Professional Development and Constituent Leaders Track

MODULES

Strategic Planning
Organizational Knowledge
Organizational Budgeting
Public Relations
Chief Delegate

For more information about Constituent Leaders please visit AAPA Constituent Organizations.

other resources

pdf LAPD Presentations Available to Constituent Organizations
pdf Utlizing Past Leaders Resource
pdf Generation Gap Presentation
pdf Dealing with Difficult Personalities Presentation
You Are A Leader Presentation
You Are a Leader Presentation Instructions and Activities
pdf How to be a Chief Delegate Presentation

Organizational or Individual Leadership Development Consultation Visit for Constituent Organizations

STRATEGIC PLANNING

Skills in strategic planning can be utilized at any level of leadership. This module is designed to set the basics for defining or refining the vision of the organization. It will also provide a basic framework and unified message for the board and committees. Goals and objectives, once identified, will determine the direction and guide the budget and planning process of the organization.

Tools

Begin Planning

Reasons for Planning:

To be better organized
To improve the efficiency and effectiveness of the organization
To know exactly what is expected of each volunteer
To optimize your time and resources as an organization
To reduce confusion and disagreement
To learn what works and does not work
To increase accountability
To direct the organization's budget
To increase commitment to projects and goal- and objective-directed behavior
To provide a unity of purpose
To ensure that performance is results-oriented
To ensure that everyone is moving in the same direction.

Questions to ask in the initial process of strategic planning include:

Where are we now?
Where are we going?
What do we want to achieve?
How do we get there?

These questions require time and thought. It is important for you to properly reflect on, and answer, these questions facing your organization. Strategic planning will help answer these questions and come up with a way to refine the direction for your organization.

Key Features of Strategic Planning:

It is proactive rather than reactive.
It sets objectives and develops action plans to achieve constituent goals.
It is often led by a facilitator from outside the group.
It is highly rigorous and creative.
It looks to the future rather than the past.
It uses analytical tools to make decisions.
It is opportunistic rather than deterministic.

Definitions: strategic planning contains four basic levels

1. Mission: a statement of purpose, a reason to exist.

2. Goal: a broadly defined, central aim of a group.

3. Objective: a clear, concise statement of what is to be achieved. It should be measurable and time specific.

4. Action Plans (Strategies): a series of steps to meet the objective and an explanation on how to proceed.

Six Key Steps in the Strategy-Planning Process

1. Determine the status of the organization

2. Conduct a situational analysis: Strengths, Weaknesses, Opportunities, Threats (SWOT)

3 . Define the mission: a statement of purpose, a reason to exist

4 . Establish goals: a broadly defined, central aims of the group

5 . Set objectives: clear, concise statements of what is to be achieved, that is measurable and time specific

6 . Develop action plans (Strategies): a series of steps to meet the objective and an explanation on how to proceed

Planning Model

Situational Analysis

The initial step in strategic planning is critical to laying a framework for the organization's direction. Engaging an outside facilitator should be considered to mediate the steps in strategic planning. Analysis can begin by eliciting responses from members using a simple form. The form is called a SWOT analysis. SWOT stands for strengths, weaknesses, opportunities, threats. The SWOT analysis allows the group to gather information in advance preparation for a facilitator. A facilitator enables face to face dialogue on the SWOT responses at a strategic planning session.

SWOT Analysis Sheet in PDF format.

Mission

The mission of an organization is a general statement of purpose for that organization. It states why the organization exists. This is different from a vision, which is very global and future directed or an objective, which is more specific and measurable. Finding other mission statements of similar groups may give you a place to begin.

For example, this is AAPA's mission statement: To promote quality, cost-effective, and accessible health care, and to promote the professional and personal development of physician assistants.

Goals

Using the data collected in the SWOT analysis, the organization's greatest challenges will become apparent. From the list of challenges and needs, the group can establish some goals. The goals are meant to be a central aim of the group, without identifying a specific action or duty. Goals are very broad based and will be met by setting specific objective statements that pertain to how the goal will be achieved. For example: to increase member involvement or to provide a viable financial resource.

Vision, mission, and goals worksheet in PDF format.

Objectives

An objective is a clear, concise statement of what is to be achieved. Objectives are meant to be directly related to or working towards a goal. These statements are more specific about how a goal will be achieved. There may be many objectives listed under each goal.

The format for writing your objectives is best illustrated as follows:

To verbalize desired result or time frame, level of performance, completion date
To increase membership in your organization by 10 % by July 2005
To increase pharmaceutical sponsorship from $1000 to $1500 by Sept. 2005

Consider these essential criteria when compiling your objectives:

Feasible - it can be done.
Suitable - it will take the organization in the right direction.
Acceptable - the members should be willing and able to pay for it.
Valuable - it is worth the price.
Achievable - it can be accomplished by the organization with known capabilities.

These are desirable criteria when considering your objectives:

Adaptable - it is flexible and can change.
Measurable - the results will be readily evaluated.
Capable of inspiring commitment - there is enough firm determination to accomplish it so long as the objective meets the essential criteria.

Action Plan

Once the mission statement, goals, and objectives are in place, you now have a framework to guide the planning for your organization's activities and budget. The actions of the group, committees, and members should work to directly accomplish an objective within the strategic plan. By developing an action plan with a budget worksheet, not only the process, but also the financial requirements of activities are identified. Each year the committee chairs can use the action plan to submit a budget for their activities. This directly affects the organization's budget and planning process.

Action Plan and Budget Worksheet in PDF format.

To develop an action plan, time table, and review process:

1. Identify the activities necessary to achieve the objective.

2. Divide these activities into steps and assign a deadline to each step.

Things to keep in mind while planning activities and deadlines.

Planning is improved as attention is given to each part of the task to be performed.
Organizing is made easier since steps can be assigned to different people.
Ongoing assessment is done to evaluate progress rather than wait for final results.

3. Define logical sequence so later steps can build upon completion of earlier steps.

Things to keep in mind while building a sequence of steps.

Workflow is clearly vital, and so relationships must be studied and reviewed regularly.
Sequences are very important, because they tend to lengthen the time to completion.
The need to delay one action before beginning another should be carefully checked.

4. Decide who is responsible for each step.

5. Determine the resources required to complete each step.

6. Estimate time required to complete each step, and specify the date by which each step

should begin and end. This timeline will merge individuals start and end for the group

and the group's project manager.

7. Establish reporting controls to ensure the coordination and completion of action plans (committee meetings, reports, e-mail, telephone).

Clearly identified reporting mechanisms must be in place.
Everyone involved must know to whom to report, how often, and in what manner

Example of a Strategic Plan

Mission: To provide quality, cost effective remarkable health care.

Goal 1 - To provide a financially viable resource to the organization.

Objective A - To pass a balanced budget on June 30, 2005
Objective B - To increase membership by 10 percent by July 1, 2005
Action Plans: The membership committee will conduct a mailing to all nonmembers on January 30, 2005. The membership committee will conduct a calling campaign to all non-renewing members from February 6-12,2005.
Objective C - To carry $50,000 in cash reserves by December 31, 2005.

Goal 2 - To increase member participation

Objective A - To increase participation in Spring CME Meeting, April 4-6, 2005.
Action Plans: Hold a hospitality suite at the Spring meeting on April 4, 2005.
Write an article for newsletter encouraging participation in Spring
Meeting by March 4, 2005.

Remember...MISSION is constant, GOALS are firm,OBJECTIVES are flexible, ACTION PLANS change.

Realize that action plans are dynamic. Anticipate the need for alternative plans. Be prepared to change the plan. Such change is positive and indicates a response to the environment. It means YOU ARE AWARE.

Resources (PDF)

ORGANIZATIONAL KNOWLEDGE

Love what you do and do what you love.

This module introduces the importance of vision, mission, strategic plan, goals, objectives, values, principles, structure, history, and people within the context of an organization. The module includes definitions and models of each, using the AAPA as the organizational example. By working through this module, we hope that you will develop your personal/professional vision, mission and supporting objectives and activities. We encourage you to review and revise your personal mission statement until you have captured your vision within it. You should devote as much time as needed to the process, perhaps a year or more. Remember, this is a lifelong statement for you. Change and improvement are not only inevitable, but necessary and welcome. As you progress in your skill building and knowledge base, new insights into the organization and your leadership style will be of significant benefit.

Tools

Organizational knowledge implies an awareness and understanding of the global philosophy and structure of a group or system. A confident understanding and familiarity of dynamics and functions within the operation of the system are essential for direction, improvement, advancement, and survival within the system. The importance of vision, mission, strategic plan, goals, objectives, values, principles, structure, history, and people will be appreciated fully by clearly understanding the specific impact each has on your daily existence, direction, and the final successful, purposeful, and fulfillment of your life.

First, most importantly, have a dream and formulate a vision. You must envision your life as you would live it. Start from the end and work back to the present. See yourself as having completed your desired role in life successfully. In order to avoid misdirection and regrets later, place personal emphasis on the phrase, "Love what you do and do what you love."

Decisions on life direction should be based on a solid foundation of your own highly regarded, well grounded, proven principles and values. This foundation will enable you to instinctively and effortlessly choose appropriate action for life fulfillment. Stephen R. Covey talks of the compass vs. the clock for life purpose control. The compass is based on principles which cannot change, i.e., True North is always True North. Value, as time, can be both relative and absolute, and will change accordingly. Most distressing to individuals seeking direction and purpose is that there is a significant time commitment to self-reflection and deep thought. It takes work, study, and the effort to ponder one's own purpose and direction in life. Hyrum W. Smith states, "Your governing values are the foundation of personal fulfillment." Clarify your values, write them down, and refer to them often. Make a list of attributes and traits you honor and value most. Your beliefs and values coupled with your experiences will shape your behavior.

Define your roles specifically. Most of us have many roles, which undergo constant change. Parent, spouse, child, sibling, employee, business owner, community volunteer, teacher, coach, gardener, clinician, student, artist, athlete, PTA member, AAPA member, church deacon, grandparent, and so on. Group them as compatible functions, not competing activities. Consider how you want to perform in each role and group. Functions of a parent differ from grandparent. List the key people who are associated with you in each role and reflect on your actions in the relationship. Communicate and share your vision with those key people so that they can appreciate their purpose and value in your vision.

"A mission statement is not something you write overnight. It takes deep introspection, careful analysis, thoughtful expression, and often many rewrites before you feel really comfortable with it, before your feel it is a complete and concise expression of your innermost values and directions. Even then, you will want to review it regularly and make minor changes as the years bring additional insights or changing circumstances."
Stephen R. Covey, 7 Habits of Highly Effective People.

The following areas are purposely brief examples to enable you to exercise varied techniques in constructing a personal vision. The AAPA is provided as a large organizational model. Your own constituent chapter, PA specialty organization, caucus, or special interest group to learn their vision and mission. This exercise may help you learn how to go about formulating your own vision and mission statement with the other components.

The contents, references, and resources contained in other modules in this Toolbox will be of value in the process you are about to begin. Refer to them frequently. Seek out others to add to your personal library. We should clarify that the majority of resources and knowledge concerning leadership available in the marketplace are focused on the business or the military model. The AAPA is a non-profit organization, dependent heavily upon volunteerism. Therefore, you should adjust your research, knowledge, and leadership style quest accordingly. The reward systems for profit, non-profit, and military organizations are vastly different, but have one prize in common, and that is recognition of the individual.

1. Vision: "mode of seeing or conceiving, unusual discernment or foresight"

Visions are concise, singular, clear, and future directed in purpose. One sentence will do. President John F. Kennedy had a vision for a manned mission to the Moon by the end of the 1960's decade. Thousands of NASA, military, and corporate workers produced that vision by successfully completing millions of small tasks. They worked backwards from the final vision. Your vision should be as straightforward. Details and the "how to" come later.

AAPA: PAs will be worldwide leaders vital to providing and improving the medical care of all people.

Personal: I will maintain my integrity and honesty at all times with all whom I interact.

2. Mission: "a specific task with which a person or a group is charged"

Missions are developed by organizational leaders and adopted by the members/group. They are based on principles/values/purpose and in concert with capabilities, knowledge, experience, study, and training.

AAPA: To promote quality, cost-effective, and accessible health care and to promote the professional and personal development of physician assistants.

Personal: I will become the leading source for honesty and integrity examples in the PA profession.

3. Strategic Plan: "unified and agreed-upon direction for plan accomplishment in a specified time frame"

A strategic plan identifies the central core of the mission that will facilitate meeting the vision. The plan may be comprised of short, medium, and long range goals and objectives, but all must lead to the fulfillment of the stated vision. A realistic timeline is essential for continual evaluation, adjustments and progress toward the vision. Plan the work and work the plan.

AAPA:

Strengthen and Promote the PA Profession
Strengthen Physician-PA Team Practice
Strengthen National and International Health Care Systems
Strengthen the AAPA and its Constituent Organizations
Encourage and Promote Diversity and Leadership
Personal: I will maintain and promote the most complete, comprehensive and updated data base on integrity and honesty.

4. Goals: "important measurable steps used to meet the overall strategic plan"

There are proven benefits to daily, weekly, monthly, yearly components to short, medium, long term goals with start/stop points and measurable, sequential, progressive steps.

AAPA:

PAs will have a cooperative relationship with other health providers.
PAs will adhere to the professional and ethical standards of excellence.
The public will understand the role of PAs in health care delivery.
The AAPA will be responsive to the needs of its members and its constituent components.
The PA profession will respect the diversity of all people.
AAPA programs and services will meet the personal and professional needs of PAs.
AAPA will have financial and human resources to achieve its mission.

Personal: I will formulate a self-learning tool for teaching honesty and integrity.

5. Objectives: "specifies major tasks and responsibilities to be completed"

Objectives define the details of the plan of the organization, assigning specific responsibility to individuals for ownership, execution, and completion.

AAPA: Refer to the AAPA Policy Manual for the current year's objectives.

Personal:

Define honesty.
Define integrity.
Establish a relationship of the two definitions.
Expand on the concepts and provide direction to individuals.

6. History: "a chronological record of significant events affecting an institution, often including an explanation of their causes"

AAPA: The American Academy of Physician Assistants, established in April 1968, is the national voice for physician assistants in all medical and surgical specialties. Its early membership consisted of the first graduates of the Duke University PA Program. In 1973, 300 members strong, a joint national office for AAPA and the Physician Assistant Education Association (PAEA) was opened in Washington , D.C. , with an executive director and two support staff. Today, there are more than 36,000 members representing every state and territory and a national office located in Alexandria, Virginia.

Personal: I will provide a historical perspective of the effects of honesty and integrity upon world events.

7. Values: "a quality intrinsically desirable", "relative worth, utility or importance"

Value does change, as with function - wood as door or charcoal; or time as an absolute or relative, which changes as the clock ticks.

AAPA:

Core values of the PA Profession

PAs promote the public's interests and the patient's needs before any other considerations.
PAs are ethical health care professionals.
PAs serve as advocates for patient needs.
PAs provide patient education and preventative health care services.
PAs are committed to lifelong learning.
PAs work with other health care professionals in providing coordinated health care.
PAs are committed to assuring that health care services are accessible and compassionate.
Personal: I will seek out only those individuals who possess honesty and integrity and actively practice them every day and in every situation.

8. Structure: "something arranged in a definitive pattern of organization"

AAPA: The Academy has a federated structure of 57 chartered constituent chapters representing the interests of physician assistants in 50 states, the District of Columbia , Guam , the Air Force, Navy, Army, Public Health Service, and Department of Veterans Affairs. In addition, AAPA officially recognizes PA specialty organizations, caucuses, congresses, and special interest groups.

9. People: "human beings making up a group or assembly or linked by a common interest"

There exist literally thousands of individuals who impact upon your being throughout your lifetime. The key is to learn from all of the good, bad, and ugly. A realistic awareness of each type and how they play out in your personal sphere will go a long way in preventing misdirection and unintended deviation from your goals and ultimately your vision.

Types may be defined as: visionaries, leaders, volunteers, directors, managers, administrators, planners, benefactors, philanthropists, mentors, protégés, students, guides, advisors, experts, novices, teammates, colleagues, worker bees, foot soldiers, hired guns, consultants, straphangers, non-participants, saboteurs, malcontents, allies, enemy, baggage handler, confidant, and many more. You must evaluate each type as it relates to you and behave accordingly. Learn to appreciate the different styles and utilize each as a resource. Focus on the groups or individuals which are vital to your vision.

AAPA:

PAs eligible to practice - 62,000
AAPA members - 36,000+
AAPA House of Delegates - 239
AAPA Board of Directors - 13
Student Academy Board of Directors - 11
AAPA Committees - 10 with 53 members
AAPA Councils - 2 with 19 members
AAPA recognized Specialty Organizations - 23
AAPA recognized Caucuses - 9
AAPA Special Interest Groups - 15
Commission - 1 with 5 members
Liaison Representatives - 23
Congresses - 5
AAPA Staff - 81
Remember the 80/20 rule:
80% of the work is done by 20% of the organization
80% of the time is spent on 20% of the problems
and the 2% rule: 2% of the organization is leaders

Personal: I will define and maintain my family, professional, community, and business relationships with honesty and integrity at all times.

Resources (PDF)

ORGANIZATIONAL BUDGETING MODULE

Effective leaders must have a working knowledge of the budget process. Budget development is one of the core responsibilities of any Board. The responsibility of developing the budget is usually shared between the leadership and staff. However, even if the organization's staff develops and presents the budget to the leadership, ultimately it is the Board's responsibility. This module is designed to take you through the basics of the budget development process and can serve as a blueprint for the budget development process for any organization in which you participate. It provides an overview as well as specific components of preparing, monitoring, and using the budget as an effective tool of the organization.

Tools

Conception of the Budget

A budget, to be effective, must be a joint effort of many people. It must be a working document, which forms the basis for action. The following basic steps should be utilized to prepare a well-conceived budget:

1. Prepare a list of objectives or goals for the organization for the year. Oten times this process is a re-evaluation of the relative priority of existing programs. Care should be taken; however, to avoid concluding too hastily that an existing program should continue unchanged. In addition, new objectives and goals should be listed and evaluated.

2. Estimate the cost of each goal listed. Utlize last year's budget and actual expenses for continuing. For new programs or modifications of existing programs, a substantial amount of work may be necessary to accurately estimate the costs involved. This estimating process should be done in detail since elements of a particular goal may involve many categories of expenses and salaries.

3. Estimate the expected income of the organization. In the case of an association, membership dues and income from educational programs and conferences will be the principal source of revenue. Therefore, careful consideration must be given to the expected economic climate in the industry or profession.

4. Compare the total expected income to the expense of achieving the objectives or goals. If projected expenses will exceed the project income, begin to re-evaluate program priorities and look for areas to reduce costs.

5. Submit the final proposed budget to management and/or the board for approval. This should not be just a formality but should be carefully presented to the ratifying body that once ratified; all persons will be firmly committed to the resulting plan of action.

Budgets and Periodic Financial Statements

The most carefully thought out budget will be of little value, if it is not comnpared throughout the year with the actual results of operations. In many cases, preparing the annual budget is not a terribly difficult task. The real problem comes, however, in trying to divide the budget into meaningful segments that can be compared to interim financial statements prepared on a monthly or quarterly basis. Some organizations attempt to do this by dividing the total budget by 12 and showing the resulting amounts as a monthly budget, which is then compared to actual monthly income and expenses. While this is better than not making any budget comparison, it can produce misleading results when the income or expenses do not occur on a uniform basis throughout the year. One of the best and easiest ways to allocate an annual budget into shorter periods is to first analyze the actual income and expenses for the prior year, and then allocate this year's budget based on last year's actual income and expenses.

Preparation and Periodic Review of Financial Statements

The most carefully thought out budget will be of little value, if it is not compared throughout the year with the actual results of operations. Therefore, interim financial statements must be prepared on a timely basis. The section on financial statements will take you through the three separate reports that make up the financial statements.

Management Actions on Deviations in the Budget

The best-prepared budget will serve little purpose if an organization is unwilling or unprepared to take action once it becomes apparent that expenses are exceeding budget or that income has not been as high as anticipated. To be useful, the budget must be a planning device that everyone takes seriously; an organization must be prepared to take action to modify its plans if it becomes apparent that the budget cannot be met. Unless an organization has substantial resources to fall back on, they must be willing to face unpleasant facts once it becomes apparent from interim financial statements that corrective action must be taken.

Financial Statements

The financial statements are made up of three reports, "The Statement of Financial Position (also, Balance Sheet)," "Statement of Activities (also known as the Statement of Revenue and Expenditures)," and "The Statement of Cash Flows."

Financial statements give vital information concerning the financial position of an organization and the results of its operations. Analysis of the data reported on the financial statements is necessary in reaching conclusions regarding the business and its activities. The nature of the analysis depends upon the questions that are raised. For example, referring to the statement of financial position and comparing the current assets and current liabilities answer an inquiry concerning the working capital position of an organization. Questions concerning the organization's earnings growth can be answered only by referring to the statement of activities for a number of periods.

The process of analysis involves the development of comparisons and the measurement of relationships. The results of analysis form the basis for conclusions that are reached and for the policies that are adopted by an organization. Analysis is generally directed towards reaching answers to three questions with respect to an organization:

1. Its Solvency - To be solvent, an organization must be able to meet its liabilities as they mature. Statements are analyzed to determine whether the organization is currently solvent and whether it can retain its solvency if it should experience a period of adversity.

2. Its Stability - Stability is measured by the ability of an organization to meet interest and principal payment requirements on outstanding debt. Revenue should be sufficient to cover operating expenses.

3. Its Profitability - Profitability is measured by the success of an organization in maintaining and increasing the Net Assets (net worth).

There are five items reported on Financial Reports.

Statement of Financial Position
Assets
Liabilities
Equity
Statement of Activities

Income
Expenses

Statement of Financial Position

As the name states, the purpose of the "Statement of Financial Positions" is to show the financial position of a business at a particular date. Usually this statement will compare the current financial position with the prior year.

This report includes, assets, which are listed at the top of the statement, and liabilities and equity (net assets) on the bottom.

a) Assets are things of value; things the organization owns. Assets are further broken down into sub categories: current assets such as cash and investments, fixed assets such as office furniture, land and buildings, and other assets.

b) Liabilities are debts; things the organization owes. Short term liabilities such as accounts payable are debts of the organization that are due and payable in 30 days or less. Long term liabilities such as mortgages and bank lines of credit.

c) Equity is the net worth of an organization. It can be described by this formula: What you own (Assets), - what you owe (Liabilities), = what you are worth.

For example: Let's say an organization had $500 in cash (asset) and $100 in current debts (Liabilities). The equity or net worth would be $400. Equity can also be called: Net assets; General Fund; Fund Reserves.

Statement of Activities

The "Statement of Activities" is also known as "Statement of Revenue and Expenses" or "Income Statement." The purpose of this statement is to show the results from operations over a given period of time. The statement explains the financial progress of an organization and accounts for the changes in the equity (net worth). While this statement can be compared with the same period in the prior year it is more commonly used to compare budgeted figures for the same reporting period.

This statement is broken down into two categories. Income is shown at the top of the statement and expenses underneath. The difference between the two is the net excess or loss (when expenses exceed revenues) from operations. This difference is applied against the beginning equity (net worth) balance to determine the ending equity balance. This should agree with the balance on the statement of financial position.

Income - What the organization earns. Also called revenue. (Note: money received from borrowing does not count as income!). Examples include grant income, contribution income, dues income, and interest income.

Expenses - payments made for goods, services, etc. so that the organization can continue to produce its own "products and services." [Note: the purchase of assets (investments, property) does not count as an expense although it certainly is a cost to the organization.] Examples include rent, salaries and utilities.

Statement of Cash Flow

The "Statement of Cash Flow" shows the movement of cash, into and out of an organization. Listing the sources of cash receipts and the uses that have been made of cash does this. This statement differs from the statement of activity since it summarizes the business transactions involving cash receipts and cash disbursements without considering their relationship to revenue-producing activities and the process of matching revenue and costs.

Sample Budget Worksheets

Resources (PDF)

PUBLIC RELATIONS MODULE

Successful public relations for the PA profession depends on the efforts of the American Academy of Physician Assistants (AAPA) national office, of individual chapters and constituent organizations, and of individual PAs in conjunction with the AAPA Public Relations Committee. Given the difficulty people have with dealing with the media, this module is designed to describe public relations, but emphasize media relations. For more public relations tools, please visit (insert the PRC link here) for information regarding: reaching out to physicians, students and the general public; along with support materials for various public relations events.

Tools

Public Relations Overview:

There are two great appeals of media attention. First, it can be low cost. Second, if your message is part of the news of the day, rather than part of an advertising campaign, it gains credibility. People pay more attention to the news than to advertising. They believe the news is less biased. This is not to say that advertising does not work - it does. But the cost of mounting an advertising campaign could be prohibitive.

Sometimes it can be hard to think of PAs as newsworthy, but you are. Your message is as worthy of coverage as anyone else's. But unless you contact the media and let them know about your important and timely message, reporters will not even know that you are there.

Newsworthy messages get lost for two major reasons:
1. Advocates become so caught up in the topic that they do not focus on the most important elements and their message becomes muddled.
2. People are unwilling to play the publicity game.

Every day there are column inches and broadcast airtime that reporters must fill. PAs should seize every opportunity to contribute material to the media, to help reporters do their jobs better. A successful public relations effort depends not only on the story ideas presented to the media, but also on greater planning and organization.

If you find that your efforts have stalled, an excellent way to restart them is to survey PAs in your state or specialty about what they consider the organization's greatest public education needs. The responses will help you design a public education program - and you may find members with public education experience and an interest in tackling your organization's projects.

Public Relations Can:

Be a major force in promoting a good idea or product
Show that there is more than one side to an issue
Turn an audience around on an issue
Help "sell" a story to the media

Assessing Your Situation

The first step in developing a public relations effort is to understand where you are, so you will have a better idea of how to improve. The following outline was developed by the AAPA Public Relations Committee to assist constituent organizations in determining their public relations strengths, weaknesses, and needs. Be as specific as possible when answering the following questions.

Situation Analysis

Compile Demographics on PAs in your state or specialty area
How many PAs are there?
How aware are they of your constituent organization?
Where are most of the PAs located?
Practice settings
Geographic distribution
How are PAs in your state or specialty received by
Consumers
Physicians
Nurses
Nurse practitioners
Reporters
Elected officials
Others
Has previous publicity been favorable? If not, why?
Are PAs in direct competition with any other group? Which ones?
What changes have occurred in the PA profession in your state or specialty area in the last year, three years, five years, ten years?
What is the outlook for the future of PAs in your state or specialty?

Compile Constituent Organization Data

How many PAs in your state or specialty are members of your organization?
Do you have committees devoted to
Public relations and media relations?
Professional relations?
Government relations?
What is your total chapter budget?
What is your public education budget?
What human resources are available for public education projects?
Who is available?
What special public education or media talents do they have?
What other special talents exist among your members?

Examine Historical Performance

What educational and media efforts has your organization implemented in the past year, three years, five years?
How successful were these efforts? How was success measured?
How have these efforts been received by
Consumers
Physicians
Nurses
Nurse practitioners
Reporters
Elected officials
Others

Problems and Opportunities

What are the key problems in your state or specialty with respect to PAs?
What are the key opportunities to take advantage of this year? Next year? Next five years?

Public Relations Alternatives - Set Objectives

What is your immediate goal? Three-year goal? Five-year goal?
What is your timetable for accomplishing it?

Develop Strategic Approaches

What plans do you have to achieve this goal?
Target audience (Whom do you want to reach?)
Message (What do you want to tell them?)
Method (How can you reach this audience?)
Timetable (When?)
Cost
How will you know if you were successful?
What are the alternative approaches to achieving your goal?

Identify resources such as human resources for your project, members of the organization, and Non-PA supporters.

Identify financial resources for your project such as organizational budget and employer assistance.

Identify other resources such as AAPA, neighboring - state PAs, medical societies, and corporations.

Planning a Public Relations Program

After completing the survey, you are ready to begin planning public relations projects. One of the most common mistakes is taking the "buckshot" approach, sending out dozens of news releases without considering the needs of the audience. This is much like throwing a bunch of pebbles in a stream, hoping to make a big splash, and about as effective. Most PAs will not be able to devote full-time energies to public relation projects. Therefore, it is imperative that every constituent organization develop a public relations plan that distributes responsibilities while focusing on a clear, concise goal. Answering the following questions will help determine your most effective strategy.

What are you trying to accomplish?
What goals must be reached, and would media attention help you achieve those goals?
Why are you considering this tactic?
Who are your key audiences - i.e., physicians, other PAs, legislators, the public - and how can you best appeal to them?
What is your message? What do you want people to know?
Which media outlets would be most effective to target, and how are you going to reach them?
How much does your audience understand about your particular public education message, and what are its most common misconceptions?
How will you organize your resources to most efficiently achieve your goal?
Are there other options for achieving your goal?
The media inform your various audiences by reporting and interpreting events that affect the PA profession. Those members with public relations responsibilities must learn to sense developments and trends - and act on them. Once a long-range public relations plan is in place, carrying it out requires still more planning.

Building Relationships with the Media

The first step in building relationships with reporters is to monitor the newspapers, magazines, and radio and television stations. Where could your constituent organization fit in? What stations and newspaper have health reporters? What are the medical publications in your state or specialty area? Do they cover just clinical stories or also provide human interest and business reports?

There are a number of ways to compile a media list without buying expensive media guides. For example, your library probably has guides you can research (Ayer's Directory of Publications, Broadcasting Yearbook, Editor and Publisher International Yearbook, Gebbie Press All-In-One Directory, National Research Bureau Talk Show Directory). You can also compile media lists from:

The phone book (White and Yellow Pages)
Chamber of Commerce directories
The United Way, which publishes media guides in some states and cities
Your state broadcasters and press associations, usually located in state capitals
Community groups that maintain media lists (ask if you can make copies of their lists)
The AAPA national office, which has several media directories. Ask the Public Affairs Office to send you a copy of your state's list.
Your media list should include names, addresses, phone and fax numbers, programming information (for radio and TV stations), e-mail and Web addresses, and deadlines for the following:
Daily newspapers, including suburban papers
Weekly newspapers, including and college papers
Television stations and cable companies
Radio stations, including college stations
Local wire services, like the Associated Press
Local reporters for major state newspapers
Related professional journals or magazines (trade press)
Newsletters (professional associations, civic groups, veterans organizations, senior citizens associations, AAPA, etc.)
Local industries and businesses that produce informational consumer-oriented flyers (banks, drug stores, grocery chains, shopping circulars)
If you are missing any information, simply call the newspaper or radio or TV station.

Get To Know the Media

The most direct way to begin a relationship with a reporter is by writing a letter and arranging a short face-to-face meeting. Make appointments to meet with reporters and editors who cover health issues. If a reporter is not interested in PAs or PA-related stories, do not push the issue. Thank him or her for the time spent talking to you and ask if there is someone else who might be interested. Respect a reporter who says, "No, thank you." Remember that negative coverage is worse than no coverage at all.

Respecting reporters' deadlines is also very important. Unless you have some late-breaking, vital, life-or-death information for the media, avoid calling within an hour of a reporter's deadline. Calling at 4:15 p.m. to get something on the 5:00 news is much too late. Or calling at 11:00 a.m. to talk to an editor who puts out an afternoon newspaper will only produce a curt response. This is why a publication or station's deadline is important information to include in your media list.

Introduce yourself to the radio and television public affairs directors. Sometimes your story idea may tie in naturally with issues they already have covered on their public affairs or talk shows or may plan to cover. Also, the more you know about a station's policy for coverage of public interest issues, the easier it will be to pitch a future idea. Consider inviting newspaper or station personnel to address your local or regional meeting. Consider suggesting that the paper or station cosponsor a health event. If you can get reporters to participate in one of your events, the event becomes more newsworthy to the paper or station.

Suggesting Stories

Reporters usually are in need of and welcome suggestions for stories. The physician assistant concept lends itself nicely to feature and human-interest stories. Consider suggesting an interview with either a particular PA or with a faculty member from a PA program. If your local newspaper has a career supplement (sometimes part of the Sunday classified section), suggest a general story on the PA profession.

If the paper or station does not have a health reporter, consider writing a regular column on health issues (or, working with your supervising physician, develop a list of health care professionals in your area who may be interested in supplying articles). This will position you as a medical authority in your community. The public is always interested in health care tips, and reporters look for stories that interest their readers, listeners, or viewers. The AAPA Public Affairs Office can provide you with examples of stories PAs have placed successfully in their daily and weekly newspapers.

What Is a Newsworthy Story?

Reporters receive hundreds of news releases every week, so showering them with releases having nothing important to tell may result in your constituent organization being ignored when you do have an issue of importance to convey. In short, don't cry wolf!

Ask yourself the following questions when considering whether to send a news release or call a reporter. If you answer yes to at least four of them, you probably have good enough reason to contact the media. Otherwise reconsider your plan or revise your message.

Is the story unique?
Is it timely - related to other events receiving media attention NOW?
Is it as important as other current media events, or could it wait until after a major story has run its course?
Does it involve many people?
Is it a human-interest story?
Does it significantly affect the community that will be reading or hearing about it?
Does it contain an interesting angle? Some call these the "C"s of public relations - crisis, confrontation, conflict, controversy, curiosity, children, consumers, and competition.
Is it a high priority for your constituent organization?

Media Packets, News Releases, and Photographs

Each constituent organization should have a supply of public education packets available for distribution to reporters, health care executives, elected officials, and other people interested in the PA profession. These packets are excellent tools that can be distributed at news conferences and, with a cover letter, to introduce your organization to the media.

Public relations packets could include:

An attractive, sturdy pocket folder
Brochures
Recent newspaper clips about PAs
News releases
Background information (fact sheets) on the physician assistant profession, including history, roles and practice settings, cost-effectiveness, and education.)
Information about PAs in your state or specialty (number, where they work, state PA rules and regulations - including prescriptive practice)
Information about legislative issues of interest to your organization
A list of, and details about, PA educational programs in the area
A business card

News Releases

The news release is one of the most basic tools in any media relations campaign. But news releases must be properly prepared, or they will be ignored. There is no surer way to have your news ignored than if you do not follow the basic rules for content and format of a news release. The reward is to see either your own words in print or a story that was inspired by your words.

Not all releases are appropriate for all reporters. For example, send the release announcing PA participation in a community health fair to the city desk of your newspaper, the assignment desks of your TV stations, and the newsroom at radio stations. A release announcing a CME conference will be of most interest to a health reporter or editor of a clinical newsletter. A story about a particularly interesting PA should go to a features editor. It is normal to send releases to more than one editor or writer at any news outlet. Treat all the news organizations fairly and equally.

Once you get to know reporters, update your media list when changes occur in their assignments. When you meet new reporters or someone calls you for a story, add these people to your growing media list.

The Essentials of a News Release

A good news story will address the following critical elements:

Who is involved?
What is about to happen?
Where will it happen?
When will it happen?
Why is it important?
How did it happen?

Sometimes stories that fit all the criteria still do not get attention. This may be because of limited airtime at the radio or TV station or limited space at the newspaper, or because your release arrived too late to be assigned to a reporter. It is important to keep trying and not lose hope.

Format of a News Release

Use 8-1/2 by 11-inch white paper. The top quarter of the page should contain your organization's logo and address (use letterhead if possible), a contact name with office and home phone numbers, and a date. Information in a release can be embargoed (restricted from release until a specific date or time) if the timing of the release is important. For example, if a speech is being delivered, the release announcing what will be said in the speech should be embargoed until after the expected completion of the speech. The embargo time or date replaces the date of the release.

News releases should be double-spaced. Brevity is important. Try to keep them no longer than two pages. If the information is complex, write a short release and attach the remaining material as background information. Do not use single spacing to make the news release fit on one page! The double spacing is so that reporters can make notes on the release. Leave wide margins on the sides of the page, too. When using two pages, center the word "more" at the bottom of the first page. That way if the pages become separated, the reporter knows there is more information to the story. End the release with "-30-" or "###" centered at the bottom of the last page. Send out clean, clear copies.

News releases can be hand-delivered, mailed first-class, faxed, or even sent by e-mail. Individually typed envelopes are preferable to both hand-written envelopes and computer address labels, although this is difficult for larger mailings.

Content of a News Release

Each release should have a capitalized heading that summarizes the story. Use a strong first paragraph, with the most important facts listed first, including answers to the most basic questions: who, what, where, when, why, and how.

The remainder of the release should clarify and expand on the lead paragraph, adding information in descending order of importance. Sometimes the release will be used as is, but if available space or airtime is limited, writers and broadcasters may need to delete the last few paragraphs.

Use short, strong quotes from your spokesperson; they can make a story more compelling.

Each news release should be tailored for each event or issue you are publicizing. Make sure the information is accurate, complete, and not blatantly self-serving.

Write the release in stark news style:

Be brief.
Write in the active voice.
Use action verbs.
Use simple, declarative sentences.
Write short paragraphs.
Avoid jargon and technical language (unless you are writing for a clinical publication).
Double-check names, spelling, numbers, and grammar. Proofread carefully. Read the news release aloud to help you "hear" any mistakes. The news release should be the clearest and best piece of writing you can produce.

Photographs

You can sometimes improve the chance of your story being carried if you submit a photograph along with your news release. This holds true for news releases submitted to weekly newspapers about award ceremonies and the election of officers for a constituent organization.

Publications accept 5-x-7-inch or 8-x-10-inch black-and-white glossy prints. Do not send Polaroid prints. The photographs should be well composed and eye-catching, tell a story, or identify the subject of the news release. Type your captions and tape them to the photos. Always include your organization's name and a contact person with a telephone number.

Getting Publicity without a News Release

Sometimes you can get the public's attention without relying on the media. Here are several ideas successfully used by constituent organizations:

Surveys and polls involving face-to-face interviews of citizens, and "man on the street" interviews. (If they can answer the question, "What is a physician assistant?" correctly, maybe give them an AAPA Bic Clic pen; if not, an information brochure).

Open house events.
Luncheons, breakfasts, and dinners (either you host them or provide a PA speaker to others).
Legislative breakfasts, luncheons, or receptions preferably at the state capitol for elected officials and their staffs. Be sure to serve healthy food!
Travel displays at state and county fairs, making sure to have plenty of handouts.
Many dairies permit community service messages to be imprinted on their milk cartons.
Grocery stores permit community service messages to be imprinted on paper bags.
Billboards are sometimes made available for community service messages.
Posters for display in store windows, hospitals, banks, libraries, and public buildings.
Public tours of your hospital or clinic, or specialty tours for elected officials to help them learn first-hand about the health care delivery system.
Bus placards, both inside and outside the vehicles.
Literature kiosks on busy street corners.
Vans or cars with placards.
"Stuffers" (flyers, brochures, newsletters) that local merchants include in their own mailings. You find them in bank statements, utility bills, etc.
Parades (make sure to carry a LARGE banner), walk-a-thons, and charity runs (wearing PA t-shirts).
Blood pressure testing or other health screenings at local events, schools, or shopping malls.
Public speeches about the profession at local high schools and colleges for career days, or at teen or community centers and civic organizations.
Providing community service either alone or with other groups, such as collecting food or clothes for a local charity or "adopting" a part of a highway, which may include posting the organization's name on a permanent sign by the side of the road.
Organizing receptions for graduating medical students.
A slide shown before the feature presentation at local movie houses, drive-ins.
Place a free PA advertisement by trading, arranging for your organization's ad to run in another organization's publication in exchange for running their ad in the PA newsletter. Or if a local hospital buys space, inquire if you can place a short story about PAs or a PA advertisement in the hospital publication.
Media seminars. For example, sponsor a joint program with the state broadcasting organization or state newspaper association on how nonprofit groups can work with the media.
Sponsor a children's sports team and have the words "physician assistant" printed on their shirts.
Local health fairs or first aid stations at community events.
Blood drives in cooperation with your local blood bank. The AAPA Public Relations Committee has developed a "how to" manual located on the AAPA Web site's Members Only section.

Resources (PDF)

CHIEF DELEGATE

This module will lead you through the steps to becoming a well-informed and effective chief delegate.

pdf How to be a Chief Delegate Presentation ChiefDelegate.pdf

Tools

Preparation

As chief delegate, your first order of business is to ensure your delegation is identified by submitting the House of Delegates (HOD) Notification Form to the HOD Staff Advisor with the names and e-mail addresses of your delegates/alternates. This will get your representatives on the list to receive Delegate News and any other communication concerning the HOD. Two months before the AAPA Annual Conference, you should check with your delegates/alternates to make sure they still plan to attend the HOD. If you find changes need to be made, you can do so by submitting a Delegate/Alternate Change Form. The chief delegate, president, or secretary of your constituent organization is allowed to submit the delegate notification form or change form if needed. Changes can also be made on-site by completing the appropriate form at the HOD credentialing desk.

Next, you need to familiarize yourself with The Standard Code of Parliamentary Procedure by Alice Sturgis and the HOD Standing Rules. You must then read the resolutions and possibly contact the author for clarification before meeting with the other delegates from your constituent organization. The HOD meeting materials will be sent to all submitted delegates/alternates several weeks prior to the meeting.

Once you have read the meeting materials, it is recommended to divide and assign the resolutions amongst your delegates. Encourage your delegates to research the resolutions and prepare comments to share during a conference call you will arrange. Check for availability and schedule the conference call. There are always several hot topics that need to be discussed prior to the HOD. Delegations often seek input from their Board of Directors, who should be available and will likely want to solicit input from their constituents as well.

House of Delegates

A well prepared delegation is an effective delegation. When you get to the HOD meeting, be sure that you have enough alternate delegates to keep your seats occupied while accommodating for breaks. Encourage all members of your organization to participate, even if they are not official delegates.

The House Officers appoint reference committees to conduct hearings and gather testimony on all resolutions except those remaining on the General Consent Agenda after the extraction process is completed. Your delegation's attendance during these hearings is very important, as this is your opportunity to testify and consider other opinions. After each hearing is completed, the reference committee prepares a written report summarizing the testimony heard and makes its recommendation of action to the delegates. Each report will be available on the HOD Web page as soon as it is finished. Paper copies of the reports will also be provided at the credentialing desk early Monday morning. The Speaker of the House will bring the resolutions to a vote. Each delegate in your delegation has his/her own vote and does not have to vote as a block. However, each delegate should keep the best interest of the organization they represent in mind, even if it is not their personal conviction.

After the House of Delegates

A formal "Summary of Actions" is published immediately after the close of the House of Delegates meeting. As chief delegate, you are encouraged to prepare your own summary of the actions taken during the HOD that can be sent to your constituents or published in your organization's newsletter. The report should outline the resolutions, or at least the most interesting ones, with a reference to the full report available on-line. All documents referenced above and so much more can be found on the HOD Web page. You will need to log in to view the page.

Review

Prepare
Submit delegate/alternate information to AAPA.
Read the resolutions.
Make assignments to delegates.
Delegates to research resolutions.
Discuss resolutions with delegation.
Communicate with BOD and constituents.
House of Delegates
Make sure your delegates arrived and are credentialed.
Credential additional alternates if necessary to keep your delegation's seats filled.
Coordinate with your delegation about any testimony your delegation wants to provide.
Review reference committee reports with your delegation before voting.
After the House
Prepare a summary report and share it with your constituents.
And most of all-have fun watching and participating in the evolution of your profession.