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Overview of International Reading Association membership, programs and services, the process of strategic planning and direction for the future.
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The International Reading Association
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)
IRA: Literacy Educator’s Worldwide Professional Home
Professional Development Events Publications Website resources Member expertise Network support
What IRA Provides
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
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
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
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%
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
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
Membership is dropping Conference attendance is dropping Difficulty attracting younger members Scarcity of members interested in
leadership positions
Troubling Trends
Limited pathways to leadership Recycled leaders Poor financial management Little or no strategic planning
What We Observe
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
Time Value expectations Market structure Competition Technology
* Race to Relevance: 5 Radical Changes for Associations, Harrison Coerver & Mary Byers, CAE
What About Trends?
Cut 48% of the budgetCut 43% of staffNo change to IRA programs, services and resources
Impact on IRA
Charting A New Strategic Direction
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
IRA must revitalize and renew its membership proposition to attract
and retain members.
Conclusion?
What would cease to happen if IRA (or your regional or local) fell of the face of the Earth
tomorrow?
Ask yourself this…
Professional Development Public Engagement
Community Engagement
Building A New Membership Proposition
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
Establish IRA as worldwide authority and #1 resource provider in literacy education
Attain and maintain financial stability Increase membership value
IRA’s Goals
• 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
• 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
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
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
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.
Governance, Org Structure & Culture
Membership ProfessionalLearning
IT
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
International Literacy Association?
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
Website Portal
Email System
Data Management
Financial Services
Building Network Capacity
Stabilize the organization financially and operationally
Use data to inform decision-making Members Matter
Guiding Mantra