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)
7. 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
11.
Limited pathways to leadership
Recycled leaders
Poor financial management
Little or no strategic planning
12. 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
14. Cut
48% of the budget
Cut 43% of staff
No change to IRA
programs, services and resources
15.
16.
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
17. IRA must revitalize and renew its
membership proposition to attract
and retain members.
18. What would cease to happen if IRA (or your
regional or local) fell of the face of the Earth
tomorrow?
20.
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
21.
Establish IRA as worldwide authority and #1
resource provider in literacy education
Attain and maintain financial stability
Increase membership value
22. • 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
23. • 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
24. •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
25.
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.
26.
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.
28.
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
29.
30. Effective Operating Boards
Mission Aligned to IRA
Solid Financial Planning
and Management
Strong Membership
Proposition
Specific Plans for Future Growth
Stronger
Sustainable
Network
We have lost nearly 30,000 members in the past five years. Our overall membership number is back to our 1987 level.
Why? Ed Policy – no out-of-state travel; change in PD philosophy; Cost of travel
06-07 Toronto08-09 Phoenix/MinneapolisLast Year/Chicago06-07 – Toronto 07=08 Atlanta08-09 Two – Phoenix/Minneapolis09-10 Chicago10-11 Orlando11-12 – Chicago
Journal subscriptions continue to drop.Slight peak in December 2012 was due to Wiley-Blackwell reporting, which only happens once a year.
The radio graph shows that books sales are steadily dropping. The years are stacked on top of each other like a stack of pancakes…the larger years are the blue years which are at the bottom. The small inset shows the same thing. The radio graph also indicates that high-selling months for books are somewhat irregular but can be estimated to be January/February (spring catalog), April/May (conference), and August/September (fall catalog). Therefore, we can say book sales are highly driven by promotion. Weekly book sales also indicate being highly sensitive to promotion.
E-books are beginning to show a sales pattern of peak sales in the Fall, although since e-books are relatively new there is not yet much data to go by. E-book sales are expected to continue to climb over time and so far reached their peak in August of FY13-14 with 600 unit sales.
Silent – 1925-1945: Top-down control; respect hierarchy and authority; Boomers – 1946-1964: Career-focused; work as part of identity, politically correct, X – 1965-1980: Fun, flexibility, tech savvy, value work/life balance; distrust authority, Y – 1981-2001: Work in groups, instant gratification, ability to learn quickly, want responsibility – to have a voice, networking, confident
Time – less of it; more picky about where to spend itValue expectations – demand more value or won’t renewMarket Structure – associations offer more and more stuff: more stuff doesn’t attract members or keep membersCompetition – not just for time, but for services as specialized organizations crop upTechnology – need more of it and better tech
This about the work… what do we do that is essentially important and would cease to happen if we didn’t exist. What is it that we do that matters and is unique (no one else doing it). What in literacy would not happen?
RebrandingCause Equation
Costs regularly covered by reliable revenueAble to manage debtLiquidity sufficient to withstand risk and pursue new opportunities
