2008/2009 Strategic Planadvancing professionals

Plan Index

Welcome & Introductions Balanced Scorecard Presentation Mission, Vision & Values SWOT Analysis Critical Issues For IPRA Goal I: Membership Value Goal II: Governance/Board Policies Goal III: Finance & Section Administration Roll-Over Outcomes Conclusion

Mission, Vision & Values

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.”

Vision Statement

“It is the vision of the Illinois Park and Recreation Association to be a state and national leader in advancing parks, recreation and conservation.”

Values

AdvocacyAdvocacy for parks, recreation and

conservation Community

Strong Community Leadership Collaboration

Professional and Citizen Collaboration Education

Quality Education Inclusion

Promoting Inclusion of All Innovation

Creativity and Innovation

Plan Development

Utilized a project planning perspective Project management office/organization Looked at mission and vision Reviewed Board minutes Listened to feedback from members SWOT analysis reviewed and revised Staff reviewed past accomplishments

and current projects Honest discussions occurred Laid out goals and developed outcomes

SWOT Analysis

SWOT Analysis

Reviewed the Strengths, Weakness, Opportunities and Threats

Viewed each area in a honest and realistic way

Reviewed what was apparent in the last years

Realized that some weaknesses from 06/07 & 07/08 were no longer applicable

SWOT - Strengths

Dedicated Board which follows association management principles.

Avectra Membership Software System

Advanced Technology Greater focus on

program development. Internal Project

Management/Operations structure

Continued involvement by members

Revised financial and Board policies

New members volunteering for leadership positions

Visionary association Membership value

based Full staff without

BMW Series

SWOT - Weaknesses

Confusion to IAPD and IPRA roles Membership not fully technically savvy

yet. Greater review of paper versus

technology. Avectra – still training on system Recognizing future leaders Leadership development of emerging

leaders. More defined section training Loss of Illinois Certification Plan Need a more operational systematic

approach Annual Directory/Magazine Not targeting non-members

SWOT - Opportunities

Avectra – greater internal/external communications

Growth in technology Building of Partnerships Loss of BMW Championship will

enhance staff operations of association

New Governance Structure Sponsorship/Commercial

membership opportunities Professional research Development of focused

certification program for Illinois professionals

Marketing and Communication of Strategic Plan to the membership

SWOT - Threats

Greater membership demand. Economy Environmental business changes in

technology Unclear direction from IAPD for the future. Presidential election Not public policy focused Loss of BMW Championship financially Loss of Certification revenue Not balancing our strengths and

weaknesses. Taking on projects not within the scope or

mission of the association.

Critical Issues For IPRA

Critical Issues

Identified critical issues that will affect the association in future years which should be addressed by the Board of Directors.

Critical Issues

BMW Revenue Loss Governance Restructuring Agency Budget Reductions Education and Training Younger/New Member

Involvement Minority Involvement Legislative Financial Monitoring

Goals & OutcomesMembership Value

Goal I: Membership Value 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.

Goal I: Assessment

Historically, services provided taken for granted because a majority of members’ dues were paid by the agency.

Left individual members with no incentive to take action or a clear understanding of how they could benefit.

Significant changes occurring at the association, including a dues increase and restructuring of the membership types.

Goal I: Assessment

High priority is being put on showing the value of membership and provide the membership with the tools needed to advance their careers.

Follow the IPRA Pillars of Advancement: Education, Networking, Resources, Certification and Advocacy.

Every membership benefit must provide a value to the member agency, the individual member and the general public.

Goal I: Outcomes

Develop a calendar of educational opportunities on an annual basis that would provide a listing of educational programs offered by the association.

Goal I: Outcomes

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.

Goal I: Outcomes

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.

Goal I: Outcomes

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.

Goal I: Outcomes

Develop the recognition tools for the Partners for the Future Campaign contributors.

Goal I: Outcomes

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.

Goal I: Outcomes 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.

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.

Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base.

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.

Goal I: Outcomes

Broaden the spectrum of membership by developing recruitment programs and tools for under-represented populations to achieve a more inclusive member base.

Goal I: Outcomes

Utilization, development and application of the Avectra Membership System for use by the membership in accessing individual membership data, registration and information.

Goal I: Outcomes

Implement the on-line voting system for the 2008 – 09 election process.

Goal I: Outcomes

Research and development for Phase One of a Membership Services Survey to be accomplished in 2009.

Goal I: Outcomes

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.

Goals & OutcomesGovernance/Board Policies

Goal II: Governance/Board Policies

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.

Goal II: Assessment

Board of Directors has moved forward on reviewing and establishing a new order of governance within the association

Finalize the process of nominations and elections and By-Laws.

Need to ensure that the election is in place and qualified candidates are slated for the September/October elections.

Goal II: Assessment

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.

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.

Goal II: Outcomes

Development of new Bylaws that reflect the new governance structure.

Goal II: Outcomes

Introduction of the attrition timeline and Board reduction approach for the 2009 elections

Goal II: Outcomes

Approval of the re-structured IPRA Financial Policies and Procedures

Goal II: Outcomes

Development and implementation of Nominations and Elections Policies and Procedures with implementation for the 2009 election.

Goal II: Outcomes

Board of Directors adopts the Whistle Blower Policy in accordance to Sarbanes Oxley Law.

Goal II: Outcomes

Review and adoption of a Partnership Policy that outlines criteria and procedures for establishment of partnerships with other organizations or corporations.

Goal II: Outcomes

Review of the IPRA/IAPD Joint Agreement for joint operations amongst the two associations.

Goal II: Outcomes

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.

Goal II: Outcomes

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.

Goals & OutcomesFinance and Section Administration

Goal III: Finance and Section Administration

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.

Goal III: Assessment

Changes in section leadership call for new training procedures for the sections.

Selling of the building has changed the association’s credit rating – still good.

Build up our Dun and Bradstreet rating.

Goal III: Outcomes

Develop and implement a Financial and Budget Training Program for Section Leadership to inform and educate on IPRA’s Financial Policies and Procedures.

Goal III: Outcomes

Monitor the current not for profit credit status of the association through Dun and Bradstreet.

Goal III: Outcomes

Develop an annual financial report on the association and communicate this report to the membership.

Goal III: Outcomes

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.

Goal III: Outcomes

Continue to review the investments of the association and look towards building further reserves of the association to sustain one year of operating costs.

Roll-Over Outcomes

Roll-Over Outcomes

Review, investigate and define the current library resource material with a clear avenue for retrieval of information by members. (2006,07 and ongoing)

Current resources were reviewed and inventoried in the summer 2006. (MS)

New resources will be added to supplement current deficits utilizing a variety of technologies to increase convenience to members by winter 2008. (MS)

Resources have been updated on the website, June 2007 (MS)

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.

Roll-Over Outcomes 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.

Re-established the Education Task Force. Meeting was held with Chairman Charlesworth, Chairman-Elect Crawford, Nancy Aldrich, Task Force Chair and Staff.

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.

Continue to utilize the Education Task Force to develop a more systematic approach to the sections’ educational development planning.

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.

Roll-Over Outcomes Review and define partnerships that will enhance the

parks and recreation profession and association. (2006 and 2007)

Ongoing – renegotiating partnership agreement with Fluorecycle and pursuing other mutually beneficial partnerships. (HW)

Partnership established with CIMCO Communications in fall 2006

Partnership with Illinois Recycling Association and American Camping Association.

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.

Roll-Over Outcomes 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)

Will have new forecast for the September 7th Board Meeting. (YI)

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.

Roll-Over Outcomes Review and adoption of a Partnership Policy that

outlines criteria and procedures for establishment of partnerships with other organizations or corporations.

This project is in the final stages and will be presented in early 2008 for approval.

Roll-Over Outcomes 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.

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.

Conclusion In the past, IPRA has taken for granted the high number of agencies that pay for

membership within the association.

This created an environment of allowing mediocrity to creep into the decision making process which decreased the value to the member.

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.

“Value Based” strategy dissolves the perception of mediocrity and provides a greater understanding by the Board, staff and especially the member.

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.

It is incumbent upon the association to increase the value of membership and the positive image of the association to elected and public officials.

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.

This measurable outcome will therefore show greater value to member when recognition from the leadership is cast upon.

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.

Incumbent upon the association not to “fool ourselves.”

Conclusion

Conclusion

Value Based Membership

Continue to “sell” to public officials importance of membership

Balanced Scorecard Management System

Better communication to lessen incorrect information being communicated by members

Large Projects: Governance, Certification

Conclusion

Board communicating the Strategic Plan due to number of large projects

Our Strategic Planning system is new to our members; becoming the norm in association management.

Stakeholders, Shareholders, Board of Directors

Conclusion

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.

Approach to strategic planning also allows greater creativity within the Balanced Scorecard.

Finally….

Thank you to the Board of Directors for giving us this opportunity.

Thank you to the entire staff for their vision, honesty, foresight and energy.

Thank you to the Board for your confidence to move forward in a positive manner.

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