N.J. state leaders share the secrets of their success

Speakers discuss effective ways to serve psychologists

By Rebecca A. Clay

The New Jersey Psychological Association (NJPA) claims an impressive 60 percent to 65 percent of the state?s licensed psychologists as members. It is fighting a high-profile legal battle that may affect the way managed-care companies work with psychologists across the nation. And it has an extremely active membership.

What?s the secret of NJPA?s success?

Answering that question was the purpose of a plenary session called 'Effective models of state and provincial psychological association staff and volunteer leaders working together: a case study.' Designed to provide practical tips on association management, the question-and-answer session was moderated by Henry L. Ernstthal, JD, an association expert and a certified association executive from Ernstthal & Associates in Washington, D.C. 'The NJPA has a powerful reputation,' Ernstthal told the audience. 'We?re going to explore with them why that is and what you can learn from their experience.'

Several themes emerged during the discussion that followed:

? Foster a culture of inclusion, recommended Alan Groveman, PhD, NJPA?s past president. 'Don?t have a closed-door mentality,' he said, adding that as president he called to welcome every new member.

NJPA works hard to convince the state?s psychologists early in their careers that the association is their association. NJPA takes a 'road show' to all the graduate schools in the state and offers free educational programs for newly licensed psychologists to encourage graduate students and new psychologists to join.

? Use committees to get members involved, suggested Lorryn Wahler, NJPA?s executive director. 'If someone has a great idea, we make them chair of a committee,' she said. 'If someone has a complaint, we ask them to step up to the plate.'

As a result, NJPA has 33 active committees. This can be administratively unwieldy, Wahler admitted, but participation transforms rank and file members into truly committed ones. To facilitate involvement, committees have no set size. And to keep committees active, a staff or board member acts as a liaison with each one and keeps in close contact with the committee chair. If a committee becomes inactive, NJPA turns it into an ad hoc resource groups that members can call on when they need specific expertise.

? See your state association as a sales organization, Wahler stressed. And don?t give information away, she added. When nonmembers call, Wahler and other staff members remind callers that their expertise is paid for via membership dues. Although they typically go ahead and answer questions as a way of demonstrating the association?s value, they do so only after obtaining a name, address and promise to join.

? Streamline decision-making by using an executive committee, suggested Donald Bernstein, PhD, NJPA?s director of professional affairs. Made up of the association?s officers, executive director and Bernstein himself, the NJPA?s executive committee meets just before board meetings to come up with recommendations for the board?s approval. 'Using an executive committee is a way of getting work done efficiently and rapidly by people who are really informed,' said Bernstein.

? Establish regular communications between the association and its members. NJPA publishes a journal four times a year, sends out a newsletter periodically and uses postcards to alert members to hot issues.

? Make your budget public. That way, members can see where every dollar goes, and it makes turning down extravagant proposals much easier, explained Wahler.

? Focus on specific goals when fund-raising, added Wahler. NJPA?s lawsuit against a managed-care company, for instance, has become a rallying cry for members and a natural focus of fundraising efforts.

? Keep in touch with your past, said Dorothy W. Cantor, PsyD, a past president of both NJPA and APA. 'Past presidents carry the association?s history,' she said, noting that NJPA occasionally convenes a council of past presidents and treasurers to tackle especially thorny problems. 'They?re a real gold mine,' Cantor said.