Article 1. Name – Wisconsin Arborist Association, Inc. a Chapter of the International Society of Arboriculture, established in accordance with the constitution and bylaws of the parent organization of this chapter.
1. Provide professional education for arborists.
Article 3. Membership
1. Professional Membership: Professional membership shall be open to any and all individuals actively engaged in the practice of arboriculture. This shall include those individuals who are responsible for the supervision, management, and/or planning of arboriculture activities. Professional membership shall include, but not be limited to the following sub-groups: municipal arborists, utility arborists, commercial arborists, and other practicing arborists who will be classified as "at large."C. Membership Termination or Suspension: Any membership may be suspended or terminated for any just cause or practice which does not comply with or embrace the purposes of the Wisconsin Arborist Association and the parent organization. Such action shall be determined by the Board of Directors, upon the recommendation of the membership committee.
Article 4: Officers and Board of Directors
A. The officers of the organization shall be: President, President-elect, Vice President, Secretary, and Treasurer.
1. The Vice President shall be elected for a one-year term, to commence upon election. Upon expiration of that term, the Vice President will progress through the President track as follows: a one-year term as President-elect, a one-year term as President, and a one year term as Past President, each term to commence at the WAA Annual Business meeting.
B. Voting members of the Board of Directors shall consist of the President, President-elect, Vice President, Secretary, Treasurer, Past President, four membership representatives, and the Wisconsin Arborist Association representative to the International Society of Arboriculture.
C. Ex-Officio (non-voting) members of the Board of Directors shall consist of the WAA Educational Advisor, WAA representative to the ISA Certification Liaisons Committee (hereafter called the Certification Liaison) and the WAA representative to the TREE Fund Liaisons Committee (hereafter called the TREE Fund Liaison).
Article 5. Duties and Powers of Officers and Board of Directors
K. Governance: Chair – Past President
A. Professional Membership – dues shall be $40.00 per year.
B. Educational Membership – dues shall be $40.00 per year.
C. Associate Membership – shall be conferred annually upon action of the Board of Directors. Dues shall be $40.00 annually.
D. Affiliate Membership – dues shall be $70.00 annually.
E. Honorary Membership – no dues shall be required of the Honorary Membership classification.
F. StudentF. Student Membership - $10.00 (until graduated).
Article II. Payment of dues
A. Dues shall be due and payable before March 31st of each year. Members not paying their dues by that date shall be carried by the Wisconsin Arborist Association as delinquent until December 31st by remittance of the required dues to the Wisconsin Arborist Association.
1. Voting privileges shall be denied to members listed as delinquent.Article III. Voting Privileges
A. Voting privileges shall be extended to the active Professional and Educational membership classifications only.
1. Voting privileges shall extend to all active membership classifications except affiliate. This shall not be construed to eliminate the possibility of an active affiliate member from being elected to the Board of Directors. When affiliate member is elected to the Board of Directors that member shall have voting privileges granted during the duration of that positions term.Article IV. Dissolution Statement
In the event of the Dissolution of the WAA all Association Assets will be distributed to a cause consistent with the mission of the WAA given the Board of Directors approval.
This policy establishes standards and procedures to ensure that the Wisconsin Arborist Association (WAA) is in compliance with the Sarbanes-Oxley Act of 2002. Whistleblower procedures should be updated and consistent with the Sarbanes-Oxley Act of 2002 (Section 301.4, concerning procedures for making complaints about accounting and auditing) and provided directly to the WAA Finance Committee as defined in the constitution. The procedures provide employees, volunteers, and board members, with an avenue by which they can submit a concern to the WAA Finance Committee.
The policy applies to all offices and subsidiaries of the WAA.
1. The WAA Finance Committee shall receive, retain, investigate, and act on complaints and concerns of volunteers and members regarding questionable accounting, internal accounting controls, and auditing matters, including those regarding the circumvention or attempted circumvention of internal accounting controls or that would otherwise constitute a violation of the organization’s accounting policies.
B. Procedures for Receiving Accounting Allegations
1. Any Accounting Allegation that is made directly to the Board of Directors, whether openly, confidentially, or anonymously shall be promptly reported to the WAA Finance Committee.C. Considerations Relative to Whether the WAA Finance Committee or Board of Directors Should Investigate an Accounting Allegation.
In determining whether the Board of Directors or the WAA Finance Committee should investigate an Accounting Allegation, the WAA Finance Committee shall consider, among any other factors that are appropriate under the circumstances, the following:
1. Who is the alleged wrongdoer? If an officer is alleged in wrongdoing, that factor alone may militate in favor of the WAA Finance Committee conducting the investigation.D. Protection of Whistleblowers
Consistent with the policies of the organization, the WAA Finance Committee shall not retaliate, and shall not tolerate any retaliation by the Board of Directors or any other person or group, directly or indirectly, against anyone who, in good faith, makes an Accounting Allegation or provides assistance to the WAA Finance Committee, Board of Directors, or any other person or group, including any governmental, regulatory, or law enforcement body, investigating the Accounting Allegation. The WAA Finance Committee shall not reveal the identity as the person who made such Accounting Allegation remain confidential and shall not make any effort, or tolerate any effort made by any other person, to ascertain the identity of any person who makes a good faith Accounting Allegation anonymously.
The WAA Finance Committee shall retain for a period of seven (7) years all records relating to any Accounting Allegation and to the investigation of any such Accounting Allegation.
F. Procedures for Making Complaints
In addition to any other avenue available to an employee, any employee may report to the WAA Finance Committee openly, confidentially, or anonymously any Accounting Allegation. Accounting Allegations can be made orally or in writing to the chairperson of the WAA Finance Committee or to the WAA President or Board of Directors.
Strategic Plan is also available as a Word Document. You can right-click and choose "Save Target As" to save this document to your computer.
Background: In the spring of 2009, the Board of the Wisconsin Arborist Association (WAA) determined the need to develop a new strategic plan. Joe McLennan, a consultant who had worked with the Board two years earlier, was asked to help design and facilitate a Board planning retreat, write the retreat summary, and create the initial and subsequent drafts of the plan. McLennan's offer to help with the first steps of implementation of the plan was also accepted.
A Board Task Force assessed the 2005 to 2009 plan with the report shared with the Board prior to the planning retreat on October 15 and 16. The general sense was that a good plan had been created, but there was continuing difficulty securing the help needed to implement key sections of the plan.
While the last plan did not have a vision statement, the Board in its retreat decided the vision statement would be a useful addition to the 2010 to 2014 plan. Although recommended by the consultant, the development of a set of value/belief statements for the Association was not specifically considered during the retreat.
This initial draft of the plan was sent to the Board for its comments, reviews, and suggestions with formal discussion occurring at the December 2009 Board meeting. One of the key components of that interaction was coming to an agreement on the specific goals and possible milestones for each of the strategies that have been outlined. The plan was fine tuned throughout 2010 while several of the plan action items were also being implemented.
The contents of the plan which follows have been suggested by the previous plan, the discussions at the October Board retreat, and McLennan's work with other membership organizations including the International Society of Arboriculture (ISA) and the ISA's Southeast Chapter. Edits from Board members are incorporated into this document. The recommendation is that once the Board reaches preliminary agreement on the goals and milestones, then these strategies can be turned over to the appropriate work group(s) (Board committees or task forces) to develop the specific action plans which will then be presented to the Board for further discussion and approval. The focus of future WAA Board meetings should be on the decisions that need to be made based on these action plans. In some cases, an entire Board meeting could be devoted to one strategy. NOTE: The "Strategies" (previously described as "Goals" in the last plan) are ordered according to the priority understood by the facilitator coming out of the October retreat. The "milestones" are intended to be measuring guides for progress in a particular strategy. These can be altered and reprioritized by the assigned work group. How these milestones will be achieved is up to each work group.
Wisconsin Arborist Association 2010-2014 Strategic Plan
A primary resource for WAA members to promote the profession of urban forestry and arboriculture in Wisconsin.
Improving the understanding and appreciation of trees and the practice of arboriculture.
STRATEGIES AND PRIORITIES
1. Improve WAA's Organizational Structure
2. Promote the Value of Membership
3. Sustain Education
4. Increase Public Awareness of the WAA
The Wisconsin Arborist Association (WAA) was founded in 1964 by a small group of individuals dedicated to improving the knowledge and quality of the profession of arboriculture. Since that time, it has grown into a large organization of commercial, municipal, utility, and academic arborists. These members serve Wisconsin by providing private and public arboriculture services and research. The WAA is a chapter of the International Society of Arboriculture which has representation in over 30 countries.
1. Improve WAA's Organizational Structure:
Long-Term Goal: Improve the overall confidence level of the Board in understanding and implementing its roles and responsibilities.
A. By May 1, 2011, a Governance Committee will be established. They will need orientation and training from Joe McLennan.
B. By July 1, 2011, we will have our policy and procedures manual in place. The manual will include job descriptions for the WAA Board members. This includes the Board President, each Board officer, Ex-Officio Members, and Committee Chairs (if not a Board Member). This will include a list of what we do on a regular basis and who is to do it. We will ask the people who perform the tasks to create a detailed explanation of the process/steps. Job descriptions will be part of this, but it will also include a calendar of activities and how they are done.
C. By September 1, 2011, we will have developed a process for Board member end-of-term interviews.
D. By September 1, 2011, we will have developed and piloted a Board member recruitment process that includes a well thought-out orientation process.
E. By January 1, 2012, we will have Board and Committee development training in place.
F. By January 1, 2013, we will have a pool of potential candidates for the Board and for Board officer positions. These individuals will know Board member responsibilities.
G. By January 1, 2013, we will develop long-term strategies to ensure we are operating in a cost-effective manner while providing sufficient funds to support our strategic initiatives.
Reserve fund equal to at least one year of operating expenses.
H. By January 1, 2015, we will have designed and completed at least three Board orientation programs.
2. Promote the Value of Membership
Long-Term Goal: WAA members will recognize and appreciate the value of membership as determined by the results recorded from periodic member satisfaction surveys.
A. By February 1, 2011, a new approach to annual business meeting will have been done for a second time with the goal of increased interaction between the Board and members. Evaluate if we will continue with this format in future years.
B. By September 1, 2011, a baseline of current participation of members in programming and committees will have been confirmed. (This is the number of people involved by committee now.)
C. By January 1, 2012, a new member orientation program will have been successfully piloted as evidenced by a number of new committee members.
D. By January 1, 2012, a method to track membership retention will have been established.
E. By January 1, 2014, a membership retention rate will have been stabilized at 85 percent.
F. By January 1, 2015, increase members active on committees and Board by 50 percent.
Compare to 2.B. above.
G. By January 1, 2015, membership will have increased to 800 paid members.
H. By January 1, 2010, 2012, and 2014, a membership satisfaction survey will have been completed and results will be used to expand or contract services as appropriate. Results will indicate that WAA is seen by members as a reliable knowledge center/clearinghouse.
3. Sustain Education
Long-Term Goal: Sustain/create education and research and promote/encourage ISA certification programs and services which are known for their high quality and practical use.
A. By January 1, 2010, the intent of publishing and distributing a newsletter to members on a quarterly basis will have been met.
B. By January 1, 2011, the annual conference will have piloted at least two new program tracks for conference participants.
C. By July 1, 2011, an audit of current programs will have been completed with recommendations for those which need to be maintained, changed, or dropped.
D. By July 1, 2011, the program committee will have at least one participant from each of the member categories.
E. By each annual conference, proof is provided that a minimum of 15 ISA Continuing Education Units (CEUs) have been made available to all members in the previous calendar year.
F. By January 1, 2011, new programming and services, developed as a result of the suggestions made in the membership surveys, will have been being piloted/tweaked.
G. By January 1, 2013, WAA's calendar of education, training, and certification programs for the tree industry will have received statewide acclaim.
H. By January 1, 2014, WAA will have presented an average of four educational awareness events for the public and three education events for our members each year. At least two of them will have been the result of a co-venture with an allied group.
I. By January 1, 2014, WAA will have awarded 40 hours of CEU credit: 35 percent in arboriculture practices, 30 percent in tree science, and 35 percent in management.
4. Increase Public Awareness of the WAA
Long-Term Goal: WAA is acknowledged as a valuable resource for our membership for issues having to do with the urban forest/arboriculture. Over time, there will be an increase in education and knowledge of elected officials and the public. Milestones:
A. By January 1, 2011, will have explored Web site and social media for use to achieve WAA goals.
B. By January 1, 2012, a list of potential allied organizations will have been developed and prioritized for possible co-ventures, partnerships collaboration, etc.
C. By January 1, 2013, a marketing and public relations strategy will have been developed using input from outside experts and resources. (Consultant may be needed.)
D. Each year, the Web site has an increase of 20 percent for hits to the Certified Arborist for Hire and Educational sections of the WAA Web site.
Additional Goal-Related Tasks
Goal 4. WAA Board will have to evaluate to see if they want to pursue:
Goal 1. By January 1, 2012, a fund development group will be in place to coordinate and develop ways to increase donations for scholarships, Tree Fund, or other needs as deemed necessary.
Goal 4. By January 1, 2013, WAA's new family of pamphlets and brochures will have received recognition at regional and national award ceremonies.
Future Ideas for Consideration
1. Reevaluate this long-term goal in 2015 to see if we should change the goal to: "WAA is acknowledged as the go-to source for any issue having to do with urban forestry."
2. Conduct a statewide audit of current market awareness including mentions in Wisconsin media to establish a baseline.
3. Included in the audit is a listing of the number of Wisconsin elected officials with whom WAA has a working relationship.
4. Four to five years after the survey in Goal 2 above, repeat the survey with a goal to reveal that name recognition of WAA and what it does has improved by ____ percent; number of media mentions has increased by ____ percent; number of elected officials known to WAA has increased by ____ percent.
5. Consider a focus on, or a plan for, college students as a separate goal.
6. Increase ISA membership within WAA by 10 percent by 2014.