SPRING 2023 5 dependent on either preservation or development (sometimes simultaneously) of the forested lands upon which VFA stakeholders rely for their lives and livelihoods. Of the many goals laid out in the Board’s 2022–23 Strategic Plan, this was the area where progress was less considerable. But there was still forward momentum under this objective, to be sure. The development of “an organizational public relations plan” to “increase the visibility of the organization” did not fully materialize. It is hoped that the new VFA Communications Committee will aid in further developing such a plan moving forward. The Board also sought for VFA to “assume a leadership role within Virginia’s urban forestry community through existing opportunities or through the development of new programs.” This meant taking a more proactive approach on urban forestry and tree canopy policy both legislatively and on regulatory work groups. But establishing relationships with stakeholders to “build the bridge” could be challenging in a sometimes-combative environment. That is why earlier this year, I was honored to be appointed to the Board of Trees Virginia, our Commonwealth’s nonprofit urban forest council. It has been a genuine pleasure to begin working with Virginia Department of Forestry staff, urban forestry professionals, and other stakeholders to meet that organization’s goals of enhancing public awareness, increasing professional competence, and bolstering political engagement in urban forestry issues. You have likely read or heard me say the following a number of times: “Association management is not rocket science. If it were, I couldn’t do it.” The key to building a better VFA is to communicate openly and transparently with stakeholders to ensure that we are meeting their everchanging needs in a meaningful way. To do that, there is a simple formula that VFA has employed to better serve you: Ask stakeholders about their needs and challenges, interpret how the organization is uniquely positioned to meet those needs, then do what you say you are going to do. So VFA “asked,” conducting a stakeholder survey in 2022 to understand both your impressions about the organization and more broadly about the challenges and opportunities you saw for our community in the years ahead. The Board then “interpreted,” utilizing that data at its meeting last summer to tweak VFA’s current suite of programs and services and examining new opportunities for learning and engagement. And then we “did,” implementing changes to both our existing advocacy platform and Summit programming to address issues you identified while introducing VFA’s new Forestry Leadership ReTREEt this coming September. Usually new association executives spend much of their first year or two on the road meeting members, developing relationships, and gaining a better understanding of those they have been tapped to serve. That a global health emergency intervenes weeks after taking a job, and immediately after the conclusion of your first General Assembly session, is … unusual and somewhat challenging. OBJECTIVE Advantage VFA member businesses over non-member competitors by equipping them with tools to overcome challenges in an increasingly challenging business climate. OBJECTIVE Complete outstanding objectives from the organization’s 2021 Work Plan and engage in revenue enhancement initiatives. —continued on page 35
RkJQdWJsaXNoZXIy MTY1NDIzOQ==