Jamie Bogle, AuD, PhD
2019 Nominee Member-at-Large
Chair, Division of Audiology, Department of Otorhinolaryngology - Head & Neck Surgery; Assistant Professor Mayo Clinic Arizona
BS: Communication Sciences and Disorders, Saint Louis University, 2002
AuD: Doctorate of Audiology, University of Colorado at Boulder, 2007
PhD: Doctorate of Philosophy, University of Colorado at Boulder, 2010
Why are you interested in serving on the Academy board?
Audiology is a versatile field that is dynamically changing. Having a strong, decisive voice in how we want to steer our profession is essential to remain relevant in our ever-changing healthcare system. We are currently in a challenging time, with questions regarding OTC hearing aids, reimbursement, and patient access as key difficulties for providers in various environments. Determining how we address these key concerns as a profession will solidify our voice and improve our ability to represent hearing health to the public.
I am interested in serving on the Academy board in order to better our profession and improve audiological healthcare for our patients. I am motivated to improve our profession through organization and innovation. I have been a member of the American Academy of Audiology for many years, and have served on numerous committees. Through these opportunities, I have learned from the various providers working in diverse environments, applying new perspectives to the complexities of audiological practice. I believe that our diversity in practice is our strength, allowing for us to evaluate the multifaceted difficulties of hearing health care.
The challenges we face today are opportunities to improve our profession. To achieve this, I believe that we have to be innovative in how we best guide audiology in the current dynamic environment. We must draw from our members in various settings to best represent the whole field and come to consensus on how to provide the best care for our patients.
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?
As audiologists, we have considerable challenges to address over the next few years. It will take each and every one of us working together to address these concerns. For me, patient access and graduate education are key areas of focus. While over-the-counter hearing aids have garnered significant attention in the media and in professional forums, the important focus should be on patient access to appropriate hearing health care. Over-the-counter hearing aids are here and will disrupt our current retail-sale focused paradigms. New technologies may provide patients with access to hearing that we have not previously been able to provide. We have the opportunity to define how these new technologies will help our patients by incorporating these options into our practice for those appropriate patients. Not only does this provide an opportunity for audiologists to provide a helpful service at a lower price point, it allows us to preserve the quality of hearing health care that we provide by being the profession defined by hearing healthcare and not by hearing aid sales. But access isn’t all about devices. As we know, direct access to our services will allow patients to find the hearing health care that they need without unnecessary and expensive appointments. Audiologists are trained to detect significant ear disease in order to refer appropriate patients for medical management. Direct access for Medicare patients would help to streamline patients’ hearing needs without compromising the care of the patient.
Graduate education has been evolving since the inception of the AuD. I was one of the initial classes with this degree, and have seen the changes over the last few years as a preceptor. I have had the privilege of mentoring over 20 audiology students in the areas of vestibular diagnostics, concussion management, and research during their training at Mayo Clinic Arizona. While each and every one of these students has shown considerable dedication, the variability in underlying education is considerable, especially with regards to specialties such as vestibular diagnostics and cochlear implants. I see this specifically in my area of focus, as most students enter my lab with minimal understanding of the vestibular system and how to evaluate it. This creates a challenge to the preceptor trying to refine skills prior to graduation, but also puts these students at a significant disadvantage as they transition into the field. Further, as we transition from the now “traditional” four-year audiology graduate program to accelerated three year programs, or even programs that do not require a year-long clinical placement, how do we ensure that we are providing top-notch clinicians? This inconsistency in educational standards is troubling and should be an area of focus for the Academy.
Addressing these issues will take time and considerable work, but there is extensive knowledge in our membership. We must work together, create new methods for patient care, and focus on our upcoming generation of clinicians if we are going to stay at the forefront of audiological care.
What experience do you have in the planning, evaluation, and implementation of a strategic plan?
As division chair of Audiology at Mayo Clinic Arizona, I am responsible for the support and oversight of a program that provides audiological and vestibular diagnostic care to patients of all ages. I oversee a team of audiologists in three separate locations covering all aspects of audiological/vestibular diagnostics as well as amplification and hearing management. I have been involved in developing new lines of service during my time here, specifically related to concussion management. Our Return to Play Concussion Clinic is a novel program designed to provide quick access care for athletes with acute sport-related concussion. This program was developed as a grand vision for care, but during my time here, I have helped to develop this into an efficient and self-sustaining program covering three separate departments (Audiology, Neurology, Neuropsychology).
List any experience in Financial Management. Describe your experience in developing and implementing a budget for a practice, business, department, or organization.
In my role at Mayo Clinic Arizona, I am responsible for the division of Audiology. Our division includes nine audiologists and three support personnel. I am directly involved in budget planning for my division as well as provide input for planning of new service lines. I work consistently with our financial team to improve our revenue in order to ensure a sustainable division. Further, I work closely with research staff to appropriately develop budgets for various research protocols, determining how to best allocate the funding available for collecting data and supporting study personnel.
From the list below, select three competencies you feel best represent your leadership strengths.
Commitment, Problem Solving, and 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: I have a strong commitment to our field and am invested in our future. Dedication to the field of audiology is something that I take seriously, and I keep myself accountable to these commitments whether it is meeting a deadline or responding to a question. I do not take on responsibility lightly—I know that serving on the Academy board is a considerable honor and requires dedication to make an impact on the future of our profession.
Problem Solving: I have a capability for seeing the many sides to every problem. My ability to weigh each side’s arguments to determine the most appropriate course of action is something I take pride in and is a skill that I use daily. I think that this is an important skill to bring to a team in order to appropriately evaluate these complex challenges. Many of the issues impacting audiology require problem solving over the next few years, but not without considerable discussion and evaluation to ensure that we are steering the profession in a logical and meaningful way. I understand that our current and future challenges may not be remedied by our current methods, requiring innovation and creativity to overcome.
Teamwork: Teamwork is one of the most important characteristics of any board member. The Academy board must work together to address the significant problems that we currently face. I understand the value of teamwork especially when working on complex questions. Clinically, I have always worked with a team and have gained my most insightful understandings of complex patient management from multidisciplinary interactions. Working collaboratively is something I do daily and consider to be one of the most important metrics to success.