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IDEC 2014 Winter Leadership IRA Overview

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Overview of International Reading Association membership, programs and services, the process of strategic planning and direction for the future.

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IDEC 2014 Winter Leadership IRA Overview

  1. 1. IDEC European Leadership Seminar Ljubljana, Slovenia January 24-25, 2014
  2. 2.     More than 53,000 members Operating budget of more than $12m (US) Staff of 71 Network of more than 1500 organized chapters worldwide (councils, affiliates, provincials, regionals)
  3. 3.      Professional Development Events Publications Website resources Member expertise Network support
  4. 4. 100,000 90,000 80,000 70,000 60,000 50,000 40,000 ALL MONTHS TO DATE 30,000 20,000 Last five years=(27,626) 10,000 0 1987 Prior five years=(781)
  5. 5. Revenue 8 7 6 In Millions 5 4 3 2 1 0 -1 Expense Profit/(Loss)
  6. 6. 70,000 In the last five years journal subscriptions dropped 37-41% 60,000 50,000 40,000 In the prior five years journal subscriptions dropped 9-17% 30,000 20,000 10,000 RT 0 Jul-01 Jul-02 Jul-03 Jul-04 Jul-05 Jul-06 Jul-07 Jul-08 Jul-09 Jul-10 Jul-11 Jul-12 Jul-13
  7. 7. JUL 25,000 JUN AUG 20,000 15,000 MAY SEP 10,000 5,000 APR OCT - MAR NOV FEB Last Five Years DEC JAN FY06-07 FY07-08 FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13-14
  8. 8. 600 FY12-13 FY13-14 FY14-15 500 400 300 200 100 0 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
  9. 9.     Membership is dropping Conference attendance is dropping Difficulty attracting younger members Scarcity of members interested in leadership positions
  10. 10.     Limited pathways to leadership Recycled leaders Poor financial management Little or no strategic planning
  11. 11. X (1965-1980): independent, wa nt a voice, informal, i ndividual, tech savvy, balanced, self-sufficient Generational Impact on IRA Silent (1925-1945) : traditional, conservati ve, disciplined, struct ured, loyal, faith in institutions, value structure Y (1981-2001): networking, informal , small group, tech savvy, always “on”, civicminded, want a voice Boom (1946-1964): timesensitive, team, alwa ys “young”, willing to learn, loyal, focused, make a difference
  12. 12.      Time Value expectations Market structure Competition Technology * Race to Relevance: 5 Radical Changes for Associations, Harrison Coerver & Mary Byers, CAE
  13. 13.  Cut 48% of the budget  Cut 43% of staff  No change to IRA programs, services and resources
  14. 14.  Gathered and analyzed data ◦ Membership ◦ Financial ◦ Global trends  Shared the data ◦ Board, Staff, Membership  Convened Board/staff strategic planning event ◦ Assessed strengths, opportunities and challenges, and established goals and objectives  Assessed all areas for streamlining – governance, operations, network – and commenced restructuring
  15. 15. IRA must revitalize and renew its membership proposition to attract and retain members.
  16. 16. What would cease to happen if IRA (or your regional or local) fell of the face of the Earth tomorrow?
  17. 17.  Professional Development  Public Engagement  Community Engagement
  18. 18.     Assess and modify IRA structurally (governance and operations) to maximize opportunities Develop a strategic plan with goals that are bold, but realistic, achievable, measureable Align and drive all resources to achieve goals Utilize this professional network – IRA and all its chartered organizations to achieve the goals
  19. 19.    Establish IRA as worldwide authority and #1 resource provider in literacy education Attain and maintain financial stability Increase membership value
  20. 20. • Increase media requests for IRA public comment by 50% each year for the next three years • Increase IRA website traffic to 5m annual visits by 2016 • Become the #1 produced result in search engine rankings worldwide for literacy education keywords by 2018
  21. 21. • Eliminate operating deficit by 2017 • Reduce draw from quasi-endowment to no more than 5% annually by 2017 • Increase revenue by 2% annually over the next three years • Rebuild cash reserve funds to $20m by 2017
  22. 22. •Develop 4 new member benefits by 2016 •Develop native language member resources for two countries by 2014 •Increase member retention from 2.5 to 5 years by 2018 •Develop customized membership experience (“My IRA”) by 2015-16
  23. 23.  IRA (ILA) is committed to investing in the required resources, IT and Human Capital, to position itself to effectively disseminate research and evidence-based knowledge and information, in a customized way, to schoolbased literacy educators of students ages 418.
  24. 24.  IRA (ILA) is committed to serving its membership by developing and offering outstanding professional services that can be customized to reflect the individual needs of its members.
  25. 25. Governance, Org Structure & Culture Membership Professional Learning
  26. 26.       Strong governance and operations Smart, conservative financial management Investment in IT and human capital Bold strategic plan with specific, measureable, achievable goals. Development of a personal, individualized membership experience Re-position IRA as a strong leader in literacy and establish our role as a world thought leader
  27. 27. Effective Operating Boards Mission Aligned to IRA Solid Financial Planning and Management Strong Membership Proposition Specific Plans for Future Growth Stronger Sustainable Network
  28. 28. Website Portal Email System Data Management Financial Services
  29. 29.    Stabilize the organization financially and operationally Use data to inform decision-making Members Matter
  30. 30. mpost@reading.org

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