2007/2008 Strategic Plan advancing professionals

Plan Index Welcome & Introductions Mission, Vision & Values Plan Development SWOT Analysis Critical Issues For IPRA Goal I: Membership Value Goal II: Governance/Board Policies Roll-Over Outcomes Conclusion

Welcome & Introductions

Mission, Vision & Values

Plan Development

SWOT Analysis

Critical Issues For IPRA

Goal I: Membership Value

Goal II: Governance/Board Policies

Roll-Over Outcomes

Conclusion

Welcome & Introductions 2007 Chairman of the Board Amy Charlesworth, CPRP, Rolling Meadows Park District

Mission, Vision & Values

Mission Statement “ It is the mission of the Illinois Park and Recreation Association to be an advocate in providing quality park, recreation and conservation education, resources and services to professionals and citizens throughout the state of Illinois.”

Vision Statement “ It is the vision of the Illinois Park and Recreation Association to be a state and national leader in advancing parks, recreation and conservation.”

“ It is the vision of the Illinois Park and Recreation Association to be a state and national leader in advancing parks, recreation and conservation.”

Values Advocacy Advocacy for parks, recreation and conservation Community Strong Community Leadership Collaboration Professional and Citizen Collaboration Education Quality Education Inclusion Promoting Inclusion of All Innovation Creativity and Innovation

Advocacy

Advocacy for parks, recreation and conservation

Community

Strong Community Leadership

Collaboration

Professional and Citizen Collaboration

Education

Quality Education

Inclusion

Promoting Inclusion of All

Innovation

Creativity and Innovation

Plan Development

Plan Development Utilized a project planning perspective Project management office/organization Looked at mission and vision Reviewed Board minutes Listened to feedback from members SWOT analysis reviewed and revised Staff reviewed past accomplishments and current projects Honest discussions occurred Laid out goals and developed outcomes

Utilized a project planning perspective

Project management office/organization

Looked at mission and vision

Reviewed Board minutes

Listened to feedback from members

SWOT analysis reviewed and revised

Staff reviewed past accomplishments and current projects

Honest discussions occurred

Laid out goals and developed outcomes

SWOT Analysis

SWOT Analysis Staff reviewed the Strengths, Weakness, Opportunities and Threats Staff viewed each area in a honest and realistic way Staff reviewed what was apparent in the last years Staff realized that most weaknesses from 06/07 were no longer applicable

Staff reviewed the Strengths, Weakness, Opportunities and Threats

Staff viewed each area in a honest and realistic way

Staff reviewed what was apparent in the last years

Staff realized that most weaknesses from 06/07 were no longer applicable

SWOT - Strengths Thinking outside the box Stability Commitment of skilled staff Consolidation of member categories Electronic communication Proactive versus reactive New strong IPRA team Supportive and association focused BOD Technology has decentralized operations Respectable on a national level More efficient operations Involved and passionate members Strong relationships between staff and members BOD that follows mission and values BOD firm on decision making Autonomy in Director level to accomplish G/O Trend setting & scaleable in technology

Thinking outside the box

Stability

Commitment of skilled staff

Consolidation of member categories

Electronic communication

Proactive versus reactive

New strong IPRA team

Supportive and association focused BOD

Technology has decentralized operations

Respectable on a national level

More efficient operations

Involved and passionate members

Strong relationships between staff and members

BOD that follows mission and values

BOD firm on decision making

Autonomy in Director level to accomplish G/O

Trend setting & scaleable in technology

SWOT - Weaknesses Confusion to IAPD and IPRA roles Budget limitations – constant Non-tech savvy membership (improvements made though) Staff role in committees – guidance Section members who don’t communicate through section or staff High percentage of members not involved Website usability Overall educational planning with all groups Student Section – no student leadership Section meeting attendance from leadership (committee chairs etc.) Committee Chair training Do less…better Staff better use of member knowledge and resources

Confusion to IAPD and IPRA roles

Budget limitations – constant

Non-tech savvy membership (improvements made though)

Staff role in committees – guidance

Section members who don’t communicate through section or staff

High percentage of members not involved

Website usability

Overall educational planning with all groups

Student Section – no student leadership

Section meeting attendance from leadership (committee chairs etc.)

Committee Chair training

Do less…better

Staff better use of member knowledge and resources

SWOT - Opportunities More controlled value to corporate members – review greater in needs Educational expansion – on-line MARC Card Membership recruitment and involvement Interactive Section Websites Using Web 2.0 in development opportunities with other state P&R agencies and organizations Smart Partnerships to build PR Increasing professionalism in field Internal/external communications with all groups Educate and inform members on ways to improve and advance their communities Greater use of PR to educate public about IPRA and Professionalism Increase recognition of agency staff to Boards Greater understanding of legislative issues by Director Staff New Leadership and Directors in field in advancing Parks and Recreation “ What if’s…..” Avectra System Restructured / simplified website Advocacy site improvements Growth of Resources / library (Rec-ipedia) Lexus / Nexus Resource Working collectively with PDRMA Build up greater “Member Only” resources LocateAPark.com – New park locator site

More controlled value to corporate members – review greater in needs

Educational expansion – on-line

MARC Card

Membership recruitment and involvement

Interactive Section Websites

Using Web 2.0 in development opportunities with other state P&R agencies and organizations

Smart Partnerships to build PR

Increasing professionalism in field

Internal/external communications with all groups

Educate and inform members on ways to improve and advance their communities

Greater use of PR to educate public about IPRA and Professionalism

Increase recognition of agency staff to Boards

Greater understanding of legislative issues by Director Staff

New Leadership and Directors in field in advancing Parks and Recreation

“ What if’s…..”

Avectra System

Restructured / simplified website

Advocacy site improvements

Growth of Resources / library (Rec-ipedia)

Lexus / Nexus Resource

Working collectively with PDRMA

Build up greater “Member Only” resources

LocateAPark.com – New park locator site

SWOT - Threats iMIS – data loss Dues Increase – without increasing value or benefits Reduced renewals due to increase BMW Revenue loss Member desire to dismiss technology and return to paper Agency decreased funding for Professional Development Agency decreased funding for Professional Development Local government battle for tax dollars through referendum Effects from unstable foreign policies Elected officials looking outside field for agency leadership MARC – Increase of education and programs that cannot be serviced Bad press at agencies

iMIS – data loss

Dues Increase – without increasing value or benefits

Reduced renewals due to increase

BMW Revenue loss

Member desire to dismiss technology and return to paper

Agency decreased funding for Professional Development

Agency decreased funding for Professional Development

Local government battle for tax dollars through referendum

Effects from unstable foreign policies

Elected officials looking outside field for agency leadership

MARC – Increase of education and programs that cannot be serviced

Bad press at agencies

Critical Issues For IPRA

Critical Issues Staff has identified critical issues that will affect the association in future years which should be addressed by the Board of Directors.

Staff has identified critical issues that will affect the association in future years which should be addressed by the Board of Directors.

Critical Issue One Western Open Revenue Loss With the association loosing the Western Open (BMW Series) in 2008 and 2010 it will be necessary to realize cost effective budgeting during these years. The Board has taken action in 2007 to address the loss of the revenue with increasing dues.

Western Open Revenue Loss

With the association loosing the Western Open (BMW Series) in 2008 and 2010 it will be necessary to realize cost effective budgeting during these years.

The Board has taken action in 2007 to address the loss of the revenue with increasing dues.

Critical Issue Two Agency Budget Reduction in Education and Membership It is imperative that IPRA starts bringing the message of the importance of association membership and the value of membership to decision makers within an agency Ensure funding for educational and membership opportunities within the association.

Agency Budget Reduction in Education and Membership

It is imperative that IPRA starts bringing the message of the importance of association membership and the value of membership to decision makers within an agency

Ensure funding for educational and membership opportunities within the association.

Critical Issue Three Education and Training It is imperative as an educational not for profit that IPRA continue to focus on an array and variety of management and training opportunities that represent the diversity of job assignments within the membership. These programs should be of the highest quality utilizing speakers that represent the area of concentration in a significant manner.

Education and Training

It is imperative as an educational not for profit that IPRA continue to focus on an array and variety of management and training opportunities that represent the diversity of job assignments within the membership.

These programs should be of the highest quality utilizing speakers that represent the area of concentration in a significant manner.

Critical Issue Four Boards Looking Outside Field for Directors This critical issue centers on agency boards that would consider a candidate for a Director position that either has no working experience within a park and recreation agency in Illinois or a board that goes directly to the business community for leadership. These individuals usually have no park and recreation work experience and thus can reduce the effectiveness of the agencies on the services provided to the community.

Boards Looking Outside Field for Directors

This critical issue centers on agency boards that would consider a candidate for a Director position that either has no working experience within a park and recreation agency in Illinois or a board that goes directly to the business community for leadership.

These individuals usually have no park and recreation work experience and thus can reduce the effectiveness of the agencies on the services provided to the community.

Critical Issue Five Younger/New Member Involvement: It is imperative that the association promote to the younger and new member generation the importance of networking, volunteerism and involvement within the association. Bring in “new blood” to the forefront of leadership. Without such future leadership the association may be reduced to a “staff driven only” organization with minimal volunteerism. This would reject the premise of a volunteer organization that is “staff driven” by day to day operations and not member involvement.

Younger/New Member Involvement:

It is imperative that the association promote to the younger and new member generation the importance of networking, volunteerism and involvement within the association.

Bring in “new blood” to the forefront of leadership. Without such future leadership the association may be reduced to a “staff driven only” organization with minimal volunteerism.

This would reject the premise of a volunteer organization that is “staff driven” by day to day operations and not member involvement.

Critical Issue Six Minority Involvement For years IPRA has been viewed as a “Caucasian” organization. Realize the need to improve and build relationships with minority populations to attract minority members to the association and the field of parks and recreation. Improved educational and informational sessions will be necessary to build the internal knowledge base in order to gain external minority acceptance. “ Inclusion” is a Value of IPRA that needs to be expanded upon within 2007 and 2008.

Minority Involvement

For years IPRA has been viewed as a “Caucasian” organization.

Realize the need to improve and build relationships with minority populations to attract minority members to the association and the field of parks and recreation.

Improved educational and informational sessions will be necessary to build the internal knowledge base in order to gain external minority acceptance.

“ Inclusion” is a Value of IPRA that needs to be expanded upon within 2007 and 2008.

Goals & Outcomes Membership Value

Goal I: Membership Value Define, develop and market the value of the association to member agencies, the individual member and the general public to provide an understanding of the sustaining and future benefits of membership – and parks and recreation.

Define, develop and market the value of the association to member agencies, the individual member and the general public to provide an understanding of the sustaining and future benefits of membership – and parks and recreation.

Goal I: Assessment Historically, services provided taken for granted because a majority of members’ dues were paid by the agency. Left individual members with no incentive to take action or a clear understanding of how they could benefit. Significant changes occurring at the association, including a dues increase and restructuring of the membership types.

Historically, services provided taken for granted because a majority of members’ dues were paid by the agency.

Left individual members with no incentive to take action or a clear understanding of how they could benefit.

Significant changes occurring at the association, including a dues increase and restructuring of the membership types.

Goal I: Assessment High priority is being put on showing the value of membership and provide the membership with the tools needed to advance their careers. Follow the IPRA Pillars of Advancement: Education, Networking, Resources, Certification and Advocacy. Every membership benefit must provide a value to the member agency, the individual member and the general public.

High priority is being put on showing the value of membership and provide the membership with the tools needed to advance their careers.

Follow the IPRA Pillars of Advancement: Education, Networking, Resources, Certification and Advocacy.

Every membership benefit must provide a value to the member agency, the individual member and the general public.

Goal I: Outcomes Offer a series of successful educational workshops and programs through the association and sections (special interest groups) that encompass a wide variety of topics beneficial to every sector of the membership and follow the mission of the association.

Offer a series of successful educational workshops and programs through the association and sections (special interest groups) that encompass a wide variety of topics beneficial to every sector of the membership and follow the mission of the association.

Goal I: Outcomes Restructure and simplify the current Web site to increase usability while extending and expanding online resources available to the membership that will assist in a member’s professional career and agency.

Restructure and simplify the current Web site to increase usability while extending and expanding online resources available to the membership that will assist in a member’s professional career and agency.

Goal I: Outcomes Introduce and successfully execute Year 1 of the MARC Card program which will be used as a monetary gift card for Professional Members toward educational workshops.

Introduce and successfully execute Year 1 of the MARC Card program which will be used as a monetary gift card for Professional Members toward educational workshops.

Goal I: Outcomes Introduce and successfully execute Year 2 of the MARC Card program which will be used as a redemption card toward educational workshops designed to increase member participation in exchange for discounts and prizes – along with the monetary gift card element for Professional Members.

Introduce and successfully execute Year 2 of the MARC Card program which will be used as a redemption card toward educational workshops designed to increase member participation in exchange for discounts and prizes – along with the monetary gift card element for Professional Members.

Goal I: Outcomes Increased recognition of individual members through online/print/personal materials that enhance the professional and profession.

Increased recognition of individual members through online/print/personal materials that enhance the professional and profession.

Goal I: Outcomes Maintain a greater staff presence at association functions and events to further show commitment to the membership’s advancement and provide the association as a visible partner with the member and agency.

Maintain a greater staff presence at association functions and events to further show commitment to the membership’s advancement and provide the association as a visible partner with the member and agency.

Goal I: Outcomes Increased marketing funding within the fiscal budget to develop, promote and enhance the character and positive aspects of park and recreation professionals on the impact of a community and benefits derived from enhanced education, certifications and knowledge to public officials. Provide individual and member agencies the communication and marketing tools to effectively promote the benefits of parks and recreation and the professional association to the general public. Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base. Installation of the Avectra Membership System with staff development and training throughout 2007 to ensure on-line compatibility and stability for access to the membership in 2008.

Increased marketing funding within the fiscal budget to develop, promote and enhance the character and positive aspects of park and recreation professionals on the impact of a community and benefits derived from enhanced education, certifications and knowledge to public officials.

Provide individual and member agencies the communication and marketing tools to effectively promote the benefits of parks and recreation and the professional association to the general public.

Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base.

Installation of the Avectra Membership System with staff development and training throughout 2007 to ensure on-line compatibility and stability for access to the membership in 2008.

Goal I: Outcomes Provide individual and member agencies the communication and marketing tools to effectively promote the benefits of parks and recreation and the professional association to the general public.

Provide individual and member agencies the communication and marketing tools to effectively promote the benefits of parks and recreation and the professional association to the general public.

Goal I: Outcomes Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base.

Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base.

Goal I: Outcomes Installation of the Avectra Membership System with staff development and training throughout 2007 to ensure online compatibility and stability for access to the membership in 2008.

Installation of the Avectra Membership System with staff development and training throughout 2007 to ensure online compatibility and stability for access to the membership in 2008.

Goal I: Outcomes Utilization, development and application of the Avectra Membership System for use by the membership in accessing individual membership data, registration and information.

Utilization, development and application of the Avectra Membership System for use by the membership in accessing individual membership data, registration and information.

Goal I: Outcomes Build, strengthen and continue development of IPRA as a PMO (Project Management Organization) expanding to all levels of operation in order to provide the membership with greater quality services in a professional manner.

Build, strengthen and continue development of IPRA as a PMO (Project Management Organization) expanding to all levels of operation in order to provide the membership with greater quality services in a professional manner.

Goal I: Outcomes Research and development of a online voting system that would provide greater convenience of use for the member within the elections process by September 2007.

Research and development of a online voting system that would provide greater convenience of use for the member within the elections process by September 2007.

Goals & Outcomes Governance/Board Policies

Goal II: Governance/Board Policies Continue review of the Governance structure of the association and development of related Board Policies for the effective operation of the Board of Directors.

Continue review of the Governance structure of the association and development of related Board Policies for the effective operation of the Board of Directors.

Goal II: Assessment Board of Directors has moved forward on reviewing and establishing a new order of governance within the association Review of the Board of Directors Administrative Policies for operation of the Board of Directors. Board of Directors will need to focus on finalizing and decision making for the governance structure of the association and the policies that focus on the operation of the Board of Directors.

Board of Directors has moved forward on reviewing and establishing a new order of governance within the association

Review of the Board of Directors Administrative Policies for operation of the Board of Directors.

Board of Directors will need to focus on finalizing and decision making for the governance structure of the association and the policies that focus on the operation of the Board of Directors.

Goal II: Assessment It will be critical for the Board to work diligently to ensure that these courses of action are completed. Chairman of the Board and the Board of Directors to direct staff if any assistance is need to ensure that there is no conflict of interest by staff on the decision making process of self governance.

It will be critical for the Board to work diligently to ensure that these courses of action are completed.

Chairman of the Board and the Board of Directors to direct staff if any assistance is need to ensure that there is no conflict of interest by staff on the decision making process of self governance.

Goal II: Outcomes The Board of Directors Governance Task Force concludes their review and research phase of the Governance restructuring of the Board of Directors.

The Board of Directors Governance Task Force concludes their review and research phase of the Governance restructuring of the Board of Directors.

Goal II: Outcomes The Governance Task Force reviews and recommends a course of action by the Board of Directors in regards to the reduction of the Board of Directors.

The Governance Task Force reviews and recommends a course of action by the Board of Directors in regards to the reduction of the Board of Directors.

Goal II: Outcomes Based on the course of action by the Board of Directors in regards to governance of the association a strategic time table and attrition plan is adopted for any changes to the Board of Directors.

Based on the course of action by the Board of Directors in regards to governance of the association a strategic time table and attrition plan is adopted for any changes to the Board of Directors.

Goal II: Outcomes Board of Directors Task Force final review and recommendation for the Board of Directors Administrative Policy Manual.

Board of Directors Task Force final review and recommendation for the Board of Directors Administrative Policy Manual.

Goal II: Outcomes Board of Directors adopts the Board of Directors Administrative Policy Manual.

Board of Directors adopts the Board of Directors Administrative Policy Manual.

Goal II: Outcomes Review and adoption of a Partnership Policy that outlines criteria and procedures for establishment of partnerships with other organizations or corporations.

Review and adoption of a Partnership Policy that outlines criteria and procedures for establishment of partnerships with other organizations or corporations.

Goal II: Outcomes Education and training for the Board of Directors at 2 meetings per year on association management principles and practices relative to a not for profit Board of Directors.

Education and training for the Board of Directors at 2 meetings per year on association management principles and practices relative to a not for profit Board of Directors.

Goal II: Outcomes Review and adoption of the IPRA/IAPD Joint Agreement for joint operations amongst the two associations.

Review and adoption of the IPRA/IAPD Joint Agreement for joint operations amongst the two associations.

Goal II: Outcomes Board of Directors reviews and develops a Leadership Plan for the future growth of leadership in the association in order to sustain the volunteer base necessary to continue as a volunteer organization with day to day operations completed by staff.

Board of Directors reviews and develops a Leadership Plan for the future growth of leadership in the association in order to sustain the volunteer base necessary to continue as a volunteer organization with day to day operations completed by staff.

Goal II: Outcomes Board of Directors review, investigates and develops a with a Leadership Plan the promotion of the parks and recreation field to minorities in order to gain greater minority involvement in the association and the field of parks and recreation.

Board of Directors review, investigates and develops a with a Leadership Plan the promotion of the parks and recreation field to minorities in order to gain greater minority involvement in the association and the field of parks and recreation.

Goal II: Outcomes Legislatively pursue the inclusion of the Illinois Park & Recreation Association within the exceptions of the Illinois Municipal Retirement Fund through state legislative approval.

Legislatively pursue the inclusion of the Illinois Park & Recreation Association within the exceptions of the Illinois Municipal Retirement Fund through state legislative approval.

Roll-Over Outcomes

Roll-Over Outcomes Review, investigate and define the current library resource material with a clear avenue for retrieval of information by members. (2006) This project will continue into 2007 as described within the 2007/2008 Strategic Plan. Though this project will be an on-going project the final development and data management will still need to be completed.

Review, investigate and define the current library resource material with a clear avenue for retrieval of information by members. (2006)

This project will continue into 2007 as described within the 2007/2008 Strategic Plan. Though this project will be an on-going project the final development and data management will still need to be completed.

Roll-Over Outcomes Review and define partnerships that will enhance the parks and recreation profession and association. (2006 and 2007) This outcome is on-going throughout all Strategic Planning periods with review on an annual basis of partnerships that fall within the mission and values of the association.

Review and define partnerships that will enhance the parks and recreation profession and association. (2006 and 2007)

This outcome is on-going throughout all Strategic Planning periods with review on an annual basis of partnerships that fall within the mission and values of the association.

Roll-Over Outcomes Preparation and distribution of financial reports to sections and Finance Committee in a timely and efficient manner to allow for accurate accounting of budget expenditures. (2006) Staff will continue to enhance and distribute reporting on a timely basis in order to maintain accurate accounting of each section. Sections will also be trained each year on the budgeting and accounting financial policies and procedures.

Preparation and distribution of financial reports to sections and Finance Committee in a timely and efficient manner to allow for accurate accounting of budget expenditures. (2006)

Staff will continue to enhance and distribute reporting on a timely basis in order to maintain accurate accounting of each section. Sections will also be trained each year on the budgeting and accounting financial policies and procedures.

Roll-Over Outcomes Development of a Five-Year Forecast after the sale of the IPRA facility in Carol Stream, Illinois and distribution of the forecast to the membership. (2006) This was delayed with a discussion of a dues increase. With the increase in effect, this outcome will move forward to give the Board of Directors clear financial direction for the future development of the association.

Development of a Five-Year Forecast after the sale of the IPRA facility in Carol Stream, Illinois and distribution of the forecast to the membership. (2006)

This was delayed with a discussion of a dues increase. With the increase in effect, this outcome will move forward to give the Board of Directors clear financial direction for the future development of the association.

Roll-Over Outcomes Installation and training of new membership software program to provide greater service to the member. (Spring Training 2006 total implementation by Fall 2006) This outcome is part of the 2007/2008 Strategic Plan and a major Project Management operation for 2007 with large on-line development for 2008.

Installation and training of new membership software program to provide greater service to the member. (Spring Training 2006 total implementation by Fall 2006)

This outcome is part of the 2007/2008 Strategic Plan and a major Project Management operation for 2007 with large on-line development for 2008.

Roll-Over Outcomes Installation of a “portal” to allow members to renew membership, check records and accurately review individual membership data and information in a “real time” fashion. (2007) This outcome will be part of the 2007/2008 Strategic Plan and will implemented within the 2008 planning period due to the learning and beta testing curves of the new system.

Installation of a “portal” to allow members to renew membership, check records and accurately review individual membership data and information in a “real time” fashion. (2007)

This outcome will be part of the 2007/2008 Strategic Plan and will implemented within the 2008 planning period due to the learning and beta testing curves of the new system.

Roll-Over Outcomes Development of internal daily operational policies and procedures to provide clear direction to staff and members. (2006) This outcome will be completed and finalized within the 2007 year of the 2007/2008 Strategic Plan.

Development of internal daily operational policies and procedures to provide clear direction to staff and members. (2006)

This outcome will be completed and finalized within the 2007 year of the 2007/2008 Strategic Plan.

Roll-Over Outcomes Investigation, review and discussion by the Board of Directors to the hiring of a contractual service advice and management for members and the association regarding human resource issues. (2007) (BW) It is believed that this outcome will need further investigation and review. Though this item would be a member value that would enhance members perception of individualism within the association as far as career path and needs.

Investigation, review and discussion by the Board of Directors to the hiring of a contractual service advice and management for members and the association regarding human resource issues. (2007) (BW)

It is believed that this outcome will need further investigation and review. Though this item would be a member value that would enhance members perception of individualism within the association as far as career path and needs.

Conclusion In the past, IPRA has taken for granted the high number of agencies that pay for membership within the association. This created an environment of allowing mediocrity to creep into the decision making process which decreased the value to the member. Mediocrity also crept into the minds of the member. Thus, expectations by the member were minimal and outcomes were either quickly accomplished and shelved or left without any conclusion. “ Value Based” strategy dissolves the perception of mediocrity and provides a greater understanding by the Board, staff and especially the member. Once members recognize the enhanced value of membership, attitudes change in a positive manner about the association and the field of parks and recreation by the professional, non-professional and citizen. It is incumbent upon the association to increase the value of membership and the positive image of the association to elected and public officials. As elected and public officials are the actual stewards of the park and recreation agency and have the ability to regulate funding for association activities; the association must, on behalf of the members, provide significant and positive information to these individuals in order to develop and maintain their trust and confidence. This measurable outcome will therefore show greater value to member when recognition from the leadership is cast upon. Critical issues of empathy by younger generations and the difficulty of recruitment of minority leadership makes it incumbent upon the association to make great efforts to increase these issues in a positive manner. Incumbent upon the association not to “fool ourselves.”

In the past, IPRA has taken for granted the high number of agencies that pay for membership within the association.

This created an environment of allowing mediocrity to creep into the decision making process which decreased the value to the member.

Mediocrity also crept into the minds of the member. Thus, expectations by the member were minimal and outcomes were either quickly accomplished and shelved or left without any conclusion.

“ Value Based” strategy dissolves the perception of mediocrity and provides a greater understanding by the Board, staff and especially the member.

Once members recognize the enhanced value of membership, attitudes change in a positive manner about the association and the field of parks and recreation by the professional, non-professional and citizen.

It is incumbent upon the association to increase the value of membership and the positive image of the association to elected and public officials.

As elected and public officials are the actual stewards of the park and recreation agency and have the ability to regulate funding for association activities; the association must, on behalf of the members, provide significant and positive information to these individuals in order to develop and maintain their trust and confidence.

This measurable outcome will therefore show greater value to member when recognition from the leadership is cast upon.

Critical issues of empathy by younger generations and the difficulty of recruitment of minority leadership makes it incumbent upon the association to make great efforts to increase these issues in a positive manner.

Incumbent upon the association not to “fool ourselves.”

Conclusion

Conclusion Will take more time and effort than an outcome within a Strategic Plan. These issues will need to be an Ongoing process as policy within the association with the first development and investigatory steps being made within this plan. Individuals should not be fooled into believing that these outcomes can be accomplished overnight.

Will take more time and effort than an outcome within a Strategic Plan. These issues will need to be an Ongoing process as policy within the association with the first development and investigatory steps being made within this plan.

Individuals should not be fooled into believing that these outcomes can be accomplished overnight.

Conclusion These outcomes have a historical perspective to them that will take continued growth and year to accomplish. Objectives and tactics of those outcomes to be placed within the Staff Work Plan enhances the ability for greater use of Project Management Objectives and “trial and error” before declaring the outcome successful and completed.

These outcomes have a historical perspective to them that will take continued growth and year to accomplish.

Objectives and tactics of those outcomes to be placed within the Staff Work Plan enhances the ability for greater use of Project Management Objectives and “trial and error” before declaring the outcome successful and completed.

Conclusion New strategic planning approach has been successful for this type of association due to the strong competencies of the staff and strong leadership of the Board of Directors. Approach to strategic planning also allows greater creativity within a Project Management Organization (PMO).

New strategic planning approach has been successful for this type of association due to the strong competencies of the staff and strong leadership of the Board of Directors.

Approach to strategic planning also allows greater creativity within a Project Management Organization (PMO).

Conclusion Strategic Plan ownership is entrusted to the IPRA Board of Directors and a directive policy tool, the implementation within a PMO is directed toward the staff and volunteer based organization in order to accomplish the Board of Directors directive. Vitally important that the Board of Directors take ownership of the Plan and ensure that the membership is dutifully served by the outcomes. This is a vital fiduciary responsibility.

Strategic Plan ownership is entrusted to the IPRA Board of Directors and a directive policy tool, the implementation within a PMO is directed toward the staff and volunteer based organization in order to accomplish the Board of Directors directive.

Vitally important that the Board of Directors take ownership of the Plan and ensure that the membership is dutifully served by the outcomes. This is a vital fiduciary responsibility.

Finally…. Thank you to the Board of Directors for giving us this opportunity. Thank you to the entire staff for their vision, honesty, foresight and energy. Thank you to the Board for your confidence to move forward in a positive manner.

Thank you to the Board of Directors for giving us this opportunity.

Thank you to the entire staff for their vision, honesty, foresight and energy.

Thank you to the Board for your confidence to move forward in a positive manner.

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