THE ECONOMICS OF THERAPY - CLIENTS, COLLEAGUES, CASH AND COMPETITION

This roundtable features an international panel of music therapists exploring what happens when music therapy and business collide. Can 21st century music therapy care for clients, colleagues, cash and competitors? Thought-­‐provoking presentations will connect participants with approaches that meet culturally diverse practices and challenges. We have little control over the financial health of government budgets; however, we can be proactive in controlling the financial health of our own businesses.Music therapists have distinct skills including attunement, improvisation, and listening that are learnt for and honed in the clinical space. Can we transferand apply these core therapeutic skills to develop successful music therapy businesses?WMTC identified 14,623 music therapists worldwide. Many of these music therapists are funded directly or indirectly by Governments. For this reason musictherapists predominately work in the not-­‐for-­‐profit, statutory or charitable sectors. In the current economic climate with GDP still falling in many countries,relying on government-­‐funded positions may not be an option anymore. Thereis a clear need to build business skills and resilience in our profession alongsideour culturally bio-­‐diverse practices and ecological approaches. Research (Ledger 2010) found that music therapists were uncertain about gaining support and securing funding. Our approach with commissioners may include consultative services, but what do managers and commissioners need to know about music therapy so we can effectively engage, communicate and build relationships with those who fund us? Is music therapy both an evidence-­‐based practice and a product? Acknowledging this brings ethical dilemmas into theopen. Can we justify earning our living from people who need help? Can we arket and advertise our services responsibly and reliably? Should music therapy students be taught basic strategies for business development and reflect on their own qualities as potential entrepreneurs? Working within a “for-­‐profit” business model makes some people uncomfortable but perhaps the time has come to question why