IDEC European Leadership SeminarLjubljana, Slovenia

January 24-25, 2014

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)

Professional Development Events

Publications

Website resources

Member expertise

Network support

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

1987

Last five years=(27,626)

Prior five years=(781)

ALL MONTHS TO DATE

-1

0

1

2

3

4

5

6

7

8

In M

illions

Revenue Expense Profit/(Loss)

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

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

RT

In the last five years journal subscriptions dropped 37-41%

In the prior five years journal subscriptions dropped 9-17%

-

5,000

10,000

15,000

20,000

25,000

JUL

AUG

SEP

OCT

NOV

DEC

JAN

FEB

MAR

APR

MAY

JUN

FY06-07

FY07-08

FY08-09

FY09-10

FY10-11

FY11-12

FY12-13

FY13-14

Last Five Years

0

100

200

300

400

500

600

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

FY12-13 FY13-14 FY14-15

Membership is dropping

Conference attendance is dropping

Difficulty attracting younger members

Scarcity of members interested in leadership positions

Limited pathways to leadership

Recycled leaders

Poor financial management

Little or no strategic planning

Generational

Impact on IRA

X (1965-1980):

independent, wa

nt a

voice, informal, i

ndividual, tech

savvy, balanced,

self-sufficient

Y (1981-2001):

networking, informal

, small group, tech

savvy, always

“on”, civic-

minded, want a voice

Boom (1946-1964):

time-

sensitive, team, alwa

ys “young”, willing

to

learn, loyal, focused,

make a difference

Silent (1925-1945) :

traditional, conservati

ve, disciplined, struct

ured, loyal, faith in

institutions, value

structure

Time

Value expectations

Market structure

Competition

Technology

* Race to Relevance: 5 Radical Changes for Associations, Harrison Coerver & Mary Byers, CAE

Cut 48% of the budget

Cut 43% of staff

No change to IRA programs, services and resources

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

IRA must revitalize and renew its membership proposition to attract

and retain members.

What would cease to happen if IRA (or your regional or local) fell of the face of the Earth

tomorrow?

Professional Development

Public Engagement

Community Engagement

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

Establish IRA as worldwide authority and #1 resource provider in literacy education

Attain and maintain financial stability

Increase membership value

• 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

• 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

•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

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 school-based literacy educators of students ages 4-18.

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.

Governance, Org Structure & Culture

Membership ProfessionalLearning

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

Stronger

Sustainable

Network

Effective Operating Boards

Mission Aligned to IRA

Solid Financial Planning

and Management

Strong Membership

Proposition

Specific Plans for Future Growth

Website

Portal

Email System

Data

Management

Financial

Services

Stabilize the organization financially and operationally

Use data to inform decision-making

Members Matter

mpost@reading.org