In the ever-evolving landscape of association management, forging collaborations can turn challenges into opportunities. The collaboration between the American Alliance of Orthopaedic Executives (AAOE), the Medical Group Management Association (MGMA), and the American Association of Orthopedic Surgeons (AAOS) stands as a paradigm of how adversity can lead to partnerships.

Genesis of the Collaboration

The narrative unfolds against the backdrop of the COVID-19 pandemic. AAOE, an organization dedicated to supporting orthopedic practice executives, encountered a significant challenge: the loss of key staff members, including the organization’s government affairs specialist. This predicament came at a time when legislative advocacy was paramount to navigating the changes in the healthcare landscape brought about by the pandemic.

“This was a time when legislative advocacy was more critical than ever, and we were squeezed for resources” says AAOE CEO Addy Kujawa. The challenge prompted AAOE to seek assistance from unlikely allies: MGMA and AAOS, significantly larger organizations in both size and scope. Despite previous barriers to collaboration, primarily due to the size disparity and distinct operational focuses, the circumstances facilitated a newfound willingness to explore partnership opportunities.

Claire Ernst, Director, Government Affairs, MGMA, an umbrella group for physician practices, relies on partnerships with organizations like AAOE to provide information on the issues and pain points that are impacting various specialty groups. That, in turn, allows them to identify and address shared priorities. “The pandemic underscored the need for collaborative relationships,” says Ernst.

Structuring the Collaboration

The collaboration was structured around an exchange of information and expertise, with a focus on legislative advocacy. Key components of this partnership include:

• Advocacy Council Involvement: Representatives from MGMA and AAOS joined AAOE's Advocacy Council calls, providing legislative updates and engaging in meaningful discussions on policy matters affecting the orthopedic community.
• Information Sharing: The exchange of newsletters and advocacy updates between the organizations enhanced the collective understanding of legislative developments and their potential impact on their respective members.
• Joint Advocacy Efforts: The partners collaborated on grassroots campaigns and other advocacy initiatives, leveraging their combined influence to effect change in healthcare policy.

This collaboration was characterized by its open-ended structure, allowing for flexibility and responsiveness to evolving needs and opportunities. There was no formal memorandum of understanding (MOU) at the outset, emphasizing trust and mutual benefit as the foundation of the partnership.

Purpose and Function

The primary purpose of this collaboration was to bolster AAOE's advocacy capabilities in the wake of staffing reductions, ensuring that orthopedic executives continued to have a voice in critical legislative matters. For MGMA and AAOS, the partnership offered direct insights into the challenges and perspectives of orthopedic practice managers and executives, enriching their understanding and advocacy strategies.

The function of this collaboration extended beyond immediate advocacy efforts. It fostered a dynamic exchange of knowledge and resources, enhancing the capacity of each organization to support its members. This partnership exemplified how associations with differing scopes and resources can work together toward common goals, particularly in advocacy and member support.

Components of the Collaboration

The collaboration between AAOE, MGMA, and AAOS comprises several key components, each contributing to its success and sustainability:

• Strategic Alignment: The organizations aligned their advocacy priorities, identifying areas where their interests overlapped and where joint efforts could be most impactful.
• Resource Optimization: By sharing resources, such as legislative intelligence and advocacy platforms, the partners maximized their reach and influence without duplicating efforts.
• Capacity Building: The partnership enabled AAOE to rebuild its advocacy capabilities, while MGMA and AAOS gained a more granular understanding of the orthopedic sector, enhancing their respective advocacy agendas.
• Feedback Loop: Regular communication and feedback among the partners ensured that the collaboration remained relevant and responsive to the needs of their members and the broader healthcare environment.

Lessons Learned and Best Practices

Kujawa says the results of this partnership were multifaceted. While the initial benefit was that AAOE regained its advocacy footing, the collaborative efforts extended beyond the pandemic, evolving into ongoing initiatives including grassroots campaigns.

Key takeaways:

1. Flexibility and Openness: The willingness of AAOE to reach out to larger organizations and the responsiveness of MGMA and AAOS were crucial. This openness to collaboration can lead to unexpected and valuable partnerships.
2. Mutual Benefit: Successful collaborations hinge on the recognition of mutual benefits. In this case, each organization brought unique strengths and perspectives that enriched the collective advocacy efforts.
3. Longevity: The partnership between AAOE, MGMA, and AAOS transitioned from a temporary solution to a lasting alliance, illustrating how crisis-driven collaborations can evolve into sustainable relationships.
4. Expanding Opportunities: An initial collaboration can lead to further joint initiatives and partnerships and open doors to additional opportunities.

Conclusion

The collaboration between AAOE, MGMA, and AAOS exemplifies how flexibility, mutual recognition of value, and a commitment to shared goals can lead to impactful collaborations. As associations navigate their unique challenges, this example offers a roadmap for leveraging strategic partnerships to enhance advocacy efforts, extend resources, and ultimately, amplify their impact on the communities they serve.