Download - IDEC 2014 Winter Leadership IRA Overview
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The International Reading Association
IDEC European Leadership SeminarLjubljana, Slovenia
January 24-25, 2014
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More than 53,000 members Operating budget of more than $12m (US) Staff of 71 Network of more than 1500 organized
chapters worldwide (councils, affiliates, provincials, regionals)
IRA: Literacy Educator’s Worldwide Professional Home
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Professional Development Events Publications Website resources Member expertise Network support
What IRA Provides
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Individual Membership by Month
7/1/
1996
7/1/
1997
7/1/
1998
7/1/
1999
7/1/
2000
7/1/
2001
7/1/
2002
7/1/
2003
7/1/
2004
7/1/
2005
7/1/
2006
7/1/
2007
7/1/
2008
7/1/
2009
7/1/
2010
7/1/
2011
7/1/
2012
7/1/
2013
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
1987Last five years=(27,626)
Prior five years=(781)
ALL MONTHS TO DATE
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Annual Conference Attendance
Orland
o 20
03
Reno
200
4
San
Anto
nio
2005
Chicag
o 20
06
Toro
nto
2007
Atlant
a 20
08
Min
neap
olis
& Pho
enix 2
009
Chicag
o 20
10
Orland
o 20
11
Chicag
o 20
12
San
Anto
nio
2013
-
5,000
10,000
15,000
20,000
25,000
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Annual Conference Surplus/Losslast 10 years
San
Anton
io 2
005
Chica
go 2
006
Toro
nto
2007
Atlant
a 20
08
Minne
apol
is & P
hoen
ix 2
009
Chica
go 2
010
Orland
o 20
11
Chica
go 2
012
San
Anton
io 2
013
-1
0
1
2
3
4
5
6
7
8
Revenue Expense Profit/(Loss)
In M
illio
ns
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Jul-01 Jul-02 Jul-03 Jul-04 Jul-05 Jul-06 Jul-07 Jul-08 Jul-09 Jul-10 Jul-11 Jul-12 Jul-130
10,000
20,000
30,000
40,000
50,000
60,000
70,000
RT
JAAL
RRQ
Individual & Institutional Journal Subscriptions
In the last five years journal subscriptions dropped 37-41%
In the prior five years journal subscriptions dropped 9-17%
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Book Sales by Units per MonthIRA Books Only—does not include E-books
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
-
20,000
40,000
FY06-07FY07-08FY08-09FY09-10FY10-11FY11-12FY12-13FY13-14
Last Five Years
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E-book Sales by Units per Month
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN0
100
200
300
400
500
600
FY12-13 FY13-14 FY14-15
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Membership is dropping Conference attendance is dropping Difficulty attracting younger members Scarcity of members interested in
leadership positions
Troubling Trends
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Limited pathways to leadership Recycled leaders Poor financial management Little or no strategic planning
What We Observe
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Generations of Members
Generational Impact on IRA
X (1965-1980):
independent, want a voice,
informal, individual, tech savvy, balanced,
self-sufficient
Y (1981-2001): networking,
informal, small group, tech
savvy, always “on”, civic-
minded, want a voice
Boom (1946-1964): time-
sensitive, team, always “young”, willing to learn, loyal, focused,
make a difference
Silent (1925-1945) : traditional,
conservative, disciplined,
structured, loyal, faith in
institutions, value structure
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Time Value expectations Market structure Competition Technology
* Race to Relevance: 5 Radical Changes for Associations, Harrison Coerver & Mary Byers, CAE
What About Trends?
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Cut 48% of the budgetCut 43% of staffNo change to IRA programs, services and resources
Impact on IRA
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Charting A New Strategic Direction
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Gathered and analyzed data◦ Membership ◦ Financial◦ Global trends
Shared the data◦ Board, Staff, Membership
Convened Board/staff strategic planning event◦ Assessed strengths, opportunities and challenges, and
established goals and objectives Assessed all areas for streamlining – governance,
operations, network – and commenced restructuring
The Planning Process
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IRA must revitalize and renew its membership proposition to attract
and retain members.
Conclusion?
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What would cease to happen if IRA (or your regional or local) fell of the face of the Earth
tomorrow?
Ask yourself this…
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Professional Development Public Engagement
Community Engagement
Building A New Membership Proposition
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Assess and modify IRA structurally (governance and operations) to maximize opportunities
Develop a strategic plan with goals that are bold, but realistic, achievable, measureable
Align and drive all resources to achieve goals
Utilize this professional network – IRA and all its chartered organizations to achieve the goals
Toward a New, Strong, Sustainable Network
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Establish IRA as worldwide authority and #1 resource provider in literacy education
Attain and maintain financial stability Increase membership value
IRA’s Goals
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• Increase media requests for IRA public comment by 50% each year for the next three years
• Increase IRA website traffic to 5m annual visits by 2016
• Become the #1 produced result in search engine rankings worldwide for literacy education keywords by 2018
Goal #1: Worldwide Authority in Literacy Education
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• Eliminate operating deficit by 2017
• Reduce draw from quasi-endowment to no more than 5% annually by 2017
• Increase revenue by 2% annually over the next three years
• Rebuild cash reserve funds to $20m by 2017
Goal #2: Attain & Maintain Financial Stability
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Goal #3: Increase Membership Value
•Develop 4 new member benefits by 2016
•Develop native language member resources for two countries by 2014
•Increase member retention from 2.5 to 5 years by 2018
•Develop customized membership experience (“My IRA”) by 2015-16
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IRA (ILA) is committed to investing in the required resources, IT and Human Capital, to position itself to effectively disseminate research and evidence-based knowledge and information, in a customized way, to school-based literacy educators of students ages 4-18.
Focused Strategic Direction
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New Membership Proposition
IRA (ILA) is committed to serving its membership by developing and offering outstanding professional services that can be customized to reflect the individual needs of its members.
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Governance, Org Structure & Culture
Membership ProfessionalLearning
IT
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Strong governance and operations Smart, conservative financial management Investment in IT and human capital Bold strategic plan with specific,
measureable, achievable goals. Development of a personal, individualized
membership experience Re-position IRA as a strong leader in literacy
and establish our role as a world thought leader
IRA’s Framework for Success
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International Literacy Association?
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Stronger Sustainable Network
Effective Operating Boards
Mission Aligned to IRA
Solid Financial Planning and Management
Strong Membership Proposition
Specific Plans for Future Growth
Building a Strong Network
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Website Portal
Email System
Data Management
Financial Services
Building Network Capacity
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Stabilize the organization financially and operationally
Use data to inform decision-making Members Matter
Guiding Mantra