Strategic Plan 

STRATEGIC GOALS:

STRATEGIC GOALS:

 

  • Advocate for increased CVP knowledge/integration within the profession through increased access and integration:

    • (CROSSWALK) Remain a trusted source of education and information related to COVID-19

    • (CROSSWALK) Track/ Increase non-Academy users of educational offerings

    • (CROSSWALK) Influence CAPTE & FSBPT entry-level DPT education expectations related to CVP PT

  • Advance Professional Development through specialization & opportunities for lifelong learning 

    • Increase Educational Offerings:

      • Conduct 2-3 live virtual courses per year; Topics based on feedback from membership survey & other member intake data 

      • PACER 2.0 – Review & Update/Revise PACER programming, as needed

      • PACER Essentials – Development a certificate-earning basic course series targeted to PT & PTA students and clinicians who do not regularly practice in CVP PT

      • Offer asynchronous virtual courses

        • Contract speakers with CSM “greatest hits” 

      • Explore course delivery methods, i.e., investigate online learning management systems

    • Enhance advanced CVP PT practice by supporting the growth of CCS practitioners by:

      • Expanding the depth and applicability of the CCS Study Guide

      • Facilitating virtual CCS study groups

      • Recognize, celebrate and engage new CCS clinicians into Academy activities

    • Support CVP residency & critical care fellowship education through annual CVP Resident case conference, financial support of resident/fellow participation at CSM, hosting annual CVP residency virtual fair/ information session

      • Explore ways to support advanced critical care training & education

    • Engage a task force to prepare a proposal for a CVP mini-conference (live, in-person) targeting CVP PT education – didactic & clinical 

  • Promote Clinical Excellence by Establishing & Supporting Evidence-Based Practice

    • Continue to develop APTA supported Clinical Practice Guidelines (begin one every 1-2 years)

    • Develop methods for creation of white papers/ Academy approved Position Stands

    • Collaborate across academies/sections on outcome measures for COVID-19 – general recovery; pediatric; PASC/Long Covid

    • Create faculty guide for entry-level DPT CVP PT education through application of entry-level competencies project

    • Contract with a new Editor-in-Chief for the Journal of Cardiopulmonary Physical Therapy

    • Engage the Journal Editorial Board in a strategic planning retreat with key objectives of development of strategies to attain Medline indexing and promotion of increased quality of manuscript submissions

    • Develop a strategy to coordinate with the Foundation for PT Research to offer a PODS scholarship every other year

    • Develop a strategy to offer annual grants at the Academy level; small grants on an annual level and larger seed grants every 3 years

    • Collaborate with APTA and Guideline Central to support creation of awareness and clinical implementation tools to facilitate clinical use of CPGs and Academy Position Stands

 

  • Promote Clinical Excellence by Establishing & Supporting Evidence-Based Practice

    • Continue to develop APTA supported Clinical Practice Guidelines (begin one every 1-2 years)

    • Develop methods for creation of white papers/ Academy approved Position Stands

    • Collaborate across academies/sections on outcome measures for COVID-19 – general recovery; pediatric; PASC/Long Covid

    • Create faculty guide for entry-level DPT CVP PT education through application of entry-level competencies project

    • Contract with a new Editor-in-Chief for the Journal of Cardiopulmonary Physical Therapy

    • Engage the Journal Editorial Board in a strategic planning retreat with key objectives of development of strategies to attain Medline indexing and promotion of increased quality of manuscript submissions

    • Develop a strategy to coordinate with the Foundation for PT Research to offer a PODS scholarship every other year

    • Develop a strategy to offer annual grants at the Academy level; small grants on an annual level and larger seed grants every 3 years

    • Collaborate with APTA and Guideline Central to support creation of awareness and clinical implementation tools to facilitate clinical use of CPGs and Academy Position Stands

  • Ignite networks of collaboration:

    • Increase member engagement:

      • Conduct HOD Listening Sessions to engage member input on APTA House of Delegates motions and elections

      • Initiate a state representative program with emphasis on exchange of ideas and needs regarding education, practice issues (e.g., scope or practice & legislation), payment/reimbursement (50 Faces of CVP PT)

      • Create special topics groups that can develop into Special Interest Groups:

        • Educators

        • Pediatrics

        • Circulatory Support Devices

        • Post-Intensive Care Syndrome

        • Outpatient Cardiac & Pulmonary Rehab

        • PT & PTA Students

    • Increase collaboration with entities outside the Academy

      • Continue collaboration across academies/sections of most overlap and congruence, including Acute Care, Home Health, Geriatrics, Education

      • Engage and support collaboration with ATS & SCCM, e.g. endorsement and promotion of Pulmonary Rehab is Life Extending in COPD campaign with ATS Pulmonary Rehab Congress

    • Support membership growth:

      • No Academy dues increase for 2021-2022

      • Engage in APTA Career Starter Dues program

      • Targeted recruitment of non-member CCS practitioners

      • Examine Academy communications and offerings to ensure support of diversity, equity & inclusion among membership and the clients we serve

      • Enhance member value, by differential pricing of Academy products

    • Develop an Academy Clinical Excellence Award

    • Adopt Academy Policies & Procedures to facilitate efficiency, accuracy and continuity in Academy business