Committee members plan,
develop and coordinate activities
related to advocacy and promoting
an understanding of the cultures and
psychological well-being of ethnic-minority populations. Members also
address such topics as institutional
barriers to equal access to psychological
services and research.
To fulfill its mandate for ethnic
representation and its commitment to
gender equity, the two vacant slates are
for a self-identified Asian-American/
Pacific Islander woman and a self-identified American Indian/Alaska
CEMA also welcomes nominations
from candidates who have expertise
with other diverse populations, such as
disability, early career, national origin,
sexual orientation and more. CEMA
gives special consideration to applicants
whose education, training, experiences
and expertise represent basic or applied
areas of psychological science.
CEMA members must attend and
participate in yearly meetings held at
APA in Washington, D.C., and work
on CEMA priorities when necessary
between meetings. If possible, CEMA
members should also attend APA’s
Annual Convention at their own
expense to participate in CEMA
convention programming. Nomination
materials should include the nominee’s
qualifications (including a statement of
relevant experience), a curriculum vitae
and a letter of interest. Self-nominations
are encouraged. Send nominations and
supporting materials no later than
Sept. 1 to the APA Office of Ethnic
Minority Affairs at the APA address or
via email to: OEMA@apa.org.
Eye on Good Governance
Last year, APA launched the Good Governance Project as part of the association’s
strategic plan, which among other goals, calls for APA to maximize organizational
effectiveness. The Good Governance Project was created to evaluate APA’s governance
system to determine whether it is the best one for the future.
Key to the process is a team of members working with experts in association
governance. The team has been assessing APA’s current structure and examining
literature on governance models, and it will ultimately make recommendations to
the board of directors and the council of representatives.
The board oversees the project, with final authority resting with the council. The
board appointed the diverse and experienced 15-member team to assess the process,
collect and analyze data, and share their thinking about what type of governance is
The team is headed by Sandra L. Shullman, PhD, chair, and Ron Rozensky, PhD, vice
chair, and includes consultants from Cygnet Strategies, as well as staff liaisons: Michael
Honaker, PhD, Nancy Gordon Moore, PhD, MBA, and Maureen O’Brien.
The team achieved much in 2011. It held its first meeting to scope out the project
and solicited input from council members concerning how they would define
success. In Phase I of data collection, it conducted guided group discussions at the
state leadership conference, at a meeting of staff liaisons, and at the first round
of consolidated meetings. The team also collected data from online surveys and
consultant telephone interviews, analyzing the information at a May meeting. The
findings were presented to APA’s Board of Directors in June.
After meeting in July, the team began Phase II of data collection at APA’s Annual
Convention, and later sent self-guided discussions to APA’s divisions, boards and
committees, as well as state psychological associations. Data were also collected at
the fall consolidated meetings. In November, the team met to prepare a report for
presentation to the board by the end of the year. The report will be presented to
council in February.
The report points to both strengths and areas of concerns. One strength is
that many voices are heard, resulting in “solid” outcomes, even if the process is
cumbersome. In addition, leaders have learned how to get things done through
coalitions and other creative means.
An area of concern is that APA governance is seen as a closed and political
system, affecting the balance between institutional knowledge and fresh ideas. The
report recognizes the need for new voices, leadership development and mentoring.
Moreover, APA’s organizational structure may not be aligned with how people
function today regarding generational preferences, communication technology and
Since its beginning, information about the project has been featured in the
Monitor and on APA’s website. For more information, visit www.apa.org or contact
Nancy Gordon Moore, PhD, MBA, Executive Director of Governance Affairs at