Andrea Green, AuD
Board Certified in Audiology
Assistant Professor, University of Miami
BS: Communication Sciences and Disorders, University of Oklahoma, 2010
AuD: Audiology, Vanderbilt University, 2014
Why are you interested in serving on the Academy board?
My positive experiences within the Academy, strong sense of professional duty, and unique perspective as a new professional have encouraged me to pursue a position on the Academy Board of Directors. I believe the Academy is poised to "steer the ship" in consistently innovating and challenging our education system, advocating for our patients and membership, and developing public awareness campaigns. Accordingly, I have dedicated a significant amount of my time and efforts in supporting the Academy through my professional involvement. These experiences have been invaluable in positively altering the trajectory of my career and encouraging me to increase my level of involvement in our organization.
Additionally, as audiologists, it is part of our professional responsibility to contribute to our field. Though there are a variety of ways to contribute, I am most passionate about volunteer leadership. Therefore, I would like to serve on the Academy Board as part of my professional responsibility as an audiologist, helping to affect positive change for the future of our field. Finally, I am motivated to pursue this position to provide a fresh perspective as a new professional. It is of the utmost importance for the Academy to continue its mission of representing and engaging all audiologists.
In continuing this legacy and ultimately ensuring the future of our organization, it is important to give a voice to all audiologists and include board members that represent diverse perspectives. As a new professional, I could contribute constructive and creative ideas to help shape the implementation of the Academy's strategic plan.
What challenges or key issues do you see for the audiology profession in the next five years? What would you hope to accomplish relative to these challenges during your term on the board?
Unity—One key issue that many audiologists acknowledge as a barrier to our progress is unity. How can audiology accomplish anything on the Hill or present a cohesive voice to our colleagues unless we are speaking together? It should be a priority for the Academy to become the "audiology home" for all specialties and take an inclusive approach to support members with a variety of interests. Audiology encompasses a spectrum of specialties/work settings with different priorities, and we have fractured into specialty organizations. Therefore, the Academy must provide outreach to support all audiologists. We should encourage the growth of professional development mechanisms like eAudiology. Continued investment for regional conferences with specialized topic areas can attract new and continued membership. When members feel their specialty is being represented or supported, audiologists will contribute toward the journey to unification.
Changes in reimbursement—One concern for audiologists is the future of reimbursement in a changing medical landscape. The introduction of OTC devices and rising influence of third-party payers has caused many professionals to be concerned about the financial viability of audiology. The Academy can increase investment in billing training and emphasize resources on topics like unbundling. Many audiologists have expressed a significant need for development in these areas, and the Academy can tailor educational opportunities to different interest groups. Additionally, the Academy should focus on lobbying for a single seat for audiology in the RUC HCPAC. Audiologists need a unified voice that represents the interests of our profession exclusively and strong advocates for the value of our professional services. Finally, the Academy should make strategic partnerships in its relationships with third-party payer companies and stay cautious in the support that they provide our organization. Though this may be a divisive issue, the Academy can truly "advocate for the audiologist" by supporting clinicians in this arena.
Engagement of new audiologists—A key issue to ensure the future of the Academy is the engagement and involvement of young professionals. The only way we will continue to grow in an evolving health-care environment is by individuals investing in their profession. There is a perception among many audiologists that new professionals are apathetic about dedicating their time and efforts; however, this may be attributed to a lack of information/opportunity. The Academy can help shape the next generation of audiology leadership in a number of ways. We can create strategic alignments with state boards to help connect volunteers with local opportunities. The Academy can invest additional resources in mentoring opportunities. We may leverage existing relationships like Special Olympics Healthy Hearing to provide community leadership opportunities for new clinicians.
The Academy can continue to invest in new professionals by expanding its offering of specialty conferences and leadership training. I have found one of the best ways to encourage involvement is to share experiences with colleagues about opportunities for growth and involvement. Therefore, it is important to focus on grassroots efforts for new professionals to encourage their peers to commit to an investment in their profession.
What experience do you have in the planning, evaluation, and implementation of a strategic plan?
As a new professional, I have had a variety of experiences in creating a strategic plan for an organization. I previously served as a member of the HEAR Nashville Board of Directors, a young organization helping to provide audiology services to under-served communities. Because this organization was newly-founded, we were required to implement short-term goals and work as a Board to determine our long-term vision. I encountered this same model with the SAA Board of Directors. As president of a young organization, I led meetings with fellow students to determine our annual goals, determine how each of these goals reflected our organizational vision and set committee-specific, objective benchmarks to help measure progress. I currently work with the Florida Academy of Audiology Board and have been an active member in creating a strategic plan for introducing new audiology legislation at the state level.
Finally, I work as the pediatric clinical lead for the University of Miami Children's Hearing Program, a multi-disciplinary clinic that serves children with hearing loss. When I started in this position, I was one of two pediatric audiologists, and our program has grown into a large team of many professionals over the past few years. I have worked closely with the director to build the foundation of this clinical program, establishing all clinical protocols, determining 5- and 10-year goals, and taking an active role in ensuring each provider is invested in the same strategic plan. These experiences reflect organization planning and execution on a variety of stages: local, state, and national.
List any experience in financial management. Describe your experience in developing and implementing a budget for practice, business, department, or organization?
My previous experience on the HEAR Nashville Board of Directors and Florida Academy Board of Directors has allowed me to collaborate with colleagues to make the best financial decisions for each organization. I have experience reviewing budgets line-by-line and making decisions about financial priorities with limited funds. As president of SAA, the board and I worked with Academy staff to determine the feasibility of introducing new programs and utilizing tactical flexibility to find creative ways to minimize expenses. Finally, by participating in Academy Board meetings as an ex-official member, I was able to observe the process of refining a budget and obtain a better understanding of the financial structure of the Academy.
From the list below, select three competencies you feel best to represent your leadership strengths.
Commitment, Organizational Knowledge, Teamwork
Based on the three competencies selected above, comment on how you feel these qualities would positively affect your ability to serve on the Academy board.
Commitment—My professional upbringing in national SAA has influenced me to be very loyal to the Academy and take an active role in encouraging my peers to do the same. I make it a priority to be fully involved in whatever endeavor I pursue; I do not take on new responsibilities unless I am confident that I can fully contribute my time and efforts. Fellow committee members and Chairs have provided feedback that I am reliable in submitting feedback/work in a timely manner, have strong attention to detail, and being proactive in my engagement with the committee. Outside of the clinical setting, volunteer leadership is a true passion of mine, and this enthusiasm is reflected in my quality of work and commitment to the Academy. If selected to serve on the Academy Board, it will be a priority to commit myself to improving the organization and taking an active role in supporting the Academy's initiatives.
Organizational knowledge—Over the course of my career, I have had significant involvement in the Academy and SAA. At the beginning of my career, I was involved with the national SAA Board of Directors for four years, serving as President for two consecutive terms and sitting on the Academy Board as an ex-officio member. My work with the SAA provided me in-depth training about the inner-workings of the Academy and its affiliates. Additionally, working with the Academy Board allowed me to understand the roles and responsibilities of each member as well as the time commitment involved. Given my significant national involvement over the past 6.5 years, I have a very comprehensive knowledge about the structure, unique challenges, and policies/procedures that govern these organizations. These experiences have also taught me the importance and contributions of the Academy staff. Additionally, transitioning from working closely with the SAA to the Academy has given me a unique perspective on ways that each organization can continue to engage members.
Teamwork—My previous experiences working with multiple organizations, Boards, and a multi-disciplinary clinic have provided me many opportunities to participate in a team setting. One of my proudest accomplishments was working with SAA Boards to implement many of the programs that currently help pillar the organization today. Working with students from all over the country was invaluable in honing my leadership abilities, and I am extremely grateful for the lessons learned from these collaborations. Working with the SAA and other boards has taught me the importance of speaking with one voice as being part of a team. Though individuals may have differing preferences, it is imperative that a team speaks with one voice. As a pediatric audiologist at the University of Miami, it is our responsibility to collaborate with a team of psychologists, neuro-otologists, speech therapists, educational specialists, social workers, test assistants, students, and others to address the needs of the whole child. Participating in fr