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Marcia Raggio, PhD

Marcia Raggio, PhD

Professor, San Francisco State University

BA: Communicative Disorders, San Francisco State University, 1978
MS: Communicative Disorders – Audiology, San Francisco State University, 1980
PhD: Speech and Hearing Science, University of California, San Francisco, 1992

Why are you interested in serving on the Academy board?
My interest in serving on the Academy board comes from over 30 years of experience as an audiologist, and nearly as long as an advocate for the work and the autonomy of this profession. After serving on some Academy committees, including Government Relations, Standards, State Network, and Education, I have seen the operation of the Academy from many perspectives that I would like to continue, develop, and expand. I have seen the Academy advance its professional scope and its political reach. I have seen it struggle without ever losing its perspective or sense of diplomacy. I've also seen it complement and compromise for the betterment of the profession of audiology. The future of the profession is bright and complex with a growing scope of work that is manifold. To guide and shape this work requires many professional perspectives and experiences to best advance the Academy's goals. It is my interest in participating in the development and stabilization process of the Academy that has encouraged me to serve on various Academy committees, and now to expand that interest as a participant in these activities as a member of the board.

What challenges or key issues do you see for the audiology profession in the next five years? What would you hope to accomplish about these challenges during your term on the board?
The profession of audiology will face some new and continuing issues in its efforts to move the profession forward. These include: 1) providing leadership and advocacy for the profession at the national level, while working to support audiologists with state issues; 2) supporting the application of hearing science research to clinical diagnoses, treatments, and technology; 3) develop outcome measures for substantiating and refining audiological methodologies and best practices, and 4) to work collaboratively with other professional stakeholder entities, including audiology professional organizations at the state and national level, consumer agencies, and legislative entities to develop policy, as well as consumer awareness. Moving the profession of audiology forward requires two essential elements. It requires strong organizational leadership within the Academy to support and guide our profession. The Academy leadership can and does maintain a broad overview of the profession, making sure that our legislative and professional interests are being vigilantly pursued, promoted, and protected. Also, it requires the interest, dedication, and hard work of audiologists in every state. The relationship between the Academy and its constituents needs to be one in which both entities work diligently to support each other. As one of the professionals who works in my state to maintain a respected professional presence, provide excellent patient care, and develop and work toward the passage of important legislation at the state level, I can bring that perspective and experience to the national picture. With the growth in our scope of practice, the increase in our educational requirements, and our long-proven professional competency, audiologists have earned the right to be considered the preferred health care providers for hearing and balance care. Continuing the pursuit of this goal is essential to the strength and growth of our profession. That can be achieved by working on the board to seek recognition from pertinent organizations and governing bodies. At the same time, the responsibility for improving and promoting standards of care for patients with hearing loss or balance disorders lies in many areas of the profession, from the watchful eye of the Academy to the halls of audiology education, to the practicing clinicians. It is increasingly important that we continue on this critical professional path to secure our status as the preferred hearing healthcare providers whose practices and policies are supported by veritable translational research.

What experience do you have in the planning, evaluation, and implementation of a strategic plan?
After serving on the state licensing board for nine years, I have had an opportunity to assist in the development and implementation of some strategic plans involving board activities and goals. These plans involve multi-layered evaluations of standing structures and policies of the board, its personnel, goals, strategies, and short- and long-term needs. Inherent in the process is the requirement of an honest evaluation of practices and policies that ultimately brought complications to the goals and activities of the board. The strategic planning process allowed us to develop plans and directions for the board that would ensure its compliance with the requirements of the Department of Consumer Affairs under whose auspices the licensing board operates while adhering to the mission of the board to develop and enforce laws and regulations whose main purpose is to protect consumers. Disciplinary guidelines and activities were evaluated and amended as necessary. I have participated in the strategic planning of the direction and activities of the California Academy of Audiology, during the time which we worked to develop by-laws, resource allocation, annual conference platforms, as well as our legislative agendas. Further, as a professor in the Communicative Disorders Program at San Francisco State University, I have participated in many aspects of the strategic plan of our program and department that provided direction and guidance to meet the needs of the students, the department, the college, and the university.

List any experience in Financial Management. Describe your experience in developing and implementing a budget for practice, business, department, or organization?
I have been the owner of a private diagnostic audiology and hearing aid dispensing practice for nearly 30 years. A fundamental aspect of owning a successful practice is that it requires the implementation of strict and coherent financial management. Profit and loss reports, annual and monthly budgets, expenditures, practice investment, and marketing are fundamental aspects that must be implemented skillfully to ensure success and longevity. Also, as a member of the Board of Directors of the California Academy of Audiology, I have been intimately involved in the development and maintenance of financial resources for the Academy, as well as the investments and expenditures of board funds. The board is responsible for developing an annual budget and to ensuring that the budget is maintained. Consistent financial growth for purposes of PAC and general fund allocations are essential aspects to the work of the board.

Select three competencies you feel best to represent your leadership strengths.
Communication Skills, Governance Experience, Problem Solving

Based on the three competencies you selected that best represent your leadership strengths, comment on how these qualities would positively affect your ability to serve on the Academy board.
In my capacities as a professor, licensing board member, and legislative liaison and board member of the California Academy of Audiology, it is essential that I bring to bear my experience in governance and problem solving in many areas of the profession of audiology. Fundamental to this work is the ability to communicate ideas, problems, strategies, and decisions using coherent and comprehensible language. Understanding the foundations and goals of governance can be a protracted process that can only be afforded someone with exposure to its workings and its shortcomings. In my work in the above capacities, I bring experience in the regulatory process, in the analysis and synthesis of new ideas with a knowledge of history, as well as the spoken and written expression of the findings and conclusions for a variety of professional issues. The activities of the board are many and varied and require experience in many aspects of fair, reasonable, and equitable governance in which I have participated. Also, I've learned through my work on various Academy committees that problem solving is not always easy. It requires the ability to listen to and weigh the facts and opinions of everyone involved, and come to decisions that are based on the best evidence without bias. Combining essential diplomacy skills with robust communication skills is an essential aspect of advancing an idea.