Our four Strategic Objectives define our approach to realize our Vision, and as such, constitute the focus of our Strategic Plan for 2026-2028. These four inter-related objectives address internal and external strategic advantages, challenges and opportunities. The objectives and corresponding strategies are aligned with our Vision across all key result areas. This integration is critical to the success of our Strategic Plan, as these objectives must be considered as four parts of one plan. The Plan highlights the four Strategic Objectives. The Plan also provides an overview of the Key Strategies designed to support the Strategic Objectives. These Key Strategies will change throughout the three years of the Plan, as we continue to assess our internal and external environment. The strategies selected focus on continuous improvements efforts for the member and employer experience post Horizon implementation. Listed below are ten Key Strategies we will utilize to help us achieve our four Objectives.
Key Result Area: Financial Health
Strategic Objective
To achieve and maintain a funding level that sustains the Plan.
As measured by:
- Achieving top decile funding level on a market-value basis relative to a universe of public pension funds
- Achieving progress toward a 100% funding goal
- Achieving or exceeding a 7.25% annual return over the long term (over 5-, 10- and 15-year basis).
- Outperforming the total portfolio benchmark (over 3-, 5- and 10-year basis)
Key Strategies
- Continue expansion of Internal Equity Management
- Integrate technological tools for optimal investment due diligence
- Explore investments in emerging markets to increase geographic diversification of private market portfolios
Key Result Area: Customer Engagement
Strategic Objective
To foster and maintain engaged members and employers.
As measured by:
- Achieving top quartile “Overall Satisfaction” and “Customer Effort” results on customer surveys
- Exceeding “American Customer Satisfaction Index” (ACSI) benchmark on Cobalt Survey
- Exceeding the 3 NPS Benchmarks (Financial, Business Services, Government) on customer surveys
Key Strategies
- Enhance the Member and Employer Experience Program
- Increase customer digital adoption of web-based services
Key Result Area: Workforce Engagement
Strategic Objective
To foster and maintain an engaged workforce.
As measured by:
- Achieving a top decile “percent engaged” score on the Employee Engagement Survey
- Achieving employee turnover levels below averages as measured by CompData Surveys
Key Strategies
- Implement the Building Our Future program to enhance the workplace experience
- Enhance the learning and development experience for staff
Key Result Area: Operational Excellence
Strategic Objective
To provide efficient and effective service at a reasonable cost.
As measured by:
- Achieving top quartile “Overall Service Score” ranking for the CEM Benchmarking Survey
- Achieving per-member-cost at or below the median of the CEM administrative cost measure
Key Strategies
- Strengthen efficiency, cross-functionality and quality across IMRF business processes
- Develop process to evaluate technological tools across the organization
- Accelerate Journey of Excellence momentum
