Legacy of Excellence Digital Flipbook

Chapter 2: 2002 – 2006

performance measurement in otolaryngology, among the countless issues impacting patient care and practice, significant investments in time and talent were once again engaged in an aggressive process of strategic planning that included input from all otolaryngology subspecialties and related organizations. The Strategic Plan became an important roadmap utilized by the AAO-HNS/F to remain relevant in meeting the needs of the specialty in the short-term while also laying the groundwork in planning for the future direction of programs and services.

advocacy efforts. New advances in technology allowed members to make their opinions known more quickly and effectively. In March 2003 the grassroots/advocacy online program was launched, easing communication between members and federal and state legislators. Additionally, new state and regional updates offered immediate to an online analysis of the legislation in in the states regarding medical liability reform, scope of practice, prompt payment, and other initiatives of importance to the Academy and quality patient care. The Academy’s role in internet management and technology was to harness the power of this new technology for the benefit of physicians and patients alike. In

March 2002: ENT Extra was distributed in USA Today on March 8, 2002.

ADVANCING THE MISSION THROUGH TECHNOLOGY

The Academy embarked on a number of technological innovations, designed to improve member service and provide Academy resources to otolaryngologists. These initiatives sought to offer convenience and quality service, with more speed and potential for increased productivity. The integration of the Academy’s website www. entnet.org and the various Academy database applications was a key 2003 objective. The healthcare environment was becoming increasing complex and the management of the Academy’s relationships with sponsoring corporations, universities, practices, hospitals, training programs, societies (national and regional), become more vital. To create a better understanding of the relationships between the specialty’s various publics, in July 2003, the Academy implemented and launched iMIS, an Association Management System (AMS)—a centralized database that provided a 360-degree profile of every interaction an organization has with its members, associates, and affiliated specialty/business organizations and partners. This enhanced the Academy’s ability to provide online services to members with greater efficiency. Technology also connected members to their government leaders, which strengthened the Academy’s

2003, the Academy’s website was awarded the Strategic Health Care Marketing Silver Award for Best Overall Internet Site. The Academy was nationally recognized as a leader in the development and advancement of healthcare information on the internet. Technology was also implemented into the planning of the Annual Meeting. In 2003, the Academy opened an online abstract submission and information system for submitting, tracking, reviewing, and managing program abstract submissions, and for the first time, all applications and programs were completely received, managed, reviewed, and edited for publication online. Additionally, the program schedule was available for download on attendee’s personal digital assistant (PDA). Other digital expansions included the ability to review CME credits online, committee rosters and business residing online, availability of online courses for CME, additional content of the Bulletin available online, among others.

Technology has changed the world; its ability to help us organize data has amplified our ability to analyze and synthesize information. It allows us to quantify outcomes and, to some extent, measure quality. Technology has opened the door to discovery in science and in access to knowledge. Some might call such change a renaissance, others a revolution.”

– David R. Nielsen, MD, EVP, May 2004 Bulletin

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