The document outlines an organization's strategic plan to advance membership value, governance, and finance over three goals. Goal I focuses on defining and marketing membership value through educational opportunities, an improved website, certification programs, and an inclusive membership. Goal II centers on governance restructuring and policies to enhance operations. Goal III aims to provide financial transparency and training to sections through reporting, credit monitoring, and an RFP process. Key outcomes are identified under each goal related to services, technology, recognition, and administration.

1. 2008/2009 Strategic Plan advancing professionals

3. Welcome & Introductions 2008 Chairman of the Board Tracey Crawford, NSSRA

5. The Balanced Scorecard… IPRA’s New Approach By: Dean Comber, Director of Operations/Project Management

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

12. Financial Perspective Model Long Term Association Value Cost Efficiency Revenue Growth Improve Cost Structure Increase Utilization Expand Revenue Opportunities Increase Member Value

14. Member Perspective Model Acquisition Retention Price Service Quality Value Satisfaction

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. 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

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. 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.

34. Mission, Vision & Values

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.”

39. SWOT Analysis

45. Critical Issues For IPRA

48. Goals & Outcomes Membership Value

64. Goals & Outcomes Governance/Board Policies

77. Goals & Outcomes Finance and Section Administration

85. Roll-Over Outcomes

93. Conclusion

98. Say “Hello” to MARC