The new strategic plan was implemented September 1, 2016, and will guide the organization for 3 years, through the end of 2019. The plan includes six priority areas which were defined after review of input and data gathered from members, volunteers and other stakeholders. For each priority area, the Board of Directors has developed specific objectives to meet by the end of the 3-year plan. The committees and staff are in the process of adding in the supporting strategies and measurable goals to support the success of these objectives.
Augment the member experience in such areas as member services, discounts, networking opportunities and continuing education. This also includes strategies to increase the size and diversity of the membership.
- Increase membership by a net 10%
- Increase tangible membership benefits by 20% across all platforms
- Develop and implement a system to increase diversity in the work force (and membership)
PRIORITY: PROFESSIONAL IDENTITY
Includes public policy, licensure, insurance reimbursement, education standards and accreditation.
- Obtain licensure for 9 additional states
- Increase full coverage insurance reimbursement by 2 national a/o 4 regional a/o 4 states
- Transition to accreditation of masters programs for at least 12 programs
PRIORITY: PUBLIC AWARENESS
Marketing and communications to engage and educate key audiences.
- Increase brand recognition by 20% with target stakeholders and communities of interest by 30% engagement
- Develop relationships with media by emphasizing AATA’s role as lead ambassador for art therapy in the US and build a media list to include 25+ key influences, as well as a total of 50-75 local national contacts
- Develop a branded member and public awareness campaign
Support for cultivating and sharing evidence-based research in the field.
- Build a comprehensive, searchable online database
- Launch and maintain activity on one project
- Increase number of published papers by 10%
PRIORITY: FISCAL SUSTAINABILITY
Ensuring the AATA is prepared to support the strategic plan and operations of the association.
- Develop a healthy revenue mix by building Non-Dues Revenue by 45% (15% annually)
- Review member dues structure and pricing based on the current market and develop multiple purchasing options
- Ensure clear, active financial plan to maintain scholarship and grants at current level +/- annually
- Develop investment plan to ensure financial sustainability ratio of reserves to operations
to cover 6 months of core operations
Board of Directors planning, oversight and duty of board responsibilities.
- Board to define and own one accomplishment that impacts mission
- Board ownership of governance best practices to increase positive results in annual evaluation of Board performance by 10%
- Ensure that members of the Board of Directors have the appropriate background, skills and training to function effectively and make meaningful contributions to the Association.