Lindsey Jorgensen, AuD, PhD
2019 Nominee Member-at-Large
Associate Professor University of South Dakota
BS: Communication Science Disorders, University of Washington, 2004
MS: Audiology, University of Pittsburgh, 2007
AuD: Audiology, University of Pittsburgh, 2008
PhD: Audiology, University of Pittsburgh, 2012
Why are you interested in serving on the Academy board?
I believe that AAA is the best representative of Audiologists on a national level. Our organization is one whose goal is to support the current and future practice of audiology; I want to be a part of the board to help in this process. I am excited to be given the opportunity to run for Board of Directors. I would like to make a difference in the process and policy of Academy and audiology as a profession. My experiences as a chair of the Membership Committee has given me the opportunity to listen to the desires and needs of the Academy membership; I hope to continue to represent the voice of the membership in a board member capacity.
My current position in academia allows me to teach, do research, and see patients. This puts me in a unique position to represent all areas of our profession. I am able to work with all audiology professionals and represent them on the board. This makes me uniquely qualified and interested in serving on the Academy board of directors.
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?
Currently, as I see it, there appears to be two distinct issues in the field of audiology but both have to do with transparency. First, is a lack of transparency; this is from the perspective of the individual clinician to the public, as well as from the Academy to the membership. Recent publications from the federal government suggest that audiologists be more transparent in their pricing. While this is not directly the job of the Academy, I feel that further guidance should be provided to audiologists from the Academy on how to implement the suggestions as they are published. Second, as the former chair of the Membership Committee, I heard from many members about their frustration regarding lack of transparency from the Academy. We have begun to see changes within the Academy's responses and communication to improve transparency on financial decision and actions. I would look forward to the continued and increased frequency of transparency. My goals on the board of directors would be to increase and continue the communication with the membership about the decisions made on their behalf. I think that if a patient
makes a suggestion, even if it is not feasible, responses need to be provided as to course of action. Finally, in the same vein, many members have expressed frustration in the lack of transparency on how quickly and in-depth decisions are made. A recent example of the frustration has centered on the APCA. My final goal on the board would be to encourage more frequent updates on national issues and issues that impact audiology.
What experience do you have in the planning, evaluation, and implementation of a strategic plan?
Working within a university we have a strategic plan; this includes a strategic plan within our department, college, and university. I have been involved in creating our department strategic plan. This strategic plan includes short term, medium term, and long-term goals. Further, it has to triangulate with the college plan and the university plan. When we created our plan, we found that our plan was very specific with very measurable (SMART) goals. This would be my goal with the creation and implementation of our Academy strategic plan. I also believe that given the change within our profession, these plans need to be evaluated on a yearly basis. We need to listen to the membership when the SMART goals are created to ensure that they are in line with the current goals of the academy and the membership.
List any experience in Financial Management. Describe your experience in developing and implementing a budget for a practice, business, department, or organization.
Our department clinic is run as a private practice. We are transparent in how the department funds are spent and how the income is obtained. Large purchases are forecasted and planned; this is a job of all of the faculty members. In audiology, we are responsible for majority of the income of the department with hearing aid sales; however, we also tend to have larger purchases. These purchases can be forecasted and budgeted so that we can ensure that we have the money when the time comes for replacement. While I am not directly responsible for the budget, my understanding of the budget is critical for the future goals and purchasing of clinic salaries, needs, and supplies.
From the list below, select three competencies you feel best represent your leadership strengths.
Communication Skills, Leadership Skills, Problem Solving
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.
I believe there are two kinds of people in this world: Problem identifiers and problem solvers. I am a problem solver. I find that I am able to identify problems, collect quality data, and come up with potential solutions. This is a strength of mine and my selected competencies define this. I pride myself in my communication skills. I am willing to hear all sides of a problem and try to help others to seek mutual understanding. I am willing to take responsibility when things do not go well and provide insight into improving communication with others. Further, as a JFLAC graduate, I was able to gain insight into my leadership style and how best to approach difficult situations grace and productivity. This experience has led me to seek leadership positions within the academy. I finished my rotation as chair of the membership committee and then sought a position on the leadership development committee. My role in the Academy has helped me develop leadership skills and communication skills.