Meet Marcy Petrini …Strategic Plan Priority for New AAMI Board Chair
As the incoming chair of AAMI’s Board
of Directors, Marcy Petrini, PhD, aims
to keep AAMI on the right path to its “preferred future.”
“Broadly speaking, AAMI’s ‘preferred
future’ includes expanding our role as honest
brokers of knowledge on medical technology
and the interaction between people,
things, and places to improve patients’ outcomes,”
says Petrini, who will begin her
two-year term as chair during AAMI’s
Annual Conference this month.
Marcy Petrini, left, works with laboratory technicians at the University of Mississippi Medical Center.
The new draft strategic plan — developed
earlier this year by the Board’s Strategic
Planning Task Group — calls for the Board to
reassess the plan yearly to review accomplished “objectives, learn about obstacles,
and reassess the changes that our world
brings,” says Petrini, a professor of medicine
at the University of Mississippi Medical
Center. “I like to think of it as the horse
actually driving the cart, and not the other
way around.”
Petrini says Board members will create
a mix of short- and long-term objectives
as part of the plan. “Hopefully,
we can move these objectives along at a
good, reasonable pace,” she says. “The
idea is that everything that we do ties
in with this plan in some way.”
During her tenure, Petrini — who will
succeed Charles Sidebottom as chair —
also intends to continue focusing on the
convergence of clinical engineering (CE)
and information technology (IT) as medical
devices are increasingly wired to
hospital networks. “I think that the biomedical
professionals are the ones that need to be intimately involved with
the IT interface because the biomedical
professions understand patient safety,”
she says. “It is a different mentality.”
Petrini concedes that she is a bit
nervous about assuming the position
of Board chair, but she is comforted
in knowing that she won’t be alone in
pursuing these goals.
“We have a strong board/ staff
partnership. I know that I have tremendous
back up so that I am not doing
this by myself,” she says. “The nice
thing is everybody wants the strategic
plan to succeed. Each of the plan’s
objectives requires an enormous
amount of work. Nevertheless,
having a map is a lot better to help
you get there.”
AAMI News: June 2010, Vol. 45, No. 6
As the incoming chair of AAMI’s Board of Directors, Marcy Petrini, PhD, aims to keep AAMI on the right path to its “preferred future.”
“Broadly speaking, AAMI’s ‘preferred future’ includes expanding our role as honest brokers of knowledge on medical technology and the interaction between people, things, and places to improve patients’ outcomes,” says Petrini, who will begin her two-year term as chair during AAMI’s Annual Conference this month.
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| Marcy Petrini, left, works with laboratory technicians at the University of Mississippi Medical Center. |
The new draft strategic plan — developed earlier this year by the Board’s Strategic Planning Task Group — calls for the Board to reassess the plan yearly to review accomplished “objectives, learn about obstacles, and reassess the changes that our world brings,” says Petrini, a professor of medicine at the University of Mississippi Medical Center. “I like to think of it as the horse actually driving the cart, and not the other way around.”
Petrini says Board members will create a mix of short- and long-term objectives as part of the plan. “Hopefully, we can move these objectives along at a good, reasonable pace,” she says. “The idea is that everything that we do ties in with this plan in some way.”
During her tenure, Petrini — who will succeed Charles Sidebottom as chair — also intends to continue focusing on the convergence of clinical engineering (CE) and information technology (IT) as medical devices are increasingly wired to hospital networks. “I think that the biomedical professionals are the ones that need to be intimately involved with the IT interface because the biomedical professions understand patient safety,” she says. “It is a different mentality.”
Petrini concedes that she is a bit nervous about assuming the position of Board chair, but she is comforted in knowing that she won’t be alone in pursuing these goals.
“We have a strong board/ staff partnership. I know that I have tremendous back up so that I am not doing this by myself,” she says. “The nice thing is everybody wants the strategic plan to succeed. Each of the plan’s objectives requires an enormous amount of work. Nevertheless, having a map is a lot better to help you get there.”
AAMI News: June 2010, Vol. 45, No. 6