Transcript American Art Therapy Association Strategic Plan Report

2011-2016 Strategic Plan Development Process
Planning Data and Information
Respondents : Strengths, Weaknesses, Opportunities and Threats
(SWOT) Analysis 2010 Annual Conference
Core Program Goal Areas
 Development of the 5-Year Work Plan Programs and Expected
Outcomes
Board of Directors: April 23- 24, 2010
Members at large: June 1 – August 31, 2010
Committees: June 1 - August 31, 2010
Chapters: July 1 – August 31, 2010
Key Partners: first quarter 2011
 Individual and group responses represented approximately 17%
of the membership at the time the survey was initially fielded.
Responses were in open ended narrative format so as to provide the
ability for members to provide their specific responses rather than
choosing from a selection of possible answers.
While the format resulted in a lengthy, cumbersome hand analysis of
the information provided, the ideas from members are spontaneous and
written in their words.
1. Art Therapists’ character and role: defined as passionate, creative, adaptable,
enthusiastic and committed; they use their imagination and imagery; they are
open-minded; healers; problem solvers; and art therapy numbers are growing.
2. The Association itself: brings all of us together; largest like-minded group; we
can lean on each other and learn from each other.
3. Educational level and training opportunities: high standards, EPAB
standards support the profession; available on-line training; and ATCB
credentials influence the need for continuing education.
4. Operations: website, staff, location, effectiveness, publications, materials and
professionalism.
5. Promotion: membership promotion; communications materials and
publications; promotion of practice thought the website and locator; the
current promotional efforts appear to be “going in the right direction” with
increased positive national media; the “brand” initiative; the refreshed website
has a comprehensive look.
1. Respondents believe that the image or identity of an art therapist
lacks strength both in the minds of the general public and with their
peers and supervisors in a variety of work environments.
Their role varies in the many settings in which they practice and range from
clinical art therapist to a perception of an art instructor or recreational
service provider.
Art therapists generally work on a team in which they are most often not
the leader;
They are required in most cases to apply for a license under a title they
consider to be descriptive of another profession .
Because state licensure options vary art therapists lack a consistent path
for licensure nationwide and within the various settings in which they work.
Reimbursement is related to licensure rather than their degree title.
Large national associations dominate the legislative, regulatory and
reimbursement discussions, and appear to close out smaller groups such as
art therapists.
2. There is confusion in the media about what an art therapist does while
people calling themselves an art therapist without the required
credentials or training are getting air time from an uninformed media.
3. Salaries are too low for the level of education achieved. This adds to
their diminished sense of identity, value and uncertainty for the future
of their career.
4. Evidence-based research is identified as insufficient to address the
need to point to extensive, proven research about the impact of art
therapy in different settings particularly related to changes in brain
function resulting from art therapy. This research void serves to
diminish respect for art therapy as a practice.
5. A national, robust public relations campaign is needed to include
brand, communications and advocacy. It is viewed as a way to mitigate
the false perceptions and to position the art therapy professional as
critical to health care in a variety of work settings.
1. The current economy is impacting the uncertainty that art therapists feel
about their careers. Few have a fulltime job in a stable employment situation
but instead build a career through private practice, part time jobs or they are
employed in other professions and practice art therapy occasionally. Many feel
they will be cut from employment as in some places they are consider nonessential. Recent graduates are finding it difficult to find a supervisor, an
internship or a first job.
2. For a long time the profession has been recognized at a lower pay grade than
other professions with similar education attainment. Low salaries weaken the
art therapist’s image in the workforce and personally.
3. Competition from people calling themselves an art therapist who have
received some training and may be licensed in a related field are view as
reducing opportunities available to ATR and ATR-BC. It is recognized that
regulatory bodies and the media are not informed to make the proper analysis
of credibility, or simply choose not to value the credentials of an art therapist.
4. Ranked high in all groups’ survey responses is that “internal in-fighting”
has weakened the profession and hurt some members personally. The “lack of
respect” voiced by some disgruntled art therapists has become intolerable to a
large portion of members who responded to the survey. External groups with a
large membership base that are not working collaboratively with the
Association are also deemed as potentially destructive to the profession.
5. Struggles with licensure and related reimbursement complicate participation of
art therapist in the health field. Respondents recognize that the relatively small number
of art therapists makes it difficult to impact regulations that affect their careers but find
strength in being represented by a national Association dedicated exclusively to art
therapy. Respondents look to the Association to help solve the complex national licensure
and reimbursement issues.
 Conduct research to confirm the value of art therapy as a health
care profession. It is viewed as the most important opportunity to
support the work of all art therapists. Both evidence based and
neuroscience research are recommended. Cataloging model programs
in a variety of settings in which art therapy occurs would be beneficial.
 Promoting the ‘art therapist’ identity as a professional health
care provider is viewed as a vital opportunity.
Audiences recommended:
Recognition and respect of art therapy profession is needed by their
professional colleagues and employers with which they work.
 Government decision makers and regulatory bodies on the national and
local level are the second most important audience to influence as they impact
the pay and potential grow of art therapists in various work environments.
The general public needs to be informed about what a qualified art therapist
does, the background required and how to find a qualified art therapist.
Work in collaboration with strong national organizations such a UCLA
Medical Center, NAMI, SAMHSA, APA, ACA, respected medical and
educational groups serving the same groups art therapist’s do so as to be more
effective with specific groups such as regulatory bodies and the general public.
Continue the development of education programs and access to
education through distance learning, regional and state conferences and the
Annual Conference. Help to grow and position the profession as highly
educated and cutting edge . EPAB standards are sited as important to the
profession. Course work in business management, marketing and
communications are recommended additions.
1. Grow a diverse, professional network of art therapists and
other health care professionals worldwide with a shared
knowledge of the importance of art therapy as a healing
profession serving people of all backgrounds.
2. Build a well-known art therapy brand through which: art
therapists are recognized and respected as health
professionals; art therapy is known as a healing art; and, art
therapy is recognized as a health necessity.
3. Positively influence the ability of art therapists to build a
rewarding career through outstanding education, career
development, research, and networking opportunities.
1.
Gain input from Committees – beginning January 1, 2011,
Committees will develop their 5-Year Work plan including projects
and outcomes based on the Core Program Goal Areas. This is to be
completed for submission to the Board by March 31, 2011.
2.
The Committee’s 5-year Work Plans will be consolidated by the
National Office in a comprehensive draft 5 Year Strategic Plan of
programs and projects under each goal area with timelines for
completion indicated.
3.
Involvement of the Finance Committee – The Finance
Committee and staff will produce a 5-Year Consolidated Budget to
support the proposed 5 Year Strategic Plan and the 2012-2016
draft Budget.
The Board will approve the 2011-2016 Strategic Plan & Budget at the
July 2011 Board Meeting just prior to the 2011 Annual Conference in
Washington, DC.
The Budget will be reviewed annually to determine if the actions are
on-target financially and if changes needed to be made to each annual
budget going forward.
The Association will celebrate the completion of the 2011-2016
Strategic Plan & Budget at the 2016 Annual Conference (July 2016).
The Board will report on the Core Program Goals and the 2011-2016
Strategic Work Plan & Budget at the Annual Business Meetings each
year.
Chapters will review the approved 2011-2016 Strategic Plan & Budget
and conduct their own Strategic Plan development to complement the
Strategic Plan.