I want to share a special ‘thank you’ to the VHMA Board of Directors, VHMA staff and to each of our members. Each June, the VHMA BOD and staff gather to review and update the association's strategic plan. This year we spent three days in Indianapolis, IN where we took an in depth look at the progress on our strategies over the past year, assessed changes to our environment and set out to prioritize the work for the coming year. This effort is one of the primary responsibilities of the Board and the role of the staff to implement. Every participant was engaged and enthusiastic about the progress and future of our association. It is this level of energy and drive that has brought us so much success. For that, I say thank you for the willingness to share their time and talent to make the association even better for every member. We will continue to review our progress on the strategic plan every quarter to ensure that we are ‘on track’ for our targets and adjusting to changes in the industry and opportunities as needed. You may wonder why it is necessary to keep such close tabs on this plan. We do it because, despite our best efforts to define future challenges and conditions, change is the only constant. It is as true today as it was thousands of years ago when a Greek philosopher made the observation.
So what happens when a plan fails to consider change and stubbornly adheres to the status quo? The result can be devastating. Take for example, Denver International Airport (DIA). In the early 1990’s DIA implemented a plan to upgrade its automated baggage system. The goal was to fully automate baggage transfer, integrate terminals and reduce aircraft turn-around time. DIA was intractable in its insistence that the plan be implement as adopted and refused to make modifications based on the contractor’s ability to stick to the DIA’s timeline or to consider feedback from airlines about passengers’ baggage needs. The project failed miserably and eventually had to be scrapped. For DIA, it was a costly lesson learned…planning is not a linear process. It is one that requires periodic evaluation and input to ensure that the objectives and strategies are still appropriate in light of change.
As we were developing our environmental context and creating a better understanding of how changes in the industry were affecting our members, the BOD and staff relied on the direct feedback from each of you through the Annual Membership Assessment Survey. This information was invaluable in shaping and guiding the direction for the strategic plan to ensure that it put our ‘members first’! Thank you to all who shared your feedback and took the time to offer your input. I understand that we live in a survey saturated society---from the cashier in your favorite store to the random phone surveys that we are inundated with, it’s easy to become skeptical about whether surveys are effective. However, let me assure you that your feedback has been vital to evaluating and re-calibrating the association’s direction. By being responsive to members’ professional needs and aligning the VHMA to reflect this, VHMA is enriching VHMA Life and supporting managers with the tools, values, connections and resources to evolve personally and professionally.
Again, thank you for your insights and let me encourage you to continue to play a role in making VHMA an even better association by sharing your thoughts, comments, feelings and ideas. We are listening!
Jim Nash, MHA, CVPM
President