Thanks to recently retired LtCol John Elmore for providing us this overview.
In 1989, only five years after I established the Air Force Audiology Association (AFAA), I was asked to present an outline at our annual meeting of those critical issues which I felt were then having a significant impact on our association. I have again recently been asked to address this topic. I began by reviewing my AFAA notes from the past decade. In doing so, I quickly felt a sense of pride for having played a small part in the formation of an organization which has achieved so many important accomplishments.
Simply stated, however, in my opinion, the same two issues which where critically important some 13 years ago are even more critical today. This is particularly true since we have moved into period in history characterized by the large scale contacting of services, base closures, and manpower downsizing. These two critical issues are:
- the reaffirmation of our commitment to promote the profession of Audiology in the Air Force
- the standardization of our business practices.
A brief look at the association’s history will provide insight, perhaps guidance, and hopefully a degree of solidarity . It was on 9 March 1984 at Ft Sam Houston, Texas, with the absence of an Associate Corps Chief, that a small group of Air Force audiologists agreed that more organization was needed within our profession. It was as a result of this common desire that I decided to establish the AFAA. I began by conducting a survey of all AF audiologists. The majority agreed that an organization should be established. It was unanimous among those who supported the formation of this new organization that it’s primary purpose would be to advance Audiology within the Air Force. The Constitution and By Laws were approved in October of the following year. Our first meeting was held in Washington D.C. In addition to the BSC Corps Chief, and a soon to be General officer, an AF Times newspaper reporter were in attendance.
It is important to remember, that at that time, there was a widely held opinion throughout the AF medical community, and in particular at the Surgeon General’s office, that there was much “consternation” among AF audiologists. Therefore, it was our first goal to dispel this perception and allow audiologists to become more politically proactive. With the success of our first annual meeting, we were well on our way to accomplishing that mission.
In the years that followed, a considerable number of significant accomplishments were obtained. For example, to name just a few, we began to publish a Newsletter; provided for the Outstanding Audiologist of the Year; established an Audiology Short Course which later became tri-service; and provided formal representation to several professional organizations (i.e. ASHA, CAOHC).
It is critically important to remember that the AFAA was not initially established to be used as a platform to discuss clinical or hearing conservation topics related to the our everyday practice. It was widely believed that opportunity already existed, as it does today, with other professional organizations (MAA, ASHA, AAA, NHCA, etc.)
I strongly believe that if “clinical” papers and discussions are placed on the agenda of our annual meetings, less time will be spent on the business of doing “business” in the Air Force. Since we meet only once a year, it requires some degree of professional discipline to schedule those topics which will advance the profession and its members and leave “clinical” topics (for lack of a better term) to the literature and meeting agendas of other professional organizations.
Secondly, I would suggest that standardization of our business practices is essential. This action would not only eliminate unnecessary duplication of effort, but allow time to address those critical issues facing our profession today. For example, routine correspondence (meeting announcements, letters of appreciation, award nominations, meeting minutes, etc.) should be placed on disk; the Newsletter format and submissions should be standardized; the business meeting should be structured to allow for formal project status reports. In addition, I suggest a Corporate Overview chart, as the following example suggests, could be used to provide a method to track all issues relative to both the internal operation of the organization and our professional initiatives.
Internal Operational Initiatives:
Not In
Started Progress Completed
x Print new membership certificates
x Open an AFAA bank account
x Affiliate with new professional organization
Professional Initiatives:
Not In
Started Progress Completed
x Submit ASHA Public Information Grant application
x Formally recognized outstanding members
x Support ASHA exhibit at AsMA convention
In summary, it is my goal that these two critical issues be discussed and my suggestions be incorporated into the association to allow for its continued success.
LtCol (Ret.) John Elmore is the owner of Precision Hearing Conservation.