idec 2014 winter leadership seminar iraoverview
TRANSCRIPT
IDEC European Leadership SeminarLjubljana, Slovenia
January 24-25, 2014
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)
Professional Development Events
Publications
Website resources
Member expertise
Network support
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
1987
Last five years=(27,626)
Prior five years=(781)
ALL MONTHS TO DATE
-1
0
1
2
3
4
5
6
7
8
In M
illions
Revenue Expense Profit/(Loss)
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
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-13
RT
In the last five years journal subscriptions dropped 37-41%
In the prior five years journal subscriptions dropped 9-17%
-
5,000
10,000
15,000
20,000
25,000
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
FY06-07
FY07-08
FY08-09
FY09-10
FY10-11
FY11-12
FY12-13
FY13-14
Last Five Years
0
100
200
300
400
500
600
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
FY12-13 FY13-14 FY14-15
Membership is dropping
Conference attendance is dropping
Difficulty attracting younger members
Scarcity of members interested in leadership positions
Limited pathways to leadership
Recycled leaders
Poor financial management
Little or no strategic planning
Generational
Impact on IRA
X (1965-1980):
independent, wa
nt a
voice, informal, i
ndividual, 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, alwa
ys “young”, willing
to
learn, loyal, focused,
make a difference
Silent (1925-1945) :
traditional, conservati
ve, disciplined, struct
ured, loyal, faith in
institutions, value
structure
Time
Value expectations
Market structure
Competition
Technology
* Race to Relevance: 5 Radical Changes for Associations, Harrison Coerver & Mary Byers, CAE
Cut 48% of the budget
Cut 43% of staff
No change to IRA programs, services and resources
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
IRA must revitalize and renew its membership proposition to attract
and retain members.
What would cease to happen if IRA (or your regional or local) fell of the face of the Earth
tomorrow?
Professional Development
Public Engagement
Community Engagement
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
Establish IRA as worldwide authority and #1 resource provider in literacy education
Attain and maintain financial stability
Increase membership value
• 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
• 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
•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
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.
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.
Governance, Org Structure & Culture
Membership ProfessionalLearning
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
Stronger
Sustainable
Network
Effective Operating Boards
Mission Aligned to IRA
Solid Financial Planning
and Management
Strong Membership
Proposition
Specific Plans for Future Growth
Website
Portal
Email System
Data
Management
Financial
Services
Stabilize the organization financially and operationally
Use data to inform decision-making
Members Matter