Candidate for Treasurer
About the Candidate
General Member (Member Since 1993)
| •. | Private Practice of Child, Adolescent, Forensic, General Psychiatry, 1998- | ||||
| •. | Health Policy Lobbyist, Barton Child Advocacy Clinic, 2001- | ||||
| •. | APA Board of Trustees: Trustee-at-Large, 2001- ; Chair, Committee of Black Psychiatrists; Expanded Budget Committee, 1999 | ||||
| •. | Georgia Psychiatric Physicians Association: Treasurer, 2003- ; Secretary, 2002-03; Lobbyist, 1999- ; Legislative Affairs Committee, 1998- | ||||
| •. | Clinical Assistant Professor, Psychiatry, Emory University, 2002- | ||||
| •. | APA Audit Committee, 2001-03 | ||||
Candidates’ Views
Our American Psychiatric Association—an organization that is forward thinkingand proactive, effective and efficient in fulfilling our mission of advocacy for our patients and our profession, and responsive to the membership. This is my vision for APA. It is not enough, however, to simply espouse a vision. What is required is a plan of action and the leadership willing to make the sometimes difficult decisions to transform the vision into reality. What is also critical in the transformation is a financially sound organization whose financial goals reflect our organization’s and profession’s values. Our budget is our policy document, and we must work to ensure that our priorities drive our budget and guard against our budget driving our priorities.
The past several years have been difficult budget years for APA. Currently we are on much stronger financial footing, but our work is not complete. We must continue to prioritize with input from members, make fiscally prudent decisions, and build our reserves. APA has finite, limited resources. We must make the most of the resources we have and expand fiscal responsibility, accountability, and transparency. Where there is a need for cost reduction, we must reduce costs; where there is a need to increase funding, we must do so—but do so in a thoughtful manner balancing the fiscal note with the value to the organization.
Membership recruitment and retention is also critical to the future of APA. We must be an organization that works diligently to recruit and retain members from diverse backgrounds with diverse ideas. The concept of “ask them and they will join” is no longer viable. There is an increase in competition for member attention and loyalty from traditional and nontraditional sources; increasing APA’s visibility and communication to members, nonmembers, and the public is essential to membership growth and retention. Communication from our members is equally important. We must prevent any further loss of membership from our organization.
Listening to our members is an important first step in this important endeavor.
My vision for our APA: A streamlined, efficient, and responsive organization that is poised to meet the challenges of the ever-changing health care environment. Together we can achieve this vision. As your treasurer (and subsequently secretary-treasurer) I will strive to
| •. | Build upon current initiatives to increase fiscal responsibility and accountability. | ||||
| •. | Ensure that APA’s priorities drive the budget process. | ||||
| •. | Encourage the use of technology to improve communication and increase member involvement, with a specific goal of improving communication between the central office and district branches. | ||||
| •. | Stem the tide of decreasing membership. | ||||
| •. | Prioritize member recruitment and retention with a focus on those member categories with the greatest attrition—early career psychiatrists and members-in-training. | ||||
| •. | Promote diversity in membership and leadership. | ||||
| •. | Bring continued focus to our advocacy efforts—especially those around funding of the mental health system. | ||||
As a health policy lobbyist on the front lines, as a past secretary/membership chair and current treasurer of my district branch, as a member of the Board, as a past member of the Audit Committee, I have a demonstrated commitment to APA and experience to take on the challenges of APA treasurer (secretary-treasurer). I ask for your support and your vote.
Primary Loci of Work and Sources of Income
Work:
50%—Private Practice
20%—Private office
15%—Consultant, nonprofit substance abuse treatment centers
15%—Consultant, community mental health center
50%—Barton Child Advocacy Clinic
Income:
50%—Private Practice
50%—Health Policy Lobbyist, Barton Child Advocacy Clinic
