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It's Time We Have a Heart-to-Heart
Have a seat. Pull your chair closer. It’s time we have a heart-to-heart chat about AAMSE and the future of OUR organization.
AAMSE has been serving our profession’s needs since 1946. We’ve come to count on AAMSE to educate us and help us be more effective and more qualified medical association executives. We’ve come to count on AAMSE to connect us with colleagues, mentors, and friends around the nation. Your AAMSE leadership is dedicated to making sure that AAMSE is here to serve our professional needs for decades to come.
Possibly your own organization is facing membership recruitment and retention challenges, and may be considering new membership models because you see the handwriting on the wall. Because of changes in the profession of organized medicine, AAMSE decided to move to an organizational model of membership in addition to continuing to offer individual membership. The expectation was that this not only would boost a declining membership, but would also allow AAMSE to serve hundreds of new members through educational opportunities and other fee-for-service activities.
Your board pondered and planned before it asked for your support of this new direction. We established financial projections based on the current membership. Hundreds of new members have materialized and we are excited about the opportunity to engage our new AAMSE colleagues. While our membership increased as a result of the new model, the financial projections have not been met.
AMA Council on Constitution and Bylaws Presents Guidelines for Medical Society Bylaws
At the 2014 Annual Meeting, the AMA Council on Constitution and Bylaws (CCB) presented a resource document to the House of Delegates: Guidelines for Medical Society Bylaws. The publication was based on guidelines issued in 1998, but expanded to be equally useful to state and county societies, specialty societies, and professional interest medical associations. The Guidelines suggest various provisions that should be included in an association’s constitution and bylaws, but do not present specific language. The Council cautions that not all provisions in these Guidelines are necessary in all bylaws, and acknowledges that there may be other bylaw provisions that an association may want to include. The document is available online free of charge at http://www.ama-assn.org/go/ccb.
Nashville Academy of Medicine Names New Executive Director
The Board of Directors of the Nashville Academy of Medicine announced the appointment of the organization’s new Executive Director, Rebecca Leslie.
Leslie is an experienced non-profit leader with a passion for serving Nashville’s physicians and health care community. She joins the Academy from her position as VP of talent development at the Nashville Area Chamber of Commerce, where she led the effort to ensure that the workforce met the needs of the region’s expanding economy.
Notable programs and initiatives under Leslie’s supervision at the Chamber included workforce support for relocating and expanding companies, the Nashville Emerging Leader Awards program, and the WorkIT Nashville campaign, which reached 116 million people in the first year.
“Rebecca brings more than 10 years of leadership experience in membership organizations and the board is confident she has the qualifications needed to take the Academy’s momentum to the next level,” said Steven Graham, M.D., chairman of the board of the Nashville Academy of Medicine. “As a leader, collaborator, and ambassador to our partners, Rebecca will play a key role in expanding the mission of our organization. We are thrilled she is part of this team.”
National Medical Association Honors Jan Glas for Outstanding Contributions
The College of American Pathologists (CAP) honored Jan Glas, CAE of Union Grove, Wisconsin with the 2014 CAP Resident Advocate Award at the medical association’s annual conference, CAP’14—The Pathologists’ Meeting™.
Ms. Glas is Manager of Resident Engagement at the CAP and a certified association executive. She has spent all 23 years of her medical society career at the CAP, serving as manager of the Residents Forum since 1997.
She is responsible for connecting residents to the CAP’s committee structure and other areas of engagement in the College.
The Residents Forum provides pathology residents with a voice in organized pathology, promotes involvement of young leaders in College activities early in their careers, and establishes a network for pathology residents in the College.
“Ms. Glas continues to make outstanding contributions to the young professionals who are critically important to the future of pathology,” said CAP President Gene N. Herbek, MD, FCAP.
“The CAP has allowed me to help pathology residents find ways to make positive differences in training and to enhance how the College helps them prepare for medical practice,” Ms. Glas said. “Residents are so intelligent, hard working, responsive, inventive, collegial, and diligent in seeking solutions.”
Mary Byers, CAE, interviews David Owsiany, JD, executive director of the Ohio Dental Association and Chair of the Ohio Health Care Provider Coalition. David discusses how the coalition brought together Ohio's leading health care organizations (including Ohio State Medical Association) and has worked together for over a decade to address common issues and improve the health for patients in Ohio.
As part of its commitment to sharing great ideas and the innovative programs and campaigns of medical societies across the country, AAMSE will highlight several Profiles of Excellence (PoE) Award winners and nominees. Featured this month is the winner of the Excellence in Advocacy and 2014 President's Award for Outstanding Contributions to Medicine, American College of Emergency Physicians.
Organization: American College of Emergency Physicians (ACEP)
Program: America’s Emergency Care Environment, A State-by-State Report Card
It is important in this era of healthcare reform, threats of mass casualties, and a growing aging population that we ensure our nation can respond to the increasing need for emergency care. While many Americans take for granted the quality and availability of emergency care in their community, many others are faced with substandard conditions or lack access. To bring high visibility to the challenges and disparities in emergency care throughout the United States, the American College of Emergency Physicians (ACEP) developed a comprehensive national report that graded the condition of the emergency health care system in our 50 states.
The overall goals of the Report Card are to advocate for improved quality of health and medical care, expanded access to emergency medical care, and reduction in disparities for patients in need of emergency care. The goals are met through these objectives:
America’s Emergency Care Environment, A State-by-State Report Card was released in January 2014. The Report Card assesses the emergency care environments of each state and whether government policies are supportive of emergency care in five categories:
A Report Card Task Force, comprised of physicians and ACEP staff, was charged with:
States’ overall grades were calculated as a weighted average of the grades in each category. Similar to calculating a high school grade point average, letter grades for each category were converted to numbers, then multiplied by their relative weights (contribution to the overall grade) and then summed. The total numeric values were then converted back to letter grades.
ACEP produced a comprehensive report for each state, providing specific recommendations to improve their emergency patient care. They galvanized spokespersons and coordinated extensive national and state television, radio, and print media interviews and stories. The public was informed of the state of emergency care in their communities and were asked to work together to improve on weaknesses.
The Report Card was delivered to every Congressional office and emailed to key stakeholders in Washington DC, including Administration policy makers. It was mailed to all the state governors, state medical societies, and state hospital societies. Many Chapter leaders hand delivered copies to state legislators.
Work is underway in the states to use the Report Card grades and recommendations to improve emergency medical care. ACEP is confident that the Report Card will educate and motivate policy makers to implement solutions to their state’s emergency health care system weaknesses.
A task force of expert staff (9) and emergency physician members (10) led the project. This task force met in person three times and on numerous conference calls to: develop and weight the 136 objective measures; help collect and review the data and survey results; edit the state’s reports; provide the recommendations for improvements; and promote the report findings through the media.
ACEP hired the Altarum Institute to collect the data and draft the written results. There were many organizations and government agencies (listed in the Report Card appendix) that collected and published data that were instrumental in the creation of this report. ACEP particularly appreciated the valuable contribution of the Safe States Alliance, American Hospital Association (AHA) and Health Forum, LLC; state health officials, EMS directors, and disaster preparedness officials throughout the country who responded to ACEP’s surveys; and volunteer leaders and staff of ACEP’s chapters who provided meaningful input at numerous stages during the preparation of this advocacy document.
The total direct cost (not including salaries and overhead) for the project was $361,698.
Since the Report Card was only released this January, evaluation of the true impact of this advocacy document in terms of new legislation or public policy changes is ongoing. That said, ACEP has surveyed its state chapters on their current efforts to use the Report Card to improve emergency care in their state. Here is some work currently being performed as a result of the Report Card:
ACEP will continue to monitor legislative initiatives and public policy changes to improve and strengthen emergency healthcare systems for the 130+ million patients relying on medical care when they need it most.
The complete Report Card document can be found here: http://www.emreportcard.org/
To view additional materials for this program, download the full submission at aamse.org/PoEWinners
For more information on the Profiles of Excellence Awards, visit www.aamse.org/PoE.
My client conference calls always start the same. Everyone awkwardly says hello and then we wait in silence for the last person to jump on the call. The same conversation starts minutes later. “We are dealing with a lot of change,” someone says. “Change is very difficult for everyone right now,” another very important manager adds.
I really don’t have to take notes. “There is constant change.” “Change is difficult.” “Our employees don’t like change.” Yep, I got it. Let me write all of that down.
Was there ever a time when the CEO brought everyone into a room and said, “Good news. We are all done changing. We finished everything up on Friday”?
Even when the economy improves, there will be change. There will always be change. In the future, when we all wear the same monochromatic clothes and live in peace and harmony and have our food provided by replicators, there will be change. It is time to accept constant change. We have to change how we react to change. It is time to give change a big hug and a kiss on the cheek.
Since 1993, improvisation has taught me all about change. It has given me the tools to succeed during constant change. Improvisation is an art form that teaches performers to ride change the same way a surfer rides a wave. Change is embraced, expected, and experienced.
Audience members always ask for the secret to performing improvisation. They see a concept with no script, no rehearsal, and no plan. How can I be successful if I don’t know what comes next? Most of the time, I really don’t think about it. Everything just happens. I don’t really think, I just act and react.
And then I examined what allowed me to succeed in a state of constant change. During my presentations, I invite three audience members on stage to play an improvisation exercise. I give them about a minute of instruction. What allows everyone to be successful and deal with constant change? Could I apply the tools toward other situations? I think change, more than anything, allows us to be at our best. We all have different job titles, but we all have the same job: We deal with change. We just have to change our attitude. Here are seven thoughts on change:
Joel Zeff (www.joelzeff.com) is a national workplace expert, speaker and humorist on such topics as work/life balance, passion at work, creativity, communication, teamwork, and leadership.
Eric Carr, Florida Medical Association
Florida Medical Association’s Eric Carr offers tips to share with your physician members to help them set up and manage their social media accounts.
For the physician looking to engage their patients through Facebook and Twitter, here are a few tips to keep it classy and professional.
The first and most important factor to keep in mind is that your social media pages are a direct reflection of your practice and affect the way potential patients view you.
For Facebook, when populating the “basic information” section of your profile, be sure to include as much information as possible about the services you provide in the appropriate locations. This includes linking to your company website, listing insurance choices you accept, your physical address, a public office phone number, and hours of operations.
One key Facebook tip many people overlook is setting up a direct/customized URL to your page to make it easier to remember and promote. This can be done very easily in the “edit page” section under the username location. Type in possible URL names (starting with www.facebook.com/) and Facebook will let you know if it is available. For example, the Florida Medical Association (FMA) Facebook page direct URL is www.facebook.com/FloridaMedical. You can only set your URL once with Facebook, so keep it professional.
When populating your Twitter profile, choose a “username” that reflects your business title and note that the username cannot be more than 15 characters. In the section that asks for “name,” list your business title, which can be no more than 20 characters. For example, the FMA’s username is @FloridaMedical and our name is listed as Florida Medical Asso. For your “bio” section, be as detailed as you can — within 160 characters. You also want to link your company webpage.
Only post professional, high-resolution photos of your business onto your social media pages and website. For the patient visiting your page, you don’t want their first impression to be a poor quality photo that may turn them away.
You can easily direct potential patients to view your pages by incorporating the Facebook and Twitter logos into your existing practice website and marketing materials. There is no copyright issue with using the Facebook or Twitter icons. Most companies just slap a Facebook logo on marketing materials and say “Find us on Facebook” or “Follow us on Twitter”. I disagree with this approach. Taking the time to set up direct Facebook URL and saying “Like Us on Facebook” and plugging your direct URL is much more effective so the patient doesn’t have to search for you! For Twitter, say “Follow us on Twitter,” but provide your @username (i.e. @FloridaMedical).
Finally, keep the content on your social pages updated. Share relevant health stories and videos, and engage your current patients with surveys and questions about how you can better serve them. If your office hours change, make sure they’re updated on your social media accounts.
You want your social media page to be a one-stop shop for all the information patients need to know about your practice. By populating relevant practice information, you can reduce the volume of phone calls to your office and increase work productivity.
Eric Carr directs Management Services for the Florida Medical Association. He formerly managed social media accounts for a state government department and the FMA.
AAMSE Special Interest Groups (SIGs) are a benefit of membership and make your life as a medical society professional easier by helping you:
9 areas of interest to choose from
Join the conversation
Learn more about AAMSE SIGs and how to join at aamse.org/SIGs.
©2014 American Association of Medical Society Executives