NHLA STRATEGIC PLAN 2024-2030

By DALLIN BROOKS, NHLA Executive Director

Ifirst want to thank the Strategic Planning Committee. I wooed them all into participating by promising that it would be easy. I told them they would get a weekly email to respond to and then join a monthly online call to discuss responses. And that is what we did, but it was a lot of thinking about the responses. There were 20 people on the committee, and they shared a lot of opinions. We ended up having an in-person meeting to review the objectives of each committee to ensure they were adequately discussed and determined. Ultimately, because of their back-and-forth responses and willingness to question everything, we devised a spectacular strategic plan that is a game-changer for NHLA. We will focus more on our services to benefit the industry, become proactive in tackling issues, and coordinate with others better.

I would also like to thank the NHLA Board of Directors for approving the strategic plan. It required changes, but they recognized the need to change and supported the strategic plan 100%. I was shocked that the board approved all the recommendations from the Strategic Planning Committee. It breaks up the old boys club and opens the door for better membership interaction and participation. Their trust in a new executive director and the NHLA staff to carry out this plan is noticed and appreciated.

Now on to the NHLA Strategic Planning Committee Tasks. It is important for NHLA members to understand the process of the strategic plan. Below is a brief overview.

PREPARATION: PROPER PREPARATION PREVENTS POOR PERFORMANCE

1. Background review of mission and vision statements to clarify NHLA goals and objectives.

2. Analysis and report of the NHLA along with the hardwood industry and trends.

3. Recommendations with staff comments.

4. Identify and analyze NHLA key stakeholders and their roles within the NHLA.

PLANNING: CORE STRATEGIES THAT FOCUS ON STAFF CHIEFS AND COMMITTEE OVERSIGHT

5. Fundamental NHLA needs from each stakeholder.

6. Stakeholder needs or expectations from the NHLA.

7. Establish NHLA foundation that prioritizes strategic issues based on fundamental needs.

8. Broadly determine objectives (1-8) of each area based on the foundation.

PURPOSES: DEFINE EACH OBJECTIVE OF THE FOUNDATION:

9. Objective 1-8: clear, measurable goals that are communicated in terms of quantities and timelines.

PERFORMANCE: DEVELOP PLANS OF ACTION NECESSARY TO ATTAIN THE OBJECTIVES, A COHESIVE BUILD UP TO ACTION

17. Review Committee Analysis and Comments.

18. Review Committee Charters.

19. Review Membership Participation and Committee Structure.

20. Review Board of Directors and Meeting Structure.

PRODUCT: ANALYSIS OF THE LAYOUT AND GOVERNANCE OF THE ORGANIZATION

21. Review Staff Structure and Succession Planning.

22. Review NHLA Bylaws.

23. Review NHLA Standard Operating Procedures (SOP).

24. Review ITSEF Bylaws and SOP.

PROPOSAL: COMPLETED STRATEGIC PLAN

25. Communicate the Strategic Plan.

26. Allocating resources consistent with strategic plan, goals, and objectives.

27. Monitoring results, measure progress and make adjustments.

28. Report to board.

I would like to add a couple of comments about the overall process.

First, the Strategic Planning Committee determined they should not set the committee goals. It is for you, the members, to participate on the committees and to observe and comment on committee goals and decisions.

Second, the Venn diagram. It is more important than you think. It is crucial to display purpose and foundation of NHLA in a visual manner that is easy to understand. The Strategic Planning Committee spent a lot of time on this. Redoing it several times, then throwing it away and looking for other ways to graphically represent NHLA before returning to it with the new center, “To grow and stabilize the hardwood industry .” This, once shared by past Chairman Jeff Wirkkala, was latched onto by the committee and became the driving foundation for such a successful strategic plan. Some might question why it isn’t just “Grow and stabilize hardwood lumber.” The simple answer is that to produce lumber, you also need bi-products, logging, forest management, equipment, services, and more, hence the hardwood industry.

Third, the committee objectives. They are the critical piece for the committee to use when setting goals. How will each committee obtain its objectives? What goals will they need to set? The objectives give clarity to issues. Is it coved by an objective? If not, then NHLA should not be doing it.

Fourth, the recommendations. These significant changes might not make sense to those not on the board, but ask any board member, and they will tell you it is a good thing. I hope the members will support these changes. They will improve NHLA drastically. You will see the difference in the coming years. Still, you can rest assured that your voice is now stronger, your volunteer leadership is more streamlined, your staff leaders are empowered, and all communication is increased. This plan is the best strategic plan I have ever participated in. It is robust, scrutinized (repeatedly), and much better than just being thrown in a room for a day and answering questions. One of the reasons NHLA hired me was to create a strategic plan, and I am glad that the board saw and recognized the importance of this. If you have any questions, please don’t hesitate to reach out to board members, the Chairman, the Vice Chairman, the Mission Leaders, and any of the NHLA staff.

This Strategic Plan puts us all on Common Ground to grow and stabilize the hardwood industry.