Partner and Member Feedback Help the Academy Plan FOR O&P’s Future

The American Academy of Orthotists and Prosthetists (the Academy) completed a nine-month strategic planning process in September 2022, with the idea of getting direction from the O&P profession about how the organization should proceed over the next three years. This process incorporated more than 50 feedback loops and included reaching out to all sectors of the O&P profession: members and nonmembers across all professional levels and patient care tracks, manufacturers, researchers, leaders, and healthcare professionals affiliated with the O&P profession. Though some of the feedback reinforced strengths and weaknesses that the Academy says it was aware of, some feedback regarding the needs of the profession was eye-opening. The Academy began rolling out its strategic plan in October 2022. The O&P EDGE spoke with Academy Executive Director Adriane K. Griffen, DrPH, MPH, MCHES, CNED, and President JoAnne L. Kanas, DPT, CPO, to learn more about the results from the feedback and what the Academy’s next steps will be going forward. Griffen was named executive director in January 2022. Kanas is the corporate director of orthotics and prosthetics, Shriners Hospitals for Children, Tampa, Florida, and has been an Academy member for 30 years. Q: What was the most surprising aspect about the results? A: Griffen: The qualitative researcher in me would like to say we have findings, not results, as these were feedback loops rather than quantitative measures. In terms of the findings, it was surprising to me [in] the sense that O&P providers have been put aside and not treated as the critical members of the healthcare team that they really are. The Academy exists as this professional home so that no matter where that O&P provider works, the Academy serves as a source of support. There’s a sense of belonging and connectedness that the Academy provides no matter whether one works in a practice-based, research, or educational setting. Kanas: The most surprising response was that while our student membership and resident membership was consistent, the response to whether they would be transitioning their membership to full membership was not as strong. This was actually a discussion at the strategic planning meeting. We spent a lot of time talking about why this was difficult for them and the importance of supporting ways to improve this so that the transition was less burdensome. The reason seems to be about finances and that having to pay back student loans, being entry level into the profession, finding a place to live where their new jobs were, and that many employers do not support Academy dues were all factors. We are looking into options that may help. Q: What was least surprising? A: Griffen: The least surprising finding to surface through the strategic plan feedback loops is the ongoing commitment to excellent patient care, based on the latest and greatest evidence base. This was at the core of all of our strategic plan data sources—whether it be individual in-depth interviews, town hall discussions, or member feedback surveys—focusing on how to provide the very best O&P care and solid evidence was a theme in every aspect of the strategic plan feedback loops. Kanas: Most people look to the Academy meetings and events during the year (webinars, podcasts, chapters meetings, and certificate programs) for their education and continuing education credits. This is a huge part of our mission. Q: Was there anything about the findings that you expected? A: Griffen: I expected there to be more of a sense that orthotists and prosthetists are part of the healthcare team overall, as that is how I see them. I was surprised to learn how often they are made to feel like they are not the critical members of the healthcare team that they really are. Everything that an orthotist or a prosthetist does connects to support the overall health of the patient at a very holistic level. Moving and the act of movement when done well helps to ameliorate a plethora of chronic diseases from diabetes to cardiovascular issues. I see our strategic plan over the next three years as an opportunity to connect these dots—not only for O&P, but for other partners in the health and healthcare space as well. Q: Based on the feedback loops, what were some of the other questions that were asked? A: Griffen: Over a nine-month period, we solicited input on our strategic planning efforts in a variety of formats, including small group discussions like town halls, member feedback survey, key informant in-depth interviews with members and partners, and analysis and planning sessions with the board and staff. We also formed a diverse strategic planning workgroup consisting of Academy members who helped provide feedback on whether the top priorities shared were on track. We used an iterative process where we solicited more feedback from members of the Academy along the way on the top priority areas for our future strategic plan. My favorite part of the feedback loops was the in-depth interviews, followed by discussions with the board and the town halls as a close second. I found these to be authentic conversations where members and partners were doing some deep sharing on how they see the Academy. The key questions that were asked were about what the Academy needs to do more, what we need to do less, and what the fondest wishes and desires might be for the future of the Academy. The line of questions was focused on member needs and partner perspectives, which were solicited in a conversational manner to support a member-centric approach to our strategic plan. Kanas: [Other questions were] have you used resources in the Academy Online Learning Center (if yes, did you find them beneficial)? Have you used Academy resources for exam prep or job hunting? How strongly do you feel the Academy is effective in moving the O&P profession? What might keep you from engaging with the Academy? [Options included were] already get CEUs from other groups; don’t feel the Academy is relevant; lack of volunteer opportunities that meet my current availability; not receiving further information when signing up. Q: What were some of the other responses that were received? A: Griffen: One of the most special quotes from our interviews was, “Education is the heart of the Academy.” I would add that unbiased education is the pride of the Academy based on the feedback received. Others shared how important the role that the Academy plays in sharing cutting-edge research is and that was a key factor in their work. The need for connecting with a group of like-minded colleagues was also another topic that surfaced throughout the feedback loops. We also heard some concrete examples about how we could improve some of our member communications, which we were able to act upon right away, such as some content organization improvements, and ways to organize and group programmatic efforts on leadership topics of interest that are relevant across the career trajectory and across different settings. Kanas: Most of the survey respondents were certified practitioners (80 percent); most were licensed (over 50 percent); 32 percent stated they initially joined the Academy as students; 64 percent stated that access to unbiased evidence-based education was extremely important to them. Q: Which sectors of the profession were targeted to be included? A: Griffen: The feedback for the Academy’s strategic plan was solicited from members as well as nonmember partners. We conducted in-depth interviews one-on-one with members, as well as partners who were part of the O&P profession, but not necessarily members of the Academy. We were seeking a broad perspective on what the Academy represents for the field and what the possibilities may be for future collaborations. This is why we took the time and energy to solicit input from members and partners with such rigor. Kanas: Our members include practitioners (orthotists, prosthetists, orthotist/prosthetists), associate members (assistants, technicians, pedorthists, and fitters), residents/board-eligible practitioners, students, and emeritus members. We also included manufacturers and previous members. Q: What does the three-year plan involve? A: Griffen: The Academy’s three-year plan has five pillars: Membership; education opportunities; outreach and engagement; expertise and quality, and fiduciary responsibility. Three core objectives support these five priority areas: Enhance the value proposition for Academy membership; strengthen the perception of O&P professionals as valued members of the healthcare team; [and] build the capacity of the Academy as an organization. As part of the strategy, the Academy will strengthen programs, explore new opportunities, and seek to collaborate with other organizations to foster growth and expand the professional community of its members. Kanas: Typically, my experience with strategic planning is five-year plans. But with COVID much of our previous strategic plan (like many other organizations) changed dramatically. We decided we had to revisit all of our plans and goals to reflect our new normal and how that now fits within our mission and vision. Here are the top priorities that we worked through from the feedback received. Top priorities (draft based on 50-plus feedback loops to date): Membership growth Educational opportunities Outreach and engagement with those in affiliated healthcare professions Refine and create quality and resources to serve O&P professionals A continued demonstration of fiscal responsibility toward our members Q: What is the significance of a three-year timeframe? A: Griffen: The world moves fast! We have a three-year timeframe to keep an eye on how we might need to pivot and evolve as an Academy to best serve our members. Kanas: We feel that it will take a full three years to bring us to our new baseline during which time we will continually reevaluate and plan to establish longer term strategic plans of five-plus years. Again, stressing the five top priorities above. Q: What are the next steps? A: Griffen: Lots of partner outreach and more member feedback loops are on the horizon. We want to position the Academy to be viewed as a key member of the healthcare team. We’ve been unveiling the new strategic plan with just one priority area at a time, so we’ll have even more member input on their current thinking across each of the focus areas. Kanas: The first step of this plan is to introduce it to everyone and work on each of our goals building up one another. You will see us introduce the priority items one at a time and what exactly we are doing to work on them. Q: Is there anything else that you would like to add? A: Griffen: I would like to extend an open invitation to The O&P EDGE readers to reach out with any further feedback for the Academy as we embark upon this next chapter in our organization. It is an exciting time, and we remain open to feedback and input along the way. I like to think of our strategic plan as a [working] document, which guides our path forward, so we need to continuously hear from the field as we work to make our strategic plan come to life.

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