BACKGROUND PAPER
STRATEGIC PLANNING OVERVIEW
On February 2, 2013, the New York Physical Therapy Association (NYPTA)
conducted a Strategic Planning Session at the Albany Marriott Hotel in
Albany, New York. The purpose of the session was to provide a forum for
NYPTA leaders to brainstorm ideas, share concerns and plan for the future.
Capitol Hill Management Services of Albany, New York provided the
facilitation for the session.
In preparation for this session, NYPTA’s Strategic Planning Task Force met to
create the framework for the process. In addition, an extensive survey on the
profession and membership services was thoroughly promoted across the
state. 653 physical therapy professionals completed the survey, which
provided NYPTA leadership with useful information that assisted in the
strategic planning deliberations.
The following report outlines the content of the Strategic Planning Session
and provides the draft outline of a Strategic Plan. The contents will be
reviewed by NYPTA leaders in order to gain constructive feedback before
being finalized for adoption and action by the Delegate Assembly.
The following leaders took part in the long-range planning process:
Officers
Matt Hyland: President
Jenny Collins: Vice President
Scott Minor: Treasurer and Finance Chair
Jeremy Crow: Secretary
Directors
Dave Sofer: Brooklyn/Staten Island
Keri Gill-Smith: Catskill
Michael Tisbe: Central
Dolores Montero: Eastern
Jeremy Bittel: Finger Lakes
Debra Engel: Greater NY
Kathleen Birnbaum: Hudson Valley
William O’Keefe: Long Island
Joel Van Slyke: Southern Tier
Mark Basile: Western
Committees
Archivist: Linda Scheuer
Awards: Mary Alice Minor
Ethics: Andrew Opett
Judicial/Reference: Gabe Yankowitz
Leadership: Jeremy Crow (designee)
Legislative: Michael Mattia
Minority Affairs: Clarence Chan
Payment: Dave Sofer
PTA Caucus Representative: Carrie Gatlin-Fuller
Practice: Melanie Gillar
Program: J.J. Mowder-Tinney
Public Relations: Tracy Sawyer
Research: Sara Gombatto
Task Forces
Dave Sofer, Social Media Task Force
Jennifer Collins, Strategic Plan Task Force
Special Interest Groups
Jennifer Collins, AASIG
Denise Buher, AIPT (designee)
Guests
Nan Hyland, Strategic Planning Task Force
Nate Mosher, Eastern District Chair
Fernanco Arias, Member, GNY District
Mark Amir
Aimee Alexander
Alison Synakowski
Deborah Bohren, Communication Consultant
Directors’ Interns:
Jessica Agostino, Herkimer CC
Mark Denesha, SUNY Downstate
Bridget Denicola, Nazareth College
Cali DeSanto, Ithaca College
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Meredith Lynds, Sage College
Avery McLemore, Herkimer CC
Samantha Schock, Sage College
Chapter Office Staff
Leslie Wood, Executive Director
Kelly Garceau, Assistant Director
Brian Buff, Vice President for Association Management at Capitol Hill
Management Services, facilitated the session.
This background paper is composed of the following sections, corresponding
to the session’s structure:
 A Brief History of Physical Therapy & NYPTA
 “Where’s NYPTA?” What is the Current State of the Association?
 Strategic Planning Definitions
 Possible Strategies for NYPTA’s Goals and Objectives
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A BRIEF HISTORY OF
PHYSICAL THERAPY & NYPTA
The following brief history is offered as a context to the contents of this report.
The origin of physical therapy goes back to World War I, when the concept of
physical therapy began on the battleground of our fallen patriots. Hands on
physical therapy developed into new hope for the injured as science and
technical advancements were developed through practice and research. The
encumbering priorities of World War II delayed the assembly of physical
therapists as a unified, statewide chapter until 1952.
We celebrated 50 years in 2002 and took a look back in time, remembering
that while doctors were still making home visits, physical therapists were also
making home visits and still do! Now, physical therapists and physical
therapist assistants, through years of education, patient care and research
have forever changed the once dreaded lifestyle that so many injured patients
endured.
Without NYPTA, the physical therapy profession in New York State would
be drastically different. The Association serves as a watchdog to protect the
profession of physical therapy and works to promote quality healthcare for
the citizens of New York. We have come a long way since 1952; science and
technology has changed. Nonetheless, the same art of caring on which the
profession was founded is evident in the work that physical therapists and
physical therapists assistants perform today.
The New York Physical Therapy Association (NYPTA) is a non-profit
professional organization composed of almost 6,000 licensed physical
therapists (PTs), physical therapist assistants (PTAs) and PT/PTA students.
The NYPTA is dedicated to serving the public's health interests, improving
the standard of health for people of all ages, and advancing the interests of
physical therapists in the State of New York.
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WHERE’S NYPTA?
WHAT IS THE CURRENT STATE
OF THE ASSOCIATION?
The work of the Strategic Planning Session began with a simple “taking of the
pulse” of NYPTA leaders. The group was asked to share its initial thoughts
regarding the current state of the association. This was a “gut reaction”
exercise. The group offered the following:
NYPTA…
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Has its finger on the pulse of the profession
Is trying to increase awareness within the profession and with the
public
Is exploring the expansion of the profession’s scope of practice
Is a leader on the national stage
Offers outstanding learning and networking opportunities; is a
resource
Is relevant
Is attempting to unify many voices from many different settings
Continues to work to promote our mission
Is led by dedicated volunteers – but we need more
Part of a national network of state associations
Is inclusive of PTs, PTAs and students
Is investing in our future
Is advancing clinical practice
Is developing alliances/strategic partnerships
Advocates for its patients’ benefits
Is trying to stay abreast in the constantly changing healthcare system
Is working to make wise financial decisions for the association and
profession
Always takes pride in being a membership organization and has a
challenge to reaching all who are practicing
Constantly adopts to meet the needs of our members and profession
Most of these statements or descriptions illustrate an association that is taking
a serious look at itself, feels very positive of what it has accomplished and is
optimistically looking to its future.
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NYPTA
STRATEGIC PLANNING DEFINITIONS
To assist in the understanding of the heart of NYPTA’s Strategic Plan, we
offer the following definitions for the key components to be found on the
following pages.
CORE IDEOLOGY
Describes NYPTA’s consistent identity that transcends all changes related to
its relevant environment; consists of two elements—core purpose and core
values.
Core Purpose/Mission
NYPTA’s reason for being; its mission
Core Values
The essential and enduring tenets of NYPTA; set of timeless principles
ENVISIONED FUTURE
Conveys a concrete, yet unrealized, vision for NYPTA’s future.
GOALS
Explicitly state the conditions or attributes an organization wants to achieve
and define what will constitute success; the achievement of each goal will
move NYPTA toward realization of its envisioned future
OBJECTIVES
Describe the desired direction in which NYPTA needs to move in order to
accomplish its goals; defines what constitutes success for each goal in
observable or measurable terms.
STRATEGIES
Specific actions/activities to make progress on objectives.
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POSSIBLE STRATEGIES FOR
NYPTA GOALS AND OBJECTIVES
The following possible strategies were synthesized from the deliberations at
the Strategic Planning Session and are being provided as background
information and to assist NYPTA leaders in setting the association’s specific
strategies for the next 3 years.
GOAL #1: ENSURE
THAT THE NEEDS OF OUR ASSOCIATION,
MEMBERS AND THEIR PRACTICES CONTINUE TO BE SUCCESSFULLY MET
Objectives
1. Develop and secure a strong cadre of leaders at all levels of NYPTA’s
operation.
2. Review and update, as necessary, all governing and administrative
functions of the association to ensure that the mission is met and in the
most cost-effective and efficient manner possible.
3. Secure NYPTA’s financial future through sound financial management
and planned growth.
Possible Strategies
1. Create direct, personal connections between NYPTA statewide,
regional, committee leaders and staff—in order to promote
communication.
2. Complete governance review in order to review if structure precludes
volunteerism and is too complicated; implement any streamlining that
could make structure easier to understand
3. Evaluate the necessity of each NYPTA Committee in order to
maximize efficiency and use of volunteer time.
4. Develop a “How-To Guide” and “Who’s Who” in order to assist
current and potential volunteers in learning the association’s
governance structure and to know who is a resource in their work.
5. Conduct annual review of by-laws to ensure that the governance and
operational needs of the association are being met.
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6. Continue to position NYPTA to be a leader within APTA and among
other state Chapters.
7. Enhance effective outreach with all District operations.
8. Create Board Development Program, in order to enhance the
recruitment, training and retention of association leaders and to ensure
proper succession planning; utilize technology in recruitment of
volunteer leaders; develop “hit list” of potential leaders at all levels.
9. Enhance/expand internship program.
10. Promote and increase membership; study alternative dues structure
11. Develop “financial education” outreach program for members in order
to show them how the association is spending its resources; this will
help reinforce the value of membership. This could be an annual
document or “factoids” included in newsletters—“Did you know
that…”
12. Build additional revenue streams through increased marketing
sponsorship efforts
13. Review Benchmarking – Determine appropriate benchmarking tools to
fully evaluate NYPTA events and activities to determine success; track
all attendees, number of member companies represented, etc.; produce
annual report to guide leadership in future decision making.
GOAL #2: EXECUTE STRATEGIES REQUIRED TO SUSTAIN CRITICAL
MASS NEEDED TO BE THE UNIFIED VOICE FOR THE PROFESSION
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Objectives
1. Increase PT and PTA Membership by __% annually.
Please note: The most recent strategic plan had a goal of 5% annual
increase.
2. Develop new outreach initiative to the schools where faculty members,
students and alumni can be proactively involved with the association.
3. Leverage APTA National programs and services to the fullest extent in
the advancement of NYPTA.
Possible Strategies
1. NYPTA membership stands now at #. __% anticipated growth per
year would translate into the following goals:
2013 – #
2014 – #
2015 – #
2. Review/enhance annual membership drive, including:
a) follow-up on all events & activities
b) personal invitations to join from current NYPTA leaders
c) Develop some renewal/join incentives; give out a top recruiter
award
3. Review/enhance retention efforts, including:
a) Develop “hit list” of all lapsed/inactive members and have active
members personally invite back to full membership
b) District Chairs to be responsible for new members in their area,
answering questions and encouraging participation
c) Send out membership packet with thank you for joining,
membership sticker, etc.
4. Recognizing work and personal schedules, develop a series of
webinars where specific topics can be addressed in a timely manner;
this would allow members to more easily participate and help them to
feel more connected to NYPTA.
5. Develop outreach program to physical therapists in neighboring states
that may hold dual licensure in order to leverage advantages of
membership with NYPTA.
6. Build up library of learning modules that all stakeholders can utilize.
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GOAL #3: ANTICIPATE AND RESPOND TO THE EVOLVING PHYSICAL
THERAPY PROFESSION AND HEALTHCARE ENVIRONMENT IN NEW YORK
STATE
Objectives
1. Increase perception of NYPTA and its members by policy makers and
the general public as the preeminent providers and voice of the
physical therapy profession in New York State.
2. NYPTA advocates for improved payment for services provided by
physical therapy professionals.
3. Establish mechanisms to supplement, promote and disseminate
scholarship to advance the science of physical therapy and the clinical
practice of the physical therapist.
Possible Strategies
1. Measure effectiveness of legislative program by reporting total number
of bills NYPTA exerts influence on, bills impacted by lobbying.
2. Reach out and coordinate with other NYS licensed professions to
advocate for greater resources at the Office of Professional Discipline/
State Education Department in order to crack down on
unlicensed/”black mark” therapists and practices.
3. Support gathering of research/evidence to show a) the value of
physical therapy; and b) major issues impacting the profession,
including the impact of illegal practice on profession.
4. Identify funding opportunities to support such research.
5. Increase awareness of the unique issues /challenges to practicing
physical therapy in New York State to elected officials and colleagues
across the country.
6. Continue to promote the role of association’s PAC and increase
solicitations in order to further legislative exposure and needs.
7. Create a network of resources for members involved in professional
and regulatory issues.
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GOAL #4: DEVELOP PROGRAMS AND OUTREACH THAT WILL BE OF
INTEREST TO EXISTING MEMBERS AND MAY BE OF INTEREST TO OTHER
STAKEHOLDERS, AND THAT ARE LIKELY TO GENERATE REVENUE OR
DEMONSTRATE A REASONABLE BENEFIT
Objectives
1. Create innovative, convenient methods by which physical therapists
and physical therapists assistants can acquire and integrate knowledge
of the profession.
2. Increase partnerships with PT/PTA educational programs and other
strategic allies in forwarding the mission of the NYPTA.
3. Increase promotion of the NYPTA and the profession, including the
value of membership.
Possible Strategies
1. Become a leading source of information on the issues. Educate
members on the particulars of the issues, pros/cons, etc. before they
solidify their individual positions.
2. Create new programs and processes to support the association’s role as
the facilitator of dialogue; these should be based on past successes;
promote though a NYPTA “Roadshow” at district venues across state
3. Increase NYPTA representation at regional education, school, and
strategic partnership offerings—“show the flag” events, thereby
increasing recognition of the association, its mission and work
4. Conduct an annual review of media coverage across the state to assess
how to better leverage the media in promoting association’s mission
5. Develop public service announcement campaign that can be
distributed to members to air on local media, i.e. “What is good PT”,
etc.
6. Provide members with article content that they can distribute through
their local media—but features involvement of local PT professionals
in NYPTA
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7. Develop a “Rapid Response Force” that can draft appropriate
responses to negative or inaccurate reports about the profession and
association
8. Reinvigorate the association’s efforts in National Physical Therapy
Awareness Month and use event to promote membership and public
awareness
9. NYPTA leaders should identify themselves by the association’s logo
and their title within NYPTA on their business email signature line;
“fly the colors” whenever possible. It builds prestige and profile for
NYPTA and the member’s practice.
10. Develop a NYPTA marketing campaign that solicits testimonials from
those impacted by the association throughout its history; use these
testimonials for recruitment ads and videos.
11. Develop an annual editorial schedule of story topics, i.e. making a
difference in profession/community; individual member success;
special skill or talent. These can be used as general press releases,
newsletter article and member features on the website.
12. Continue to improve and expand communication to a) members b)
sponsors and vendors, c) other state Chapters, and d) amongst Board
of Directors and staff.
13. Encourage NYPTA leaders and members to publish in relevant
professional publications and other outlets.
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GOAL #5:
BE READY TO INCREASE RESOURCES OF THE ASSOCIATION
IF IT IS NECESSARY TO ADVANCE THE MISSION.
Objectives
4. Prioritize new and existing opportunities for NYPTA.
5. Leverage volunteer and staff capabilities and increase strategic
partnerships wherever possible.
6. Investigate the development of an oversight/professional
development staff position with the focus of marshalling technical
knowledge, professional resources and increased research
opportunities for the association.
Possible Strategies
1. Review Benchmarking – Determine appropriate benchmarking tools to
fully evaluate all NYPTA events and activities to determine success;
track all attendees, number of members represented, etc.; produce
annual report to guide leadership in future decision making on events
and programs.
2. Develop “wish list” in order to identify programs/initiatives that will
advance the work of the association/profession and can be supported
by drawing from the association’s reserves
3. Increase available resources to manage information flow and make it
available to members
4. Become involved with affiliated professional organizations to promote
NYPTA.
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