Listening, learning, and looking ahead with the APS

Philatelic Foreword by Jay Bigalke

I spent part of my Chicagopex weekend sitting in on the American Philatelic Society’s town hall meeting, where APS executive director Kirk Gillis walked members through the organization’s new mission and vision statements. What might sound on paper like a straightforward exercise in strategic planning turned out to be something much more important — a reminder of where the APS believes its future lies and what it will take to get there.

The mission statement is short: “To grow, nurture, and empower a thriving community of stamp and postal history collectors across all experience levels.” But as Gillis pointed out, there is a lot packed into those few words. Grow. Nurture. Empower. Community. Every one of those words puts collectors at the center.

That’s the part that resonated with me most. We all know this hobby thrives when people feel welcomed, encouraged, and connected. The APS calls its community its greatest asset, and I think that’s exactly right. Whether someone is new to the hobby or has collected for decades, the common thread is that the community made space for them. The new mission puts that idea front and center.

Gillis also spent time on the APS’ new vision: “To be the most trusted, innovative, and valued philatelic organization in the world.” As he acknowledged, that’s aspirational. The APS is there in some ways, and not there yet in others. But it’s the kind of goal that sets the tone for what Philatelic 2.0 should look like — modern, responsive, and forward-thinking while still rooted in the values that brought so many of us into the hobby.

What impressed me most was how much work went into developing these statements. The APS surveyed staff, the board, and key stakeholders before landing on this direction. Gillis described dozens of ideas being narrowed down to a few, then eventually down to a final vision. That kind of broad input signals something important: the APS knows it needs to reflect the full spectrum of collectors it serves.

From there, the town hall shifted to the seven priority areas that will inform the society’s strategic plan slated for release in March. None of the priorities surprised me — they are the same issues many philatelic organizations face — but I appreciated the way Gillis framed them.

Technology, unsurprisingly, sits at the top of the list. Some APS systems date back 20 or 30 years, and many don’t communicate with each other. Anyone who has used the membership portal or online registration tools has surely noticed the issue. Modernizing those systems will help the APS support growth, streamline even the simplest tasks, and create a more polished experience for members.

Marketing and education also feature prominently as priorities. How do we reach collectors who aren’t members? How do we engage lapsed ones? What motivates people to join? And how do we bring back meaningful educational programming such as Summer Seminar in a cost-effective way? Those are big questions, and it was encouraging to see them positioned as pillars rather than afterthoughts.

The APS’ network of chapters and clubs — 370 of them — received welcome attention. Gillis described them as “retail locations” that can drive community-building if given the right resources. I know from talking with club leaders around the country that many are eager for new tools and best practices.

Other priorities include stamp shows, where the APS hopes to share innovation among show organizers, and the digital library, which is about to receive a long-overdue upgrade thanks to new interface work already underway.

And then there’s inclusivity — perhaps the most important thread tying all the priorities together. Gillis shared research showing that one barrier for newcomers is simply feeling out of place. I’ve heard this too. The more comfortable and welcoming we can make the hobby, the more people will want to stay. The APS’ effort to take this seriously is a good sign.

All of these areas will be shaped by a series of small task forces made up of two to four experts who will advise staff and help guide the final strategic plan. Gillis repeated a phrase several times: every dollar is precious. In other words, investments must be made deliberately, not reactively. That’s a message we can all appreciate.

Before wrapping up, Gillis previewed ongoing member engagement: a December virtual town hall, more in-person sessions at Westpex and Boston 2026, and targeted feedback sessions on topics such as circuit sales. The APS recently completed its first annual member satisfaction survey, which should provide a baseline understanding of who is participating in their services and what services they value.

For me, the biggest takeaway from the town hall was not a single initiative or priority — it was the recognition that the APS is trying to build a foundation for its next chapter, one that invites more voices into the conversation. Philately has always been strongest when it listens. This moment feels like another opportunity to do just that.

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