Strategic Planning Process

Division 52 began a process of systematic strategic planning in 2016. The overall goal is to develop different aspects of the Divison's strategic vision through the work of task forces designed to develop an oerview, set of goals, and suggested strategies and actions, organized into 8 task forces: 6 focused on Division straetgic goals and structure, one focused on the 2017 20th Anniversary celebration, and the last focused on integrating the work of the other task forces into one coherent strategic plan to be launched at in August 2017 at the APA convention.

Strategic Planning Task Forces

• Task Force 1: Celebration Task Force: Celebrating our 20th Anniversary

How should we celebrate our past and engage our future during before, during, and after our 20th year anniversary? How best do we honor past and present luminaries in the field of international psychology as well as emerging leaders who have done so much on behalf of Division 52, psychology writ large, and the various publics we serve, at home and abroad? What have been our most substantial accomplishments over the past two decades? Why do we regard them as such, what do they tell us about where we have been, where we are now, and where we might go from here? How best should we communicate these accomplishments now and in the future?

• Task Force 2: Appraising our Past, Present, and Future

What are the greatest challenges and possibilities that face Division 52 as we reflect on the past, present, and future? What themes inform the short-and long-terms goals of the division?

• Task Force 3: Engaging our Leaders

How can the Divison engage its leaders and create a vibrant and inclusive leadership community? How does the Division best communicate expectations to organizational leaders, solicit their input and support their efforts? How might Division leaders become involved in other aspects of APA or related organizations and initiatives? How can the Division structure maximize effecive leadership? Are there recommended changes to the structures, committees, or processes? How best do we build networks of leadership within psychology and other disciplines to join together and leverage our individual and collective impact?

• Task Force 4: Engaging our Members

What do current, prospective, and former members want and need from the Division? How can we survey / reach / engage Divison members for the 20th year anniversary year and beyond? How do we reach students, early career / established psychologists who are not yet Division 52 members to understand their interests, perspectives, and goals? Why do members join or leave the Division? How do we enhance our value to current and prospective members?

• Task Force 5: Engaging our Partners

How do we better engage ourselves and our natural partners (e.g., individuals, groups, offices, initiatives, conferences, movements, organizations) within the United States – and globally – in a shared effort to “internationalize psychology at home and abroad” (e.g., what sorts of strategic alliances / joint activities / sponsored events make the most sense at home and abroad)? How does such engagement relate to, leverage our impact, and enhance the visibility and relevance of our division? Are there specific possibilities or recommendations for engagement (e.g., individuals, groups, offices, initiatives, conferences, movements, organizations) that we should consider, and how should we go about engaging with such partners?

• Task Force 6: Communicating and Publicizing Who We Are and What We Do

How do we build upon the excellent record, resources, and publicized representations of Division 52 both internally (e.g., to our members) and externally (e.g., to members of APA and other individuals / organizations in the U.S. and internationally)? How might we best consolidate and maximize the quality, legitimacy, and impact of our four sources of “publication and communication” (book series, journal, newsletter, website)? What are the implications of this review for the organization of our Publications and Communications Committee? How do we direct our communication and publication activities toward enhancing our membership base and increasing engagement by psychologists and other interdisciplinary colleagues in the U.S. and internationally (e.g., by increased submissions to our journal, International Perspectives in Psychology)? How best do we support the mission, activities, and visibility of our Publications and Communications Committee and their respective editors / developers / leaders?

• Task Force 7: Clarifying our Identity

Who are we and why do we do what we do (i.e., what is our identity as an organization)? Why does – or why should – the Division of International Psychology matter to us and others? How best do we communicate who we are and why we do what we do to ourselves and to other potential partners and stakeholders within and outside of psychology (e.g., allied interdisciplinary colleagues / organizations)? While individual members have long been engaged in social justice and human rights activities, where do we stand as a division on issues such as these? When issues of concern in our association, our society, and our global society are raised, how do we see the division engaging in advocacy initiatives on such matters, including human rights, gender equality, immigration, etc.? How do our members see our role as a division in this regard? What has been our history on issues such as these and do we have previously developed traditions that might be awakened in this context? Do we need procedures for divisional review of internal or external initiatives that come before the board? Are such matters already well established in our bylaws or should changes be recommended?

• Task Force 8: Completing our Strategic Plan

Based upon all of the perspective gleaned from the above task forces – and related processes of inquiry – how should such information best be consolidated, organized, and presented vis-à-vis our Division 52 Strategic Plan? For example, based upon all that we have learned through this process, what do we conclude should be our priorities as a division in terms of mission, vision, values, outreach, engagement, and activities. To what should we commit as an organization in order to fulfill our essential potential over the next five years, and upon what bases do we make these decisions? How do we become a more active player in “moving the needle” on issues and priorities that matter most to us and our current and future members? Are there implications and/or recommendations of this strategic planning process for the mission, policies, procedures, priorities, and/or activities of our organization? How do we implement our strategic plan in order to maximize its impact and achieve continuity / success over the next five years (2017 – 2022), and beyond?

Reports on the strategic planning process:

2016 Mid-Winter Meeting https://div52.org/2016/03/05/division-52-midwinter-ec-meeting/