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Reflections on a Year Well Spent
By Paul Harter, ISA Executive Director
As I write this, I’ve just passed the one-year mark a s your executive director. That milestone gives me cause to reflect on the three years that I’ve spent working with this Society.
My first impression of ISA was of an organization with a noble purpose, struggling to do too many things at once. As the organization had grown, its ability to function effectively had been impaired by that growth. The increased number of members, chapters, professional affiliations, partners, and other customers was a crushing weight. Demands were pouring in from all sides; resources and systems to meet those demands were inadequate. To add to this challenge, the struggle to keep up had all but completely exhausted the organization’s financial resources. As those of you in business know, there’s nothing like a cash shortage for constraining your decision making. In short, ISA’s growth and resulting complexity had stripped it of the ability to be nimble, adaptive, and successful.
I took over as acting executive director in August 2000. I came to Champaign at the head of a great staff team, absolutely committed to success. We were just beginning fiscal year 20002001 (ISA operates on a fiscal year that runs from July 1 to June 30). When the previous fiscal year had ended on June 30, 2000, ISA’s net assets stood at a negative $60,000. This situation meant that our focus for fiscal year 20002001 could be described simply as "survival." And that’s what we did. A combination of expense cuts and spending controls, along with your support of a dues increase, got us through the year with positive net income.
We went into fiscal year 20012002 in a stronger position but still with a conservative mind-set. We were back on track with improved operational systems in place, but we still were feeling the pressure of the previous year’s survival mode. I’ve taken a look at our latest projections for the end of fiscal year 20012002. By the time you read this, the final results for that fiscal year will be a matter of history. We will have posted a second successful year. Membership is strong, progress is being made on the strategic plan, service is continuing to improve, and we have money in the bank.
It would be easy to sit back and continue to take a cautious and conservative approach. We could continue to be cautious, put a few dollars in the bank every year, and be content with minimal progress on our strategic plan. Those of you who have come to know me over the past few years know that this is definitely not my style. Furthermore, I don’t believe it should be ISA’s style. We’ve so much yet to accomplish. Why risk dropping into "maintenance mode"?
During the closing banquet at the 2001 annual conference in Milwaukee, incoming ISA President Kim Coder presented me with a special award. It was a sword that he laughingly referred to as the "Paul Harter Cut-Through-The-Cr*p-Award." On that sword was the inscription "survive then thrive." What a great battle cry for ISA.
At this year’s annual conference in Seattle, Dr. Coder will pass the presidential gavel to Bailey Hudson. Dr. Coder will then assume the office of immediate past president, which is being vacated by John Hendricksen. (By the way, John received a sword in Milwaukee as well. His was presented to him as "The Defender of Arboriculture.")
Dr. Coder’s passing of the gavel will mark the closing of the reign of the great group of officers with whom I started this job. When I took the helm, Dan Neely, Gary Watson, John Hendricksen, and Kim Coder were on the ISA Executive Committee. Without the wisdom, courage, insight, and support of these officers, my job would have been next to impossible. I, along with each of you, owe them a heartfelt thank-you.
With all endings come new beginnings. I’m excited to have Bailey Hudson coming in as our new president. Bailey has a direct approach that will fit well with our move into "thrive mode." In addition, Mike Neal is gearing up to become ISA’s first two-year president. I have great expectations for him. And let’s not forget the other important members of the Executive Committee—the board vice presidents. These individuals, elected from and by ISA’s Board of Directors, have been a much-needed addition to the leadership team. Harvey Holt, Lauren Lanphear, and Melinda Jones have all proven to be valuable members of the leadership team as well as tireless supporters of ISA.
So let’s thrive! I see a three-year theme playing out. Fiscal year 20002001 was about survival, pure and simple. Fiscal year 20012002 was a chance to make up some lost ground. I think ISA’sperformance in those two fiscal years has set the stage for strong growth and reinvestment in fiscal year 2002 2003. This year’s budget shows investments in educational product development, creation of two new certification programs, preparation for a major outreach event, and new tools and technology to improve service from the headquarters operation, all while showing a positive year-end number. At the same time, this reinvestment theme extends to putting money away in a limited-access account to begin building greater financial security.
At the Michigan Forestry and Parks Association (a.k.a. the Michigan Chapter) meeting this year, I surprised the audience by loudly proclaiming, "There is no ISA!" After an uncomfortable silence developed, I went on to add that ISA does not exist as many people envision it, as a "someplace else, somebody else" organization. I had become frustrated with hearing people refer to ISA in the context of "back at ISA," or "this is what ISA has done." Everywhere I found the perception that ISA was, in some strange way, an entity apart from its members, chapters, and professional affiliations.
ISA is the embodiment of the combined will and resources of more than 14,000 people in more than 20 countries, represented by 44 separate organizations. In short, ISA is not "they." ISA is "we." We have great leaders. We have new resources. We have a noble purpose. Now we are going to thrive!
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International Society of Arboriculture
