IPRA 2007/2008 Strategic Plan


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The first Strategic Plan and Work Plan for the Illinois Park and Recreation Association (IPRA) covered the two-year period of 2006 and 2007 and will continue to be the basic working document to direct the association for the future.

The Strategic Plan is a continuous working document that provides a clear direction for the work of the association as a unified, future developing organization. Its direction is also to support the Board of Directors in a positive decision making process regarding organizational direction, budget and program priorities.

Its core direction follows the mission and values of the association with working towards enhancing and improving programs and services for the members. Staff reviewed the 2006/2007 Strategic Plan and has redirected items from the current plan that were not accomplished or were semi-accomplished to the 2007/2008 Strategic Plan.

The 2007/2008 Strategic Plan is not a “work plan” but an open document that may change with the direction of the association. Outcomes are accomplished through the IPRA Staff Work Plan which may incorporate Governance or Board Policy outcomes to assist the Board of Directors. The Staff Work Plan is a creative, project management oriented document that allows significant research and testing before the outcome is specified as completed. The allowance of creativity and project management within the Work Plan is significant as it allows for “trial and error” before a positive outcome is accomplished thus completing the outcome to the satisfaction of the Board of Directors.

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IPRA 2007/2008 Strategic Plan

  1. 1. 2007/2008 Strategic Plan advancing professionals
  2. 2. Plan Index <ul><li>Welcome & Introductions </li></ul><ul><li>Mission, Vision & Values </li></ul><ul><li>Plan Development </li></ul><ul><li>SWOT Analysis </li></ul><ul><li>Critical Issues For IPRA </li></ul><ul><li>Goal I: Membership Value </li></ul><ul><li>Goal II: Governance/Board Policies </li></ul><ul><li>Roll-Over Outcomes </li></ul><ul><li>Conclusion </li></ul>
  3. 3. Welcome & Introductions 2007 Chairman of the Board Amy Charlesworth, CPRP, Rolling Meadows Park District
  4. 4. Mission, Vision & Values
  5. 5. 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.”
  6. 6. Vision Statement <ul><li>“ It is the vision of the Illinois Park and Recreation Association to be a state and national leader in advancing parks, recreation and conservation.” </li></ul>
  7. 7. Values <ul><li>Advocacy </li></ul><ul><li>Advocacy for parks, recreation and conservation </li></ul><ul><li>Community </li></ul><ul><li>Strong Community Leadership </li></ul><ul><li>Collaboration </li></ul><ul><li>Professional and Citizen Collaboration </li></ul><ul><li>Education </li></ul><ul><li>Quality Education </li></ul><ul><li>Inclusion </li></ul><ul><ul><li>Promoting Inclusion of All </li></ul></ul><ul><li>Innovation </li></ul><ul><li>Creativity and Innovation </li></ul>
  8. 8. Plan Development
  9. 9. Plan Development <ul><li>Utilized a project planning perspective </li></ul><ul><li>Project management office/organization </li></ul><ul><li>Looked at mission and vision </li></ul><ul><li>Reviewed Board minutes </li></ul><ul><li>Listened to feedback from members </li></ul><ul><li>SWOT analysis reviewed and revised </li></ul><ul><li>Staff reviewed past accomplishments and current projects </li></ul><ul><li>Honest discussions occurred </li></ul><ul><li>Laid out goals and developed outcomes </li></ul>
  10. 10. SWOT Analysis
  11. 11. SWOT Analysis <ul><li>Staff reviewed the Strengths, Weakness, Opportunities and Threats </li></ul><ul><li>Staff viewed each area in a honest and realistic way </li></ul><ul><li>Staff reviewed what was apparent in the last years </li></ul><ul><li>Staff realized that most weaknesses from 06/07 were no longer applicable </li></ul>
  12. 12. SWOT - Strengths <ul><li>Thinking outside the box </li></ul><ul><li>Stability </li></ul><ul><li>Commitment of skilled staff </li></ul><ul><li>Consolidation of member categories </li></ul><ul><li>Electronic communication </li></ul><ul><li>Proactive versus reactive </li></ul><ul><li>New strong IPRA team </li></ul><ul><li>Supportive and association focused BOD </li></ul><ul><li>Technology has decentralized operations </li></ul><ul><li>Respectable on a national level </li></ul><ul><li>More efficient operations </li></ul><ul><li>Involved and passionate members </li></ul><ul><li>Strong relationships between staff and members </li></ul><ul><li>BOD that follows mission and values </li></ul><ul><li>BOD firm on decision making </li></ul><ul><li>Autonomy in Director level to accomplish G/O </li></ul><ul><li>Trend setting & scaleable in technology </li></ul>
  13. 13. SWOT - Weaknesses <ul><li>Confusion to IAPD and IPRA roles </li></ul><ul><li>Budget limitations – constant </li></ul><ul><li>Non-tech savvy membership (improvements made though) </li></ul><ul><li>Staff role in committees – guidance </li></ul><ul><li>Section members who don’t communicate through section or staff </li></ul><ul><li>High percentage of members not involved </li></ul><ul><li>Website usability </li></ul><ul><li>Overall educational planning with all groups </li></ul><ul><li>Student Section – no student leadership </li></ul><ul><li>Section meeting attendance from leadership (committee chairs etc.) </li></ul><ul><li>Committee Chair training </li></ul><ul><li>Do less…better </li></ul><ul><li>Staff better use of member knowledge and resources </li></ul>
  14. 14. SWOT - Opportunities <ul><li>More controlled value to corporate members – review greater in needs </li></ul><ul><li>Educational expansion – on-line </li></ul><ul><li>MARC Card </li></ul><ul><li>Membership recruitment and involvement </li></ul><ul><li>Interactive Section Websites </li></ul><ul><li>Using Web 2.0 in development opportunities with other state P&R agencies and organizations </li></ul><ul><li>Smart Partnerships to build PR </li></ul><ul><li>Increasing professionalism in field </li></ul><ul><li>Internal/external communications with all groups </li></ul><ul><li>Educate and inform members on ways to improve and advance their communities </li></ul><ul><li>Greater use of PR to educate public about IPRA and Professionalism </li></ul><ul><li>Increase recognition of agency staff to Boards </li></ul><ul><li>Greater understanding of legislative issues by Director Staff </li></ul><ul><li>New Leadership and Directors in field in advancing Parks and Recreation </li></ul><ul><li>“ What if’s…..” </li></ul><ul><li>Avectra System </li></ul><ul><li>Restructured / simplified website </li></ul><ul><li>Advocacy site improvements </li></ul><ul><li>Growth of Resources / library (Rec-ipedia) </li></ul><ul><li>Lexus / Nexus Resource </li></ul><ul><li>Working collectively with PDRMA </li></ul><ul><li>Build up greater “Member Only” resources </li></ul><ul><li>LocateAPark.com – New park locator site </li></ul>
  15. 15. SWOT - Threats <ul><li>iMIS – data loss </li></ul><ul><li>Dues Increase – without increasing value or benefits </li></ul><ul><li>Reduced renewals due to increase </li></ul><ul><li>BMW Revenue loss </li></ul><ul><li>Member desire to dismiss technology and return to paper </li></ul><ul><li>Agency decreased funding for Professional Development </li></ul><ul><li>Agency decreased funding for Professional Development </li></ul><ul><li>Local government battle for tax dollars through referendum </li></ul><ul><li>Effects from unstable foreign policies </li></ul><ul><li>Elected officials looking outside field for agency leadership </li></ul><ul><li>MARC – Increase of education and programs that cannot be serviced </li></ul><ul><li>Bad press at agencies </li></ul>
  16. 16. Critical Issues For IPRA
  17. 17. Critical Issues <ul><li>Staff has identified critical issues that will affect the association in future years which should be addressed by the Board of Directors. </li></ul>
  18. 18. Critical Issue One <ul><li>Western Open Revenue Loss </li></ul><ul><ul><li>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. </li></ul></ul><ul><ul><li>The Board has taken action in 2007 to address the loss of the revenue with increasing dues. </li></ul></ul>
  19. 19. Critical Issue Two <ul><li>Agency Budget Reduction in Education and Membership </li></ul><ul><ul><li>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 </li></ul></ul><ul><ul><li>Ensure funding for educational and membership opportunities within the association. </li></ul></ul>
  20. 20. Critical Issue Three <ul><li>Education and Training </li></ul><ul><ul><li>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. </li></ul></ul><ul><ul><li>These programs should be of the highest quality utilizing speakers that represent the area of concentration in a significant manner. </li></ul></ul>
  21. 21. Critical Issue Four <ul><li>Boards Looking Outside Field for Directors </li></ul><ul><ul><li>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. </li></ul></ul><ul><ul><li>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. </li></ul></ul>
  22. 22. Critical Issue Five <ul><li>Younger/New Member Involvement: </li></ul><ul><ul><li>It is imperative that the association promote to the younger and new member generation the importance of networking, volunteerism and involvement within the association. </li></ul></ul><ul><ul><li>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. </li></ul></ul><ul><ul><li>This would reject the premise of a volunteer organization that is “staff driven” by day to day operations and not member involvement. </li></ul></ul>
  23. 23. Critical Issue Six <ul><li>Minority Involvement </li></ul><ul><ul><li>For years IPRA has been viewed as a “Caucasian” organization. </li></ul></ul><ul><ul><li>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. </li></ul></ul><ul><ul><li>Improved educational and informational sessions will be necessary to build the internal knowledge base in order to gain external minority acceptance. </li></ul></ul><ul><ul><li>“ Inclusion” is a Value of IPRA that needs to be expanded upon within 2007 and 2008. </li></ul></ul>
  24. 24. Goals & Outcomes Membership Value
  25. 25. Goal I: Membership Value <ul><li>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. </li></ul>
  26. 26. Goal I: Assessment <ul><li>Historically, services provided taken for granted because a majority of members’ dues were paid by the agency. </li></ul><ul><li>Left individual members with no incentive to take action or a clear understanding of how they could benefit. </li></ul><ul><li>Significant changes occurring at the association, including a dues increase and restructuring of the membership types. </li></ul>
  27. 27. Goal I: Assessment <ul><li>High priority is being put on showing the value of membership and provide the membership with the tools needed to advance their careers. </li></ul><ul><li>Follow the IPRA Pillars of Advancement: Education, Networking, Resources, Certification and Advocacy. </li></ul><ul><li>Every membership benefit must provide a value to the member agency, the individual member and the general public. </li></ul>
  28. 28. Goal I: Outcomes <ul><li>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. </li></ul>
  29. 29. Goal I: Outcomes <ul><li>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. </li></ul>
  30. 30. Goal I: Outcomes <ul><li>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. </li></ul>
  31. 31. Goal I: Outcomes <ul><li>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. </li></ul>
  32. 32. Goal I: Outcomes <ul><li>Increased recognition of individual members through online/print/personal materials that enhance the professional and profession. </li></ul>
  33. 33. Goal I: Outcomes <ul><li>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. </li></ul>
  34. 34. Goal I: Outcomes <ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base. </li></ul><ul><li>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. </li></ul>
  35. 35. Goal I: Outcomes <ul><li>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. </li></ul>
  36. 36. Goal I: Outcomes <ul><li>Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base. </li></ul>
  37. 37. Goal I: Outcomes <ul><li>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. </li></ul>
  38. 38. Goal I: Outcomes <ul><li>Utilization, development and application of the Avectra Membership System for use by the membership in accessing individual membership data, registration and information. </li></ul>
  39. 39. Goal I: Outcomes <ul><li>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. </li></ul>
  40. 40. Goal I: Outcomes <ul><li>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. </li></ul>
  41. 41. Goals & Outcomes Governance/Board Policies
  42. 42. Goal II: Governance/Board Policies <ul><li>Continue review of the Governance structure of the association and development of related Board Policies for the effective operation of the Board of Directors. </li></ul>
  43. 43. Goal II: Assessment <ul><li>Board of Directors has moved forward on reviewing and establishing a new order of governance within the association </li></ul><ul><li>Review of the Board of Directors Administrative Policies for operation of the Board of Directors. </li></ul><ul><li>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. </li></ul>
  44. 44. Goal II: Assessment <ul><li>It will be critical for the Board to work diligently to ensure that these courses of action are completed. </li></ul><ul><li>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. </li></ul>
  45. 45. Goal II: Outcomes <ul><li>The Board of Directors Governance Task Force concludes their review and research phase of the Governance restructuring of the Board of Directors. </li></ul>
  46. 46. Goal II: Outcomes <ul><li>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. </li></ul>
  47. 47. Goal II: Outcomes <ul><li>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. </li></ul>
  48. 48. Goal II: Outcomes <ul><li>Board of Directors Task Force final review and recommendation for the Board of Directors Administrative Policy Manual. </li></ul>
  49. 49. Goal II: Outcomes <ul><li>Board of Directors adopts the Board of Directors Administrative Policy Manual. </li></ul>
  50. 50. Goal II: Outcomes <ul><li>Review and adoption of a Partnership Policy that outlines criteria and procedures for establishment of partnerships with other organizations or corporations. </li></ul>
  51. 51. Goal II: Outcomes <ul><li>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. </li></ul>
  52. 52. Goal II: Outcomes <ul><li>Review and adoption of the IPRA/IAPD Joint Agreement for joint operations amongst the two associations. </li></ul>
  53. 53. Goal II: Outcomes <ul><li>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. </li></ul>
  54. 54. Goal II: Outcomes <ul><li>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. </li></ul>
  55. 55. Goal II: Outcomes <ul><li>Legislatively pursue the inclusion of the Illinois Park & Recreation Association within the exceptions of the Illinois Municipal Retirement Fund through state legislative approval. </li></ul>
  56. 56. Roll-Over Outcomes
  57. 57. Roll-Over Outcomes <ul><li>Review, investigate and define the current library resource material with a clear avenue for retrieval of information by members. (2006) </li></ul><ul><li>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. </li></ul>
  58. 58. Roll-Over Outcomes <ul><li>Review and define partnerships that will enhance the parks and recreation profession and association. (2006 and 2007) </li></ul><ul><li>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. </li></ul>
  59. 59. Roll-Over Outcomes <ul><li>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) </li></ul><ul><li>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. </li></ul>
  60. 60. Roll-Over Outcomes <ul><li>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) </li></ul><ul><li>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. </li></ul>
  61. 61. Roll-Over Outcomes <ul><li>Installation and training of new membership software program to provide greater service to the member. (Spring Training 2006 total implementation by Fall 2006) </li></ul><ul><li>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. </li></ul>
  62. 62. Roll-Over Outcomes <ul><li>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) </li></ul><ul><li>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. </li></ul>
  63. 63. Roll-Over Outcomes <ul><li>Development of internal daily operational policies and procedures to provide clear direction to staff and members. (2006) </li></ul><ul><li>This outcome will be completed and finalized within the 2007 year of the 2007/2008 Strategic Plan. </li></ul>
  64. 64. Roll-Over Outcomes <ul><li>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) </li></ul><ul><li>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. </li></ul>
  65. 65. Conclusion <ul><li>In the past, IPRA has taken for granted the high number of agencies that pay for membership within the association. </li></ul><ul><li>This created an environment of allowing mediocrity to creep into the decision making process which decreased the value to the member. </li></ul><ul><li>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. </li></ul><ul><li>“ Value Based” strategy dissolves the perception of mediocrity and provides a greater understanding by the Board, staff and especially the member. </li></ul><ul><li>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. </li></ul><ul><li>It is incumbent upon the association to increase the value of membership and the positive image of the association to elected and public officials. </li></ul><ul><li>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. </li></ul><ul><li>This measurable outcome will therefore show greater value to member when recognition from the leadership is cast upon. </li></ul><ul><li>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. </li></ul><ul><li>Incumbent upon the association not to “fool ourselves.” </li></ul>
  66. 66. Conclusion
  67. 67. Conclusion <ul><li>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. </li></ul><ul><li>Individuals should not be fooled into believing that these outcomes can be accomplished overnight. </li></ul>
  68. 68. Conclusion <ul><li>These outcomes have a historical perspective to them that will take continued growth and year to accomplish. </li></ul><ul><li>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. </li></ul>
  69. 69. Conclusion <ul><li>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. </li></ul><ul><li>Approach to strategic planning also allows greater creativity within a Project Management Organization (PMO). </li></ul>
  70. 70. Conclusion <ul><li>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. </li></ul><ul><li>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. </li></ul>
  71. 71. Finally…. <ul><li>Thank you to the Board of Directors for giving us this opportunity. </li></ul><ul><li>Thank you to the entire staff for their vision, honesty, foresight and energy. </li></ul><ul><li>Thank you to the Board for your confidence to move forward in a positive manner. </li></ul>
  72. 72. Say “Hello” to MARC
  73. 73. LocateAPark.com