Articles of Incorporation, Bylaws & Rules 

1. Call to order and establishing quorum
2. Review and adoption of meeting agenda
3. Consideration of consent calendar
4. Reading of minutes
5. Reports of officers and committees
6. Unfinished business
7. New business
8. New appointments
9. Adjournment

1. The Chair of the Board has the authority to arrange items on the agenda in a way that makes the best use of member energy, subject to amendment by the board at the meeting.
2. The minutes will not include the names of the maker or the seconder of motions.
3. Main motions that do not receive a second will not be included in the minutes.
4. The maximum time for a speech by a board member is five minutes.
5. Staff members may raise a Point of Order when they judge it appropriate.
6. No amendment to any motion will be allowed which changes the intent of the original motion.

In addition to the standing committees specified in the Bylaws, there will be the following standing committees:

1. Categorical Council Committees
2. Strategic Planning Committee
3. MedPhys Match Executive Committee
4. Governance Committee
5. Journal Oversight Committee
6. Corporate Advisory Board
7. Inter-Council Committee
8. Government and Regulatory Affairs Committee

Chairs of all Standing Committees shall provide a report of committee activity to the Board through the Secretary at least annually. It is the responsibility of the Chair of each committee to keep the Board and the President informed, through the Secretary, of all significant actions of that committee during the year. Categorical council committees will report their annual activities to the Board through their parent councils. Unless otherwise provided for, committees are free to adopt their own rules of operation. A written copy of the procedures of operation should be submitted to the Board through the Secretary.

1. Studying and making recommendations on any matter referred to it by the President or the Board.
2. Assisting the President in executing Board decisions and in coordinating the work of the committees.
3. Assisting the Secretary in preparing the agenda for the Board and other meetings.
4. Exercising general supervision of the business of the AAPM in the intervals between Board meetings in accordance with instructions issued from time to time by the Board.
5. Reporting all actions taken to the Board at the next scheduled Board meeting.

1. Academic therapy physicist
2. Community practice therapy physicist
3. Academic imaging physicist
4. Community Practice imaging physicist

The activities of the Nominating Committee include, but are not limited to:

1. Selecting from a list of current or previous Board Members the following:
   1. Two or more nominees for President-elect,
   2. One or more nominees for Secretary, and
   3. One or more nominees for Treasurer.
2. Selecting from a list of current Full Members two nominees for Board Members-at-Large for each vacancy.
3. Selecting from a list of current Full Members two nominees within the appropriate membership type for each vacant specialty-type slot on the Nominating Committee.
4. Affirming that, in each case, the nominee is eligible and willing to serve, if elected.
5. Obtaining biographical sketches for each nominee.
6. Handling the confidential deliberative aspects of the process of appointing Council Chair Designates for the succeeding year in collaboration with the President-Elect.

1. Provide overall direction to the committees of the Administrative Council.
2. Receive reports from the categorical Administrative Committees.
3. Review the appointments and charge of Subcommittees, Task Groups and Working Groups appointed by the Administrative Committees.
4. Ensure liaison between the committees of the Administrative Council and among their respective Subcommittees.
5. Ensure liaison with other Councils.
6. Monitor the activities of categorical Administrative Committees.
7. Submit an annual report to the Secretary. The report shall include the following material:
   1. Any changes to administrative committees formulated by the Administrative Council since the last report;
   2. The accomplishments of each Administrative Committee since the last report and a summary of work in progress (including the work and membership of any task group);
   3. A summary of any administrative inquiries addressed to the AAPM since the last report and replies thereto;
   4. Accomplishments, work in progress and recommendations of the Administrative Council, as a whole, which are not included in the above.
   5. Recommendations on educational policy for the Board of Directors.

• Awards and Honors Committee
• Membership Committee
• Regional Organization Committee
• History Committee
• Investment Advisory Committee
• Development Committee
• Journals Business Management Committee
• Meeting Coordination Committee
• Corporate Relations Committee
• Communication Coordination Committee
• Committee on Ethics

1. Invite nominations from the membership and Regional Chapters for recipients of awards and honors as established in the Rules and in the Administrative Policies and Procedures.
2. Recommend individuals to receive the awards and honors of the Association.
3. Ensure that appropriate plaques, certificates and/or other forms of recognition are provided for distribution to recipients.
4. Provide an appropriately inscribed gavel for presentation to the outgoing Chair of the Board.
5. Provide other awards and honors of the association as directed by the Board, or by EXCOM acting on behalf of the Board, and arrange for a time and place for their presentation.
6. Make recommendations for special recognition to be given by other organizations to a member or non-member when such is deemed appropriate by the Board, or by EXCOM acting on behalf of the Board.

Decisions on membership in the AAPM shall be based on the information submitted in the application and shall be in accord with the Articles of Incorporation, Bylaws, and Rules of the AAPM.

Decisions on Full membership in the AAPM shall require a 2/3 vote of a panel consisting of a minimum of six members of the Committee. If a 2/3 vote is not obtained, and for special cases as defined in the Bylaws, the application shall be reviewed by the committee as a whole, and a 2/3 vote of the entire Committee shall be required for a decision.

Membership decisions for other membership classes may be delegated to AAPM HQ staff under the guidance of and using criteria developed by the Committee.

• Examine all applications for Full Membership, including change of membership status.
• Decide on the appropriate class of membership if the application class is not correct.
• Accept or reject the applicant.
• Perform periodic application audits for classes other than Full Member.
• Inform the applicant of the Committee‘s decision through the AAPM HQ Staff.
• Provide the Board through Administrative Council with appropriate written information in the event that an applicant wishes to contest the decision made by the Committee or the Board.
• Recommend fees for processing applications to the Finance Committee.
• Propose Membership dues changes as needed through Administrative Council.
• Maintain and adjust the application process documentation in accordance with the Bylaws and Rules.
• Evaluate if the current Membership classes meet the needs of the Association and its Membership and propose any necessary changes.

1. Maintain communication with the Regional Chapters.
2. Identify issues of concern to the Regional Chapters and bring recommendations for action to the Board through Administrative Council.
3. Review issues of concern to the AAPM that relate to Regional Chapters and bring them to the attention of the Regional Chapters.
4. Review and evaluate applications for the establishment of new Regional Chapters.
5. Receive and evaluate statistics on the regional distribution of members.
6. Recommend redistribution of Regional Chapter boundaries when required to maintain equitable access of members to Regional Chapters and their activities.
7. Monitor Regional Chapter compliance with AAPM requirements
8. Select from a list of Full Members who currently serve on the Regional Organization Committee, two nominees for any vacant Regional Organization Committee slot on the Nominating Committee.

• Propose methods and policies to preserve documents, photographs, personal papers, professional memorabilia, scientific records and equipment of potential historical value.
• Prepare and preserve an annual report of those activities of the Association of potential historical importance.
• Generate, preserve and help disseminate a photographic record of the activities of the Association.
• Advocate and facilitate the preparation of articles of historical interest for publication in appropriate media.
• Identify deceased medical physicists and advocate and facilitate the preparation of obituaries for publication in appropriate media and the preparation and presentation of memorials at meetings of the Association.
• Work with other organizations to preserve the history of medical physics and associated fields.

1. Develop and oversee a planned-giving program.
2. Plan and oversee activities for donations to the AAPM Education and Research Fund.
3. Advise appropriate committees and councils on availability and utilization of Education and Research Fund assets.
4. Educate members on acquiring philanthropic support for local medical physics education and research activities and awards.
5. Report annually to the membership on the Education and Research Fund.
6. Report annually to the Board through Administrative Council on its activities.

The Committee shall have responsibility for all aspects of the Association's Annual Meeting, Spring Clinical Meeting, Summer School, Meetings, auxiliary events and other meetings assigned to it by the Administrative Council.

In accordance with the standard Rules.

Administrative Council

1. Develop, implement and maintain a comprehensive plan to coordinate and review the timing, content, and focus of the meetings under the purview of this committee. This will include an assessment of the balance of science, education, clinical practice, professional issues, and continuing education offerings at the meetings.
2. Appoint subcommittees, task groups, and working groups to carry out the work of the Committee.
3. Review and approve guidelines and procedures covering its responsibilities and those of its subcommittees.
4. Through the Administrative Council make recommendations to the Board of Directors as to the selection of the sites and dates for the Annual Meeting. Review and approve sites for other meetings under the purview of this committee.
5. Review and coordinate vendor participation, analysis and evaluation, and maintenance of certification activities for meetings under the purview of this committee.
6. Recommend AAPM reimbursement guidelines of travel costs for speakers for the meetings under the purview of this committee.
7. Review the registration fees for the meetings under the purview of this committee.
8. Review and approve the budget for the meetings under the purview of this committee for presentation to the Finance Committee.
9. Submit annual financial reports for meetings under the purview of this committee to the Finance Committee.
10. Monitor the meeting activities of related societies.

1. Annual Meeting Subcommittee
2. Spring Clinical Meeting Subcommittee
3. Summer School Subcommittee
4. Specialty Meetings Subcommittee
5. Technical Exhibits Subcommittee
6. Analysis and Evaluation Subcommittee
Other subcommittees in accordance with the standard Rules.

In accordance with the standard Rules.

The Corporate Relations Committee of the Administrative Council provides a conduit for fostering collaboration opportunities between the AAPM, its members, and the industry to develop and maintain healthcare products that meet the challenges of quality, safety, efficacy and efficiency as well as expand industry support of the AAPM.

In accordance with the standard Rules.

With all Councils through the Council Chairs.

In accordance with the standard Rules.

In accordance with the standard Rules.

Administrative Council

1. Direct, coordinate, and prioritize corporate relations activities to raise non-dues income in support of AAPM programs and services.
2. Develop and implement plans to foster relationships with industry that leverage medical physics expertise.
3. Recommend policies and new programs to the Board of Directors that are best accomplished in partnership with industry.
4. Seek opportunities for AAPM to work with industry to positively impact global health.
5. Build a substantive and collaborative relationship with Corporate Affiliates to enhance the quality, safety, efficacy and efficiency of medical devices and products.

In accordance with the standard Rules.

In accordance with the standard Rules.

1. Review and approve guidelines and procedures covering its responsibilities and those of its subcommittees.
2. Coordinate the development of key messaging to guide external communication efforts.
3. Coordinate the development of brand management activities, including the development of brand identity elements and strategic hashtags.
4. Establish processes for aligning key messaging, short and long-term goals, and metrics for evaluating success.
5. Establish guidelines, policies, procedures, and visual and text brand elements for print, broadcasting, news, and social media communication channels.
6. Coordinate the development of strategies and content to promote AAPM revenue-generating activities, membership, and volunteerism.
7. Coordinate the development of a communication calendar to proactively schedule communication activities, recruit members to serve as content developers, and assist with content development and review.
8. Coordinate the development, maintenance, and enhancement of communication activities with stakeholder groups.
9. Monitor the communication activities of related societies.

1. Prepare guidelines on the ethical practice of medical physics, behavior during AAPM sponsored events, review for scientific integrity within proposed publications, and oversight of the review for appropriateness of content related to presentations at meetings and educational materials.
2. Investigate complaints involving alleged unethical behavior by or relating to AAPM members, or alleged unethical behavior by or relating to individuals participating in activities overseen by AAPM.
3. Prepare and maintain procedures for resolving ethical problems.
4. Prepare and maintain procedures for disclosure and management of conflicts of interest.
5. Educate the medical physics community on the ethical principles of professional practice.
6. Maintain the AAPM Code of Ethics.

1. Provide overall direction to the committees of the Education Council.
2. Receive reports from the categorical Educational Committees.
3. Review the appointments and charge of Subcommittees, Task Groups and Working Groups appointed by the categorical Educational Committees.
4. Ensure liaison between the committees of the Education Council and among their respective Subcommittees.
5. Ensure liaison with other Councils.
6. Monitor the activities of categorical Educational Committees.
7. Submit an annual report to the Secretary. The report shall include the following material:
1. Any changes to educational committees formulated by the Education Council since the last report;
2. The accomplishments of each Educational Committee since the last report and a summary of work in progress (including the work and membership of any task group);
3. A summary of any educational inquiries addressed to the AAPM since the last report and replies thereto;
4. Accomplishments, work in progress and recommendations of the Education Council, as a whole, which are not included in the above.
5. Recommendations on educational policy for the Board of Directors.

• Committee on the Education and Training of Medical Physicists
• Committee on Medical Physics Education of Physicians
• Continuing Professional Development Committee
• Committee on Medical Physics Education of Allied Health Professionals
• Committee on Public Education
• Committee on Medical Physicists as Educators
• New Curriculum Committee

1. Formulate and implement activities to collect information about, and improve the selection and training of, medical physicists:
2. Collect, analyze and distribute information about
1. The number of trainees in medical physics;
2. The number and characteristics of training programs in medical physics.
3. The need and demand for newly trained medical physicists.
3. Prepare and distribute guidelines for training of medical physicists and the establishment of appropriate standards for training.
4. Collect information regarding funding of training.
5. Recommend programs and activities to further the professional education and skills of established medical physicists.
6. Award and manage scholarships and grants to individuals or groups in furtherance of the Association‘s tax exempt purposes and the Association‘s efforts to promote education and research activities
7. Identify and recommend to the Board the types of scholarships and grants which it deems appropriate for awards.
8. Maintain all necessary records in conjunction with the awarding of all scholarships and grants and make them available to any interested party upon request.

1. Formulate and implement activities to collect and disseminate information related to the teaching of medical physics to physicians.
2. Develop and promote audiovisual and other teaching aids that may be used in teaching medical physics to physicians and physicians-in-training.
3. Develop and promote laboratory exercises that can be performed in the hospital or clinic to illustrate basic physics principles.
4. Formulate recommendations regarding appropriate medical physics curriculum
5. Develop and disseminate bibliographies of educational resources.

1. Assess, periodically, the professional educational needs of the AAPM membership.
2. Oversee the AAPM Summer School.
3. Oversee the AAPM on-line educational content and program.
4. Support educational activities required for maintenance of certification.
5. Work with the Meeting Coordination Committee to ensure that professional educational programs at the Annual Meeting meet the needs of the AAPM membership.
6. Ensure coordination between the professional educational activities of the AAPM and those of related organizations and make recommendations to those organizations concerning the professional educational needs of medical physicists.
7. Provide, with the approval of the AAPM Board, advice to other organizations and government agencies about the professional educational needs of medical physicists.
8. Ensure that the AAPM engages in other professional educational activities as necessary.
9. Make recommendations to educational accreditation agencies, such as CAMPEP, concerning the accreditation of medical physics professional educational activities.
10. Oversee the sponsorship, endorsement and co-sponsorship of professional educational activities in accordance with AAPM policies.
11. Prepare and ensure dissemination of a calendar of educational events of interest to medical physicists.
12. Arrange for the publication of professional educational materials.

1. Formulate and implement activities to develop, collect and disseminate information related to the education of allied health professionals.
2. Develop and disseminate audiovisual and other teaching aids
3. Develop and disseminate laboratory exercises that can be performed in the hospital or clinic radiology facilities to illustrate the principles of physics related to radiography and other disciplines;
4. Make recommendations for appropriate medical physics curriculum in allied professions; and
5. Provide bibliographies of medical physics educational resources.

1. Collect appropriate information related to the practice of medical physics and disseminate to the general public.
2. Disseminate factual information regarding radiation and its relationship to public health to the general public.
3. Encourage development of audiovisual and other educational aids that may be used for public education.
4. Organize and maintain a Speaker‘s Bureau available to the general public.
5. Initiate interaction with the news media to make the public aware of the contributions of medical physicists.

1. Develop, make resources available, and provide support for programs that would assist medical physicists in becoming better teachers of medical physics.
2. Review models and techniques for instruction in medical physics, compile best practices, and provide mechanisms for evaluation and dissemination of instructional techniques.
3. Interface with AAPM, ACGME and other educational organizations to learn from their teaching experience.

1. Reviewing new curriculum proposal applications
2. Reviewing proposed membership for content specific task groups
3. Reviewing curriculum recommendations
4. Facilitating standardized campaigns for dissemination of the new curriculum

1. Provide overall direction to the committees of the International Council.
2. Receive reports from the International Committees.
3. Review the appointments and charge of Subcommittees, Task Groups and Working Groups appointed by the International Committees.
4. Ensure liaison between the committees of the International Council and among their respective Subcommittees, Working groups or Task groups.
5. Ensure liaison with other Councils.
6. Monitor the activities of categorical International Committees.
7. Submit an annual report to the Secretary. The report shall include the following material:
   1. Any changes to international committees formulated by the International Council since the last report;
   2. The accomplishments of each International Committee since the last report and a summary of work in progress (including the work and membership of any task group);
   3. A summary of any international inquiries addressed to the AAPM since the last report and replies thereto;
   4. Accomplishments, work in progress and recommendations of the International Council, as a whole, which are not included in the above.
   5. Recommendations on international policy for the Board of Directors.

• Global Medical Physics Education and Training Committee
• Global Needs Assessment Committee
• Global Liaisons Committee
• Global Research and Scientific Innovation Committee
• Global Data and Information Exchange Committee
• Global Clinical Education and Training Committee

1. Develop medical physics course content in collaboration with the Global Needs Assessment Committee (GNAC) and appropriate committees of other Councils and organize workshops.
2. Explore and implement distance-learning approaches in collaboration with the Global Data and Information Exchange Committee (GDIEC) to support medical physics education.
3. Collaborate with vendor partners on global educational issues in medical physics.
4. Promote the publication of medical physics educational articles relevant to the development of global health.
5. Endorse or co-sponsor international medical physics courses, workshops, seminars, symposia, congresses, etc.
6. Organize “AAPM Special Sessions” in collaboration with the Global Research and Scientific Committee (GRSIC) and Global Clinical Education and Training Committee (GCETC) at international events.
7. Contribute to the accreditation of Medical Physics Educational Programs globally.
8. Contribute to the certification, registration and licensing of medical physicists globally.

1. Develop, implement and maintain processes for performing comprehensive quantitative assessments of medical physics needs and resources within a region or regions when such data are not available from other sources, such as the World Health Organization (WHO) and International Atomic Energy Agency (IAEA).
2. Perform routine assessment of medical physics needs and resources in each region using the developed processes.
3. Collaborate with GDIEC to develop and maintain a database of contact information for leaders and other representatives of key stakeholder organizations, especially international, national, and regional medical physics organizations in each region.
4. Collaborate with GMPETC to advance education and training of medical physicists.
5. Collaborate with GCETC to advance resource-stratified education and training in the clinical practice of medical physics.

1. Vice Chair of International Council.
2. Three presidential-chain officers: President-Elect, President, Chair of the Board.
3. Treasurer, Secretary, Executive Director and Council Chairs (ex-officio, non-voting).
4. Chair of the Corporate Advisory Committee (ex-officio, non-voting).

1. Serve as a conduit for all global stakeholders to communicate and harmonize global initiatives.
2. Coordinate global projects in collaboration with other stakeholders.
3. Identify all global health initiatives undertaken by the AAPM and other stakeholders.
4. Raise awareness of AAPM’s involvement in international medical physics activities.
5. Promote AAPM membership globally.
6. Promote the awareness of medical physics and qualified medical physicists globally.
7. Collaborate with Meeting Coordination Committee (MCC) to host special meetings requested by regional medical physics organizations at the AAPM Annual Meeting.
8. Collaborate with MCC to organize educational sessions and or refresher courses in foreign languages at the AAPM Annual Meeting.

1. Collaborate with AAPM committees and other international medical physics organizations, when appropriate, to identify, evaluate, and potentially recommend novel medical devices and hardware or software solutions to improve patient care in fields related to the practice of medical physics.
2. Collaborate with global stakeholders, as appropriate, to research and innovate technologies suitable for use in challenging environments.
3. Develop basic vendor-neutral operational safety guidelines in collaboration with other international medical physics organizations.
4. Facilitate and support medical physics training and research opportunities for international medical physicists within an AAPM member’s institution when requested.
5. Coordinate with the International Organization for Medical Physics (IOMP) and other international medical physics organizations on matters associated with the donation of equipment related to the practice of medical physics organizations.
6. Collaborate with global organizations in scientific education, extramural grants, research projects, clinical trial support, and scientific exchange.

1. Support the creation of the AAPM International Portal with international web-based medical physics resources that are adapted to the regional needs.
2. Assist with the population of relevant data on the AAPM International Portal.
3. Maintain a database for global exchange in medical physics education and training.
4. Highlight new areas in which AAPM members can make global contributions.
5. Collaborate with IAEA to harmonize global databases in medical physics education, training and research.

1. Develop clinical course content for professionals, in the diagnostic and therapeutic disciplines, ensuring geographical and subject diversity.
2. Explore and implement distance-learning approaches to support medical physicists, physicians, and allied health professional education.
3. Collaborate with existing organizations related to clinical training.
4. Collaborate with vendor partners on global educational issues in clinical practice of diagnostic and therapeutic disciplines.

1. Provide overall direction to the committees of the Professional Council and monitor their activities.
2. Receive reports from the categorical Professional Committees.
3. Approve the appointments and charge of Subcommittees, Task Groups and Working Groups appointed by the categorical Professional Committees.
4. Ensure liaison between the committees of the Professional Council and among their respective subcommittees, working groups or task groups.
5. Ensure liaison with other Councils.
6. The Chair of the Professional Council shall submit a semi-annual report to the Secretary. The report shall include the following:
1. Any changes to professional committees formulated by Professional Council since the last report.
2. The accomplishments of each Professional Committee since the last report and a summary of work in progress (including the work and membership of any task group.)
3. A summary of any professional inquiries addressed to the AAPM since the last report and replies thereto.
4. Recommendations of professional policy to the Board.
5. Accomplishments, work in progress and recommendations of the Professional Council as a whole which are not included in the above.

• Clinical Practice Committee
• Equity, Diversity, and Inclusion Committee
• Medical Physics 3.0 Committee
• Medical Physics Leadership Academy Committee
• Professional Economics Committee
• Professional Services Committee
• Workforce Assessment Committee

• Developing channels of communication for the effective exchange of information with other organizations having similar interests;
  
• Proposing, when appropriate, to the Meeting Coordination Committee and the Continuing Professional Development Committee such activities as can serve to upgrade and update the knowledge and skills of the members in the practice of clinical medical physics;
• Proposing, when appropriate, such publicizing efforts as can serve to inform the public of the contributions to society of clinical medical physics.

1. Identify the equity, diversity and inclusion needs of AAPM at the organizational and committee levels and recommend strategies to meet those needs.
2. Harmonize existing equity, diversity and inclusion efforts within AAPM.
3. Recommend strategies and establish processes needed to educate the AAPM membership in areas of diversity, inclusion, unconscious bias, cross-cultural communication, and anti racism.
4. Provide equity, diversity and inclusion training for AAPM members.
5. Develop metrics and processes to measure the effectiveness of equity, diversity and inclusion efforts at the organizational and committee levels.
6. Inform the AAPM membership of the status of equity, diversity and inclusion initiatives.

1. Define working models of medical physics practice that makes physics an essential and integral part of patient care
2. Encourage and lead initiatives within the AAPM towards transforming the medical physics practice and science for patient orientation and clinical engagement of physics in the care process
3. Define and encourage strong and explicit technical, clinical, and leadership competencies for practicing medical physicists to fully contribute their unique expertise as scientists and healthcare professionals to medicine
4. Encourage the development of technological resources that enable the practice of MP3.0 efficiently and consistently
5. Advocate for the role and potential of medical physics to non-physicist professions, colleagues (eg, administrators, physicians, …), and patients
6. Maintain a comprehensive communications and branding strategy for MP3.0 to raise awareness among AAPM members of the needed changes and evolution and to encourage adoption and buy-in of the associated initiatives (the push). Implement an efficient feedback mechanism for AAPM members to inform the activities (the pull).
7. Encourage professional expectations for medical physics 3.0 practice through intentional regulations, guidelines, and accreditation
8. Expand the research and clinical practice of medical physics beyond radiation medicine

1. Developing and managing the necessary infrastructure for developing MPLA faculty, information, and organization;
2. Developing and managing MPLA's internal processes to a) enhance current MPLA participant value, b) build new value, c) be good citizens to AAPM, patients and society, and d) provide operational excellence;
3. Serving MPLA participants needs while maintaining financial responsibility;
4. Working with MPLA stakeholders to achieve AAPM critical mission and strategic objectives.

• Review the proposed actions of Centers for Medicare & Medicaid Services (CMS) and other reimbursement agencies.
• Review guidelines that relate to the use of Current Procedure Terminology (CPT) codes and their implementation.
• Ensure coordination between the activities of the AAPM and those of related organizations.
• Work with related organizations to develop consistent responses to proposals and issues of mutual concern.
• Provide information to the membership through existing channels within the AAPM.
• Provide information to other organizations regarding reimbursement for professional medical physics services.

• Create and operate a career services booth at the Association annual meeting.
• Educate the membership on issues related to practice development and business management support.
• Offer programs and services of value to the membership that support the careers of medical physicists, such as malpractice insurance, legal and contractual guidance, business education, employment counseling, marketing techniques and compensation negotiation.
• Review, analyze and provide informational resources regarding topics unique to the practice of medical physicists.

• Gather and analyze workforce statistics.
• Gather and analyze medical physicists' salary data.
• Produce, analyze, and publish the Professional Survey annually.
• Gather information pertaining to the time and effort required to perform medical physics services.

• Provide overall direction to the Committees of Science Council.
• Receive Reports from the Committees of Science Council
• Review the appointment and charge of subcommittees, task groups and working groups by the Committees of Science Council.
• Ensure liaison between the Committees of Science Council and among their respective subcommittees.
• Ensure liaison with the other Councils.

• Provide overall direction to the Subcommittees of this Committee.
• Receive reports from the Subcommittees of this Committee.
• Provide scientific and administrative review of the RPC.

• Provide overall direction to the Subcommittees of this Committee.
• Receive reports from the Subcommittees of this Committee.

• Provide overall direction to the Subcommittees of this Committee.
• Receive reports from the Subcommittees of this Committee.

1. Remain aware of developments from and collaborate with outside organizations.
2. Provide guidance to outside agencies and organizations relative to the scientific and clinical radiopharmaceutical interests of AAPM.

1. Provide interpretation of the governance documents.
2. Initiate amendments to the governance documents for internal consistency.
3. Draft changes to the governance documents as directed by the Board.
4. Seek the advice of Legal Counsel as needed on applicable laws and regulations.
5. Review all proposed amendments to the governance documents and forward such proposed amendments to the Secretary along with comments for consideration by the Board.

• President, President-Elect, Chair of the Board, and Secretary
• Council Chairs and Vice-Chairs

Liaisons and Relationships with Other AAPM Committees and External Entities
From the Journal Oversight Committee, non-voting
From the Meeting Coordination Committee, non-voting
From the Membership Committee, non-voting
From the Placement Service Subcommittee, non-voting
In accordance with the standard Rules.

Terms of Office
In accordance with the standard Rules.

Conduct of Business
In accordance with the standard Rules.

Reporting requirements
Board of Directors

Activities

1. Receive forecasts of income and expense from Councils, Committees and other sources.
2. Seek input from the Investment Advisory Committee on performance of investments.
3. Analyze the dues structure and recommend necessary adjustments.
4. Prepare the annual budget for the Association.
5. Recommend whether expenditures should be taken from general funds or reserve funds.
6. Monitor the fiscal status of the Association periodically during the year.
7. Prepare guidelines concerning the Association‘s income and expenditures.
8. Prepare and recommend a long-range financial plan for the Association.

1. Selecting an independent audit firm to perform an annual audit of the Association's books and records.
2. Reviewing the Association's financial operations.
3. Reviewing the adequacy of the Association's financial controls and risk management systems.
4. Reviewing the financial and compliance reporting systems.
5. Reviewing the process by which the AAPM selects the auditing firm.
6. Reviewing the recommendations of the auditing firm.

1. Review (i) proficiency test results submitted to the Calibration Laboratory Accreditation Subcommittee,

   (ii) site visit reports from assessment teams approved by the Calibration Laboratory Accreditation Subcommittee, and

   (iii) any other appropriate material, and evaluate the performance of dosimetry calibration laboratories against the AAPM Criteria for Accreditation of Dosimetry Calibration Laboratories.

2. Submit accreditation decisions directly to the Board.

1. Six members serving 3-year terms beginning with their second year on the Board (and serving through the year after they complete Board service). In order to assure continuity, terms of service should be staggered in such a way that approximately two Board members receive new appointments each year. New members are appointed by the Chair of the Board and approved by the Board of Directors. Any vacancies among the six members will be filled by Board members or former Board members in equivalent state of their term on the Board.
2. Four presidential-chain officers: President-Elect, President, Chair of the Board and Immediate Past-Chair of the Board. In the event that the Immediate Past-Chair of the Board is unable to serve, then the Chair of the Board will appoint another past Board member experienced with the strategic planning process.
3. Treasurer, Secretary, Executive Director and Council Chairs (ex-officio, non-voting)

1. Annually assess the strategic plan as a whole, and report to the Board on overall progress and on any need to adjust the plan.
2. Periodically, at intervals of no more than five years, conduct a comprehensive revision of the strategic plan.
3. Provide high level guidance to the Finance Committee, as needed, so that the budget reflects the strategic priorities.

The MedPhys Match Executive Committee shall review potential violations of the MedPhys Match and report on recommended actions to the Board.

In accordance with the standard Rules. The AAPM Executive Director will serve as an ex-officio, non-voting member.

Subcommittee on Oversight of MedPhys Match.

In accordance with the standard Rules.

Potential MedPhys Match violations are discussed in executive session to assure confidentiality of the investigation and those involved until a decision has been made.

To the Board of Directors.

The activities of the Oversight of MedPhys Match Executive Committee include, but are not limited to:

1. Review potential MedPhys Match violations submitted to
   1. the AAPM,
   2. to the Subcommittee on Oversight of MedPhys Match, or
   3. to National Matching Services.
2. Provide a summary report of actions to the Board.
3. Negotiate annual MedPhys Match agreements with National Matching Services.
4. Submit recommendations concerning MedPhys Match and MP-RAP directly to the Board and take recommendations from the Board directly to the Subcommittee on Oversight of MedPhys Match.

None

None

The Governance Committee shall advise the Board on governance best practices and serve as a vehicle for ongoing review and enhancement of Board operating effectiveness.

The Governance Committee shall be chaired by the Secretary. The Governance Committee will have membership consisting of:

1. Chair of the Nominating Committee.
2. Chair of the Rules Committee.
3. Four Board members, serving 2-year terms beginning with their second year on the Board. To assure continuity, terms of service should be staggered in such a way that approximately two Board members receive new appointments each year. New members are appointed in accordance with the standard rules. Any vacancies among the four members will be filled by Board members in equivalent state of their term on the Board.
4. Chair of the Board, AIP Governing Board representative and Executive Director (ex officio, non-voting).

In accordance with the standard Rules. All terms conclude at the end of their ex officio position.

In accordance with the standard Rules.

To the Board of Directors.

1. Assist the Board in shaping Association governance, including developing, recommending to the Board, and reviewing on an ongoing basis the Association governance principles and practices that should apply. This would include leading the Board in a periodic evaluation process and advising the Board on actions that should be taken to improve governance practices.
2. Review the Association governance documents periodically and recommend any changes to the Board.
3. Draft recommendations from the Board that accompany any Bylaws change going to the membership for consideration and vote.
4. Recommend and review the formation of any new standing committees that report to the Board and assist the Board in the preparation of necessary charges and motions for establishment of such new committees.
5. Develop and oversee execution of Board member capacity-building programs, including but not limited to orientation of new members and a mentoring program.
6. Review Board member Conflict of Interest Statements annually, considering the primary objective of the policy of ensuring that the work of the Association will not be compromised or diminished by real or perceived conflicts of interest.
7. Review charges of committees reporting directly to the Board.
8. Monitor and advise the Board on matters pertaining to demographics and competencies.
9. Maintain Board position descriptions.

In accordance with the standard Rules.

In accordance with the standard Rules.

The Journal Oversight Committee shall be responsible for the oversight of all AAPM journals as a portfolio, broadly covering the areas of journal portfolio management, journal future directions (including the addition of new journals) and journal portfolio finances.

In accordance with the standard Rules.

Activities

1. Non-financial
1. Setting journals’ mission to the Association.
2. Setting the course for all journals and managing journals as a portfolio.
3. Optimization of editorial structure (EIC, deputy editors, associate editors, reviewers), including compensation model for that structure.
4. Periodic evaluation of journal metrics and editorial approach.
5. Setting up and maintaining formalized collaboration between EICs of journals.
6. Distinguishing journal staff duties vs. editorial team duties.
7. Optimization (for internal use as well as for authors) of journal operations:      submission website, database, peer review system, decision definitions, article format.
8. Harmonizing and streamlining publication of AAPM reports (TG, MPPG, etc.)
9. Defining scope of journals to cover relevant areas, taking potential overlap into consideration.
10. Recommending new journals based on topical gaps; setting performance expectations to measure success of new journals.
11. Working with the authors and publisher on promotion of journal articles.
12. Branding of journals.
13. Initiating and managing editorial transitions, disaster planning.
14. Evaluation of publication platforms.
15. Continuous monitoring of the publishing landscape to stay aware of current issues and practices.
2. Financial
1. Managing journals as a portfolio from a financial perspective.
2. Establishing a plan for journal portfolio revenue by working with the AAPM Board/FINCOM to set the expectation for journals’ financial performance.
3. Evaluating/establishing member publishing benefits, e.g., member-specific Article Processing Charges (APCs).
4. Evaluating publication platforms from a financial perspective.
5. Providing input in contract negotiations with the publisher.
6. Continuous monitoring of the publishing landscape to keep up to date on financial issues.
7. Establishing and continually tuning OA APCs with recognition for AAPM journals’ mission and place in the publishing landscape.
8. Developing strategies for non-APC revenue from the journals.
9. Developing appropriate expectations for new journal financial performance

The Corporate Advisory Board (CAB), as a voice of industry and a representing group of the Corporate Affiliates, focuses on issues and initiatives of mutual interest through a synergistic relationship between AAPM and its Corporate Affiliates. The intent is to bring industry perspective as we collaboratively advance medicine through excellence in the science, education and professional practice of medical physics; and to support the development and clinical implementation of safe and quality products used to diagnose and treat patients.

In accordance with the standard Rules.

Activities

1. Corporate relations related to the business of AAPM (Marketing, sponsorship, MPI, etc.)
2. Advising key decision makers within AAPM on strategy and vision for future of medical physics from the viewpoint of industry.
3. Representing the role of the industry scientist, or industry involvement in AAPM activities/initiatives (TG, WG, etc.) while representing the best interests of the field of medical physics.

The Committee will coordinate activities that merit multiple councils working together, and may establish groups to oversee specific activities.

1. Coordinate projects and initiatives across councils.
2. Set standards across all AAPM councils for the development, review, and quality assurance of AAPM documents, including guidance and educational documents.
3. Coordinate document development processes across councils to ensure consistency in standards and practices, while keeping document development within individual councils.
4. Serve as the formal inter-council review and endorsement body for the creation of new Task Groups and Working Groups, providing a consistent cross-council perspective on all new unit proposals.
5. Establish and maintain a framework and workflow for Task Groups and Working Groups. stewardship, including evaluating productivity, efficiency, and group retirements as needed.
6. Work with AAPM HQ staff for process documentation and templates to be accessible to all AAPM members on processes to join activities connected to the creation of documents and to understand the creation and review processes.
7. Coordinate existing mentorship programs across councils and evaluate gaps in AAPM mentorship, particularly in areas where no program currently exists.

• Oversee and direct the AAPM government and regulatory affairs effort except those dealing with reimbursement.
• Coordinate the government and regulatory relations activities within the Association to ensure a broad-based, uniform interface with government and regulatory agencies.
• Serve as the AAPM liaison to and from other professional and scientific organizations for issues that would impact government or regulatory activities as they relate to the practice of medical physics.
• The Committee will maintain direct contact with governmental and regulatory entities.
• Direct information and questions regarding government and regulatory affairs to appropriate councils and/or committees within the AAPM.
• Establish and maintain information programs for Association members on issues related to government and regulatory affairs.
• Create background information on pending legislation, proposed, and final rules and on regulations of state and federal agencies, that might affect the practice of medical physics.
• Aid members, committees or councils of the AAPM in their pursuit of information from various governmental and regulatory sources.
• Monitor regulatory and governmental activities and communicate, on behalf of the Association and its membership, with legislative and governmental funding agencies on matters that impact the practice of medical physics.
• In collaboration with the Research Committee, monitor regulatory and governmental activities and communicate, on behalf of the Association and its membership, with legislative and governmental funding agencies on matters related to biomedical research.

Individuals that have rendered outstanding service in the field of physics in medicine and biology may be nominated for Honorary Membership. Nominations shall be made by a Regional Chapter of the Association, or by any two members of the Board of the Association. A nomination shall be accompanied by a signed letter of support of the nomination by a Regional Chapter or by signed letters of support of the nomination by two members of the Board. Nominations shall be submitted with supporting material to the Secretary, who will forward the material to the Board. The Secretary will conduct a Board vote on the nomination. Upon an affirmative vote of at least three-fourths of the Board, the nominee will be elected as an Honorary Member of the Association. The newly elected Honorary Member shall be informed by letter from the AAPM President and be presented with an appropriate certificate or plaque during the next Awards and Honors Ceremony. Future issues of the AAPM Directory shall take appropriate note of the election of an Honorary Member.

1. service to the AAPM
2. the advancement of medical physics knowledge based upon independent original research or development
3. medical physics educational activities, especially in regard to the education and training of medical physicists, medical residents, medical students, and allied health personnel
4. leadership in the practice of medical physics

Dues of the members shall be as per their billing. Annual dues of each class of membership may be obtained from the Treasurer. Dues become payable on the first day of January. Membership in the Association lapses if the member fails to meet the dues requirements by March 1. Reinstatement may be granted until October 1 of the year of delinquency by payment of all delinquent and current dues plus a reinstatement fee that will be established by the Board. If reinstatement is not exercised during this period, the lapsed member must reapply as a new member and resubmit all required documents including the application fee. Exceptions may be granted on a case-by-case basis.

Members in good standing may apply to the Membership Committee for a waiver or deferment of dues as a result of personal or financial hardship or if they suffer disability which prevents them from holding full-time employment.

Such annual waivers will continue for as long as the member affirms the continuance of the hardship.

Members in good standing for at least five years who reside in North America and are unemployed may be eligible for a waiver of dues for a period of up to two years. Membership in the Association lapses unless current dues are paid by March 1 of the third year but may be reinstated if they are fully paid within that year.

Other hardship situations will be considered on a case-by-case basis.

Members who are denied a waiver by the Membership Committee may request that their application be considered by the Board.