The AAPM&R Committee infrastructure is designed to oversee, support, and advance the Academy’s BOLD vision and strategic goals. All committees report to the Board of Governors either directly or through a Strategic Coordinating Committee. AAPM&R Committees are powered by volunteers! Find current volunteer opportunities here.
View the committee organizational chart
- PM&R BOLD Steering Committee: The PM&R BOLD Steering Committee is responsible for oversight of strategic plans related to Practice Areas – Rehabilitation Care Continuum, Musculoskeletal Medicine, Cancer Rehabilitation Medicine, Pediatric Rehabilitation Medicine, and Pain Management and Spine Rehabilitation.
Strategic Coordinating Committees
- Inclusion & Engagement: The Inclusion and Engagement Committee is a new committee focused on developing and fostering the Academy’s goals around the inclusion and engagement of its diverse members.
- Medical Education: The Medical Education Committee (MEC) is Strategic Coordinating Committee and is responsible for identifying educational needs for all Academy members and overseeing the design, creation, implementation, and evaluation of educational events, products, and programs to meet those needs. MEC oversees the Annual Assembly Program Planning committee, CME Committee, GME Committee, Self-Assessment Committee and multiple workgroups related to new STEP Certificate programs and PM&R Knowledge NOW®.
- Quality, Practice, Policy & Research: The Quality, Practice, Policy & Research (QPPR) Committee is a Strategic Coordinating Committee. QPPR develops and manages an integrated strategic plan and resource allocation to advance the practice, policy and research priorities of the Academy. QPPR oversees sub-committees charged with supporting and advancing the Academy’s goals in the areas of health policy, reimbursement, legislation, quality, practice preparedness, and research.
- Specialty Brand Expansion: The Specialty Brand Expansion (SBE) Committee is a new Academy committee charged planning and coordinating the Academy’s initiatives to fulfill the Academy’s goals related to advancing awareness, appreciation, and value of the specialty of PM&R with key stakeholders outside of PM&R.
- Audit: The Audit Committee is responsible for reviewing the annual independent financial audit, which is a consolidated audit with the Foundation of PM&R. In addition to providing cyber security oversight, which includes overseeing an external audit every three years.
- Awards: The Awards Committee deliberates the nominees for Academy awards, Honorary membership, and the Leadership Immersion Program applicants. Award recipients and Leadership Immersion Program participants are recommended to the Board in accordance with the Academy’s policies and procedures. Additionally, the committee will review and make Board recommendations as needed regarding award categories, award criteria, and submission processes.
- Clinical Practice Guidelines: The Clinical Practice Guidelines (CPG) Committee is charged with evaluating, endorsing, and advocating for key guidelines critical to the field of PM&R. The CPG will also assist in identifying members to serve on national panels to develop guidelines relevant to PM&R.
- Conflict Advisory: The Conflict Advisory Committee addresses questions or concerns regarding adherence to Academy Conflict of Interest policies.
- Continuing Medical Eduction: The Continuing Medical Education (CME) Committee is responsible for reviewing educational content for the Academy’s live and enduring activities to ensure they are clinically sound and meeting ACCME and AMA standards. The committee is responsible for reviewing Academy policies regarding the development of educational content to ensure they are up-to-date and meet ACCME requirements. The committee develops a comprehensive year-end CME evaluation report to ensure the Academy’s educational activities are meeting quality standards and adhering to its mission.
- Corporate Relations: The Corporate Relations Committee (CRC) reviews the Academy’s overall relationships with industry. The CRC reviews and recommends new or updated policies to protect AAPM&R and its members. Corporate Support accounts for approximately 25-30% of AAPM&R’s revenue per year. The CRC reviews existing support options and helps define new opportunities and industry prospects for support in order to protect and grow the revenue.
- Digital Learning Committee: The Digital Learning Committee provides strategic oversight for the development of digital educational products that are housed on the Academy’s Online Learning Portal. The Committee is responsible for reviewing Needs Assessment and Evaluation data to make new product recommendations to Medical Education Committee (MEC) to ensure the Academy’s digital educational products are meeting member needs. The Committee is responsible for determining the processes for developing education content of these new products.
- Diversity & Inclusion: The Diversity & Inclusion Committee is charged with developing, implementing, integrating, and supporting strategies and activities to achieve priority goals related to diversity and inclusion and to creating an equitable and welcoming environment.
- Evidence: The Evidence Committee’s primary responsibility is to work jointly with the Program Planning Committee and oversee the abstract submission process, which includes everything related research and poster presentations at the Annual Assembly. Additionally, the committee could be asked to provide input on how to promote the collection, synthesis, analysis, and application of evidence that is integral to the practice of PM&R.
- Evidence, Quality & Performance: The Evidence, Quality and Performance Committee (EQPC) advocates for PM&R’s role in the national quality landscape and is committeed to advancing PM&R’s own quest in defining and measuring what quality physiatric care means to the specialty and the populations it serves.
- Finance: The Finance Committee is responsible for preparing the annual operating budget and capital budget, internal interim financial reports, and financial policies (including the Academy’s investment policies).
- Graduate Medical Education (GME): The Graduate Medical Education (GME) Committee provides strategic guidance and infrastructure to address GME issues and concerns that are critical to the future advancement of the specialty. This includes defining future training requirements, addressing GME funding challenges, and future workforce planning are identified needs. This is achieved by working with resident and fellowship program directors to standardize training requirements, developing curriculum documents and training guidelines, and leading other advocacy efforts within GME.
- Health Policy and Legislation: The Health Policy & Legislation Committee (HP&L) is responsible for advocating the Academy’s priorities on Capitol Hill and to federal executive agencies, such as the Centers for Medicare and Medicaid Services (CMS).
- Innovative Payment & Practice Models: IPPM researches progressive practice and payment models to determine the potential to support physiatrists and advance physiatry. IPPM also works to disseminate knowledge about alternative payment models and/or care models to Academy members and other stakeholders.
- Investment: The Investment subcommittee of the Finance Committee works with staff and investment advisors to develop and manage an appropriate investment strategy. Also, reviewing investment objectives, performance, and management fees.
- Journal Oversight: The Journal Oversight Committee helps resolve any journal related conflicts among the participants in the editorial process that cannot be resolved by the respective parties. The Journal Oversight Committee provides advisory support to the Journal Editor in Chief as needed.
- Membership: The Membership Committee serves as a strategic, operational committee focused on grassroots membership efforts to recruit, retain, and engage members.
- Practice Preparedness: The Practice Preparedness Committee supplies information about physiatrists’ current and anticipated challenges in all practice settings, including independent practice, group practice, or large health care organizations. This information combined with input from the volunteers and staff who have expert knowledge in the practice arena and needs assessment data from members serves as the data to drive development of educational resources. The Practice Preparedness Committee develops, reviews, and provides input on proposed curriculum and resources to assist members in their preparedness for current and anticipated changes in their practice environments.
- Program Evaluation: The Program Evaluation committee assesses, through feedback and analysis, the Academy’s portfolio of products and services, recommending adjustments to the Board for the continued health of the Academy.
- Program Planning: The Program Planning Committee is engaged in the strategic planning of the current and future Annual Assemblies.
- Registry: The Registry Steering Committee oversees the design, implementation, and management of AAPM&R’s Registry. This includes oversight of both operations and technical elements.
- Reimbursement and Policy Review: The Reimbursement and Policy Review Committee (RPRC) develops and recommends reimbursement-related education for Academy members. Further, the committee executes the Academy’s reimbursement advocacy strategy through dialogues with regulatory bodies, including CMS and through participation in the AMA CPT and RUC processes.
- Self Assessment: The Self-Assessment Committee (SAC) develops education that helps physiatrists stay current on a variety of clinical topics. Members of the committee serve as expert question writers to develop a variety of Academy resources, including Journal CME (monthly), the Self-Assessment Examinations for Residents (annually) and question bank products. The SAC is in the process of planning new and robust online education resources in many formats to meet the diverse needs of our membership.
- State Advocacy: The State Advocacy Committee serves as a health policy and legislation committee focusing solely on state/local level issues. The SAS was created as a part of a larger strategy to implement a formal system to monitor and respond to legislative and advocacy issues that arise at an individual state level and have potential implications at the national level.
Request disclosure information for any members of the above committees here.