APAP Transition Task Force Frequently Asked Questions

Building on the ongoing dialogue in the APAP Update regarding the Association’s transition to independent management, APAP’s Transition Taskforce has created a list of frequently asked questions. These should be helpful in addressing member questions about the transition process.

1. Why has APAP chosen to pursue independent management?
APAP has enjoyed sustained growth since the mid-1990s. This has allowed the organization to expand its member services and products. To promote continued growth, APAP’s mission, structure, and management must be aligned to support its identity as the sole organization representing entry-level physician assistant education.

2. What does independent management mean? Isn't APAP already an independent organization?
Yes! APAP is an independent organization and has been since its inception. But we have a contract with the AAPA to provide office space, staff, information technology (IT) services, accounting, and other management services. This relationship has served us very well over the years, but for the Association to attain its full potential and mature as an organization, the move to independent management is the option that holds the greatest promise for APAP.

Independent management would establish APAP staff as employees of APAP and create a management structure separate from the Academy. Within a new independent management arrangement, it is possible that APAP would continue to subcontract with the AAPA for selected services and resources. The details of such arrangements have not yet been worked out.

3. Isn’t APAP’s identity clear?
Although APAP is usually recognized as the sole voice for physician assistant education within the PA community and related organizations, this is not the case externally. One of the reasons for this is the Association’s shared location with the AAPA at 950 North Washington Street in Alexandria, Virginia. The blurring of identities is larger than our shared physical address with the AAPA, however. When external organizations refer to PAs, they understandably think of the AAPA, which has been such an effective advocate over the years for the profession and physician assistants. The fact that a separate organization exists for PA education and educators is often not recognized. For APAP to function effectively as the sole representative for PA education in the United States, it must create a unique identity.

4. What will independent management do for APAP?
In an association structured around PA education, systems appropriate for APAP will be developed to allow business to be conducted in a more focused and effective manner. In short, APAP will be able to advance its mission. New opportunities, both internal and external, will open to APAP as it is increasingly recognized as the voice of PA education, and APAP will have primary responsibility for and direction of its staff.

5. What are the advantages of independent management to APAP’s members?
According to its bylaws, PA programs that have been granted membership are the voting entities of the Association. Program faculty are key stakeholders in APAP and are vital to the Association’s capacity to fulfill its mission. Independent management will allow the Association to organize its management services to meet its unique needs. As a result, members will see services more closely aligned with their needs.

6. What is the Transition Task Force? Who are its members, and what is its charge? What is it doing?
The Transition Task Force (TTF) is charged to conduct a review and evaluation process in preparation for the transition to independent management. The TTF has assigned members in sub-groups to explore budget issues, staffing models, office location, employee benefits, IT, and communication plans.

The TTF is chaired by Patrick Knott, PhD, PA-C, and includes members Lisa Mustone Alexander, EdD, MPH, PA; David Asprey, PhD, PA-C; Dawn Morton-Rias, PD, PA-C; Dana Sayre-Stanhope, EdD, PA-C; Sherry Stolberg, MGPGP, PA-C; and Paul Lombardo, MPS, RPA-C; Timi Agar-Barwick is an ex officio member.

7. What is the relationship between the Transition Task Force and the APAP board?
The board appointed the TTF members. Of these, three serve on both the board and the TTF: Paul Lombardo, Patrick Knott, and Dana Sayre-Stanhope. This gives the current board a strong line of communication and connection to TTF activities.

8. Will members see a change in services during the transition to independent management?
The APAP board and staff are committed to maintaining member services while the TTF moves toward independent management.

9. What impact will the change have on my APAP dues?
Three years ago, APAP decided to tie dues increases to the rate of inflation and adopt an annual cap of 4 percent. This policy was developed in recognition of the existing and anticipated costs associated with APAP management and member services, unrelated to transition, and is due to sunset in 2006. Future dues increases will be based on similar criteria aimed at providing services to members.

10. How much will the transition cost? Does APAP have sufficient funds to make the transition?
The TTF and Finance Committee are carefully assessing the full cost of making the transition. Based on our projected revenues, and the fact that APAP’s cash reserves are steadily increasing, it is very likely that the Association will be in a position to make the transition in 2006, on the schedule that has been established.

11. What is the timeline for making the change to independent management?
Transition planning is a work in progress. Based on financial projections, it appears that it will require three years for the Association to be most favorably positioned to move to independent management in 2006. Should adjustments in the established timetable be required, the TTF is prepared to make such a recommendation to the board.

12. Who will decide about the changes involved in independent management?
The APAP board, based on recommendations from the task force and input from members, will make the final decisions.

13. Will APAP members be informed about the Transition Task Force’s data gathering and recommendations?
Absolutely. The TTF is already publishing regular briefings in the APAP Update. Other forms of communication will include e-mail updates and reports at APAP membership meetings.

14. If I want to make a suggestion or recommendation, how can I communicate with the task force and/or the board?
Membership input will be sought at regular APAP meetings. On-line surveys may be utilized to seek feedback about specific issues. Individuals with suggestions should forward them directly to TTF chair Patrick Knott, patrick.knott@rosalindfranklin.edu.

15. How can we be sure of attracting and/or retaining highly qualified APAP staff?
The TTF has explored a variety of options for staff benefits. APAP will definitely be able to offer an attractive benefit package to its employees.

16. Where will the national headquarters be located? One of the highest priorities for the Transition Task Force was to determine the location for its national headquarters. After substantial exploration, the TTF’s recommendation that the national office remain in the greater Washington, D.C., area, was approved by the board.

17. What is the AAPA’s position on APAP’s move to independent management?
The TTF and the APAP board are committed to continuing their collegial relationship with the AAPA. The AAPA has formally issued the following statement, “Since its creation, APAP has been a distinct entity from the Academy. As such, it has had an independent staff, most recently provided under contract through AAPA. The current discussions about independent management are part of a natural evolution of the organization’s structure. The Academy will continue to support APAP in its endeavors, whether the association decides to continue a contractual arrangement or not with AAPA.”

18. Will the mission and vision of APAP change? If so, when, and by what process?
There is consensus among the members of the APAP board and Transition Task Force that APAP’s existing mission statement does not reflect its members, the services APAP provides to them, or the purpose for which the Association exists. Since the mission statement serves as the foundation for Association activities, the TTF recommended that the board approve modifications to APAP’s mission and vision statements. Presentation to and acceptance by the membership is planned for November 2004. The modifications suggested by the TTF considered member feedback, as well as the Association's current trends and values and future goals.