AAPA

American Academy of Physician Assistants 2010-2012 Strategic Plan

Adopted February 19, 2009
Amended February 21, 2010

Preamble

Recognizing that patients are the reason for the existence of the physician assistant profession, the content of this strategic plan was developed with the understanding that it is the role of the American Academy of Physician Assistants (AAPA) to provide physician assistants with the support they need to maintain a patient-centered approach as they deliver the highest quality care and encompass ethical standards and decision-making that are in the patient’s best interest.

In early 2008, the AAPA Board of Directors and senior management initiated a three-year strategic planning process. The goal of this process was to define AAPA priorities and direction and to focus Academy resources in a manner consistent with its revised mission and vision statements and to reflect the changing health care environment. As part of the process, divergent perspectives and views were obtained from across the AAPA membership.

The outcome of this process is detailed on the pages that follow. The resulting plan will be the roadmap for the Academy, approved by the Board of Directors and senior management. The plan is designed to advance the AAPA mission and support its members.

The purpose of a strategic plan is to clearly articulate agreed-upon goals and strategies supporting the mission and vision statements of the organization. Together, the goals, strategies and the mission and vision statements define the course for the AAPA and the allocation of human and financial resources. They also confirm and strongly support AAPA’s role as a primary voice for advancing the PA profession, recognize its ability to connect the PA profession with other medical and health care organizations and individuals, and advance its position as a major advocate for promoting access to quality, patient-centered care.

Mission
American Academy of Physician Assistants

To ensure the professional growth, personal excellence, and recognition of physician assistants, and to support their efforts to enable them to improve the quality, accessibility, and cost-effectiveness of patient-centered health care.

Vision
American Academy of Physician Assistants

The American Academy of Physician Assistants is the leader in providing support and advocacy for physician assistants, the primary organization advancing the profession, a premier participant in health care transformation, and a passionate champion of patient- centered care.

Core Values
The American Academy of Physician Assistants

Excellence

• AAPA sets a high standard of performance and demonstrates competence in its actions and support of PAs.
• AAPA demonstrates innovation and vision as it enhances the visibility and value of the profession, while supporting and enabling PAs and their patient-centered focus.
• AAPA sets a high standard of performance for its staff and promotes the same as a standard for the profession.

• In all of its activities, AAPA acts with integrity and civility with its members, business partners, and others.
• AAPA, by its example, encourages all PAs to adhere to the highest standards of professional behavior.

• AAPA is recognized by PAs and the health care community broadly as the primary authority on issues related to the utilization and practice of PAs.
• AAPA promotes its members as experts in patient care, providers of innovative solutions to health care challenges, and knowledgeable members of the patient-centered health care team.

• AAPA is at the forefront of critical and innovative thinking in its efforts to increase patient access to quality health care services.
• AAPA considers and moves forward creatively to advance the profession and improve health care.
• AAPA promotes and positions the PA profession to maximize its influence on health care policy, thus securing the future of the profession.
• AAPA supports continuous quality improvement.
• AAPA actively attracts recruits and retains member leaders and staff of different backgrounds and varying perspectives to ensure a diverse pool of qualified applicants when calling for leadership candidates.

• AAPA’s paramount concern is to understand, appreciate, and respond to the unique needs and concerns of its members.
• AAPA always remembers that its sole reason for being is to serve its members and to support their efforts to serve their patients.
• AAPA uses its influence to gain recognition for the profession and for its members.

1. By March 31, 2009, assess the health care reform agendas of the new Administration and the new Congress, and develop strategies and tactics for AAPA to contribute to an elevation of the priority assigned to
   A. Prevention, primary care, and evidence-based medicine.
   B. Decreasing health disparities.
   C. Portable financing.
   D. Incentives for the effective use of physician-PA teams.
   E. Incentives to optimize the quantity and distribution of PAs in the health care
   work force.
2. Advance AAPA’s legislative agenda, with specific attention to accomplish the following
   A. By 2010 secure a full-time director of PA services in the Veterans Health
   Administration central office.
   B. By 2010, eliminate Medicare restrictions on PAs ordering home and skilled
   nursing facility care and providing the hospice benefit.
   C. By 2011, increase Title VII funding for PA programs by 5 percent above the FY
   2006 level, from $3.3 million to $3,465,000.
3. By April 1, 2010 to establish a plan detailing AAPA’s objectives relative to formal relationships with physician organizations. The plan will be submitted to the AAPA Board of Directors for review by May 26, 2010.
4. By April 30, 2010 increase the number of patients covered by private payers who pay for behavioral health services provided by PAs by 20 percent, from 2 million to 2.4 million.
5. Improve credentialing and privileging standards and policies specifically by the following
   A. By January 31, 2010, add PA representation to the Joint Commission ambulatory Professional and Technical Advisory Committee (PTAC).
   B. By January 1, 2011, negotiate a clear requirement in Joint Commission hospital standards that PAs be credentialed and privileged through the medical staff (eliminating the HR alternative).
   C. By April 30, 2012, partner with PAs in five hospitals – chosen by reputation, varied size, and varied location – to institute PA membership on the medical staff.
6. By April 30, 2012 increase the number of state laws and regulations that contain key| elements of AAPA model language by 20 percent, to a total of 67 percent.
7. By April 30, 2012 increase the number of AAPA members who use our on-line advocacy tools by 50 percent.
8. By April 30, 2012, increase the number of Grassroots Advocacy and Information Network (GAIN) members from 1,250 to 5,000.
9. By April 30, 2012, develop the infrastructure of the AAPA PAC to support an increase in PAC revenues from $45,000 to $100,000.
10. By April 30, 2011, raise the profile of PAs in the patient-centered medical home model by incorporating recognition of PAs in the Joint Principles for the Patient-Centered Home and in the National Committee for Quality Assurance’s (NCQA) Patient-Centered Medical Home (PCMH) program.

1. By June 30, 2009, identify potential internal and external sources of funding to support the initiation of a process to determine the research needs of the profession.
2. By June 30, 2009, collaborate with the NCCPA and NCCPA Foundation, PAEA, ARC-PA, and the Physician Assistant Foundation, to determine both the feasibility of forming a joint entity/research institute to engage in priority research activities for the profession and what type of entity would be optimal.
3. By February 28, 2010, convene a research-agenda setting summit, involving NCCPA, the NCCPA Foundation, PAEA, ARC-PA, the Physician Assistant Foundation, and others, and identify the priorities of a research agenda for the profession.
4. By February 28, 2010, create methods to obtain targeted data directed at specific patient populations and audiences.
5. By June 30, 2010, operationalize the joint entity/research institute outlined in strategy two above.
6. By February 28, 2011, develop methods to access relevant information from sources external to the Academy.

1. Beginning in calendar year 2009, exhibit annually at the Physician Assistant Education Association Educational Forum in order to do the following
   A. Encourage membership of PA program faculty and students.
   B. Distribute materials and information regarding AAPA leader and staff visits to PA programs.
   C. Provide attendees with appropriate links to information and resources available from AAPA.
2. By May 1, 2009, develop an assessment tool to determine the needs of various PA constituencies. The tool will gather specific information from which AAPA will develop and measure improvement in meeting the needs of PAs, such as, employment/employer relations, regulatory issues, personal and professional development, professional identity within organizations, educational needs, practice support, and technology acquisition and application.
3. By May 31, 2009, develop and execute a town hall-style meeting to be held at the 2009 AAPA Annual Conference in San Diego, California.
4. By June 30, 2009, develop a plan to actively promote, via e-mail, direct mail, and advertisements, the PA Job Link and its resources to all PAs who are not members of the AAPA.
5. By June 30, 2009, provide access via the AAPA Web site to reports on the scientific and clinical meetings which AAPA staff/member leaders attend and/or in which they participate. The number of these reports will serve as a measure of PA contacts.
6. By September 30, 2009, develop and begin execution of the PA Student Outreach Program, which will visit every PA Program once every 36 months.
7. By March 30, 2010, develop a well-organized, accessible, and sustainable communications platform to address professional development via non-clinical pathways for PAs.
8. By September 2010, research, develop and begin execution of a diversity initiative that focuses on recruiting and retaining a more diverse population of PA members and leaders.
9. By September 2010, assess and develop a model for bundling of dues for our Constituent Organizations (COs) that is financially and logistically viable for the AAPA and the COS.

1. By March 31, 2009 the AAPA President will establish a working group, to be guided by an external consultant, with a charge to:
   A. Evaluate the composition of and terms of service for the AAPA Board of Directors.
   B. Evaluate the purpose and structure of the House of Delegates.
   C. Evaluate the purpose and structure of the Student Academy of Representatives (AOR). (see #7 below)
   D. Review and evaluate all AAPA governance-related documents for references to committees, councils and congresses.
2. A report detailing findings and recommendations from the working group referenced in supporting strategy number one will be considered by the AAPA Board of Directors by October 31, 2009.
3. By October 1, 2009, establish a leadership development plan detailing programs for orientation and development of board members, committee and council members, and constituent organization leaders.
4. By May 31, 2010, propose resolutions to the House of Delegates amending House and Board governance-related policies and structures.
5. By June 1, 2010 establish a board appointed task force that includes representatives from some of the current AAPA-recognized caucuses
   A. To learn more about caucus goals and objectives as independent organizations and within the governance structure of the Academy.
   B. To develop AAPA caucus policies, requirements, standards, application processes, and HOD resolutions for caucus HOD seats.
   C. To prepare action items/resolutions for the October 2010 board of directors meeting and the 2011 House of Delegates.
6. By September 1, 2010 modify all governance documents implementing the changes adopted at the 2010 House of Delegates meeting.
7. By October 2010 establish a board appointed task force to evaluate the purpose and structure of the Student Academy Assembly of Representatives (AOR) and recommend changes if so determined.
8. By May 31, 2011, propose resolutions to the Student Academy Assembly of Representatives governance-related policies and structures for implementation of these recommendations.
9. By February 2011 merge the Leadership Development Program tenets into the Constituent Organization Resource Exchange meeting. (Note: the Leadership Development Program was developed in response to Strategic Goal, IV, Supporting Strategy #3 to “...establish a leadership development plan detailing programs for orientation and development of board members, committee and council members, and constituent organization leaders.”)

1. By April 30, 2012, increase dues revenue from $9 million to $9.75 million. This represents
   A. Growth of AAPA fellow members from 33,250 (41 percent of potential fellow members as of October 2008) to 40,750 (43 percent of projected fellow members in April 2012).
   B. Growth of student members from 8,800 (73 percent of potential student members as of October 2008) to 10,500 (90 percent of projected student members in April 2012).
2. By April 30, 2012, maintain Annual Conference net revenue at an average of $1.85 million per year.
3. By April 30, 2012, increase other non-dues revenue (defined primarily as royalties, publication/advertising/information, and CME) from the current $4.4 million to $5.2 million.

1. By June 30, 2009 develop an indicator dashboard system to assess the current status of each constituent organization in the Western, North Central, and Southeast Regions.
2. By July 31, 2009 develop performance plans for each constituent organization in the Western, North Central, and Southeast Regions that detail goals and strategies to address membership development, leadership development, communications, advocacy, financial planning, and program planning.
3. By April 30, 2010, utilize an indicator dashboard system to assess the current status of each constituent organization in the South Central and Northeast Regions.
4. By May 31, 2010, develop a performance plan for each constituent organization in the South Central and Northeast Regions that details goals and strategies to address membership development, leadership development, communications, advocacy, financial planning, and program planning.
5. By September 30, 2009, convene a summit with specialty organization leaders to reach consensus on short- and long-term goals and strategies to support the growth and development of specialty organizations as components of AAPA.
6. By May 31, 2010, execute agreed-upon goals and strategies to support growth and development of specialty organizations as components of the AAPA.
7. Beginning in 2009, convene the Constituent Organization Resource Exchange annually. On odd-numbered years, the CORE meeting will be held at the National Office, and on even-numbered years, the CORE meeting location will rotate among the five Regions.
8. Beginning in FY 2010, provide a financial subsidy to constituent organizations to support robust participation by constituent organization leaders and emerging leaders in Academy sponsored meetings and training opportunities.

1. By January 1, 2009, develop base-line qualitative and quantitative measures documenting views and perceptions of AAPA as held by PAs and other stakeholders.
2. By January 1, 2009, review all current AAPA messaging and communication tools, and begin a collateral mapping process.
3. By March 31, 2009, complete phase one of the branding process that will include development of
   A. Verbal identity.
   B. Personality traits and reasons to believe.
   C. Tagline
   D. Visual identity.
   E. Collateral material.
   F. Style guide.
4. By May 31, 2009, complete phase two of the branding process that will include
   A. Sub-brand assessment and strategy development.
   B. Internal brand-launch strategy.
   C. External brand-launch at the 2009 AAPA Annual Conference.
   D. Exploration of the Physician Assistant Foundation brand and development of strategic recommendations.
   E. Exploration of branding for the PA profession and development of a corresponding strategic plan.
5. By June 30, 2009, complete phase three of the branding process which will include
   A. Development of a re-branding documentary to be used in future marketing.
   B. Brand-launch initiatives.
6. Annually (by the end of each calendar year), assess AAPA’s brand position by surveying the PA audience.
7. By May 31, 2010 develop procedures and processes that facilitate greater alignment with the AAPA brand, both internally and externally.