Updated: January 1, 2001
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I.A.A.I. Executive Summary
A Study in Organizational Effectiveness
EXECUTIVE SUMMARY
September 1999: This document summarizes the findings and recommendations of an organizational effectiveness study conducted by Dr. Robert S. Fleming for the International Association of Arson Investigators (IAAI).
PROJECT OVERVIEW
This administrative review of the International Association of Arson Investigators (IAAI) involved:
- Conducting a study of the IAAI organization in the interest of identifying areas in need of improvement.
- Providing recommendations for increasing organizational effectiveness and efficiency.
- Serving as a resource to the IAAI Board of Directors, Executive Director, and office staff.
FOCUS OF CONSULTING ENGAGEMENT
While the overall charge to the consultant was to evaluate the current effectiveness and efficiency of IAAI and its ability to recruit and retain satisfied members, a number of specific functional aspects of the organization and accompanying processes that contribute to overall organizational effectiveness and efficiency served as the basis of analysis.
These areas included:
- Organizational governance
- Size and composition of Board
- Committee structure
- Organizational structure
- Proposed Chief Operating Officer position
- Staffing and human resource management
- Employee performance evaluation process
- Strategic management
- Operational management
- Financial management
- Policies and procedures
- Products and services
- Membership recruitment and retention
- Fulfilling membership services
- Marketing
- Length and format of AGM
- Chapter relations and development
- Developing alternative funding sources
- Developing strategic partnerships
METHODOLOGY
A comprehensive review and analysis of the past and present operations of IAAI were conducted. The focus of this work was to identify the level of effectiveness and efficiency of the organization in servicing its membership.
Data Collection
The researcher utilized a diverse set of data collection techniques. Data collection included:
- Development of a comprehensive survey designed to solicit input from the past and present leaders of IAAI.
- Administration of this survey to a population of 121 individuals, encompassing current officers and directors, past presidents, chapter presidents, committee chairpersons, liaisons, and IAAI staff.
- Conduction of in-depth interviews with a representative sample of the selected survey population as well as others interested in participating in this process.
- Interaction with the IAAI Executive Director and office staff.
- Interviews with national and regional fire service leaders to ascertain their understanding of the mission of IAAI and its effectiveness in fulfilling this mission.
- Interviews with current members of IAAI to determine their expectations regarding IAAI and their level of satisfaction regarding the effectiveness of IAAI in meeting their expectations.
- Interviews with individuals in the fire and arson investigation community who are not currently members of IAAI.
- A comprehensive review of available materials and documentation.
Data Analysis
The following procedures and processes were utilized in data analysis:
- Survey responses were tabulated and analyzed.
- Responses to interviews were summarized and analyzed.
- The level of analysis was both quantitative and qualitative.
- In addition to identifying the current situation faced by IAAI and available alternatives, trends over the past three to five years were identified.
Survey Response Rate
Of the 121 surveys that were mailed out, 52 completed surveys were returned. The 43% response rate realized in this survey is exceptional and should be viewed as an indication of the dedication and commitment of the past and present leadership of IAAI. All segments included in the target population were well represented in the survey responses.
ORGANIZATIONAL MISSION
The mission of the International Association of Arson Investigators is articulated in the organization’s Constitution and Bylaws. The objectives and purposes articulated in this governing document constitute a sound statement of mission for IAAI. This mission should be clearly communicated to all stakeholders of the organization and should provide guidance and direction for purposes of decision making within the organization.
ORGANIZATIONAL STAKEHOLDERS
Stakeholders are those individuals, groups or organizations that have a vested interest in the success of an organization. Understanding its stakeholders enables an organization to develop a customer-focus that is responsive to the expectations of its stakeholders.
Primary Stakeholders - The primary stakeholders of IAAI include those individuals, groups and organizations that hold membership in the association. These members fall into the following membership classifications as articulated in the IAAI Constitution and Bylaws:
- Active Membership
- Associate Membership
- Life Membership
- Sustaining Membership
The diverse professional affiliations and backgrounds of the IAAI membership can be described as follows:
- Fire service
- Law enforcement
- Insurance industry
- Independent investigators
- Legal community
In addition to current IAAI members, the primary stakeholders of the organization also include:
- Members of IAAI chapters
- Potential members of IAAI
Secondary Stakeholders - Although they are not members of IAAI, these stakeholders are also beneficiaries of the work of IAAI.
- Governmental agencies (municipal, state, provincial, and federal)
- Organizations and associations
- The public
- Employees
Individuals are attracted to join IAAI for a variety of reasons, both professional and personal in nature, including:
- Common objective
- Professional development
- Professional certification
- Networking opportunities
- Career enhancement
- Credibility in court testimony
- Fraternal affiliation
- Personal relationships
While stakeholders differ in their expectations of IAAI, there are common expectations that transcend all stakeholder groups. ese relate to the role of IAAI as the premier professional association for fire and arson investigators. Each stakeholder group expects that IAAI will:
- Maintain its leadership position with respect to fire and arson issues.
- Continue to function in a professional and ethical manner.
- Continue to prepare fire and arson investigators to perform their work more effectively and efficiently through the provision of training and certification programs.
- Enhance its capability to serve as an informational resource with respect to fire and arson issues.
A theme that becomes apparent in reviewing the expectations of the IAAI membership is that they expect "value" in exchange for their membership dues. IAAI members have the following expectations for the association:
- Remain premier professional association
- Assume leadership role in fire and arson issues
- Remain committed to founding purpose
- Follow ethical code
- Maintain credibility
- Maintain active involvement in Washington
- Maintain representation on NFPA committees
- Assume proactive stance
- Advance fire and arson investigation
- Demonstrate willingness to change
- Demonstrate professionalism
- Demonstrate responsiveness to membership
- Provide access to quality training programs
- Provide recognized certification program
- Maintain subject matter currency
- Provide tools for better investigation
- Serve as an information resource
- Provide guidance and support
- Provide networking opportunities
- Provide opportunities to share expertise
- Provide support for chapters
- Provide opportunities for chapter participation
- Offer enhanced products and services
- Provide membership "value"
DISTINCTIVE COMPETENCE
The distinctive competence of an organization sets it apart from competing organizations and enables it to gain competitive advantage. The attributes, which contribute to the distinctive competence of IAAI, include:
- Recognized lead organization in fire and arson investigation
- Uniqueness of purpose
- Representation of fire and arson investigators
- Fifty years of service
- Code of ethics
- Diversity and expertise of membership
- Active involvement in Washington
- Fire and arson investigator training
- Recognized certification program
- Fire & Arson Investigator
SITUATIONAL ANALYSIS
A situational analysis of IAAI revealed that the organization is facing a number of significant challenges that are capable of mpromising its ability to service its primary and secondary stakeholders effectively and efficiently. These challenges, if not properly addressed, will have a significant influence on the organization’s future survival and success.
Present Situation
For most of its 50-year history, IAAI has assumed and successfully fulfilled a leadership role within the field of fire and arson investigation. IAAI has reached a critical juncture in its history. The significant decline in membership that has occurred over the past year brought attention to the fact that IAAI was facing some formidable challenges. While this membership decrease is certainly cause for concern, it is imperative that the leadership of IAAI consider that this membership trend may be a symptom of an underlying set of problems.
IAAI, at the present time, can be described as follows:
- Highly respected
- Struggling
- Stagnant
- Failing to demonstrate "value" of membership
- Lacking direction
Likely Future Situation with No Change in Strategic Direction
At the present time IAAI is struggling and stagnant. A continuous decline in membership, and accompanying revenue reduction, will further challenge the organization’s ability to fulfill its mission and to provide "value to its stakeholders through desired products and services. Should no changes in strategic direction be implemented, the likely future situation that IAAI will face will include:
- Decreased perceived "value" of membership
- Loss of existing members
- Inability to attract new members
- Loss of IAAI chapters
- Reduced revenues
- Loss of reputation
- Loss of credibility and integrity
- Loss of influence
- Fragmented organization
Stakeholder Willingness to Accept Status Quo
The stakeholders of IAAI expect much from the premier professional organization for fire and arson investigators. The primary akeholders, its members, rightfully expects more than they presently feel they are receiving in return for their membership dues. They are not willing to accept the status quo.
Environmental Factors Necessitating a Change in Strategic Direction
There are many environmental factors that present challenges to IAAI. Some of these factors present opportunities for IAAI, while others present threats. These formidable challenges include:
- Budget reductions within employing agencies
- Personnel reductions within employing agencies
- Alienation of chapters
- Members of chapters not perceiving "added value" of joining international association
- Competing and substitute products offered by other organizations
- Other organizations competing for target membership
Key Strategic Issues that Must Be Addressed
At the present time IAAI faces many challenges which threaten its survival and future success. These key strategic issues which must be appropriately addressed by the IAAI leadership if the organization desires to maintain its prominence within the fire and arson investigation field in the 21st Century include:
- Strategic direction
- Member involvement
- Communication
- Responsiveness
- Chapter relations
- New products and services
- Membership "value"
- Marketing
- Leadership
ORGANIZATIONAL STRENGTHS
Organizational strengths are organizational factors that are likely to contribute to the future success of an organization. Review of the organization revealed many strengths that have enabled IAAI to attain its prominent position within the field of fire and arson investigation. The present strengths of IAAI include:
- Longevity
- Dedication to founding principles
- Name recognition
- Highly respected reputation
- Longstanding commitment to education
- Code of ethics
- Strong constitution and bylaws
- Stability
- Sound financial situation
- Diversity of membership
- Experience and expertise of membership
- Committed and dedicated volunteers
- Dedicated leadership
- Strong committee structure
- International presence
- Extensive network of chapters
- Respected training programs
- Recognized and respected certification program
- Professional publication
- Dedicated staff
- Office facilities
- Established presence in Washington
ORGANIZATIONAL WEAKNESSES
Organizational weaknesses are organizational factors that are likely to present barriers to the future success of an organization. Review of the organization revealed a number of weaknesses that could prevent IAAI from maintaining its prominent position within the field of fire and arson investigation. The present weaknesses of IAAI include:
- Communication problems
- Lack of responsiveness to membership
- Perceived failure to represent the membership
- Lack of trust and confidence
- Resistance to change
- Reactive
- Loss of membership
- Limited products and services
- Failure to provide and demonstrate membership "value"
- Limited number of chapter members who belong to IAAI
- Failure to properly support and coordinate chapters
- Failure to utilize sound business and management practices
- Absence of strategic management process
- Lack of mission-driven, customer-focused decision making
- Lack of vision, goals and objectives
- Lack of consistency as elected officers change
- Failure to establish and follow workable chain of command
- Micromanagement
- Failure to delegate effectively
- Lack of accountability
- Failure to empower staff
- Ineffectiveness of Executive Director
- Transactional leadership
- Lack of visibility of Executive Director
- Failure to establish strategic partnerships
- Lack of quality assurance of IAAI and chapter training programs
ENVIRONMENTAL OPPORTUNITIES
The environment presents an organization with both opportunities and threats. Environmental opportunities are those factors that are likely to enable an organization to survive and grow. The present environmental opportunities available to IAAI include:
- Offer "world class" training and education
- Demand for quality training programs
- Organizations outsourcing training due to budget cuts
- Build on premier reputation of training and education programs
- Build on Certified Fire Investigator program reputation
- Enhance CFI program to respond to the challenges of the 21st Century
- Respond to new challenges for fire and arson investigators
- Develop previously untapped funding sources
- Develop strategic partnerships with other organizations
- Renew relationships with existing chapters
- Establish new chapters that expand international reach
- Develop mutually beneficial partnerships with chapters
- Increased support from insurance industry
- Participate in the development of laws, regulations and standards related to fire and arson investigation
- Assume leadership role in introduction of new fire and arson investigation techniques and technologies
- Provide training and information based on recent court decisions
- Investigate and utilize new technologies
- Use information technology to become the recognized resource for information on fire and arson investigation
ENVIRONMENTAL THREATS
Environmental threats are those factors that are likely to challenge the survival and growth of an organization. The present environmental threats facing IAAI include:
- Loss of members who fail to perceive sufficient "value" of IAAI membership
- Loss of interest by members who serve within IAAI
- Loss of ability to attract qualified and willing individuals to serve on the IAAI Board
- Growing competition from other organizations
- Lack of awareness by other groups and organizations regarding IAAI
- Competition from chapter training programs
- Alienation of chapters
- Decreased AGM attendance
- Restructuring of federal, state, provincial, and municipal government
- Municipalities outsourcing public safety
- Downsizing of private organizations
- Budget reductions
- Pressures from employers to cut expenses
SUGGESTED GOALS
Goals and objectives should be established for the next five years. They should be developed with respect to three time frames: (1) the next year, (2) the next three years, and (3) the next five years. The following suggested goals are offered for the consideration of the IAAI leadership.
One-Year Goals: The focus during the next year must be on gaining stability.
- Develop an understanding of the factors that have contributed to the loss of membership.
- Conduct a comprehensive organizational effectiveness study and act on its recommendations.
- Institute a strategic planning process.
- Conduct a campaign to attract lost members.
- Develop new membership recruitment materials.
- Increase membership.
- Develop a marketing plan.
- Renew relationships with existing chapters.
- Increase support and involvement of chapters.
- Implement campaign to "convert" chapter members.
- Provide chapters with recruitment kits.
- Establish performance expectations for IAAI office.
- Improve communication with members and chapters.
- Identify potential strategic partners and opportunities.
- Establish a plan for the development and implementation of new products and services.
- Introduce a CD-ROM version of membership directory.
- Introduce a limited set of new products and/or services.
- Redefine staff positions and responsibilities.
- Appoint Executive Director.
- Develop quality assurance mechanisms for training and education programs.
- Conduct a training needs analysis.
- Identify new funding sources.
- Investigate possible applications of new technologies.
Three-Year Goals: The focus during the next three years should be on pursuing growth opportunities and realizing limited growth.
- Develop and implement a strategic plan.
- Revise membership recruitment materials to reflect new products and services.
- Increase membership.
- Implement marketing program.
- Identify prospective new chapters.
- Establish new chapters.
- Establish a limited number of strategic partnerships.
- Introduce additional products and services.
- Implement quality assurance mechanisms for training and education programs.
- Revise existing training programs and develop new training programs, as necessary.
- Seek new funding sources.
- Utilize new technologies in delivery of products and services.
Five-Year Goals: The focus during the next five years should be on developing strategic partnerships and realizing significant growth.
- Revise strategic plan.
- Revise membership recruitment materials to reflect new products and services.
- Increase membership.
- Establish new chapters.
- Establish additional strategic partnerships.
- Introduce additional products and services.
- Revise existing training programs and develop new training programs, as necessary.
- Seek new funding sources.
PRODUCT OFFERINGS
At the present time, IAAI has offers a rather limited set of products. This product line should be expanded to offer new products that meet the needs of fire and arson investigators. All products should be priced in a manner that offers a purchase discount to IAAI members. The expansion of the products offered by IAAI and the suggested pricing strategy will demonstrate the "value" of membership and thus be instrumental in membership recruitment and retention. A Product Catalog of all IAAI products should be prepared and updated annually.
The present product line of IAAI includes the following items:
- Training and education programs
- Certified Fire Investigator program
- Fire & Arson Investigator
- Logo merchandise
In addition to developing its own new products to expand its product line, IAAI should explore opportunities to:
- Distribute the products of other organizations
- Develop new products under strategic partnerships
- Develop an updated membership directory
- Develop a speakers’ directory
- Develop a resource directory
- Develop training manuals
- Develop chapter handbook
- Develop "canned" training programs
- Offer customized training
- Develop distance delivery and self-study courses
- Sponsor teleconferences
- Develop public education products
- Publish arson statistics
- Offer videotapes of AGM sessions
- Develop video tape training series
- Offer update workshops
MEMBERSHIP SERVICES
The present level of services offered by IAAI to its members falls short of the expectations of many members. Enhanced services should be added that support both the members and chapters of IAAI. The array of services provided by IAAI should be expanded in response to the needs and wants of the membership. The addition and promotion of these new services will further enhance the perceived "value of membership in IAAI.
New services which IAAI should consider offering include:
- Chapter support services
- Member support services
- Availability of IAAI leaders for chapter activities
- Information resources
- Mentoring program
- Research and data collection
- Dissemination of fire and arson statistics
- Consulting services
- Web site
- On-line access to fire and arson resources
- Product recall database
- Lending library
- Insurance coverage
- Product discounts
- Service discounts
- Credit card programs
FINDINGS AND RECOMMENDATIONS
The findings and recommendations of this study of the organizational effectiveness of IAAI are presented in this section of the report. Many of the issues addressed are based on the recommendations of the Management Review Committee.
The recommendations of the Management Review Committee and the underlying issues that led to these recommendations initiated a valuable dialogue on the part of the IAAI membership and their elected leaders that has been both healthy and productive. While the findings and recommendations of this report do not support the specifics of all of the Management Review Committee recommendations, this set of recommendations was found to be sound in concept.
ORGANIZATIONAL GOVERNANCE
Findings
- Over its history, IAAI has been fortunate in its ability to attract highly qualified and motivated individuals to serve in leadership positions.
- In recent years, IAAI, like many other organizations, has experienced a marked decrease in the number of qualified individuals who are willing to run for election to its Board.
- The costs, in terms of time and financial resources, to seek elected office and fulfill the responsibilities of that office are considerable and deter many individuals from seeking elected office.
- The expectation exists that the directors and officers of IAAI will make themselves available to participate in chapter and regional activities of the association.
- Some members feel that the election process has become too political.
- A new election process has been instituted that will allow members to vote without being present at the Annual General Meeting. Concerns have been expressed regarding how this may impact AGM attendance and how to best provide information, regarding the candidates’ qualifications and platforms, to those voting by mail.
- Some members feel that the elected leadership of the Board fails to represent the interests of the membership.
- The meetings of the Board, held in conjunction with the Annual General Meeting, tend to be lengthy and protracted over an extended period of time.
- The fact that the Board typically meets only twice a year has contributed to longer meetings and a lack of activity and progress between meetings.
- The format of the AGM and the Board meetings scheduled in conjunction with it create a situation that does not allow the elected leadership to fully participate in the training and educational programs or to network with the membership.
- The yearly transition of elected officers has the potential of contributing to a lack of continuity.
- The present officers of IAAI have adopted a team approach that will likely minimize the loss of continuity during the next transition of officers.
- IAAI has been very successful in maintaining the active interest, involvement and contribution of its past presidents.
- There has been a tendency for the Board to micromanage operational aspects of the organization, rather than serving in a policy-making and oversight role.
Recommendations
- The role of the Board as a policy-making and oversight group should be affirmed.
- The Board should appoint qualified individuals to run the day-to-day operations of the organization and should commit to developing an empowering and professional working relationship with the members of the staff.
- An aggressive effort should be made to attract more qualified individuals to run for elected office.
- Alternative approaches to conducting the business of the Board should be explored in the interest of reducing the face-to-face meeting time of the Board, and consequently the time commitment involved in serving on the Board.
- Possible changes in the format and schedule of the AGM and Board meetings held in conjunction with it should be considered in the interest of reducing the schedule conflicts that currently prevent board members from participating in the training and educational seminars.
- Alternative and supplemental funding sources should be pursued with respect to lessening the out-of-pocket travel costs associated with serving on the Board. This could include arranging reduced airline fares for IAAI members attending the AGM and receiving some complimentary travel which could be allocated to Board members with significant out-of-pocket costs.
- Mechanisms should be developed and implemented to inform those members voting by mail of the qualifications and platforms of candidates for office.
- The team management approach implemented by the current officers of IAAI should be institutionalized.
- The officers and directors of the association should assume an active and visible presence within the organization and should seek to be highly responsive to the membership.
SIZE AND COMPOSITION OF BOARD
Findings
- The Management Review Committee recommended that the size of the IAAI board should be reduced.
- A rationale for reducing the size of the Board would be to enable the organization to do more to assist with out-of-pocket travel costs of Board members.
- The membership of IAAI is fairly diverse which makes representation an important consideration in "rightsizing the Board.
- Many members are adamant in their opposition to reducing the size of the Board, citing concerns regarding decreased representation and leadership opportunities.
- The Board seems to function relatively well at its present size.
- As the organization pursues new opportunities, the workload of the Board as policy-maker and overseer, is likely to increase.
- Ensuring appropriate international representation on the Board has been problematic.
Recommendations
- Maintain the size and composition of the Board for the present time.
- Set the expectation that the Board will function as a "working board."
- Utilize effective delegation to ensure that each member of the Board is given the appropriate responsibilities and authority and is held accountable for completion of assignments.
- Seek to ensure effective representation on the Board of the diverse membership of IAAI, including its international members.
COMMITTEE STRUCTURE
Findings
- The IAAI has an extensive, yet functional, committee structure wherein the charge and responsibilities of each committee are clearly delineated.
- There is some overlap between the responsibilities of the various committees.
- The reporting of the extensive number of committees can become onerous and extremely time consuming.
- Some committees perceive that the IAAI board does not value their effort and contribution.
- The Management Review Committee recommended that the IAAI committee structure should be streamlined.
- Redefinition of the role and responsibilities of the Executive Director may change the responsibilities of a number of committees.
- The scope of work of some committees and their workload is rather limited.
- The IAAI committee structure provides a mechanism for the grooming of members for future service in elected positions.
- Recommendations
- Each committee should be asked to review its charge and responsibilities with respect to changes that could increase its effectiveness and, where appropriate, reduce its administrative expenses.
- Each committee should be asked to offer suggestions regarding how its effectiveness could be enhanced through reassignment of aspects of its present responsibilities to the redefined Executive Director position.
- Efforts should be made to clarify responsibilities where committee jurisdictions overlap and to combine committees where such action would be in the best interest of the organization.
- The board should consult the chairpersons of the various organizational committees as it undertakes a strategic planning process.
- The strategic plan developed and approved by the IAAI Board should provide guidance in the establishment of committee goals and objectives.
- The present practice of submitting committee goals and progress reports on goal attainment should be continued.
- Members being recruited to serve on committees should be given a realistic preview of the charge and responsibilities of the committee, as well as what they will be expected to contribute as a committee member.
- A general orientation for new committee members should be conducted in coordination with the AGM, in addition to the more committee-specific orientation that should be provided by committee chairpersons for new members of their committees.
ORGANIZATIONAL STRUCTURE
Findings
- The organizational structure of IAAI includes a governing board, an extensive committee structure and a relatively small staff.
- Issues associated with reporting relationships have been problematic.
- Although the organization has an established chain of command, it has not always been followed.
- Ineffective delegation has resulted in staff members not having the necessary authority to execute their responsibilities.
- IAAI office staff have found themselves reporting to 18 bosses, any one of which could become President within the following three years.
- A perceived ineffectiveness of and/or lack of confidence in the Executive Director has been seen as a valid justification to circumvent the established chain of command.
- The present team approach to management instituted and being utilized by the three officers has resulted in less conflicting directions being given to the IAAI staff.
- Failure to follow the established chain of command has created organizational climate and morale problems.
Recommendations
- Restructure the organization by redefining the responsibilities of the Executive Director and creating an Office Manager position.
- Affirm, communicate and follow the established chain of command and lines of authority.
- Appoint qualified staff members and empower them through effective delegation.
- Institutionalize the team management approach currently being utilized by the organization’s elected officers.
- Establish mechanisms to monitor and address problem situations resulting from failure to follow the established chain of command.
PROPOSED CHIEF OPERATING OFFICER POSITION
Findings
- The annual transition of leadership has, at times, contributed to a lack of continuity.
- The team management approach utilized by the current elected officers of IAAI should improve the continuity.
- An underlying reason for the recommendation to create a Chief Operating Officer position was a lack of confidence in the Executive Director held by some members and leaders of IAAI.
- The position vacancy created by the resignation of the Executive Director provides an opportunity to redefine the roles and responsibilities of the IAAI elected leadership and staff.
- The creation of the proposed Chief Operating Officer position requires approval by the IAAI membership, and this action was tabled at the last meeting of the membership.
- A revision of the Executive Director position description could accomplish the intent of the Management Review Committee, without actually changing the position title.
- The viability of implementing the Management Review Committee recommendation regarding the creation of a Chief Operating Officer position and the success of the position incumbent would, to a significant degree, be determined by the ability and willingness of the present and future IAAI elected leadership to relinquish some control and empower the administrator, regardless of position title, to run the organization.
Recommendations
- Redefine the responsibilities of the Executive Director position to focus primarily on the "outside roles of association management and to incorporate the realignment of certain responsibilities recommended by the Management Review Committee.
- Conduct a search for a new Executive Director, with an emphasis on filling this important position with an individual possessing the following qualifications:
- Demonstrated management and leadership skills
- Effective communication and interpersonal skills
- Understanding of fire and arson investigation issues
- Entrepreneurial experience and orientation
- Conceptual skills
- Product and project management skills
- Ability to work with diverse stakeholder groups
- Client-service orientation
- Ability to represent and market the organization effectively
- Appoint a qualified individual to the position of Executive Director.
- Practice effective delegation by granting the Executive Director the necessary authority to accomplish the responsibilities associated with this position.
- Establish a professional and empowering working relationship between the IAAI elected leadership and its Executive Director.
- After successful completion of the first year of service by the new Executive Director, revisit the recommendations of the Management Review Committee with respect to the viability of assigning additional responsibilities to the Executive Director.
STAFFING AND HUMAN RESOURCE MANAGEMENT
Findings
- As a result of the resignation of the Executive Director, the current staff of the IAAI office consists of two individuals.
- These individuals are dedicated and committed to the work of IAAI.
- Marsha Sipes, who has been named as Acting Office Manager, is a highly effective employee, who has a thorough understanding of the IAAI operation and is extremely responsive to the needs of the IAAI membership.
- Tracy Bennett, the second staff member, is a competent individual who is committed to serving the IAAI membership. Her ability to do so fully is limited by her relatively short tenure with IAAI.
- The existing position descriptions for the three authorized positions are reasonably accurate reflections of the duties and responsibilities of staff members.
- The existing employee performance evaluation process has not been utilized effectively as a tool for motivating and rewarding employees and identifying professional development needs.
- Staff members have not been sent to training programs that would enable them to more effectively and efficiently perform their responsibilities.
- The workload of the support staff has been impacted by the changing priorities of the IAAI leadership and Executive Director.
- The unavailability of the Executive Director has directly impacted on the workload demands of other staff members.
- An office staff of three members appears appropriate at the present time. However, the appropriateness of staffing levels will be determined by the workload resulting from the strategic decisions made by the IAAI leadership in the coming months.
Recommendations
- Restructure the IAAI organization in a manner that defines the responsibilities of the Executive Director as primarily "outside roles that involve working with the organization’s stakeholders and leadership in the interest of pursuing strategic opportunities and implementing the organization’s strategic plan.
- Create an Office Manager position with primary responsibility for the "inside roles" associated with overseeing the day-to-day operation of the IAAI office.
- Appoint highly qualified individuals to the positions of Executive Director and Office Manager.
- Review the appropriateness of staffing levels once a strategic plan is developed.
- Implement a program of employee cross-training.
- Conduct a training needs assessment and arrange for employees to receive appropriate training.
- Conduct annual employee performance appraisal interviews and base compensation on attainment of mutually agreed-to performance goals and objectives.
- Recognize the potential need for temporary staff during periods of increased workload and provide necessary funding within the budget.
EMPLOYEE PERFORMANCE EVALUATION PROCESS
Findings
- The IAAI has implemented an employee evaluation process.
- This evaluation process has been utilized in a manner that allows subjective judgements to outweigh objective performance data.
- This process has not been used effectively in the evaluation of performance and professional development of IAAI staff.
- This evaluation process has focused on performance of current position responsibilities and has failed to address the development of cross-functional skills.
Recommendations
- Policies and procedures with respect to employee performance evaluation should be reviewed.
- A formal employee performance evaluation system, that incorporates a joint goal setting process and rewards commensurate with attainment of goals, should be developed and implemented.
- This employee performance evaluation system should be objective in nature, based on clearly defined and communicated performance expectations.
- The performance goals of individual staff members should be developed based on the overall goals and objectives of IAAI as articulated in its strategic plan and should be consistent with a set of performance expectations with respect to the responsiveness of the IAAI office to its stakeholders.
STRATEGIC MANAGEMENT
Findings
- A formal strategic management process is not utilized by IAAI.
- The organization has failed to pursue many appropriate strategic opportunities as a consequence of not having a formal strategic management process.
- The organization has not operated in a mission-driven, customer-focused manner.
- The lack of a strategic management process will compromise the organization’s survival and future success.
Recommendations
- The leadership should commit to the utilization of a strategic management process.
- This process should provide for strategic planning, implementation and evaluation.
- The information provided in this consulting report with respect to organizational strengths and weaknesses, environmental opportunities and threats, distinctive competence, and stakeholder expectations should be utilized in the development of a strategic plan.
- The various stakeholder groups, particularly the IAAI chapters, should be afforded the opportunity to participate in this strategic planning process.
- The strategic plan, developed through this process, should guide the IAAI leadership and staff in making appropriate strategic and operational decisions.
- The strategic plan should articulate priorities with respect to the budgeting process.
OPERATIONAL MANAGEMENT
Findings
- The present office staff is capable of effectively and efficiently servicing the needs of the membership and running the day-to-day office operation.
- Conflicting direction and requests from members of the Board have frustrated the office staff and in some cases decreased the effectiveness and efficiency of the office operation.
- There has been a history of ineffective delegation with respect to the office staff.
Recommendations
- Appoint a qualified Office Manager and give that individual the appropriate authority to enact the responsibilities of the position.
- Charge the Office Manager with the "inside roles" of running the office.
- Delineate the role of the Board as policy-making and oversight with respect to the day-to-day operations of the organization.
- Establish performance expectations regarding desired levels of responsiveness in performing office functions and servicing the requests of members.
FINANCIAL MANAGEMENT
Findings
- Processes exist within IAAI that contribute to effective financial management.
- The budget preparation and review process operates in an effective and efficient manner.
- The use of a Financial Adviser is prudent in that this arrangement charges an individual with an appropriate financial background to focus specifically on the fiscal operations of the organization.
- At the present time, IAAI is in a sound financial position.
- The loss of membership to date has negatively impacted the financial position of the organization; further decreases in membership would have serious ramifications with respect to the organization’s financial status.
Recommendations
- The existing financial management practices of the organization should be maintained.
- Financial goals with respect to revenues should be clearly articulated and tracked on a monthly basis.
- The use of a Financial Adviser should be continued.
- The Budget and Finance Committee should play an integral role in the strategic management process.
- The Budget and Finance Committee should be actively involved in all deliberations regarding alternative funding sources and strategic partnerships.
- Pro forma budgets should be developed and utilized as a control measure with respect to all new projects and strategic initiatives of the organization.
POLICIES AND PROCEDURES
Findings
- Policies and procedures have been developed that adequately address most aspects of the current IAAI operation.
- Policies and procedures have not been consistently applied.
- Performance expectations with respect to responsiveness to requests of members, potential members and other stakeholders have not been developed and communicated to the IAAI staff.
- As IAAI expands its product and service offerings and pursues new strategic initiatives, appropriate policies and procedures will be needed.
Recommendations
- Policies and procedures should be reviewed annually and revised as necessary.
- New policies and procedures should be developed, as necessary, to support the introduction of new products and services.
- The IAAI Board, in its policy-making role, should, with appropriate staff input, promulgate policies.
- The Executive Director and Office Manager, with appropriate staff input, should develop and implement procedures designed to support the policies established by the Board.
- Performance expectations with respect to customer service and responsiveness should be developed by the IAAI elected officers, with appropriate input from the Executive Director and Office Manager.
PRODUCTS AND SERVICES
Findings
- IAAI offers a rather limited product line at the present time.
- The products that members value are:
- Training and education programs
- Certified Fire Investigator program
- Fire & Arson Investigator journal
- IAAI logo merchandise
- The recent focus on products has placed too much emphasis on the role of logo products within the product line of IAAI.
- IAAI offers relatively few membership services.
- The current products and services offered by IAAI are inadequate to provide and demonstrate the membership "value expected by the fire and arson investigation professional community.
- Numerous strategic opportunities exist to partner with organizations in the development and delivery of additional products and services.
- The members of IAAI desire many products and services that the organization does not currently offer.
- IAAI does not have a Product and Service Catalog.
Recommendations
- Complete work on new IAAI Membership Directory and make available to the membership in the traditional printed form and on a CD-ROM format.
- Review and revise, as necessary, the current products and services offered by IAAI in the interest of assuring their quality and maintaining their marketability.
- Conduct a needs assessment regarding member expectations with respect to new products and services and utilize this information in prioritizing product and service development initiatives.
- Develop a multi-year product and service development plan. The information contained in this consulting report may offer useful insight regarding viable products and services.
- Introduce several new products and services annually in accordance with the multi-year product and service development plan.
- Explore and establish strategic partnerships with respect to product and service development and delivery.
- Develop, and revise annually, a Product and Service Catalog.
- Utilize the advertising capabilities of the Fire & Arson Investigator and IAAI chapter newsletters to introduce and promote products and services.
- Explore and establish distributor relationships with organizations that offer products of interest to fire and arson investigators.
MEMBERSHIP RECRUITMENT AND RETENTION
Findings
- There has been a significant decrease in IAAI membership over the past year.
- Many other professional organizations are competing for IAAI members.
- Many organizations have reduced their willingness to fund memberships in professional associations.
- Many potential members perceive insufficient "value associated with IAAI membership and thus have not joined.
- Many former members have not renewed their IAAI membership because they perceive the "value associated with membership is not consistent with the cost of membership.
- Some members have been lost as a result of a misunderstanding related to the issuance of membership cards at the time of invoicing for membership renewals.
- Many current members of IAAI are evaluating the "value associated with membership.
- There has been a longstanding problem involving the inability to "convert chapter members to IAAI members, based on an inability to clearly and convincingly demonstrate the "incremental value of joining IAAI in addition to the chapter.
- The training and education programs offered by IAAI and its chapters are a valuable source of potential members.
- Many chapter officers are committed to assisting IAAI in "converting chapter members, but lack the resources to do so.
- The present product and service offerings of IAAI fail to clearly and convincingly demonstrate the "value of IAAI membership.
Recommendations
- Develop and implement updated membership materials that clearly document the unmistakable "value associated with IAAI membership.
- Provide all chapters, Board members, committee chairs, and liaisons with membership recruitment kits.
- Provide each member of the IAAI Board with a PowerPoint presentation for their use in representing IAAI and recruiting new members.
- Implement an aggressive campaign to attract former members.
- Assume an active presence at major conferences and trade shows and seek opportunities to make informational presentations regarding IAAI and the "value of membership.
- Utilize extensive advertising in the Fire & Arson Investigator and other appropriate professional journals that reach targeted populations.
- Provide chapter officers with a listing of all IAAI members from their jurisdiction.
- Request periodic membership lists and contact information for the members of each chapter.
- Establish a practice of sending IAAI membership materials to new chapter members.
FULFILLING MEMBERSHIP SERVICES
Findings
- The present products and services offered by IAAI must be expanded in the interest of creating membership "value.
- While some members are satisfied with the IAAI office, others have experienced unresponsiveness on the part of the IAAI staff in servicing the needs of its membership.
- Performance expectations have not been established and articulated with respect to desired levels of responsiveness in performing routine office functions and servicing requests received from the membership.
Recommendations
- Performance expectations should be established and enforced with respect to the execution of routine office functions and response to requests received from the membership.
- Office procedures should be reviewed and revised, as necessary, with respect to ensuring responsiveness in accordance with established office performance expectations.
- Staff members should be encouraged to offer suggestions for increasing the effectiveness and efficiency of the IAAI office operation.
- Staff members should be afforded the opportunity to attend customer service training programs.
MARKETING
Findings
- IAAI does not currently have a marketing program.
- The selling of logo merchandise has been confused with marketing.
- All members should have a role in marketing IAAI.
- Chapter officers and the leaders of IAAI have not been given the necessary tools to successfully market the organization.
- The officers and directors of IAAI should have an instrumental role in marketing.
- Products and services need to be added to the market offerings of IAAI in the interest of enhancing the "value associated with membership.
- Failure to keep the IAAI web site updated is counterproductive with respect to marketing the organization.
- At the present time, the Fire & Arson Investigator is the most effective marketing tool of IAAI.
- "Word-of-mouth endorsements of the organization are likely to increase as the "value associated with IAAI membership is enhanced.
Recommendations
- The products and services offered by IAAI must be expanded in the interest of creating a clear and convincing "value of membership.
- High-quality print and presentation marketing materials should be developed and provided to the leadership of IAAI and its chapters.
- Members of the IAAI Board should be provided with a PowerPoint presentation for use in marketing the organization.
- A comprehensive marketing program should be developed and coordinated with its product and service development plan and strategic plan.
- The officers, directors and Executive Director of IAAI should be aggressive in seeking opportunities to market IAAI.
- IAAI should more fully utilize advertisements in the Fire & Arson Investigator and other professional journals.
- IAAI should more fully utilize advertisements, articles and informational updates in chapter newsletters in its marketing efforts.
LENGTH AND FORMAT OF AGM
Findings
- The appropriateness of the length and format of the AGM have been questioned by many members.
- Many members of IAAI value the current length and format in that they combine family vacation activities with AGM attendance.
- Many members feel that the length and format of the AGM make it impractical for them to attend, either because of the time away from work or the associated costs of travel, lodging and attendance and the lost income while away, for those who are self-employed.
- Some members feel that more affordable lodging arrangements should be available.
- Discounted airline fares and car rates are not made available to members attending the AGM.
- Some members feel that the AGM and the banquet feature too much pomp and circumstance and recognition of members of the IAAI Board.
- Some members believe that the quality of the training and educational programs offered at the AGM are no better than those available through their chapters.
- Attendance at the AGM is remarkably low, given the size of the membership of IAAI and its chapters.
- The current format of the AGM and Board meetings does not afford Board members the opportunity to participate fully in the training and educational seminars and to be available to the membership.
Recommendations
- A training needs analysis and past seminar evaluations should be utilized in selecting topics and speakers for training and educational seminars.
- Quality assurance measures should be utilized to ensure that only high-quality training and educational seminars are offered.
- The length and format of the AGM should be reviewed in the interest of accomplishing the following objectives:
- Enable participants to attend the entire seminar or a set of workshops offered over a shorter time frame.
- Coordinate the AGM and training and educational seminars with a Saturday night stay for those members who desire to take advantage of travel and lodging discounts.
- Schedule meetings of the Board so that they do not conflict, or have minimal conflict, with the training and educational seminars.
- Hold the AGM prior to the Board meeting to provide the Board with membership input before they take action on issues of interest to the membership.
- Reduce the length of the Board meeting through streamlining the processing of committee reports.
CHAPTER RELATIONS AND DEVELOPMENT
Findings
- IAAI has an extensive network of chapters.
- The present network of chapters should be expanded to address the needs of fire and arson investigators in additional regions and countries around the world.
- Some chapters have become alienated as a result of the lack of support they have received from IAAI.
- The current officers of IAAI, particularly President Robert Kramer, have been aggressive in renewing relationships with the existing chapters.
- Chapter management handbooks and orientation sessions for new chapter officers are not provided by IAAI.
- Many chapter officers are interested in more fully supporting IAAI but need direction as to how they can be of assistance.
- Most chapters have limited interaction with the IAAI office.
- Many chapters have found the IAAI office unresponsive to their requests.
Recommendations
- Establish an aggressive program to renew relationships with existing chapters.
- Identify potential opportunities to establish new chapters.
- Aggressively pursue the establishment of new chapters, particularly those in regions and countries that expand the international reach of IAAI.
- Provide meeting speakers and instructors for chapter educational programs from the ranks of the IAAI leadership.
- Request current contact information for chapter officers and utilize this information to provide regular updates to the chapters.
- Provide the chapters with articles and informational updates for inclusion in their newsletters.
- Sponsor an orientation program for new chapter officers in conjunction with the AGM.
- Establish and utilize electronic mail distribution lists as a tool for timely two-way communication with chapter officers.
- Institute a tickler system whereby personal contact with the President of each chapter is made not less frequently than quarterly.
DEVELOPING ALTERNATIVE FUNDING SOURCES
Findings
- IAAI is overly reliant on membership dues as a revenue source.
- Revenues from training and educational seminar proceeds play an important role in diversifying the IAAI revenue base and improving its financial position.
- Minimal revenues are provided from sale of IAAI products.
- IAAI has not been aggressive in seeking or securing sources of alternative funding.
Recommendations
- Alternative funding sources should be identified.
- Appropriate IAAI committees should be asked to identify alternative funding sources related to their change.
- The leadership and staff of IAAI should aggressively pursue appropriate sources of alternative funding.
- The effective and efficient use of alternative funding that is received, should be used to demonstrate proper stewardship in seeking additional funds.
DEVELOPING STRATEGIC PARTNERSHIPS
Findings
- The are many strategic opportunities available for IAAI to partner with other organizations.
- IAAI has not been aggressive in seeking and establishing mutually beneficial strategic partnerships with other organizations.
Recommendations
- Identify potential organizations with which IAAI could establish strategic partnerships.
- Establish strategic partnerships with a limited number of organizations.
- Utilize demonstrated success in initial strategic partnerships as leverage in the development and establishment of additional strategic initiatives.
CLOSING REMARKS
The purpose of this consulting engagement was to evaluate the organizational effectiveness of IAAI in the interest of determining its readiness to face the challenges of the 21st Century. The focus of this study was to evaluate the organization’s ability to fulfill its mission through the recruitment and retention of satisfied members who perceive the "value of IAAI membership.
The background information, findings and recommendations presented in this report are designed to provide the elected leadership and staff of IAAI with an informational resource that they can use as they embark on a strategic planning process that will position IAAI to grow and prosper, and thus more effectively serve its members and fulfill its mission, in the 21st Century.
While IAAI will face many challenges in the next few years, its leadership possesses the expertise, dedication and commitment that will be required to ensure its survival and future success. Taking action on the recommendations contained in this report will enable IAAI to assume a proactive, rather than reactive, position within the fire and arson investigation community and thus maintain its leadership role as the premier professional organization for fire and arson investigators
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