The revelation that speaking with a trained professional prevents future sexual harm can be liberating and frustrating all at once. One finds themself overwhelmed by the significant gap between best practices and current policies, asking:
Why is our message not being received?
Why does U.S. public policy not reflect established best practices?
Why is so little being done to prevent sexual abuse?
Why are treatment providers not recognized as experts in preventing further sexual harm?
The 2024-2027 Strategic Plan directs our organization to confront this challenge head-on. We aim not just to understand these questions but to begin to reshape the conversation and drive meaningful change.
The future of sexual abuse prevention is collaborative.
In order to ensure the most effective collaboration, ATSA will prioritize expanding collaboration beyond the organization while also fostering collaboration among our members. By expanding the range of professionals involved in sexual abuse prevention, we aim to establish a stronger foundation for our outreach efforts and foster meaningful connections internally and externally.
Enhance ATSA’s impact by diversifying and fostering collaboration with organizations sharing our mission to prevent and treat sexual violence.
Strategy 1 (high priority): Develop collaboration with aligned organizations and companies.
Strategy 2 (high priority): Expand ATSA’s membership and outreach.
Strategy 3 (medium priority): Empower ATSA chapters to enhance local collaboration.
Education serves as the primary means of collaboration.
Education serves as the primary means of collaboration. ATSA is committed to the ongoing task of converting research findings into practical use. Since its establishment, ATSA has consistently prioritized its mission of developing comprehensive training for various professionals, setting a benchmark for future education. The effectiveness of prevention relies on a commitment to continuous education and the dissemination of best practices.
Advance the field of sexual violence treatment, evaluation, prevention and research by offering education to professionals in the field that drive evidence-based practices and increase public awareness and perception of ATSA members’ expertise.
Strategy 1 (high priority): Develop and refine webinars, conferences, and other educational opportunities that expand the knowledge of professionals working in the field.
Strategy 2 (high priority): Develop ways to promote and uphold ATSA standards that create a gold standard of professional excellence and uniquely positions members as recognized experts in the field through the exploration of optional credentialing, certification, etc.
ATSA's policy agenda aims to shape U.S. policies that recognize and support the impact of our members' work.
By leveraging our extensive research and scientific understanding of individuals who cause sexual harm, we will influence policymakers to implement evidence-based policies. Our strategic plan envisions a society where cost-effective and evidence-based policies prevail, enhancing public safety and optimizing resource allocation.
Influence and drive research-informed policy to positively impact the visibility of the field of sexual abuse perpetration prevention.
Strategy 1 (high priority): Develop policy positions for ATSA’s U.S. legislative agenda along with tactics to proactively promote and power the agenda with members, decision-makers, elected officials, and agencies.
Strategy 2 (medium priority): Empower and support U.S. state chapters in public policy.
Strategy 3 (medium priority): Explore the landscape of Canadian public policy and position ATSA as a resource to policymakers.
Research is a cornerstone of ATSA and its membership.
ATSA will bridge the gaps in research by identifying the areas where research is needed. Researchers are a driving force of innovation as we develop and refine interventions to prevent future harm.
Support research initiatives that ensure cutting-edge research is funded and translated into practical applications, informs public policy, and incorporates diverse academic perspectives.
Strategy 1 (high priority): Enhance internal communication and collaboration in research among members.
Strategy 2 (high priority): Identify gaps in research including in the empirical validation of treatment and assessment models and promote practical application while also expanding interdisciplinary and inclusive research contributions.
Strategy 3 (medium priority): Support research funding and resource development.
This page is a spotlight for the strategic planning document approved by the Board of Directors on July 11, 2024.