An invitation to apply for the position of: CHIEF EXECUTIVE OFFICER Alexandria, VA THE SEARCH The, the professional organization representing more than 85,000 members, seeks a Chief Executive Officer. Located in Alexandria, Virginia, APTA improves the health and quality of life of individuals in society by increasing the awareness and understanding of physical therapy's role in the nation's health care system. To these ends, APTA focuses on supporting physical therapy practice of the highest quality, driving advances in education and training, generating valuable research, and advocating for the profession. With a proud history that dates back to 1921, APTA is an individual membership organization representing physical therapists (PTs), physical therapist assistants (PTAs), and students of physical therapy. The CEO of this $42 million budget 501(c)(6) organization will report to the Board of Directors. APTA seeks a highly-collaborative, experienced, innovative, strategic-minded CEO who will partner with the Board to develop and implement strategies that ensure the vitality of the profession. Specifically, in this period of fundamental shifts in health care payment and delivery, the CEO will play a leading role to ensure therapists continue to play critical roles in the health and wellbeing of patients and society. The CEO, moreover, will maintain the organization s fiscal stability, help grow membership, enhance organizational effectiveness, and drive dialogue with other entities and organizations in the broad health care domain. The ideal candidate will have successful senior leadership experience in health care in a nonprofit, foundation, association, or delivery system, with an extensive track record of strategic planning, financial management, membership growth and organizational development. Knowledge of physical therapy issues is helpful, however not necessary, but the next CEO must share a passion for the mission of APTA and a knowledge of health care issues, advocacy and the changing payment environment.
Page 2 of 10 Isaacson, Miller, a national executive search firm, has been engaged to assist with this important search. Inquiries, nominations, and applications should be directed in confidence to the firm as indicated at the end of this document. THE ASSOCIATION History The evolution of APTA illustrates that the profession of physical therapy, and consequently its association, have successfully adapted to major changes in health care and society over time. Physical therapists formed their first professional association in 1921, called the American Women's Physical Therapeutic Association. It was led by a president and an executive committee of elected officers who governed the association, which included 274 charter members. By the end of the 1930s, the association changed its name to the American Physiotherapy Association. Men were admitted, and membership grew to just under 1,000. With the advent of World War II and a nationwide polio epidemic during the 1940s and 1950s, physical therapists were in greater demand than ever before. The association's membership swelled to 8,000 and the number of physical therapy education programs across the US increased from 16 to 39. By the late 1940s, the association had changed its name to the American Physical Therapy Association, hired a full-time staff, and opened its first office in New York City. A House of Delegates representing chapter members was established to set APTA policies. The House elected a Board of Directors to manage the association. In addition, sections were created to promote and develop specific objectives of the profession. And this, today, is APTA s contemporary organization. APTA Today APTA is a member-based organization with individuals passionate about their profession and eager to assist the association in achieving its goals. The association s national leadership consists of a Board of Directors, a House of Delegates and multiple Committees, and other Board-appointed Groups. APTA members are further represented by the association's state chapters and special-interest sections, the American Council of Academic Physical Therapy and the student assembly (collectively called "components"), each with its own leadership, as well as a physical therapist assistant caucus. This structure allows the association to be a large umbrella, representing all facets of the physical therapy profession. The Board of Directors is comprised of 15 members, including five executive committee members. Members of the Board assume office at the close of the House of Delegates at which they were elected and serve three-year terms. The current APTA President is Paul Rockar, Jr, PT, DPT, MS, whose term expires in 2015. The Board of Directors has fiduciary responsibly for the Association.
Page 3 of 10 The House of Delegates (House) is the APTA policy-making body, responsible for determining directives and policy for the Association, and is comprised of voting chapter delegates and nonvoting delegates (the Board of Directors and section, assembly, and PTA Caucus delegates). The House meets annually for three successive days each summer, during which time delegates make decisions on issues that have far-reaching implications for the association and for the profession of physical therapy. Elections for the national offices of APTA are held while the House is in session. APTA consists of four sub-organizations called components: chapters, sections, the American Council of Academic Physical Therapy and a student assembly. All components except the Student Assembly are separately incorporated nonprofit organizations governed by their own Board of Directors. Roughly 60 of APTA's 71 components have individuals who are paid to manage the component. In addition, physical therapist assistant members participate in a caucus. APTA's 18 special-interest sections give members the resources needed to stay current in their area of expertise and connect with others sharing specific interests. These vital collaborations have been a major driver of growth in association membership and meetings-related revenue. More information about chapters and sections are available on the APTA website. Over 180 staff work at the APTA headquarters in Alexandria, VA. These talented, dedicated people make the association work day-to-day and are incredibly loyal to the mission of the organization. Five vice presidents, each managing their own unit report to the CEO: Public Policy, Practice and Professional Affairs; Member Relations; Communications and Marketing; Education and Governance and Administration; and Finance and Business Development. Below the vice presidents are a number of senior directors managing departments each with their area of expertise and focus. The association s governance structure of Board, House, and staff works; it has enabled APTA to serve its members. It is, however, quite complex and can feel unwieldy for an organization that wants to be nimble in response to current issues. An extensive multi-year examination of the governance structure concluded in 2013 and the review resulted in some modest changes at the recent national conference. There remain opportunities for future evolution of governance that must be pursued through engagement, consultation, and collaboration but issue fatigue may dictate the timeline. Vision 2020 and Beyond Vision 2020 Vision 2020 has served as APTA's official vision statement for the future of physical therapy since it was adopted by the APTA House of Delegates in 2000. Spurred by a desire to establish a more inclusive, externally-focused long term vision for the organization, the 2011 House adopted a motion prompting APTA to take steps to look beyond Vision 2020 and reflect the physical therapy profession s commitment to society. In 2012, APTA's Board of Directors, the Vision Task Force, and the House of Delegates each participated in visioning sessions designed to look beyond the current vision and clearly articulate the profession's commitment to society. An environmental scan survey of APTA members followed, along with focus groups and interviews with thought leaders.
Page 4 of 10 Using data generated by those exercises, the 2013 House of Delegates adopted a new vision of the profession of physical therapy: "Transforming society by optimizing movement to improve the human experience." More information (including the tenants of how the Vision will be carried out) is available at http://www.apta.org/visionstrategicplan/. Organizational Values Association members and staff working on behalf of the association are committed to excellence in practice, education, research and advocacy; respect the dignity and differences of all individuals and commit to being a culturally competent and socially responsible association; lead with professionalism, integrity, and honesty; and, make decisions that reflect visionary thinking, innovation, collaboration, and accountability. Strategic Plan APTA's Strategic Plan builds on the past successes of the association while preparing it to meet the challenges and opportunities of the future in the context of a strategic framework. The Strategic Plan informs decision-making, helps achieve the goals of Vision 2020, and allows the organization to better provide products, services, and representation to the members of APTA. The Strategic Plan does not sit on a shelf. It is regularly revisited, utilized for budget prioritization, and updated as needed through an active and annual process. The plan will soon be restructured in light of the new vision. Priorities of the current Plan are: Priority 1: Effectiveness of Care APTA will better enable physical therapists to consistently use best practice to improve the quality of life of their patients and clients. Priority 2: Patient- and Client- Centered Care Across the Lifespan APTA will be the recognized leader in supporting physical therapists in the delivery of patient- and client-centered care across the lifespan. Priority 3: Professional Growth and Development APTA will empower physical therapists to demonstrate and promote high standards of professional and intellectual excellence. Priority 4: Value and Accountability APTA will be the recognized leader in setting the standards for physical therapy service delivery and establishing and promoting the value of physical therapist practice to all stakeholders. Membership While APTA membership is growing, in fact it has grown 17% in the past five years, market share, currently estimated at about 30%, is a primary concern for the association. To explore these concerns in detail, in 2012 APTA contracted with the Avenue M Group to do a
Page 5 of 10 Membership Recruitment and Retention plan. The resulting data showed APTA s market share of PTs had a marginal increase of.08% to 29.50% in 2011, as compared to 29.42% at the end of 2010. The market share of PTAs dipped slightly to 7.47% at the end of 2011. There are several possible factors impacting APTA s ability to recruit and retain members but a major factor is membership relevance. The CEO must help the association better communicate the value proposition of becoming part of APTA by better telling a compelling story to connect the benefits and relevance of membership to a potential member s daily life. This includes tying the importance of strong advocacy to an individual s business model of physical therapy delivery and payment, and demonstrating how the rich education offerings greatly aid career development. Another factor is the impact of health care reform legislation. Implementation of the Affordable Care Act will have some effect on the profession, possibly positive for some members and negative for others depending on their business model. As a result, members are now more likely to evaluate the personal benefits of their APTA membership, even if they believe in the mission of the organization. Individuals may believe they will benefit from APTA s advocacy efforts regardless of whether or not they are members of the organization. Unfortunately, this makes it difficult for APTA and similar organizations to sell advocacy as a benefit of membership. The Avenue M Group also believes association communications lack personality and a compelling story regarding the benefits of membership, it needs to incorporate better the voices of those it serves. APTA needs to convey more of a sense of urgency and highlight the content and information it provides and make better use of technology to include chapters and sections in their marketing efforts. RESEARCH APTA seeks to improve the information available about physical therapy and the information available to physical therapists to improve patient care, particularly through increased utilization of technology. One such effort is PTNow, APTA s clinician portal, prepared for its move out of beta format by fully populating an Editorial Board, developing a three-year strategic plan, gaining IRB approval for a usability study, consulting with APTA s clinical sections on the Clinical Tools area of the portal, and developing a plan to measure change in clinician behavior after exposure to PTNow. The site added more than 200 clinical practice guidelines to the Evidence-based Practice Library, with another 100 due in early 2013. Another major current initiative of the organization is to develop an outcomes data registry. The Board is currently considering the purpose, scope, and a business plan for management of the registry. The goal is to work collaboratively within and without the physical therapy profession to build a database that provides useful information on the value of physical therapist services across all practice settings. The association also publishes Physical Therapy, a top ranked peer-reviewed journal in the field of rehabilitation
Page 6 of 10 EDUCATION APTA s educational offerings are a major value to membership. Offerings are available via multiple delivery methods. APTA is dedicated to helping members through rich career development support, especially online, where the website offers job listings and a Learning Center where members can find information on content-specific webinars, conferences, and continuing education training. The association offers many educational events and hosts three distinct national conferences each year: the Combined Sections Meeting (CSM); the APTA Conference & Exposition, which includes the House of Delegates gathering; and the National Student Conclave (NSC). The association is also dedicated to providing support to PT and PTA educators and educational programs through faculty development, curriculum resources, and assessment tools. These tools include the PT Centralized Application Service, the Credentialed Clinical Instructor Program, and a centralized Clinical Site Information web site. APTA also offers program accreditation through the Commission on Accreditation in Physical Therapy Education (CAPTE), an accrediting agency that is nationally recognized by the U.S. Department of Education and the Council for Higher Education Accreditation. CAPTE grants specialized accreditation status to qualified entry-level education programs for physical therapists and physical therapist assistants. The 30-member Commission comprises broad representation from the educational community, the physical therapy profession, and the public. The association includes the American Board of Physical Therapist Specialties, which manages specialty certification in eight areas. Almost 15,000 physical therapists have been certified to date. Additionally, the association includes the American Board of Physical Therapy Residency and Fellowship Education, which credentials 170 residency and fellowship programs on 18 different specialty areas. Almost 2000 physical therapist have graduated from these programs to date. PRACTICE The association supports best practice across many practice settings through provision of resources related to many aspects of patient care, practice administration, licensure, ethics and professionalism, legal issues, and public relations and marketing. The association publishes the Guide to Physical Therapist Practice, a resource used by educators, clinicians, payers, and policy-makers. In addition, the association provides many supports for integrating best evidence into practice, including access to filtered and unfiltered literature through Hooked on Evidence and Open Door. The association responds to clinicians practice needs and societal expectations by keeping contemporary practice issues before the profession and members. Two such recent examples include the Physical Therapy and Society Summit (PASS) and the Innovation Summit. PASS brought thought leaders, consumers, scientists, and policy-makers together in a think tank approach to identify societal prospects and the profession s strategic outlook to address projected needs. This work was utilized to inform the work of the Vision Task Force. The Innovation
Page 7 of 10 Summit was an interactive symposium which utilized web-based and social media outlets to highlight the experiences of physical therapists currently thriving and creating new practice opportunities in the fluid environment of health care reform. Both summits have been attributed to the Association s creative and innovative approach to leading through change. ADVOCACY The Public Policy, Practice and Professional Affairs Unit is made up of 4 departments: Government Affairs (both Federal and State), Health Finance and Quality, Payment and Practice Management, and Clinical Practice and Research. Advocacy on the part of the physical therapy profession is an incredibly important priority for APTA, focusing on issues critical to society and the profession at both the state and federal level. Federal legislative and regulatory priorities for 2013 include Medicare therapy cap, direct access, and self referral. With the implementation of the Affordable Care Act and the impact it will have on the evolving health care climate in this country, and the physical therapy scope of practice specifically, the work of the advocacy unity will only become more important. Part of the advocacy effort, the Physical Therapy Political Action Committee (PT PAC) is a controlled separate segregated fund of APTA (formal by-laws were approved in 2006) and is the entity which carries out political contributions on behalf of physical therapy. The PT PAC consistently ranks among the top three non-physician health care PACs in the country. FINANCES APTA enjoys a strong and stable financial base with an annual budget of approximately $42 million. Member dues account for 42% of revenue, conferences and education account for 19%, and accreditation and certification exam fees account for 16%. Sales, publications, royalties, and investments make up the rest. 2012 showed an 8% growth in APTA s revenue. The organization has an endowment of approximately $23 million and owns three buildings at its headquarters in Alexandria, VA. The 2012 annual audit, conducted by Johnson Lambert & Co. was concluded with no audit adjustment or internal control improvement recommendation. THE CEO The CEO reports directly to the APTA Board of Directors and is responsible for the day-to-day management of the organization. S/he ensures financial well-being though revenue development and prudent financial stewardship; provides leadership and sets expectations of staff and volunteers; and secures and advances collaborations with outside organizations and agencies, both public and private. Bonnie Polvinale, Vice President for Member Relations who has been with the organization since 1979, is currently serving as interim CEO. This is a challenging opportunity for an innovative, visionary leader to take the helm of an outstanding organization. The position calls for strategic vision, administrative and financial
Page 8 of 10 acumen, superb management and interpersonal skills, entrepreneurial drive, and a passion for the mission and values of APTA. THE LEADERSHIP CHALLENGES In particular, the next CEO will need to engage successfully with the following specific challenges: Positioning the Association Physical therapy is at a critical juncture. More universities are offering physical therapy programs and the field is growing but what will the profession look like in the future? Amid changes in health care policy, APTA needs to take a leadership role in conversations about the role of PT in society well being. What will delivery look like? How will the implementation of the Affordable Care Act dictate payment? What might practice look like? The CEO must help APTA position physical therapy as essential to the population, and membership as critically relevant to the profession. Organizational Development The CEO will lead the day-to-day management of a strong organization but one that serves a profession at a critical point. To ensure APTA remains vital to physical therapy, the CEO will have to successfully manage both upwards and downwards. Specifically: Team building with staff. APTA staff is a talented and dedicated group who has seen several reorganizations in recent years. They express some frustration with existing silos and confusion of internal versus external direction but remain steadfast in their loyalty to the organization. The CEO will help them recognize their individual roles in organizational priorities and motivate them towards common goals. APTA seeks a leader who will inspire and bring out the very best in staff resulting in superb performance utilizing a balance of morale building and accountability. Relations with volunteer leadership. The CEO will assist the Board of Directors in their ongoing efforts to enhance efficiencies and utilize best practices in volunteer engagement. S/he will report to the Board but will be an active and creative partner in exploring organizational strategy and priorities. The CEO will establish strong communications with the President of the Board and work closely with the President on association matters. Maintain and strengthen component relations. Chapters and sections are integral parts of APTA. The CEO will quickly establish relationships with key volunteer leaders throughout the organization. Working with the Board and staff, the CEO will explore expanded services offered to chapters and communicate the value proposition of affiliation with the national association. Membership APTA needs to ensure it is a valid part of health care delivery in the future and has to capitalize the impact of its advocacy efforts on behalf of the profession. To do that the association needs to increase its percentage of market share of potential members. The CEO will
Page 9 of 10 aid APTA by helping strengthen the value proposition to PTs and PTAs and explore better communication delivery methods. This may involve strengthening the business plan through different membership models and enhanced, customized communication. The CEO will see this as an opportunity and the right leader will understand the culture of the profession and use his/her interpersonal skills to engage the association in a conversation about what the future APTA should look like and help manage change towards that goal. Partnerships with Outside Organizations The CEO will make sure APTA is at the table in important conversations on the evolving health care climate. S/he will be active in building relationships with thought leaders in outside organizations and agencies and establish APTA as a collaborative, entrepreneurial partner. The CEO will have the judgment to know when it is appropriate to represent the organization and when to bring in the President or volunteer leaders to represent the profession. Maintain Financial Stability The new CEO will join a financially stable organization but will build on this strength by increasing efficiency in program implementation and hold programs to strict termination deadlines. The CEO will ensure resources are allocated in line with association priorities. QUALIFICATIONS AND EXPERIENCE While no one person may possess all of the qualities listed below, the ideal candidate will have the following professional and personal characteristics: Demonstrated success in strategic decision-making, leadership and operational management at a senior level in a complex organizational environment. Familiarity with current health care delivery and payment issues and the impact of the Affordable Care Act on aspects of the health care system. Demonstrated track record of managing organizational change, a transformational leader able to help a Board position an organization in a rapidly-evolving climate. Superb interpersonal skills and capacity. Tact, diplomacy, political acumen, and demonstrated ability to forge and manage relationships with diverse constituencies both public and private. A deep commitment to the mission of APTA and the desire and ability to thrive in the culture of a deeply-engaged membership organization. Excellent written and oral communication skills and ability to represent the organization at high-level forums, where appropriate.
Page 10 of 10 Proven skills in project management; comfort with complex multi-tasking assignments, thoroughness in follow-through and delivery against deadline. A talent and track record for recruiting, developing, and inspiring a creative and diverse staff; and a commitment to the professional growth of staff. The personal credibility and experience to earn the trust and confidence of the Board, staff, members, major donors, program partners, and other key constituencies. An entrepreneurial and creative approach to work and a management style that is open, collaborative yet results-oriented; respects the capabilities and independence of staff members while holding them accountable to the highest standards. Resilience and stamina for the task at hand, personal grace in dealing with a broad spectrum of personalities, and good humor in leading the day-to-day work of the organization. TO APPLY: Please send CV with cover letter, or contact, preferably by email, in strict confidence to: Philip Jaeger, Jane Gruenebaum or Jackie Mildner Isaacson, Miller Email: 4849@IMsearch.com 1300 19 th Street, N.W., Washington, DC 20036 Phone: (202) 216-2278*Fax: (202) 296-7271 The American Physical Therapy Association is an equal opportunity, affirmative action employer and is strongly committed to diversity; women and minorities are especially encouraged to apply.