
• Support those members pursuing other industry–related certifications.
• Publicize the value members get from participating in NAPEO. 

Goal 4: Position NAPEO to operate, grow, and succeed in its mission

 Desired Results:

• NAPEO has a clear and compelling value proposition
• NAPEO has sustainable and growing funding from diversified sources
• NAPEO has agile and effective decision-making at all levels
• Members accept and abide by Board outcomes and decisions
• There is greater diversity and an influx of new industry leaders at all levels

Key Strategies:

• Define and communicate a clear and compelling value proposition
• Conduct a complete review of the dues structure
• Identify sources of new dues revenue to replace dues lost to consolidation
• Develop and implement a longer-term financial plan
• Streamline decision-making processes at all levels
• Recruit and engage new and more diverse industry leaders at all levels
• Establish/expand mentoring and other programs to support new leaders

Goal 5: Determine NAPEO’s role in the broader employer services sector

Desired Results:

• Clarity about what the emerging market landscape looks like
• Clarity about where PEOs fit in the changing employer services marketplace
• Decision about NAPEO’s role in the changing employer services marketplace

Key Strategies:

• Conduct a comprehensive analysis about the changing employer services marketplace
• Establish a working group to develop a recommendation about where and how NAPEO fits in
  the emerging markets context
• Complete the decision-making process to determine the future role of NAPEO in the changing
  employer services marketplace