2008/2009 Strategic Plan advancing professionals
Plan Index <ul><li>Welcome & Introductions </li></ul><ul><li>Balanced Scorecard Presentation </li></ul><ul><li>Mission, Vi...
Welcome & Introductions 2008 Chairman of the Board Tracey Crawford, NSSRA
Balanced Scorecard <ul><li>What is it? </li></ul><ul><li>How does it work? </li></ul><ul><li>How does it effect the Strate...
The Balanced Scorecard… IPRA’s New Approach By: Dean Comber, Director of Operations/Project Management
Agenda 1. Overview of the Balanced Scorecard   2. Benefits of using the Balanced Scorecard   3. Lunch/Break   4. How IPRA ...
What is the Balanced Scorecard? <ul><li>A concept for measuring a company or organization’s activity in terms of its visio...
Who uses the Balanced Scorecard? <ul><li>BMW </li></ul><ul><li>AT&T </li></ul><ul><li>IBM </li></ul><ul><li>Pfizer </li></...
The Four Corners <ul><li>Financial  </li></ul><ul><li>Member   </li></ul><ul><li>Internal Processes </li></ul><ul><li>Lear...
Financial Perspective <ul><li>“ If we succeed, how will we look to our members?”   </li></ul><ul><li>Measures whether stra...
Financial Perspective <ul><li>Rapid Growth : How is the organization growing to obtain increased revenue, membership, and ...
Financial Perspective Model Long Term Association Value Cost Efficiency Revenue Growth Improve Cost Structure Increase Uti...
Member Perspective <ul><li>“ To achieve our vision, how must we look to our members?”   </li></ul><ul><li>Without our memb...
Member Perspective Model Acquisition Retention Price Service Quality Value Satisfaction
Internal Process Perspective <ul><li>“ To satisfy our members, what processes must we excel at?”   </li></ul><ul><li>Focus...
Internal Process Perspective Model Operations Management Member Management <ul><li>Staffing </li></ul><ul><li>Customer Ser...
Learning & Growth Process Perspective <ul><li>“ To achieve our vision, how must our organization learn and improve?”   </l...
Learning & Growth Perspective Model Human Capital Information Capital <ul><li>Skills </li></ul><ul><li>Knowledge </li></ul...
The Four Corners Together Long Term Association Value Cost Efficiency Revenue Growth Price Service Quality Value Financial...
Community Collaboration Education Inclusion Innovation IPRA’s Vision Outcomes IPRA’s Mission Advocacy F1 F3 F2 F4 Financia...
Key Performance Indicators (KPI) <ul><li>In order to measure any objective, goal, or aspect of the Balanced Scorecard, an ...
KPI Guidelines <ul><li>Relevance : Do the KPI’s have a linkage to strategic objectives?   </li></ul><ul><li>Controllable :...
Benefits of the Balanced Scorecard <ul><li>There are four main perspectives: financial, member, internal processes, and le...
Current IPRA Organizational Assessment <ul><li>IPRA is a two-tier functional organization. Currently, there are six direct...
Current IPRA Organizational Assessment <ul><li>In 2006, IPRA initiated a Project Management Office (PMO).  </li></ul><ul><...
IPRA and the Balanced Scorecard <ul><li>Benefits of IPRA using the Balanced Scorecard :   </li></ul><ul><li>Reduction of c...
IPRA’s Usage of the Balanced Scorecard Marketing IPRA Staff Board of Directors/CEO IPRA Members & Constituents Technology ...
Usage Overview CONCEPT IMPLEMENTATION PERFORMANCE REVIEW Identify the Balanced Scorecard principles to Board of Directors,...
Sample Scorecard Item <ul><li>Outcome Restructure and simplify the current IPRA website to increase usability while extend...
Sample Scorecard Item <ul><li>Financial Perspective : How much will it cost to meet the outcome? What tangible/intangible ...
Sample Scorecard Item <ul><li>Using the Balanced Scorecard will allow us to define projects to complete the outcome and de...
Proposed Outcomes <ul><li>“ Less is more” – IPRA will complete objectives of the strategic plan according to proposed outc...
Conclusion <ul><li>Question/Answer Session   </li></ul>
Mission, Vision & Values
Mission Statement “ It is the mission of the Illinois Park and Recreation Association to be an advocate in providing quali...
Vision Statement <ul><li>“ It is the vision of the Illinois Park and Recreation Association to be a state and national lea...
Values <ul><li>Advocacy </li></ul><ul><li>Advocacy  for parks, recreation and conservation </li></ul><ul><li>Community </l...
Plan Development <ul><li>Utilized a project planning perspective </li></ul><ul><li>Project management office/organization ...
SWOT Analysis
SWOT Analysis <ul><li>Reviewed the Strengths, Weakness, Opportunities and Threats </li></ul><ul><li>Viewed each area in a ...
SWOT - Strengths <ul><li>Dedicated Board which follows association management principles. </li></ul><ul><li>Avectra Member...
SWOT - Weaknesses <ul><li>Confusion to IAPD and IPRA roles </li></ul><ul><li>Membership not fully technically savvy yet. <...
SWOT - Opportunities <ul><li>Avectra – greater internal/external communications </li></ul><ul><li>Growth in technology </l...
SWOT - Threats <ul><li>Greater membership demand. </li></ul><ul><li>Economy </li></ul><ul><li>Environmental business chang...
Critical Issues For IPRA
Critical Issues <ul><li>Identified critical issues that will affect the association in future years which should be addres...
Critical Issues <ul><li>BMW Revenue Loss </li></ul><ul><li>Governance Restructuring </li></ul><ul><li>Agency Budget Reduct...
Goals & Outcomes Membership Value
Goal I: Membership Value <ul><li>Define, develop and market the value of the association to member agencies, the individua...
Goal I: Assessment <ul><li>Historically, services provided taken for granted because a majority of members’ dues were paid...
Goal I: Assessment <ul><li>High priority is being put on showing the value of membership and provide the membership with t...
Goal I: Outcomes <ul><li>Develop a calendar of educational opportunities on an annual basis that would provide a listing o...
Goal I: Outcomes <ul><li>Restructure and simplify the current Web site to increase usability while extending and expanding...
Goal I: Outcomes <ul><li>Introduce and successfully execute Year 2 of the MARC Card program which will be used as a moneta...
Goal I: Outcomes <ul><li>Successfully redirect the Illinois Park and Recreation Certification Plan in a clear and orderly ...
Goal I: Outcomes <ul><li>Develop the recognition tools for the Partners for the Future Campaign contributors. </li></ul>
Goal I: Outcomes <ul><li>Review and develop a partnership with the Department of Defense and Illinois Veterans Affairs to ...
Goal I: Outcomes <ul><li>Work with PeopleAssets to develop Phase One of Illinois specific Core Competencies for park and r...
Goal I: Outcomes <ul><li>Broaden the spectrum of membership by developing recruitment programs and tools for under-represe...
Goal I: Outcomes <ul><li>Utilization, development and application of the Avectra Membership System for use by the membersh...
Goal I: Outcomes <ul><li>Implement the on-line voting system for the 2008 – 09 election process. </li></ul>
Goal I: Outcomes <ul><li>Research and development for Phase One of a Membership Services Survey to be accomplished in 2009...
Goal I: Outcomes <ul><li>Develop with consultants a  Membership Services Survey tool that will provides information and ou...
Goals & Outcomes Governance/Board Policies
Goal II: Governance/Board Policies <ul><li>Develop and implement the Board Governing Restructuring Process as approved by ...
Goal II: Assessment <ul><li>Board of Directors has moved forward on reviewing and establishing a new order of governance w...
Goal II: Assessment <ul><li>Development of further policies that need to be adopted by the Board.  Changes are being made ...
Goal II: Outcomes <ul><li>Development of new Bylaws that reflect the new governance structure. </li></ul>
Goal II: Outcomes <ul><li>Introduction of the attrition timeline and Board reduction approach for the 2009 elections </li>...
Goal II: Outcomes <ul><li>Approval of the re-structured IPRA Financial Policies and Procedures </li></ul>
Goal II: Outcomes <ul><li>Development and implementation of Nominations and Elections Policies and Procedures with impleme...
Goal II: Outcomes <ul><li>Board of Directors adopts the Whistle Blower Policy in accordance to Sarbanes Oxley Law. </li></ul>
Goal II: Outcomes <ul><li>Review and adoption of a Partnership Policy that outlines criteria and procedures for establishm...
Goal II: Outcomes <ul><li>Review of the IPRA/IAPD Joint Agreement for joint operations amongst the two associations. </li>...
Goal II: Outcomes <ul><li>Board of Directors reviews and develops a Leadership Plan for the future growth of leadership in...
Goal II: Outcomes <ul><li>Board of Director review, investigates and develops a with a Leadership Plan the promotion of th...
Goals & Outcomes Finance and Section Administration
Goal III: Finance and Section Administration <ul><li>Develop a clear and systemic approach to delivering financial informa...
Goal III: Assessment <ul><li>Changes in section leadership call for new training procedures for the sections. </li></ul><u...
Goal III: Outcomes <ul><li>Develop and implement a Financial and Budget Training Program for Section Leadership to inform ...
Goal III: Outcomes <ul><li>Monitor the current not for profit credit status of the association through Dun and Bradstreet....
Goal III: Outcomes <ul><li>Develop an annual financial report on the association and communicate this report to the member...
Goal III: Outcomes <ul><li>Develop and distribute a Request for Proposal for Audit Services for the Fiscal Years 2008, 200...
Goal III: Outcomes <ul><li>Continue to review the investments of the association and look towards building further reserve...
Roll-Over Outcomes
Roll-Over Outcomes <ul><li>Review, investigate and define the current library resource material with a clear avenue for re...
Roll-Over Outcomes <ul><li>Offer a series of successful educational workshops and programs through the association and sec...
Roll-Over Outcomes <ul><li>Review and define partnerships that will enhance the parks and recreation profession and associ...
Roll-Over Outcomes <ul><li>Development of a Five-Year Forecast after the sale of the IPRA facility in Carol Stream, Illino...
Roll-Over Outcomes <ul><ul><li>Review and adoption of a Partnership Policy that outlines criteria and procedures for estab...
Roll-Over Outcomes <ul><li>Education and training for the Board of Directors at 2 meetings per year on association managem...
Conclusion <ul><li>In the past, IPRA has taken for granted the high number of agencies that pay for membership within the ...
Conclusion
Conclusion <ul><li>Value Based Membership  </li></ul><ul><li>Continue to “sell” to public officials importance of membersh...
Conclusion <ul><li>Board communicating the Strategic Plan due to number of large projects </li></ul><ul><li>Our Strategic ...
Conclusion <ul><li>New strategic planning approach has been successful for this type of association due to the strong comp...
Finally…. <ul><li>Thank you to the Board of Directors for giving us this opportunity. </li></ul><ul><li>Thank you to the e...
Say “Hello” to MARC
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IPRA Board Retreat Presentation

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IPRA Board Retreat Presentation

  1. 1. 2008/2009 Strategic Plan advancing professionals
  2. 2. Plan Index <ul><li>Welcome & Introductions </li></ul><ul><li>Balanced Scorecard Presentation </li></ul><ul><li>Mission, Vision & Values </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>Goal III: Finance & Section Administration </li></ul><ul><li>Roll-Over Outcomes </li></ul><ul><li>Conclusion </li></ul>
  3. 3. Welcome & Introductions 2008 Chairman of the Board Tracey Crawford, NSSRA
  4. 4. Balanced Scorecard <ul><li>What is it? </li></ul><ul><li>How does it work? </li></ul><ul><li>How does it effect the Strategic Plan? </li></ul><ul><li>What is the benefit? </li></ul>
  5. 5. The Balanced Scorecard… IPRA’s New Approach By: Dean Comber, Director of Operations/Project Management
  6. 6. Agenda 1. Overview of the Balanced Scorecard 2. Benefits of using the Balanced Scorecard 3. Lunch/Break 4. How IPRA will use the Balanced Scorecard 5. Questions
  7. 7. What is the Balanced Scorecard? <ul><li>A concept for measuring a company or organization’s activity in terms of its vision and strategies, to give directors/managers a comprehensive view of the performance of a business. </li></ul><ul><li>Introduced in 1992 by Robert Kaplan and David Norton. </li></ul><ul><li>Many of the largest and most profitable companies and organizations use this methodology as part of their business protocol. </li></ul>
  8. 8. Who uses the Balanced Scorecard? <ul><li>BMW </li></ul><ul><li>AT&T </li></ul><ul><li>IBM </li></ul><ul><li>Pfizer </li></ul><ul><li>Sears </li></ul><ul><li>Etc. </li></ul>
  9. 9. The Four Corners <ul><li>Financial </li></ul><ul><li>Member </li></ul><ul><li>Internal Processes </li></ul><ul><li>Learning and Growth </li></ul>
  10. 10. Financial Perspective <ul><li>“ If we succeed, how will we look to our members?” </li></ul><ul><li>Measures whether strategic goals and objectives fit into short/long term financial plans. </li></ul><ul><li>Ensures items such as net operating income, cash flow, and costs are adjusted accordingly and reported in a timely manner. </li></ul><ul><li>Incorporates three stages: rapid growth, sustainability, and harvesting. </li></ul>
  11. 11. Financial Perspective <ul><li>Rapid Growth : How is the organization growing to obtain increased revenue, membership, and partnership opportunities? </li></ul><ul><li>Sustainability : What measures do we use to monitor and modify our current financial strategies for short/long term growth? </li></ul><ul><li>Harvest : How do we as an organization use financial data and models to measure current and future financial success (or even failure)? </li></ul>
  12. 12. Financial Perspective Model Long Term Association Value Cost Efficiency Revenue Growth Improve Cost Structure Increase Utilization Expand Revenue Opportunities Increase Member Value
  13. 13. Member Perspective <ul><li>“ To achieve our vision, how must we look to our members?” </li></ul><ul><li>Without our members, what is IPRA? </li></ul><ul><li>Ensures that elements such as acquisition, retention, and satisfaction are measured. </li></ul><ul><li>Strives to meet operational excellence. </li></ul>
  14. 14. Member Perspective Model Acquisition Retention Price Service Quality Value Satisfaction
  15. 15. Internal Process Perspective <ul><li>“ To satisfy our members, what processes must we excel at?” </li></ul><ul><li>Focuses on processes and protocols that should be modified and/or optimized to in order to meet the needs of our members. </li></ul><ul><li>There are four main objectives in this perspective: </li></ul><ul><ul><li>Operations Management </li></ul></ul><ul><ul><li>Member Management </li></ul></ul><ul><ul><li>Innovation Process </li></ul></ul><ul><ul><li>Regulatory and Social Process </li></ul></ul>
  16. 16. Internal Process Perspective Model Operations Management Member Management <ul><li>Staffing </li></ul><ul><li>Customer Service </li></ul><ul><li>Training </li></ul>Innovation Processes Reg. & Social Processes Process that produce and deliver objectives and services Process that enhance member value Processes that create new objectives and services Processes that improve communities and the environment <ul><li>Acquisition </li></ul><ul><li>Growth </li></ul><ul><li>Retention </li></ul><ul><li>Satisfaction </li></ul><ul><li>New Ideas/Goals </li></ul><ul><li>Change Mgmt. </li></ul><ul><li>Communication </li></ul><ul><li>Environment </li></ul><ul><li>Safety/Health </li></ul><ul><li>Community </li></ul>
  17. 17. Learning & Growth Process Perspective <ul><li>“ To achieve our vision, how must our organization learn and improve?” </li></ul><ul><li>Focuses on the intangible assets of the organization, primarily on the internal skills and capabilities that are required to support the value-creating internal processes. </li></ul><ul><li>There are three main objectives in this perspective: </li></ul><ul><ul><li>Human Capital </li></ul></ul><ul><ul><li>Information Capital </li></ul></ul><ul><ul><li>Organization Capital </li></ul></ul>
  18. 18. Learning & Growth Perspective Model Human Capital Information Capital <ul><li>Skills </li></ul><ul><li>Knowledge </li></ul><ul><li>Attitude </li></ul>Organization Capital <ul><li>Systems </li></ul><ul><li>Databases </li></ul><ul><li>Networks </li></ul><ul><li>Culture </li></ul><ul><li>Leadership </li></ul><ul><li>Development </li></ul>
  19. 19. The Four Corners Together Long Term Association Value Cost Efficiency Revenue Growth Price Service Quality Value Financial Member Operations Management Member Management Innovation Processes Reg. & Social Processes Internal Processes Human Capital Information Capital Organization Capital Learning and Growth
  20. 20. Community Collaboration Education Inclusion Innovation IPRA’s Vision Outcomes IPRA’s Mission Advocacy F1 F3 F2 F4 Financial Member Internal Processes Learning and Growth F5 M1 M3 M2 M4 M5 L1 L3 L2 L4 L5 I1 I3 I2 I4 I5
  21. 21. Key Performance Indicators (KPI) <ul><li>In order to measure any objective, goal, or aspect of the Balanced Scorecard, an indicator or metric must be identified and used to determine performance. </li></ul><ul><li>Measures of success should be clear and concise, explained in detail, and costs should not outweigh the expected outcome value. </li></ul><ul><li>KPI’s have five specific guidelines: </li></ul><ul><ul><li>Relevance </li></ul></ul><ul><ul><li>Controllable </li></ul></ul><ul><ul><li>Actionable </li></ul></ul><ul><ul><li>Simple </li></ul></ul><ul><ul><li>Credible </li></ul></ul>
  22. 22. KPI Guidelines <ul><li>Relevance : Do the KPI’s have a linkage to strategic objectives? </li></ul><ul><li>Controllable : Are KPI achievements still under control? </li></ul><ul><li>Actionable : Can any action be taken to improve performance? </li></ul><ul><li>Simple : Is the KPI easy to explain? </li></ul><ul><li>Credible : Are the KPI’s not easy to manipulate? </li></ul>
  23. 23. Benefits of the Balanced Scorecard <ul><li>There are four main perspectives: financial, member, internal processes, and learning and growth. Each of these perspectives exist in any organization or company. </li></ul><ul><li>Each perspective ultimately drives performance and should increase value to the member. </li></ul><ul><li>In theory, the Balanced Scorecard is similar to project management; however, goes much further to identify, monitor, and change any objective or goal of a strategic plan. </li></ul><ul><li>KPI’s are used as metrics to monitor how performance is being driven and where changes can be made. </li></ul>
  24. 24. Current IPRA Organizational Assessment <ul><li>IPRA is a two-tier functional organization. Currently, there are six directors and six assistants that report to the CEO. </li></ul><ul><li>IPRA has specific business departments, however, these usually only encompass one director and one assistant. In essence, a department consists of one (or two) staff members. </li></ul><ul><li>Over time, the culture of IPRA (internally) has created communication silos that in some cases lead to decreased communication and disorientation of project objectives and goals. </li></ul>
  25. 25. Current IPRA Organizational Assessment <ul><li>In 2006, IPRA initiated a Project Management Office (PMO). </li></ul><ul><li>While successful, many issues were determined and no measures of performance were identified in order to apply change management techniques or innovation aspects. </li></ul><ul><li>The implementation of project management was used in a simple format: tasks, milestones, and collaboration. </li></ul><ul><li>Unfortunately, usage of project management techniques didn’t allow for performance indicators and thus many objectives were completed without determining true value of the outcome. </li></ul>
  26. 26. IPRA and the Balanced Scorecard <ul><li>Benefits of IPRA using the Balanced Scorecard : </li></ul><ul><li>Reduction of communication silos. </li></ul><ul><li>Removal of wasted resources and allocations. </li></ul><ul><li>Increased team collaboration. </li></ul><ul><li>Finite and detailed performance metrics. </li></ul><ul><li>And most importantly, MEMBER VALUE! </li></ul>
  27. 27. IPRA’s Usage of the Balanced Scorecard Marketing IPRA Staff Board of Directors/CEO IPRA Members & Constituents Technology Professional Services Education Development- Sponsorships Finance/HR
  28. 28. Usage Overview CONCEPT IMPLEMENTATION PERFORMANCE REVIEW Identify the Balanced Scorecard principles to Board of Directors, IPRA staff, and IPRA members. Insert objectives from the strategic plan into the Balanced Scorecard and define projects and related sub-projects. Define metrics and performance indicators to constantly monitor current objectives and related projects. Constantly review the scorecard to apply any change management protocols and to strive for innovation for new services and programs.
  29. 29. Sample Scorecard Item <ul><li>Outcome Restructure and simplify the current IPRA website 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. Sample Scorecard Item <ul><li>Financial Perspective : How much will it cost to meet the outcome? What tangible/intangible financial resources exist? What needs to happen for this outcome to be completed and make financial sense? </li></ul><ul><li>Member Perspective : What steps need to be completed in order for this outcome to provide value to members? How will we identify if satisfaction is met while quality is increased? </li></ul><ul><li>Internal Process Perspective : What resources will it take to complete the outcome? How will each staff member be affected and what is their role? </li></ul><ul><li>Learning & Growth Perspective : What aspects will derive the outcome and what will we learn? What do we do with the information and how do we use it in the future? </li></ul>
  31. 31. Sample Scorecard Item <ul><li>Using the Balanced Scorecard will allow us to define projects to complete the outcome and define metrics to measure every aspect of each perspective. </li></ul><ul><li>No matter what the outcome is, each staff member is involved and the ultimate goal is providing member value. </li></ul><ul><li>Communication is constant and no confusion or collusion exists. Thus, the outcome is completed on-time, at or under budget and provides exceptional value. </li></ul>
  32. 32. Proposed Outcomes <ul><li>“ Less is more” – IPRA will complete objectives of the strategic plan according to proposed outcome, timeline, and budgetary allocations. </li></ul><ul><li>Internal operations will take on a more cyclical approach versus a functional design. </li></ul><ul><li>CEO will only be involved when needed and allowed to conduct typical CEO objectives. </li></ul><ul><li>Innovation factor will increase. More programs, services, and value while using less resources and reducing costs. </li></ul><ul><li>A more methodical and proven approach to conduct business operations while increasing member value. </li></ul>
  33. 33. Conclusion <ul><li>Question/Answer Session </li></ul>
  34. 34. Mission, Vision & Values
  35. 35. 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.”
  36. 36. 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>
  37. 37. 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>
  38. 38. 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>
  39. 39. SWOT Analysis
  40. 40. SWOT Analysis <ul><li>Reviewed the Strengths, Weakness, Opportunities and Threats </li></ul><ul><li>Viewed each area in a honest and realistic way </li></ul><ul><li>Reviewed what was apparent in the last years </li></ul><ul><li>Realized that some weaknesses from 06/07 & 07/08 were no longer applicable </li></ul>
  41. 41. SWOT - Strengths <ul><li>Dedicated Board which follows association management principles. </li></ul><ul><li>Avectra Membership Software System </li></ul><ul><li>Advanced Technology </li></ul><ul><li>Greater focus on program development. </li></ul><ul><li>Internal Project Management/Operations structure </li></ul><ul><li>Continued involvement by members </li></ul><ul><li>Revised financial and Board policies </li></ul><ul><li>New members volunteering for leadership positions </li></ul><ul><li>Visionary association </li></ul><ul><li>Membership value based </li></ul><ul><li>Full staff without BMW Series </li></ul>
  42. 42. SWOT - Weaknesses <ul><li>Confusion to IAPD and IPRA roles </li></ul><ul><li>Membership not fully technically savvy yet. </li></ul><ul><li>Greater review of paper versus technology. </li></ul><ul><li>Avectra – still training on system </li></ul><ul><li>Recognizing future leaders </li></ul><ul><li>Leadership development of emerging leaders. </li></ul><ul><li>More defined section training </li></ul><ul><li>Loss of Illinois Certification Plan </li></ul><ul><li>Need a more operational systematic approach </li></ul><ul><li>Annual Directory/Magazine </li></ul><ul><li>Not targeting non-members </li></ul>
  43. 43. SWOT - Opportunities <ul><li>Avectra – greater internal/external communications </li></ul><ul><li>Growth in technology </li></ul><ul><li>Building of Partnerships </li></ul><ul><li>Loss of BMW Championship will enhance staff operations of association </li></ul><ul><li>New Governance Structure </li></ul><ul><li>Sponsorship/Commercial membership opportunities </li></ul><ul><li>Professional research </li></ul><ul><li>Development of focused certification program for Illinois professionals </li></ul><ul><li>Marketing and Communication of Strategic Plan to the membership </li></ul>
  44. 44. SWOT - Threats <ul><li>Greater membership demand. </li></ul><ul><li>Economy </li></ul><ul><li>Environmental business changes in technology </li></ul><ul><li>Unclear direction from IAPD for the future. </li></ul><ul><li>Presidential election </li></ul><ul><li>Not public policy focused </li></ul><ul><li>Loss of BMW Championship financially </li></ul><ul><li>Loss of Certification revenue </li></ul><ul><li>Not balancing our strengths and weaknesses. </li></ul><ul><li>Taking on projects not within the scope or mission of the association. </li></ul>
  45. 45. Critical Issues For IPRA
  46. 46. Critical Issues <ul><li>Identified critical issues that will affect the association in future years which should be addressed by the Board of Directors. </li></ul>
  47. 47. Critical Issues <ul><li>BMW Revenue Loss </li></ul><ul><li>Governance Restructuring </li></ul><ul><li>Agency Budget Reductions </li></ul><ul><li>Education and Training </li></ul><ul><li>Younger/New Member Involvement </li></ul><ul><li>Minority Involvement </li></ul><ul><li>Legislative </li></ul><ul><li>Financial Monitoring </li></ul>
  48. 48. Goals & Outcomes Membership Value
  49. 49. 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>
  50. 50. 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>
  51. 51. 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>
  52. 52. Goal I: Outcomes <ul><li>Develop a calendar of educational opportunities on an annual basis that would provide a listing of educational programs offered by the association. </li></ul>
  53. 53. 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>
  54. 54. Goal I: Outcomes <ul><li>Introduce and successfully execute Year 2 of the MARC Card program which will be used as a monetary gift card for Professional Members toward educational workshops and services. </li></ul>
  55. 55. Goal I: Outcomes <ul><li>Successfully redirect the Illinois Park and Recreation Certification Plan in a clear and orderly fashion to the National Recreation and Park Association and Nation Certification Board. </li></ul>
  56. 56. Goal I: Outcomes <ul><li>Develop the recognition tools for the Partners for the Future Campaign contributors. </li></ul>
  57. 57. Goal I: Outcomes <ul><li>Review and develop a partnership with the Department of Defense and Illinois Veterans Affairs to build the education and information of Welcoming Heroes Home Program in Illinois. </li></ul>
  58. 58. Goal I: Outcomes <ul><li>Work with PeopleAssets to develop Phase One of Illinois specific Core Competencies for park and recreation positions. Phase II will continue in 2009 with further development of competencies for management related positions within an Illinois Park and Recreation Agency. </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>
  59. 59. 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>
  60. 60. 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>
  61. 61. Goal I: Outcomes <ul><li>Implement the on-line voting system for the 2008 – 09 election process. </li></ul>
  62. 62. Goal I: Outcomes <ul><li>Research and development for Phase One of a Membership Services Survey to be accomplished in 2009. </li></ul>
  63. 63. Goal I: Outcomes <ul><li>Develop with consultants a Membership Services Survey tool that will provides information and outcomes for the future direction of the association desired by the membership. </li></ul>
  64. 64. Goals & Outcomes Governance/Board Policies
  65. 65. Goal II: Governance/Board Policies <ul><li>Develop and implement the Board Governing Restructuring Process as approved by the Board of Directors and further review and implement policies and procedures that will continue to enhance the operation of the association. </li></ul>
  66. 66. 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>Finalize the process of nominations and elections and By-Laws. </li></ul><ul><li>Need to ensure that the election is in place and qualified candidates are slated for the September/October elections. </li></ul>
  67. 67. Goal II: Assessment <ul><li>Development of further policies that need to be adopted by the Board. Changes are being made in the not for profit laws on an annual basis. There are changes to Form 990 that were adopted. </li></ul><ul><li>Board needs to work on a Leadership Plan for the future. This would include recognizing future leaders and bringing them into the forefront of the association with proper training. </li></ul>
  68. 68. Goal II: Outcomes <ul><li>Development of new Bylaws that reflect the new governance structure. </li></ul>
  69. 69. Goal II: Outcomes <ul><li>Introduction of the attrition timeline and Board reduction approach for the 2009 elections </li></ul>
  70. 70. Goal II: Outcomes <ul><li>Approval of the re-structured IPRA Financial Policies and Procedures </li></ul>
  71. 71. Goal II: Outcomes <ul><li>Development and implementation of Nominations and Elections Policies and Procedures with implementation for the 2009 election. </li></ul>
  72. 72. Goal II: Outcomes <ul><li>Board of Directors adopts the Whistle Blower Policy in accordance to Sarbanes Oxley Law. </li></ul>
  73. 73. 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>
  74. 74. Goal II: Outcomes <ul><li>Review of the IPRA/IAPD Joint Agreement for joint operations amongst the two associations. </li></ul>
  75. 75. 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>
  76. 76. Goal II: Outcomes <ul><li>Board of Director 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>
  77. 77. Goals & Outcomes Finance and Section Administration
  78. 78. Goal III: Finance and Section Administration <ul><li>Develop a clear and systemic approach to delivering financial information to the staff, sections and Board in a time appropriate manner as to further maintain the financial stability of the association. </li></ul>
  79. 79. Goal III: Assessment <ul><li>Changes in section leadership call for new training procedures for the sections. </li></ul><ul><li>Selling of the building has changed the association’s credit rating – still good. </li></ul><ul><li>Build up our Dun and Bradstreet rating. </li></ul>
  80. 80. Goal III: Outcomes <ul><li>Develop and implement a Financial and Budget Training Program for Section Leadership to inform and educate on IPRA’s Financial Policies and Procedures. </li></ul>
  81. 81. Goal III: Outcomes <ul><li>Monitor the current not for profit credit status of the association through Dun and Bradstreet. </li></ul>
  82. 82. Goal III: Outcomes <ul><li>Develop an annual financial report on the association and communicate this report to the membership. </li></ul>
  83. 83. Goal III: Outcomes <ul><li>Develop and distribute a Request for Proposal for Audit Services for the Fiscal Years 2008, 2009 and 2010 with review by the IPRA Finance Committee and final approval by the IPRA Board of Directors. </li></ul>
  84. 84. Goal III: Outcomes <ul><li>Continue to review the investments of the association and look towards building further reserves of the association to sustain one year of operating costs. </li></ul>
  85. 85. Roll-Over Outcomes
  86. 86. Roll-Over Outcomes <ul><li>Review, investigate and define the current library resource material with a clear avenue for retrieval of information by members. (2006,07 and ongoing) </li></ul><ul><ul><li>Current resources were reviewed and inventoried in the summer 2006. (MS) </li></ul></ul><ul><ul><li>New resources will be added to supplement current deficits utilizing a variety of technologies to increase convenience to members by winter 2008. (MS) </li></ul></ul><ul><ul><li>Resources have been updated on the website, June 2007 (MS) </li></ul></ul><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 final8development and data management will still need to be completed. This outcome is being accomplished on an annual basis to enhance the value of membership. </li></ul></ul>
  87. 87. Roll-Over 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><ul><li>Re-established the Education Task Force. Meeting was held with Chairman Charlesworth, Chairman-Elect Crawford, Nancy Aldrich, Task Force Chair and Staff. </li></ul><ul><li>Two meetings have been held as of this entry. At the first meeting, the IPRA track of conference sessions was developed. The task force will be an extremely valuable resource in developing IPRA and the section’s educational offerings. </li></ul><ul><li>Continue to utilize the Education Task Force to develop a more systematic approach to the sections’ educational development planning. </li></ul><ul><li>Continuation of the Task Force is critical in evaluating and development of workshops. It is vital to continue the review process of providing educational programs that will coordinate with the Core Competencies Project. </li></ul>
  88. 88. 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><ul><li>Ongoing – renegotiating partnership agreement with Fluorecycle and pursuing other mutually beneficial partnerships. (HW) </li></ul></ul><ul><ul><li>Partnership established with CIMCO Communications in fall 2006 </li></ul></ul><ul><ul><li>Partnership with Illinois Recycling Association and American Camping Association. </li></ul></ul><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></ul>
  89. 89. 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><ul><li>Will have new forecast for the September 7th Board Meeting. (YI) </li></ul></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>
  90. 90. Roll-Over Outcomes <ul><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></ul><ul><li> This project is in the final stages and will be presented in early 2008 for approval. </li></ul>
  91. 91. Roll-Over 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><ul><li>Will schedule in 2008 for the Board. However, the Board did review a new web conferencing system that may allow greater interaction with members throughout the state. </li></ul>
  92. 92. 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>
  93. 93. Conclusion
  94. 94. Conclusion <ul><li>Value Based Membership </li></ul><ul><li>Continue to “sell” to public officials importance of membership </li></ul><ul><li>Balanced Scorecard Management System </li></ul><ul><li>Better communication to lessen incorrect information being communicated by members </li></ul><ul><li>Large Projects: Governance, Certification </li></ul>
  95. 95. Conclusion <ul><li>Board communicating the Strategic Plan due to number of large projects </li></ul><ul><li>Our Strategic Planning system is new to our members; becoming the norm in association management. </li></ul><ul><li>Stakeholders, Shareholders, Board of Directors </li></ul>
  96. 96. 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 the Balanced Scorecard. </li></ul>
  97. 97. 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>
  98. 98. Say “Hello” to MARC

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