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IACC Sets Strategic Agenda for Coming Years

This past January the IACC board met for a full day to review the IACC strategic plan. The board was led by moderator Christine Roberts, president of Roberts & more, a public relations firm based in Minneapolis. During the day the board revisited the association’s mission, promise and vision statements, set goals and priorities for the next three years and began the process of determining what types of actions and initiatives need to be taken to meet these goals.

“The strategic planning process conducted by the IACC this past January was not only interesting and efficient but very well organized. The facilitator, Christine Roberts, obviously knows our business and was prepared to get the most out of the group in a very short period of time. We are extremely pleased with the efforts of those involved and the final product. Those that participated have examined every aspect of our organization and we have established ‘realistic goals.’ With the help of the membership, these tasks can be accomplished for the good of the organization over the next two to three years,” said Tom Hamilton, IACC director and executive vice president of American Lawyers Quarterly in Cleveland, Ohio.

The meeting in January, however, was just the first step. The board convened several more times by conference call to build on the brainstorming that was accomplished at the meeting. Each call getting them closer to finalizing the strategic plan.

"The planning process is very interesting and everyone who owns or manages a business should go through this. The results encourage goal setting, system analysis and promotes the focus of getting procedures in place to help an organization grow," said Richard M. Brownlee, IACC president and general manager of Central Mercantile Collection Services in Brighton, Mich.

After much discussion and organization the strategic plan was voted on for approval by the board. The plan was approved and is now being put into place for the next three years.

"Everyone on the board worked hard to devise this new strategic plan. Ultimately, the real test will be to make this plan work. Our focus as an organization is to not only expand our membership, but, to provide additional value to its existing agency and associate members. So, we are encouraging all members to provide feedback and get involved in order to help make this plan work," said John Yursha, IACC director and president of Commercial Recovery Group, Inc. in Dover, Del.

The board would like to share with the membership the final version of the Strategic Plan. The final plan is included below.

“This was the second IACC Strategic Planning session I have attended. IACC made great strides in achieving the goals established by the Board of Directors in the initial plan in 2002 and have raised the benchmark even higher with our current strategic plan. We have set many new goals but our primary focus is to continue to enhance the reputation of IACC as the premier association for commercial collectors and to deliver new value added benefits to our members while maintaining our collaborative and participatory environment as our association continues to grow,” said Paul Eisenberg, IACC past president and chief operating officer of Johnson, Morgan & White in Boca Raton, Fla.

International Association of Commercial Collectors
April 2008 – December 2011 Strategic Plan

MISSION  

The International Association of Commercial Collectors contributes to the growth and profitability of its members by delivering essential educational and professional tools and services in a highly collaborative and participatory environment.

Objectives and Priorities

1.  To expand and enhance services to members
     1.1 Survey members to identify their needs and interests.
     1.2 Develop and share benchmarking data about the industry.
     1.3  Increase the use of Webinars for education programs.
     1.4  Improve the collector certification program; increase the number of collector certifications to 200; explore
            offering the program to clients.
     1.5  Strengthen networking opportunities; increase convention attendance by 10 each year to 150 by 2011.
     1.6  Explore the possibility of volume discounts from certain vendors.
     1.7  Promote benefits to members more effectively and regularly.
     1.8  Increase the number of certified agencies by five per year.

2.  To increase IACC membership to 490 by April 2011
     2.1  Have 305 agency members, including 60 international members, and 185 associate members.
     2.2  Improve retention; retain 91% of members.
     2.3  Design and implement a member recruitment strategy that uses more members to promote the IACC
            among their constituencies; create a “membership development” sub- committee to focus on recruitment.
     2.4  Explore retaining a telemarketing professional for membership recruitment.

3.  To enhance the reputation of IACC as the premier association for commercial collectors
     3.1    Develop a comprehensive marketing and communication plan for IACC.
     3.2    Strengthen and expand IACC’s Web site and Web presence.
     3.3    Summarize/print Scope articles for members to distribute directly to their clients.
     3.4    Identify opportunities to make presentations to other organizations about issues impacting commercial
            collections; place articles in newsletters of those organizations.
     3.5    Exhibit at the ACA, NACM, CLLA and explore the feasibility of exhibiting at other industry conferences –
            including FCIB.
     3.6    Increase the International community’s awareness of IACC.

4.  To grow future IACC leaders
     4.1  Implement a Board orientation program for new Board of Director members.
     4.2  Add at least one non-board member to each committee – excluding the Nominating and Membership
            Committees.
     4.3 Organize a mentoring program for first time convention attendees.