MOPA 2018 Letter to Dr. Evans regarding STPAs

MISSOURI PSYCHOLOGICAL ASSOCIATION
1051 S. Fremont Avenue
Springfield, Missouri, 65804
P 417-227-0960
F 417-832-0601
admin@mopaonline.org
www.mopaonline.org
March 18, 2018
Arthur Evans, Ph.D.
Chief Executive Officer
American Psychological Association
RE: Improving advocacy by improving integration of the state associations with APA
Dear Dr. Evans:
I appreciated the opportunity to speak to you at PLC about the crisis that many of our state
psychology associations are currently experiencing. I believe that our crisis is your opportunity.
The state psychology associations are critical to APA in their advocacy work
I think it is safe to say that almost everyone is extremely pleased and impressed with your work
to integrate and make more flexible APA’s 501(c)3 and (c)6 programs. You have been quoted in
the press as helping APA make a move to a more advocacy-centered organization. I have heard
the word, “visionary,” used to describe this initiative and I would agree with it. Nevertheless, I
find this conception of APA to be incomplete. I would suggest to you that APA has three critical
parts to its structure: its (c)3 program, its (c)6 program, and the state associations.
The integration of the (c)3 and (c)6 programs will certainly aid APA’s advocacy work. The
integration of the state association with these components however will make it even more
effective. It is the state associations that are most often fighting for whatever is APA’s current
agenda. In Missouri we have passed legislation to allow psychologists the H&B codes. We have
re-structured our post-doctoral requirements in line with that suggested by APA. We have
worked with our state Medicaid program to be able soon to reimburse interns under Medicaid.
Because scope of practice and reimbursement issues are most often determined at the state level,
much of what is most important to APA occurs at the state level. In the case of Missouri we have
asked one of our board members, who is an administrative at a local community mental health
center, to advocate with a particular senator, whose is only interested in community mental
health centers, not psychologists.
Shaping the Landscape of Missouri Psychology

The state associations are having difficulty maintaining their expertise
Excellence has always been important to APA. We want our psychologists to be practicing at the
top of their licenses. Organizationally we want APA to be a model of excellence. When I testify
at our state legislature, I speak of the need for access to expert mental and behavioral healthcare.
And though we all wish the same for our state organizations, we do not always receive the
attention and resources necessary to accomplish this, particularly the small and moderate
associations. This is a shame. Because for many people in our individual states, the state
association not APA, is the voice of psychology and what is meant by professional psychology.
State associations are losing their expertise in four ways: 1) State association financial problems
2) ED turnover 3) The replacing of full time EDs with part-time EDs, 4) Rapid board member
turnover, and 5) Lack of support for PLC attendance.
A large majority of our associations that are small to medium in size report that they are simply
financially unstable. Last year alone we saw 30% turnover in our states’ executive director
positions. Many of our executive directors are part-time employees with a limited understanding
of the field of psychology, let alone having an understanding as to how APA works. One of the
state association executive directors works only one day a week. With each turnover, often
prompted by financial problems, our state associations lose more and more of the expertise
necessary to work with APA effectively and to promote psychology and APA’s agenda in their
states.
It is flattering to hear repeatedly that the state associations “are where the rubber meets the
road.” But there is little discussion as to what resources our associations’ need or how they best
might be structured to meet this lofty expectation. The tremendous pace of the turnover of state
association executive directors undercuts CESPPA’s ability to effectively organize any
thoughtful advocacy with APA or to be able to educate APA on associations’ needs. A majority
of the emails on the CESPPA listserv is about saying hi to new EDs, good-by to old ones, and
educating the new EDs regarding to how the system works.
Another contributing factor is the rapid turnover of association board members. Small
associations do not typically have the committee structure to help buffer the additional loss of
expertise that occurs because of this. With increased contributions expected from associations in
order to attend PLC, we are now seeing associations send less members to the conference, which
impairs the transfer of knowledge about APA. Even one of the larger associations informed that
they were unable to afford to send their executive director this year.
Greater direct financial support would clearly help, but APA could also be helpful in better
promoting membership in the state associations to its current members. APA could also
purchase advertising for its products from the state associations or act as sponsors to our state
conferences. It would provide speakers to our conferences at no cost. It could reduce the costs
and fees to participate in PLC.
Difficulty staying connected to APA
Relationships are the key to any effective business operation. When executive directors are new
and have a short tenure, they are constantly trying to understand their own state organization, let
alone their more complex connection with APA. This makes it hard to use APA as a resource
and to be a resource to APA.
Shaping the Landscape of Missouri Psychology

Recognition of the state associations within APA needs to be ongoing
This is a difficult issue to address. I am personally very grateful for the support the CAPP grants
offer our association. I appreciate the guidance and expertise Susie Lazaroff and Dan
Abrahamson and various offices within APA provide. Nevertheless, I believe that we are
somewhat invisible to APA as a whole, particularly on a daily basis. We are not part of the
organizational charts. And as we all know, organizational charts are a clear indicator of in and
out groups. They define the relationships and relative rank and authority and power between the
various parts of an organization. If the state associations are truly a critical part of APA, they
should be represented in some fashion on the organizational chart to inform those working
within APA of the state association’s importance. This could be done by including CESPPA in
any organizational chart.
There was an interesting absence at PLC this year. There were no shout-outs for the most part
with what various individuals and associations had accomplished that was special this year.
These shout-outs were usually done by Dr. Nordal, who had a lesser role in the conference this
year and who rightfully needed time to say good-by to all of us. I do appreciate the recognition I
personally received from Division 31 this year, but there were likely a lot of association heroes
who were left unrecognized. It is difficult for those who are unrecognized to make significant
contributions.
State associations need a clearer and more consistent voice within APA
If our diversity groups have taught us anything, it is the importance of listening for the voice that
has not been heard. If APA is to truly represent all psychologists, it should encourage a more
bottom-up agenda and listening style, starting arguably with the needs of its state associations.
We appreciate the recent council move inititated by Peter Oppenheimer, our own Kenneth Baum,
and xxx to guarantee each association a spot on the APA council.
NASW introduces new model connecting their national and state organizations
NASW is now funding office costs, staff salaries, and website costs. It is unclear how much
autonomy state offices will have in the future. A portion of all membership funds collected by
NASW can be shared with the state offices, though some state offices find themselves losing
funds.
Summary of suggestions
• Recognize the state associations as structurally a critical part of APA, in the same way we
recognize the (c)3 and (c)6 components.
• Determine what excellence would be at the state level.
• Have a clearer plan to help protect the expertise that exists at the state association level
and help the associations become more financially stable. There are numerous direct and
indirect ways that APA could assist the state associations financially and to help them
grow membership. Consider sharing APA revenue with the states. Some states may have
to develop a (c)3 component to help make this work.
• Include CESPPA and the state associations in your organizational charts and involve
them more in APA’s planning and decision-making activities. Collaboration almost
always produces better results.
Shaping the Landscape of Missouri Psychology

• Give the state associations, particularly through CESPPA, a clearer and more consistent
voice and encourage a more bottom-up agenda.
I appreciate your support and hope that those of us working our state associations can take a
more active role in shaping APA’s future success.
Respectfully,
Chuck Hollister, Ph.D.
Chief Executive Officer
Licensed Psychologist
Missouri Psychological Association
Shaping the Landscape of Missouri Psychology