2011 Division Leadership Conference

APA CEO Address

Update on Strategic Planning

At its February 2007 meeting, the Council of Representatives passed the following additions to the APA Association Rules:

“STRATEGIC PLANNING FOR THE ASSOCIATION:

The CEO of APA will be responsible for an ongoing strategic planning process for the Association.

The CEO will be responsible for reporting annually to the APA Council of Representatives and Board of Directors on the status, results, and implications of the strategic planning

process”

Toward an APA Strategic Plan

New APA Mission Statement

The mission of the APA is to advance the creation, communication and application of psychological knowledge to benefit society and improve people’s lives.

New APA Vision Statement

The American Psychological Association aspires to excel as a valuable, effective and influential organization advancing psychology as a science, serving as:

The American Psychological Association aspires to excel as a valuable, effective and influential organization advancing psychology as a science, serving as:

A uniting force for the discipline;

The major catalyst for the stimulation, growth and dissemination of psychological science and practice;

The primary resource for all psychologists;

The premier innovator in the education, development, and training of psychological scientists, practitioners and educators

The leading advocate for psychological knowledge and practice, informing policy makers and the public to improve public policy and daily living;

A principal leader and global partner promoting psychological knowledge and methods to facilitate the resolution of personal, societal and global challenges in diverse, multicultural and international contexts; and

An effective champion of the application of psychology to promote human rights, health, well being and dignity.

New APA Core Values

The American Psychological Association commits to its vision through a mission based upon the following values:

Continual Pursuit of Excellence

Knowledge and It’s Application Based Upon Methods of Science

Outstanding Service to it’s Members and to Society

Social Justice, Diversity and Inclusion

Ethical Action in All that We Do

Data collection methods and sources

Focus groups

Electronic surveys

Phone interviews

Interactive working sessions

In-person interviews

Environmental scans

Governance groups

Large cross-section of members

Staff

Documents and literature about the field

APA’s Strategic Goals

Maximize Organizational Effectiveness

Expand Psychology’s Role in Advancing Health

Increase Recognition of Psychology as a Science

APA’s Strategic Goals and Objectives

Strategic Goals for APA

Goal 1:

Maximize Organizational Effectiveness

Objectives for Goal 1: Maximize Organizational Effectiveness

The APA’s structures and systems support the organization’s strategic direction, growth and success.

a. Enhance APA programs, services and communications to increase member engagement and value;

b. Ensure the ongoing financial health of the organization;

c. Optimize APA’s governance structures and function.

Strategic Goals for APA

Goal 2:

Expand Psychology’s Role in Advancing Health

Key stakeholders realize the unique benefits psychology provides to health and wellness, and the discipline becomes more fully incorporated into health research and delivery systems.

a. Advocate for the inclusion of access to psychological services in health care reform policies;

b. Create innovative tools to allow psychologists to enhance their knowledge of health promotion, disease prevention, and management of chronic disease;

c. Educate other health professionals and the public about psychology’s role in health;

Objectives for Goal 2: Expand Psychology’s Role in Advancing Health

d. Advocate for funding and policies that support psychology's role in health;

e. Promote the application of psychological knowledge in diverse health care settings;

f. Promote psychology’s role in decreasing health disparities; and

g. Promote the application of psychological knowledge for improving overall health and wellness at the individual, organizational, and community levels.

Objectives for Goal 2 (continued)

Strategic Goals for APA

Goal 3:

Increase Recognition of Psychology as a Science

The APA’s central role in positioning psychology as the science of behavior leads to increased public awareness of the benefits psychology brings to daily living.

a. Enhance psychology’s prominence as a core STEM (Science, Technology, Engineering and Mathematics) discipline;

b. Improve public understanding of the scientific basis for psychology;

c. Expand the translation of psychological science to evidence-based practice;

d. Promote the applications of psychological science to daily living;

e. Expand educational resources and opportunities in psychological science.

Objectives for Goal 3: Increase Recognition of Psychology as a Science

Development of Strategic Initiatives

Obtained input from boards and committees, Council of Representatives, and Board of Directors through brainstorming exercise on potential strategic initiatives (received over 170 ideas);

From those ideas, Executive Management Group (EMG) and the Board of Directors undertook a multi-phase, iterative process of categorizing, combining, consolidating, refining, and identifying themes.

Development of Strategic Initiatives

After multiple iterations, a final list of nearly 30

potential initiatives emerged.

From these, the Board of Directors prioritized a subset of seven items for further consideration.

Each of these seven is now being “scoped out” with greater specificity to estimate associated costs and staffing needs.

Two additional initiatives are already underway.

Potential initiatives to be “scoped out” for costs and staffing needs

Forge strategic alliances with health care organizations to include psychologists in integrated health care services

Assess and restructure business models for membership dues, annual convention and APA products to increase member engagement and value

Conduct ongoing analyses of current and future

demand for the psychology workforce to meet national needs

Promote opportunities for graduate and continued professional development to advance psychology in health, including interdisciplinary training

Evolve and expand the public education campaign to include

the entire discipline of psychology.

Continue to develop and promulgate treatment guidelines to promote translation of psychological science

Increase support for research, training, public education and interventions that reduce health disparities among underserved/marginalized populations

Potential initiatives to be “scoped out” for costs and staffing needs

(continued)

Finally, the APA Core Values will infuse and inform the implementation of all initiatives that are funded:

Continual Pursuit of Excellence Knowledge and Its Application Based upon

Methods of Science Outstanding Service to Members and to Society Social Justice, Diversity, and Inclusion Ethical Action in All That We Do

Infusing our Core Values into Initiatives

Two initiatives are already underway

APA has already begun to address two objectives of Goal 1: Maximize Organizational Effectiveness

Optimize APA’s governance structures and

function (Goal 1c) – Good Governance Project

Ensure the ongoing financial health of the organization (Goal 1b) – Investing in APA’s Financial Future

The Good Governance Project

The Board has developed an initial process for

evaluating our governance structures and functions to determine whether we have the best system for meeting APA’s current needs.

The process involves, among others things, convening a group of members to work with experts in association governance to assess APA’s current structure, examine the literature on governance models and make recommendations to the Board and Council.

The Good Governance Project Team Sandra L. Shullman, Chair

Ronald Rozensky, Vice Chair

Rosie Phillips Bingham

Judith Blanton

Rosalind Dorlen

Linda Forrest

Gary Hawley

Kurt Geisinger

Frederick Leong

Mary Miller Lewis

Gilbert Newman

Konjit Paige

Mitchell Prinstein

Kenneth Sher

Richard Suinn

Nancy Gordon Moore, Exec Dir, Governance Affairs

Michael Honaker, Deputy CEO

Maureen O’Brien, Assistant ED, Governance Affairs

Investing in APA’s Financial Future

2011 Strategic Planning Activities

Publishing Revenues (Individual & Institutions)

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

2002

2004

2006

2008

2010

Licensing Revenues

Print Product Revenues

Investing in APA’s Financial Future

The Finance Committee and the Board of Directors

have reviewed a plan to invest in our Publications program and supporting technology infrastructure, and have recommended Council approval.

Update on Public Education Campaign

(PEC)

2011 Strategic Planning Activities

APA Public Education Campaign

The PEC began in 1996 at the behest of the Council of Representatives, which directed APA to develop a plan for a public education campaign that would educate the public about the value of psychological services and elevate psychology’s visibility.

APA Public Education Campaign

In February 2010, Council approved the following motion:

Council instructs the CEO and the Executive Management Group of APA to determine the best way to implement and measure the outcomes of the Public Education Campaign, with objectives to be consistent with APA’s Strategic Plan.

APA Public Education Campaign

New Multi-directorate Steering Committee

Chaired by Rhea Farberman

Includes Executive Directors from Practice, Science, Public Interest, and Education

(Drs. Nordal, Breckler, Keita, and Belar)

Next Steps with the Strategic Plan

The Board will review the “scoped out” initiative proposals

detailing impact, timeframe and costs at their 2011 Spring meeting and determine which should be the first to be funded.

The Finance Committee will receive the items at its June

meeting

Council will review and approve the items at their August meeting.

Implementation of new initiatives will begin in 2012.

APA Strategic Plan

We hope Divisions will consider the goals and objectives of APA’s Strategic Plan when considering divisional activities,

programs, and projects

Development of Strategic Initiatives

Obtained input from boards and committees, Council of Representatives, and Board of Directors through brainstorming exercise on potential strategic initiatives (received over 170 ideas);

EMG categorized the ideas/concepts from the aforementioned exercise based on their relationship to strategic goals/objectives

Strategic Planning Initiatives (continued)

All ideas/concepts for strategic initiatives were ranked as having High, Medium or Low Impact in relation to their primary goal using these criteria:

Primary Degree of Alignment with Goals/Objectives Multiplicity of Goals/Objectives Addressed Probability of Success Extent of Capacity to Implement

Secondary

Length of Time Commitment (discrete projects preferred) Degree of Innovativeness Extent of Significance for the Profession and/or the Organization Breadth of Constituency Interest Degree of Timeliness Projected Cost/Revenue

Strategic Planning Initiatives (continued)

Items were then grouped by 8 broad themes: Public Communication/Education Addressing Member Needs Advocacy Training Enhanced Use of Technology Group/Structure to Address Specific Issue (e.g., task force) Interdisciplinary Activities/Partnership Addressing Societal Needs