Dean, Health, Sciences & Technology
Kalamazoo Valley Community College
Kalamazoo, MI
AARC Member since 1974
AARC Activities
Board of Directors 1999—2003, 2008—2010
Chair, Nominating Committee (1998)
Chair, Ad Hoc Committee for Respiratory Care Accreditation Board Nominations Committee (1995)
Membership Leadership Development and Retention Committee (1988)
Education Committee (1992, 1996, 1997)
Abstract Review Committee (1994—1998)
Clinical Practice Guidelines Review Panel (1994—1996)
Nominating Committee (1996—1997)
Educational Oversight Committee (1996)
Ad Hoc Committee on Age Discount Membership (2011)
Political Advocacy Contact Team (2004—2011)
HOD Activities
Member, House of Delegates (1986—1988, 1993—1997)
Affiliate Activities
Michigan Society for Respiratory Care President (1990)
Past President (1991)
Vice President (1983, 1984, 1985)
Chair Program Committee (1988, 1989, 1990, 1994)
Chair Sputum Bowl Committee (1985,1986)
Chair Legislative Committee (1989)
Chair Industrial Relations Committee (1983)
Committee Memberships, Industrial Relations Committee (1984, 1985, 1986)
Program Committee (1983—1995)
Related Activities
Michigan Occupational Deans Administrative Council (2005 to present)
Site Visitor, Joint Review Committee for Respiratory Therapy Education (1989—1997)
Scholarship Review Committee, American Respiratory Care Foundation (1992—2003)
Child Life Committee, American Lung Association (1993)
Education
PhD, Western Michigan University, June 2010
FAARC, September 2011
RRT, June 1975
Publications
An Evaluation of the Physiological Effectiveness of Hand Held Ultrasonic Nebulizers as Opposed to Continuously Run Pneumatic Nebulizers (original research, abstract, RC) 1992
What AARC or Chartered Affiliate offices/positions have you held where you feel you made a significant contribution to our profession? What is the contribution and how will you apply it to your new position if elected?
I feel I’ve made positive contributions in most of my officer and/or committee roles. Some are more memorable than others. Within Michigan I initiated efforts to move the state meeting to other locations. This practice has proven financially advantageous and it continues. I was instrumental within Michigan of working with lobbying firms in an effort to lay the groundwork for eventual licensure. I also launched a statewide manpower survey in an effort to better understand the state demographics. At the national level I found myself directly involved in the changing educational accreditation venue. I have found my voluntary service as a Delegate and a member of the Board of Directors to be personally meaningful in helping support the profession. My service on the PACT in educating and influencing Washington legislators and in mentoring others to continue these efforts is something that I am particularly proud of.
As a leader, what do you see as the top 3 priorities for the AARC, and what steps would you take to advance those priorities?
There is one major theme for the profession; it needs to continue to mature. This can be broken down into three distinct issues: professional literacy, political impact, and membership. All three of these are interrelated and will keep respiratory care moving forward. Professional literacy, or understanding what it means to be a professional, is clearly illustrated as a result of reviewing the recent AARC Virtual Lobby Day initiative. When one looks at the data as a comparison of the number of therapists within a state, it quickly becomes apparent that overall participation is relatively small. A few therapists are carrying the efforts on behalf of many. Although this is typical of many organizations, striving to increase the professional participation of members is the ideal. It’s relatively easy to join an organization; it’s a little bit harder to attend an organization’s meetings, and it’s a lot harder to work on behalf of that organization—and yet this is what is needed to make any organization move to the next level. Practicing therapists must learn what is needed to function beyond simply ‘putting in their hours’ and have a greater impact on the profession and the professional organization. Accompanying the needed behavioral attributes of a professional is the need for professional recognition through the state and federal political process. Although most states have completed the first hurdle of state recognition through certification or licensure, a lot more needs to be accomplished. The AARC has done an excellent job of advising states of local issues and has made some significant strides on the national canvas. As the profession “matures,” the potential impact is tremendous, as health care looks to reform, patient outcomes, and expanded care. Lastly, is strength through numbers. If each state had the majority of therapists as members of the AARC, we would be a long way down the path of professional maturity. The capabilities of communication, adequacy of resources, and bedside care would all be enhanced as a result.
How does one advance these priorities? I believe the AARC is doing the right things. It is building programs, allocating resources, and doing everything possible to organize efforts around each of these issues. The one piece missing is the personal touch. I think each and every therapist must model the behavior they want others to emulate. If you believe in the profession, you must become the profession. All practitioners need to find someone to mentor, to encourage and model the behavior that is needed. We need to add members, professionals, and legislative advocates one at a time.
Leadership development is an issue facing many organizations, including the AARC. What can the AARC do to mentor the next generation of leaders?
I think this is a significant issue facing both state societies and the national organization. Far too many states, my own included, are seeing “recycled” leaders, unopposed elections and long-standing chairpersons. This bodes poorly for the future in that without opportunities to infuse new leaders the profession will likely suffer. Whether it’s leadership at the bedside, within the state or at a national level, preparing our next generation is critical. The AARC has done an excellent job of creating a system to acknowledge accomplishments and to educate the membership. By far the most effective approach is an individualized approach of developing one leader at a time. I believe it is the responsibility for all practitioners to find someone to groom for the future. As our workforce grays and baby boomers near retirement, we all need to accept the responsibility of finding someone to “replace” us.