NVAA 2025-2028 Strategic Plan

1. Increase number of Full Owner/Manager members by 20 percent overall.
2. Increase event participation among Full Owner/Manager members by 25 percent.
3. Increase committee participation among Full Owner/Manager members by 20 percent.
4. Create an incentive program for membership referrals and engagement.

• Recruit at least 3 new Full Owner/Manager members through outreach as well as networking and educational events.
• Communicate with at least 12 current Full Owner/Manager members about NVAA benefits and how their staff can get engaged (e.g., phone calls, lunch visits, etc.).
• Increase event participation by 10% (engage 23 companies in 3+ events).
• Increase committee participation by 5% (engage 10 unique member companies in tangible committee work).
• Work with the Education, Member Engagement, and Young Professionals Committees on the exploration and development of an incentive program for membership referrals and engagement, to be deployed in Fall 2026.

• Recruit at least 3 new Full Owner/Manager members through outreach as well as networking and educational events.
• Communicate with at least 10 current Full Owner/Manager members about NVAA benefits and how their staff can get engaged (e.g., lunch visits, etc.).
• Increase event participation by 10% (engage 23 companies in 3+ events).
• Increase committee participation by 5% (engage 6 unique member companies in tangible committee work).
• Work with the Education, Marketing, and Young Professionals Committees on the exploration and development of an incentive program for membership referrals and engagement, to be deployed in January 2026.

1. Expand the quantity and range of topics of continuing education offerings, resulting in an annual 10 percent increase in member participation.
2. Explore the feasibility and demand of offering a certification program, with a final decision to be made by the Board by the end of Year 2*
3. Enhance general professional development opportunities for all members with the creation of 3 new courses per year.
4. Establish a library of comprehensive training resources, with 30+ resources available to members.
5. Ensure that NVAA’s educational programming contributes 15 percent to NVAA’s total revenue through increased registrations and sponsorships.

• Research feasibility, manpower necessary, and financial impact of providing education programs for which CEU credits are offered.
• Working with other NVAA committees, launch 5 new professional development programs for members by the end of 2026.
• Develop a resource for members which contains best practices, tips, and strategies that members share.
• Connect with training resources/companies to consider learning more about on behalf of the membership (e.g., mold remediation, CCP, NAPE, GUTTS, etc.).
• Create a digital library offering members access to on-demand training materials (e.g., webinars, recorded courses). Develop a core set of 10 materials by the end of 2025.
• Conduct an analysis of education programming fees and assess members’ ability to send staff to more programs.

• Research feasibility, manpower necessary, and financial impact of providing education programs for which CEU credits are offered.
• Conduct a survey of members regarding the need/demand for a certification program, and collaborate with experts to determine costs and structure needed.
• Working with the Education Committee, launch 1-2 new professional development programs/trainings for members by the end of 2025.
• Create a digital library offering members access to on-demand training materials (e.g., webinars, recorded courses). Develop a core set of 10 materials by the end of 2025.
• Conduct an analysis of education programming fees and assess members’ ability to send staff to more programs.

1. Improve membership communication processes to increase awareness of NVAA’s value proposition and membership benefits, resulting in a 15 percent increase in engagement.
2. Improve NVAA’s digital presence across social media platforms and on the website, resulting in a 20 percent increase in followers and a 15 percent increase in web traffic.

• Working with the Member Engagement Committee, develop a comprehensive communications and marketing plan which utilizes email, social media, peer outreach, and existing events to drive engagement.
• Ensure NVAA’s member database is kept current, with quarterly updates.
• Working with the Member Engagement Committee, develop a social media plan that analyzes existing platforms and determines a strategy for how each will be used.
• Increase social media followers by 10% in Year 2.
• Working with the Member Engagement and Young Professionals Committees, determine what improvements/edits need to be made to NVAA’s website, assigning each a priority level

• Working with the Marketing Committee, develop a comprehensive communications and marketing plan which utilizes email, social media, peer outreach, and existing events to drive engagement.
• Ensure NVAA’s member database is kept current, with quarterly updates.
• Increase member engagement in programs and events by 5% in Year 1 through targeted communication strategies.
• Working with the Marketing Committee, develop a social media plan that analyzes existing platforms and determines a strategy for how each will be used.
• Increase social media followers by 10% in Year 1.
• Working with the Membership, Marketing, and Young Professionals Committees, determine what improvements/edits need to be made to NVAA’s website, assigning each a priority level.
• Increase website traffic by 5% in Year 1.

1. Position NVAA to affect change in state legislation important to our membership through the services of a lobbying firm.
2. Implement a local legislative component to NVAA’s statewide legislative efforts.

• Encourage greater member representation and participation on the Legislative Committee and publish summaries of meetings on the NVAA website to keep members informed.
• Encourage additional Full members to participate on housing commissions and landlord-tenant commissions for all jurisdictions in Northern Virginia (survey membership to see who already serves on these organizations).
• Include links to local housing commission and tenant landlord reports on our website.
• Publish a weekly update regarding one of these local jurisdictions, Commonwealth of Virginia, Arlington County, Alexandria City, Fairfax County, Prince Willam, Loudoun County. Rotate unless there is a big story in a particular jurisdiction.
• Interview with Gentry Locke and do one from all of our legal members to include on website so that members know who to turn to if they have any questions on advocacy items.
• Develop an educational program about understanding Virginia Landlord-Tenant laws.

• Encourage greater member representation and participation on the Legislative Committee and publish summaries of meetings on the NVAA website to keep members informed.
• Encourage Full members to participate on housing commissions and landlord-tenant commissions for all jurisdictions in Northern Virginia (survey membership to see who already serves on these organizations).
• Include links to local housing commission and tenant landlord reports on our website.
• Publish a weekly update regarding one of these local jurisdictions, Commonwealth of Virginia, Arlington County, Alexandria City, Fairfax County, Prince Willam, Loudoun County.  Rotate unless there is a big story in a particular jurisdiction.
• Interview with Gentry Locke and do one from all of our legal members to include on website so that members know who to turn to if they have any questions on advocacy items.
• Develop an educational program about understanding Virginia Landlord-Tenant laws.

*After a year of assessment, it was determined that there is not a current need for NVAA to develop a certification program at the current time. This topic will be explored when developing the 2028-2031 Strategic Plan.