The Society For Military Psychology

Strategic Plan

August 26, 2019

Introduction

The Society for Military Psychology was founded in 1945 as an original charter division (Division 19) of the American Psychological Association (APA). As one of 56 APA divisions in 2018, the combined Society membership now consists of over 1000 fellows, members, associates, and or affiliates, with around 30+ student chapters. The past Strategic Plan (STRATPLAN) was implemented in 2007-2012 and articulated the vision, mission, values and objectives intended to guide the Society though 2018. Upon review, the strategic plan from 2007-2012 was used periodically. In 2017, the by-laws were passed to have the President Elect review the 2007-2012 Strategic Plan. The recommendations from the last Strategic Plan have been used as recent as 2017 to develop an Ethics Committee. In August 2018, the Society President Elect, Stephen Bowles, requested Members-at-Large Bruce Crow (2019) and Tatana Olson, Convention (2019) and ECP Chair Ryan Landoll, student members Aaron Banas, Daniel Jureller, and Hannah Martinez comprise a STRATPLAN work group to assist with updating the plan. This document presents a brief review of the 2007-2012 Strategic Plane for 2019-2024 STRATPLAN and a Society Strategic Plan Roadmap (initiatives) that will be maintained internally by the Executive Committee (EXCOM) and Strategic Objective Champion(s).

2007-2012 STRATPLAN. The 2007-2012 vision statement reflected an overall emphasis on advancing the study of military psychology. The Society’s mission statement is essentially a restatement of Article I of the Society’s by-laws, comprised of three elements: 1) advance the science and practice of psychology; 2) foster the professional development of military psychologists; and 3) disseminate and apply scientific knowledge of military psychology. Core values that were cited in the 2007 STRATPLAN included: wellbeing, ethical services, practice, education, and engagement. Strategic objectives were oriented to guide financial, business, learning and growth initiatives.

2019-2024 Working Roadmap. The work group members and EXCOM members developed a STRATPLAN 2019-2024 with high level strategic objectives as detailed below, and a companion “Roadmap” of specific objectives with corresponding strategic initiatives. The Roadmap contains potential and current initiatives that may be adjusted by the EXCOM and Champion(s). Champion(s) will assess and collaborate on specific initiatives with EXCOM while monitoring the progress on initiatives within their strategic objective over the year. The STRATPLAN will be reviewed during the Society EXCOM meeting around February/March during the APA Council of Representatives meeting the initiatives will again be reviewed at the EXCOM meeting during the APA Convention around August each year.

2019-2024 STRATPLAN key proposed changes. The work group and EXCOM determined the vision, mission, and strategic objectives applied to current Society focus and priorities and could be substantially retained with additions and/or editing. The work group placed the concepts of the previous 2007-2012 STRATPLAN Core Values into the current STRATPLAN or Roadmap draft. The proposed 2019-2024 STRATPLAN added one new mission statement (“Promote community and professional engagement, collaboration, education initiatives”), revised and retained the three objectives from the 2007-2012 STRATPLAN, and added five new strategic objectives as follows:

  • STRATEGIC OBJECTIVE 1.0 (revised): Increase Society membership and promote inclusivity and diversity
  • STRATEGIC OBJECTIVE 2.0 (new): Improve member engagement
  • STRATEGIC OBJECTIVE 3.0 (new): Develop the leadership potential of our members
  • STRATEGIC OBJECTIVE 4.0 (revised): Ensure financial sustainability
  • STRATEGIC OBJECTIVE 5.0 (new): Increase public awareness and visibility of the Society
  • STRATEGIC OBJECTIVE 6.0 (revised): Build and maintain strategic partnerships
  • STRATEGIC OBJECTIVE 7.0 (new) Develop and advocate for policies, practices, and ethical guidelines that support the role of military psychologists
  • STRATEGIC OBJECTIVE 8.0 (new) Support the education, training, research, and professional development of our members

Strategic Plan

Vision: To serve as the premier organization for the advancement of the psychological study of military, national defense, and national security organizations.

Mission:

  1. Advance the science and practice of psychology within the military, defense, and security organizations.
  2. Foster professional development of psychologists and other professionals interested in the psychological study of the military through education, research, and training.
  3. Support efforts to disseminate and apply scientific knowledge and state of the art advances in areas relevant to military psychology.
  4. Promote community and professional engagement, collaboration, and education initiatives.


Values:

  1. Ethics -We are proactive in our service to psychology and the public at large and we ensure that our services adhere to the highest ethical standards of our profession.
  2. Science – We are committed to psychological science as the foundational evidence basis that informs our professional decisions and actions.
  3. Research – We actively seek to extend the knowledge base of military psychology and all its applications through research.
  4. Applied Practice – We believe in the inherent value of applying knowledge and expertise to address complex problems faced by military organizations.
  5. Education – We value and promote the open exchange of ideas and foster opportunities for education and training of psychologists working with military organizations.
  6. Engagement – We recognize the importance of identifying, creating and responding to the interests and needs of our members and are guided by an ethic of inclusive engagement and respect for diversity of members within our profession.
  7. Wellbeing – We are dedicated to the promotion of the wellbeing of individuals and organizations.

Strategic Objectives:

  1. Increase Society membership and promote inclusivity and diversity.
  2. Improve member engagement.
  3. Develop the leadership potential of our members.
  4. Ensure financial sustainability.
  5. Increase public awareness and visibility of the Society.
  6. Build and maintain strategic partnerships.
  7. Develop and advocate for policies, practices, and ethical guidelines that support the role of military psychologists.
  8. Support the education, training, research, and professional development of our members.