David M. Merlo, AOTA Board Director
Within AOTA we must consistently represent and engage occupational therapists, occupational therapy assistants, and students within every aspect of our association including governance, advocacy, education, professional development, and marketing.
As an AOTA Board Member I will advocate for full and meaningful representation and engagement of occupational therapists, occupational therapy assistants, and students in our governance and pursuit of our strategic goals. I will personally execute my duties with integrity, guided by these values:
As an AOTA Board Member I will advocate for full and meaningful representation and engagement of occupational therapists, occupational therapy assistants, and students in our governance and pursuit of our strategic goals. I will personally execute my duties with integrity, guided by these values:
- Transparency - Complete, timely, clear communication with membership.
- Honesty - Accurate, truthful information regarding Board processes, actions, motives, and decisions.
- Accountability - Responsive and accessible to all members.
- Intraprofessionalism - Meaningful OT/OTA inclusion, representation, and engagement in all aspects of AOTA governance.
- Evidence-Informed Prudence - Decision processes and outcomes that are well-informed and carefully made in the best interests of all members and our profession.
My Background...
Consolation House, birthplace of AOTA. Clifton Springs, NY.
As an OTA educator and practitioner, I have always believed in the importance of leading through service and example. Having been a part our profession for over 34 years, I have pursued many opportunities to serve alongside some outstanding OT practitioners and educators through co-presenting at conferences, publishing articles, hosting symposia, teaching, and functioning on boards and committees. Yet, as important as these accomplishments are in themselves, more importantly I have always used those experiences to encourage OTAs, OTA students, and others to believe in their own capacities, to pursue similar opportunities, and to engage in causes that make our world a better place.
For over 18 years I taught within the OTA Program at Erie Community College in Buffalo, NY. Shortly after my retirement from that institution, I was awarded Emeritus status in recognition of my leadership and service to my institution and profession. In 2014, I embarked on a new opportunity - developing a new OTA Program at Bryant & Stratton College in Rochester, NY. Our program was officially awarded an initial 7-year accreditation in December 2016.
My many activities and awards noted in my CV attest to my abilities. However, I have no intention of resting on my past accomplishments. Rather, I am eager to engage with colleagues to lead AOTA toward our Vision 2025. I am wholeheartedly dedicated to
For over 18 years I taught within the OTA Program at Erie Community College in Buffalo, NY. Shortly after my retirement from that institution, I was awarded Emeritus status in recognition of my leadership and service to my institution and profession. In 2014, I embarked on a new opportunity - developing a new OTA Program at Bryant & Stratton College in Rochester, NY. Our program was officially awarded an initial 7-year accreditation in December 2016.
My many activities and awards noted in my CV attest to my abilities. However, I have no intention of resting on my past accomplishments. Rather, I am eager to engage with colleagues to lead AOTA toward our Vision 2025. I am wholeheartedly dedicated to
- Increasing and promoting the effectiveness of OT services that are evidence-based, client-centered, and effectively delivered through intraprofessional practice.
- Leading, through intraprofessional and inclusive governance, positive change within and beyond AOTA.
- Strategically collaborating with clients, organizations, and other disciplines to produce outcomes that benefit both our profession and the lives of those we serve.
- Ensuring that our Association and profession are consistently accessible, inclusive, and culturally humble and responsive.
I am passionately committed to addressing...
Academic Entry:
The recent challenges and confusion related to establishing educational entry levels for the profession demonstrate a need for strong and effective Board leadership that can critically but constructively contribute to solution-finding. I will both offer and encourage inclusive dialogue, genuine collaboration, and honest transparency.
Diverse and Inclusive Membership:
Most OT practitioners (particularly OTAs) and students are not AOTA members. To address AOTA’s strategic objective to expand opportunities for underrepresented populations of practitioners to engage with the Association, let’s apply our own OT practice models to determine why these populations are not members. Let’s find better ways to engage underrepresented populations and increase their visibility and impact in the profession. (Note: Less than 10% of OTAs are members of AOTA. That is most certainly an underrepresented population!).
Intraprofessional and Inclusive Governance:
For 60-years we’ve built our profession on OT/OTA intraprofessional practice - a workforce model that’s helped OT thrive. A strength as an Association is our OT/OTA intraprofessional governance. I am committed to better engaging, including, serving, and representing OTAs and OTA students within every single aspect of our Association including governance, advocacy, education, professional development, and marketing.
The recent challenges and confusion related to establishing educational entry levels for the profession demonstrate a need for strong and effective Board leadership that can critically but constructively contribute to solution-finding. I will both offer and encourage inclusive dialogue, genuine collaboration, and honest transparency.
Diverse and Inclusive Membership:
Most OT practitioners (particularly OTAs) and students are not AOTA members. To address AOTA’s strategic objective to expand opportunities for underrepresented populations of practitioners to engage with the Association, let’s apply our own OT practice models to determine why these populations are not members. Let’s find better ways to engage underrepresented populations and increase their visibility and impact in the profession. (Note: Less than 10% of OTAs are members of AOTA. That is most certainly an underrepresented population!).
Intraprofessional and Inclusive Governance:
For 60-years we’ve built our profession on OT/OTA intraprofessional practice - a workforce model that’s helped OT thrive. A strength as an Association is our OT/OTA intraprofessional governance. I am committed to better engaging, including, serving, and representing OTAs and OTA students within every single aspect of our Association including governance, advocacy, education, professional development, and marketing.
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"The success and survival of the future for [C]OTAs lie in the area of marketing and must be done by [C]OTAs and the professional association. One should not assume others will do it. [C]OTAs must chart their own destiny..." "Able seamen far outnumber captains and commodores, yet ships do not sink, and new ship forms - from sail to nuclear power- evolved to meet man’s needs. So too the varied levels of our profession can be coordinated to achieve efficiency and growth." |