Legacy of Excellence Digital Flipbook

LEGACY OF EXCELLENCE

The [Strategic] plan has helped us focus, be financially prudent, and use our energy only for those projects that fit within the strategy your Board of

Directors has endorsed.”

– Robert H. Maisel, MD, 2004-2005 President, September 2005 Bulletin

by from the first day that we enter an otolaryngology residency program to the final day that we see our last patient.” With this mission in focus and Strategic Plan in hand, the Academy continued to work at communicating with patients, referring physicians, media, and public at large on why otolaryngologist-head and neck surgeons can provide the best care for a wide range of ear, nose, and throat disorders; promoting research and education through collaboration with the federal government, corporate supporters, and the nation’s leading academic institutions; advocating the needs of the specialty with the federal government, Congress, and state legislatures; and supporting members as they navigated through myriad changes ongoing in the healthcare environment. The Strategic Plan was implemented in a way that it could be fluid to meet the arising issues and hurdles facing the house of otolaryngology including reimbursement, regulatory, scope of practice, and malpractice issues. C. Ron Cannon, MD, 2005-2006 President noted in the October 2005 Bulletin , “We

certainly live in interesting times. Being a physician is harder than ever. We must perform not only in the professional arena but the socioeconomic arena as well. We must continue to keep abreast of new advances and technological issues to provide the very best care for our patients. We now also have an added responsibility to areas of advocacy, particularly in the socioeconomic arena, to ensure adequate patient access, safety, and continued viability of the specialty. We must continue to balance the demands of our daily practice and advocacy issues while maintaining our relationships with family, church, and community.” In 2005, the Academy’s ability to stay abreast of and translate to meaningful use the research taking place in the specialty was very important. In addition, the work to advance quality across the board in otolaryngology while simultaneously confronted with important issues affecting the membership, such as changes to continuing education requirements and the ever-present scope of practice issues to name a few, were equally critical.

During 2006, to address the issues of quality and

2002: The BOG expanded their leadership development program to the Gyrus ENT/ Board of Governors Program in Leadership Development and Organizational Management. It combined

Annual Meeting onsite and distance learning

curricula and focused on business planning and financial analysis of organizations, financial management and budgeting, health policy development and advocacy, successful leadership and guiding change, professional ethics and interspecialty relations, continuing medical education, healthcare services marketing, integrated delivery systems, organizational behavior, organizational information systems, and legal considerations in healthcare delivery and organizational management.

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