To: Approved Training Managers
Re: APTA Strategic Plan Draft
Date: July 1, 2003
From: The APTA Board of Directors
APTA Strategic Plan
Timetable for this plan
Phase 1: Initial draft April-July
Phase 2: Send draft to Approved Training Managers and selected others for feedback July-September
Phase 3: Compile feedback and review at in-person Board meeting; make amendments October
Phase 4: Send amended document to larger audience for further input Begins Jan 04
Phase 5: Use compiled feedback for further review and amendment Begins April 04
Phase 6: Bring amended document before Board for final consideration June 04
A. The purpose of this strategic plan is to create direction and momentum for the next five years, supporting the following general goals:
1. Accountable decision-making
2. Continuity of strategic direction business operations as Board membership rotates
3. Increased membership and income
4. Successful legislation initiatives
5. Increased donations and endowments
6. Better communication with members and increased membership understanding of the association’s goals and activities.
II. APTA Overview
A. The American Polarity Therapy Association is a non-profit organization that supports the development and exploration of energy-based healing modalities, and honors the pioneering teachings and writings of Randolph Stone DO, DC, ND.
B. Briefly stated, the underlying principles of energy in the healing arts are:
1. Energy fields exist everywhere in nature and are the basis for all phenomena, including human form.
2. Energy fields range from subtle (etheric) to electromagnetic.
3. Energy fields naturally seek equilibrium within relationships of attraction and repulsion.
4. Energy fields exhibit natural cycles of expansion and contraction
5. Human health can be influenced through methods to support the body-mind’s natural tendency to attain energetic balance.
III. Situation Assessment
The American Polarity Therapy Association began in 1985 and has grown into a stable and financially-secure organization.
1. 1100 members, including 1000 APP or RPP practitioners and 52 approved trainings.
2. The center of APTA’s support system is the “Standards For Practice, Standards for Education, Standards For Educators, and Code of Ethics” document.
3. APTA’s support systems also include stable skilled management, and communication ability through newsletter and web site.
4. The goal of this strategic plan is to continue support for these strengths while also providing for further growth by directly addressing major current challenges.
a) Our first major challenge comes from other organizations wanting to control the practice of Polarity Therapy and require Polarity Therapy practitioners to go through their educational systems. These organizations are powerful and use their large financial resources to obtain favorable legislation to meet their goals.
2. Lack of growth
a) Membership has been flat for the past three years and committee participation is low.
b) The name Polarity Therapy lacks public recognition.
c) Some senior members feel alienated because their work is focused specialized applications and less on APP/RPP activities.
d) New practitioners have a difficult time establishing a practice.
IV. Goals and Strategies
2. Commission articles?
3. Support materials for practitioners & schools?
B. Member Benefits
1. Conferences? Regional events?
2. Educational materials?
C. Financial Goal: Develop revenue centers that broaden and strengthen APTA’s net income (See financial projections, section V.A.).
1. Create a web-based energy-theme books and products business with outsourced fulfillment, phased in over three years, with a goal of $20,000 annual profit in the third year.
2. Create a proprietary weekend-seminar product for non-professionals and market it as a support for APPs and RPPs seeking initial experience in teaching.
3. Increase financial resources via endowment, investment and solicitation projects
4. Create recognized subgroups or “academies” for specialty skills within APTA so that members can identify and network with other colleagues with similar interests. (See Appendix 2: Academy Model).
5. Continue cost-reduction initiatives including holding conferences every other year using volunteer infrastructure supported by management.
D. Legislative Goal: Support the right to practice Polarity Therapy by focusing on highly targeted initiatives opposing infringement in specific states, by 2005.
1. Create a substantial legislative fund by 2006 to provide money for legislative coordination, lobbyists and attorneys.
E. Education Goal: Support continually improving quality in Polarity Therapy schools by adding infrastructure and other educational support.
1. Create a web site expansion to support different specialty areas with advanced technologies for networking.
2. Create an Education Director position, phased in from 2004 to 2006 (see Appendix 1: Education Director job description).
3. International conferences will be held semi-annually. The next conference will be in 2005, the 20th anniversary of the founding of APTA.
V. Financial Summaries
A. Three-Year Financial projections (Note: year indicates fiscal year (Aug.-July) not calendar year (Jan.-Dec.)
INCOME 2001 2002 2003 2004* 2005* 2006* * means projected
Conference 37,402 143 0 40,000 0 50,000 Note: Assumes bi-annual conference, need to confirm estimate
Sales 810 2,667 751 5,000 10,000 15,000 Assumes launching online sales next year and aggressive profit growth thereafter
Misc: Interest, Royalties, Fees 4,469 2,099 1,209 1,500 1,500 1,500 No change
Donations 5,443 600 3,717 4,000 4,500 6,000 Modest increases
Newsletter Ads 6,717 5,447 3,999 5,000 5,000 5,000 No change
Registrations 35,485 38,933 24,742 26,000 26,000 26,000 No change
Membership Dues 113,069 110,740 104,305 110,000 120,000 130,000 Modest growth due to wider membership plan
203,395 160,630 138,722 191,500 167,000 233,500
EXPENSE 2001 2002 2003 2004* 2005* 2006*
Conference 14,098 0 250 30,000 40,000 Note: Assumes bi-annual conference, need to confirm estimate
Bank Service Charges 1,774 1,511 1,014 1,000 1,000 1,000 No change
Professional Fees 12,037 3,124 1,295 1,500 25,000 25,000 Growth reflects legislative attack starting in two years
Shipping 1,416 1,397 2,060 2,000 2,000 2,000 No change
Insurance 3,950 4,182 2,063 3,500 3,500 3,500 No change
Miscellaneous* 5,836 4,708 2,706 3,000 3,000 3,000 No change
Communications 10,764 7,178 3,503 4,000 5,000 6,000 Increase expected with increasing legislative activity
Travel 22,349 9,251 3,898 8,000 3,000 8,000 High years reflect conference board meeting
Office Expense 20,182 9,877 4,377 5,000 6,000 7,000 Growth reflects increasing legislative and sales
Contract labor 12,093 15,038 5,989 6,000 6,000 6,000 No change
Rent 5,586 8,972 6,318 6,500 7,000 7,500 Modest increase re cost of living
Printing & Copies 23,067 18,978 14,899 12,000 12,000 12,000 Reflects Standards being already stocked up
Payroll 47,000 41,445 30,396 40,000 45,000 50,000 Modest increase re cost of living
180,151 125,661 78,769 122,500 118,500 171,000
NET 23,244 34,969 59,953 69,000 48,500 62,500
Tax on invoices
Licenses & Permits
Dues & Subscriptions
B. Membership History
C. Bank Balance History
VI. Appendix 1: Education Director
A. Job Description
1. Develop support materials for educators, schools & students
2. Supervise and support implementation of Standards for education including helping trainings achieving compliance
3. Supervise course approval process including readers
4. Recruit participation from school owners.
5. Maintain active clear communication with schools
6. Troubleshoot problems
7. Oversee and coordinate academies
8. Coordinate teacher and school support activities at conferences, including attendance at conferences
9. Supply educational support materials to the web site and newsletter
10. Development and implementation of a standard test for APP and RPP graduates
11. Consult with Board including some travel possible
12. Consult with Education Committee and support its activities
13. Consult with other committees as needed
14. Oversee CEU process
15. Oversee CPE program
1. Master’s degree or higher, in higher education, preferred
2. Prior membership in APTA not required
3. Public relations, communications and promotional skills essential
4. Administrative skills and self-supervised work style essential
5. Part-time, independent contractor, $20,000 annually
VII. Appendix 2: The Academy Model
Currently many APTA members are involved in specialty areas. These areas include various approaches to cranial therapy, sound therapy, trauma therapy, aromatherapy, color therapy, and many other forms of healing. The spirit of Polarity Therapy, which began with Dr. Stone, is that of exploration and integration of healing arts through the principles of life energy.
These specialty areas represent the living spirit of Polarity Therapy and our desire to constantly learn, explore, and integrate many healing approaches into Polarity Therapy. Currently specialty areas are acknowledged within APTA in our newsletter through such recent articles as complexity theory, cranial therapy, sound healing and nutritional approaches integrated into Polarity. Our conferences are also filled with workshops with Polarity practitioners integrating specialty areas into Polarity.
The Academy model is a formal structure that acknowledges our spirit of exploration and integration. The upside potential for specialty areas to increase APTA’s membership, membership revenues and store revenues is great. Many practitioners with specialty area training are looking for the type of professional infrastructure that APTA can provide.
For example one of the challenges APTA is facing is keeping our senior practitioners active within our organization. The academy model would acknowledge senior polarity practitioners for integrating polarity principles into specialty areas and give them a renewed purpose and excitement through supporting their area of interest.
The academies would primarily serve as networks for bringing practitioners together with like interests. For example many Polarity practitioners have studied multiple approaches to cranial therapy. The commonality between these approaches is “energy.” The academies serve as a place where diverse cranial methods can be unified through polarity energy principles. Sharing and unifying healing knowledge through energy principles is the fulfillment of Dr. Stone’s primary goal for Polarity Therapy.
Specialty areas are a win/win. Through providing a structure for specialty academies we fulfill a need in the healing arts community to unify diverse healing approaches through a common energy language. Simultaneously our membership would increase, bringing in new revenues as well as new ideas and interests. This also translates into increase sales at our proposed Virtual Energy Store.
A. Steps to creating the Academy model within APTA
1. Identify three or four key groups already present in the community. Cranial, Sound, Reiki, Movement and Trauma Resolution are likely candidates.
2. Publicize the founding of Academy status for these initial groups in the newsletter, and invite others to form similar groups.
3. Ask each group to elect or appoint a person to the role of “Academy Chair.”
4. Ask the academy chairperson to begin publicizing the availability of insurance within their own professional communities.
5. List Academy members in the 2004 Directory, including a disclaimer that credentials other than CPE, APP and RPP are not verified through APTA processes (the same as we do now).
6. At the conference, provide meeting times and spaces for each academy
7. Direct the newsletter editor to create a page that holds “Academy Briefs” for each group and actively solicit contributions from the chairperson so that each group begins to develop name recognition.
VIII. Appendix 3: APTA Store Business Plan
Overview: The American Energy Therapy Association store is envisioned as a virtual shopping mall where people can learn about Polarity Therapy and Energy Medicine through quality educational products. The store, through print, e-mail and web advertising combined with strategic marketing targets those interested in Polarity and energy healing. Through ongoing marketing APTA will serve Polarity and Energy Medicine practitioners and students, increase its revenue and educate the general public about energy healing.
A. Goals for APTA Store
1. To provide a market for the sale of Polarity Therapy and Energy Medicine related products
2. To interface with Approved Polarity Trainings and provide a central source for Polarity Therapy educational and other (e.g., table extender arm rests) support products for instructors and students.
3. To provide a positive revenue stream for APTA
4. To provide a market that inspires and motivates Polarity Therapy authors to create quality Polarity Therapy media including books, audio tapes, videos, wall charts, and CD’s.
5. To serve as an interface between APTA and the general public as an educational vehicle through increasing awareness of Polarity Therapy in the commercial market place.
a) To bring people to APTA’s web site through the commercial market place.
b) To promote, through positive virtual experience, Polarity and Polarity trainings on www.PolarityTherapy.org.
Products for the APTA store will be approved by a committee appointed by the APTA Board of Directors. The job of the committee is to review products and approve them for resale in the APTA store. Products will include, books, videos, CDs, audio tapes, e-publications, charts, anatomical models and energy medicine related products, e.g., tuning forks, herbal products, aroma therapy products, etc.
C. Marketing Strategies
1. Energy Newsletter
2. Web Marketing
3. Development and maintaining of functional email list
4. Specific interest e-lists
5. General public e-newsletter
6. Advertisement in approved publications
7. Click-through web advertising
8. Strategic influence via members
1. The APTA store will be managed by the APTA Executive Director.
2. The APTA store will be located in the APTA office and as revenues increase move to a fulfillment company. While the store is being operated in the office, APTA will set up a small storage, warehousing, packaging and shipping facility. Orders will be taken through internet, fax and telephone and fulfilled through direct mail via various shipping options.
3. When the store demonstrates gross sales of about $3,000 per month the fulfillment will be moved to a professional company who will handle all aspects of product fulfillment. The APTA Executive Director’s position will expand to management of this company and the marketing of the APTA store. As the store grows professional management staff will be employed under the APTA Executive Director.