Executive Director Role, Goals and Room to Grow

by Keira Boertzel-Smith

We are all going through something during this ongoing pandemic, even if it is not the same thing as each other. We all have degrees of fears, gratitude, and a new perspective on life. This ongoing pandemic demands that we look inward and ask ourselves and each other, “How are you?” This January, I decided to focus on an inward reflection, as it pertains to the NJPA executive director role and NJPA association business. I see that there is room to grow, which is exciting. Running a successful association takes an active executive board and a dedicated staff led by a capable executive director. While the role of the board is to provide oversight and guidance, and ensure that the organization stays aligned with its mission and values in addition to complying with all federal and state laws, the board hires a key staff person, the executive director, to execute those policies, programs, and initiatives. The executive director is charged with the day-to-day operations of the organization, managing staff and the consultants, keeping the board informed on what the organization is doing, attending key meetings, and maintaining open lines of communication with the board, members, and the public. The board and executive director also work together on broader projects that are important to the well-being of the organization. This work provides the executive director with a unique view of the executive director role, association, and of the potential for growth.

My two favorite pieces of advice that I have received as executive director are: 1. An executive director can have goals and visions, as long as they are firmly within the association’s mission and strategic plan. 2. The key to a good working relationship between president, board, and executive director is no secrets, no surprises. With these two pieces of wisdom, I have come to view the below six areas, as key areas to ask “How are you doing?” and areas to consider the potential for growth.

Strategic Leadership and Planning

The current NJPA strategic plan will sunset in December 2022. This strategic plan is the document used to communicate with the organization, leadership and members, the association’s goals and the actions needed to achieve those goals. The past reflection and forward planning work starts in 2021. The executive director should be a valuable resource in assisting the association with articulating our current reality, where are we going, and how we are going to get there. I want to stress the need for membership, committees, and Central Office acceptance of, and willingness to, actively support and participate in the process, ensure that the plan is written in clear and simple language, and that the implementation steps are manageable. Lastly, I will work to make the strategic plan work visible with continuous and effective Central Office marketing.

Community Relations and Advocacy

The COVID-19 pandemic provided a much needed spotlight on mental health. This year, we have the potential to build and grow our favorable relationships within the state, and nationally, to address psychology. NJPA can inform, engage, inspire community action, and make alliances to leverage influence. I look forward to being available to the calls for conversation with APA, our state legislators, NJPA affiliates, BoPE, and outside organizations to address, promote, protect, and enhance the science and profession of psychology. I look forward to assisting with facilitating the review and discussion of, and decision-making for, the expected increase in mental health legislation.

Operational Effectiveness

COVID-19 required NJPA to ask more of our apps and technology. In 2021, we will continue to gather through video and in group communication chains to check in, provide continuing education, and get our work done. NJPA has the opportunity to take advantage of the virtual footprint that members and the public leave on the NJPA website, through attendance at our meetings and continuing education programs, and while accessing our resources and publications. NJPA can make 2021 a time to use this newly captured data to better understand ongoing needs and trends to ensure that NJPA blossoms.

Fundraising and Resource Development

NJPA President, Dr. Daniel Lee, asked NJPA and the NJPA Foundation to think outside the box when considering income. There is no question about rising operating expenses, but what about income sources? How can we reconsider new ways to increase the money coming into the association to help fulfill our individual missions? For example, NJPA can ensure that outside organizations are contacted about continuing education sponsorship opportunities for all of our live and recorded programs. The NJPA Foundation can consider outside grants and partnerships to complement our members’ donations. I am open to exploring new revenue sources with our boards, chairs, and staff. It is prime time for resource exploration.