Name: Michael Mattia, PT, DPT, MS, MHA
NYPTA District: Brooklyn- Staten Island
Date of Membership in the Chapter: 1979
Education: Ohio University, Master of Health
Administration, Dec , 2012; Temple University –
Transitional DPT Program, January, 2006; Long Island
University, Brooklyn, New York, Master of Science,
Concentration in Work Physiology, May, 1985; State
University of New York, Brooklyn, New York, Bachelor
of Science, May, 1980; City University of New
York, Brooklyn, Associate of Science with Honors –
Kingsborough Community College, May, 1978
Present Employment: Founder and CEO, Mattia Physical
Therapy and Rehabilitation, LLC. Private Practice Physical
Therapy, Brooklyn, NY; Director, Rehabilitation Therapies,
The Beth Israel Medical Center Brooklyn of the Mount
Sinai Health System; Adjunct Professor, CUNY The
College of Staten Island Doctoral Program in Physical
Therapy, Adjunct Professor, CUNY Kingsborough CC
Physical Therapist Assistant Program
Chapter: President 2014- current, Chair, Advisory Panel
on Legislation (APOL) 2011-2014, APOL Member 2008-
District: Legislative Liaison Brooklyn – SI District 1983-
1990 -- 1993-2013, District Delegate to DA multiple years
since 1979. Planning- Programming Committee member
Brooklyn – SI District
What were the major challenges that you worked
on over the last two years? What were the
There have been many challenges that our association has
dealt with over the last 2 years. I believe that as a result
of my leadership as your president each has been handled
effectively and professionally. In my candidate statement of
2014, I spoke of continuing the momentum and successes
that we had experienced together over the past 8 years. I
also spoke of the need for our association to be agile and
nimble and to be able to respond to opportunities and
threats, and to the rapidly changing healthcare delivery
As I took office in 2014, the immediate challenge I faced
was the issue of the Collective Negotiations Committee
(CNC) and its relationship to the NYPTA. The process of
disengaging from the relationship was started by previous
leadership teams, but the culmination of that initiative was
taking place as I took office. The issue was emotionally
charged and if not handled correctly could have resulted in
some of our colleagues being placed in less than optimal
situations at their places of employment. Regardless of the
outcome, my goal was that no PT or PTA be hurt by the
ultimate decision of the Board. After review of historical
information and presentations made by both the CNC
leadership and the Association, the Board of Directors
voted to disengage from the relationship.
Since the vote to disengage was held, we have worked
with the CNC leadership and their legal counsel to transfer
bargaining units and negotiating responsibilities over to the
newly created entity that was formed, the Physical Therapy
Collective Negotiations Committee (PTCNC). I am happy
to say that they have been recognized as the negotiating
body for almost all the institutions that they have been
involved with since 1980.
I believe that my management of this very sensitive and
emotional issue has allowed the new PTCNC to function as
we held true to insuring that all represented PTs and PTAs
not be impacted negatively.
The second challenge I met with was the purchase of a
Chapter Office building. Being an active member of the
NYPTA since 1979, I know that the discussion of chapter
ownership of its office space had been discussed for many
years. As President, I had many concerns for the fact
that all of our chapter finances were housed in risk-based
investments. Though those investments had performed very
well, it is usually not a good model for long-term stability
of an organization. Thus, the idea of shifting a portion of
our assets to a fixed, less risk-based investment such as an
office building was resurrected.
Once I had the information I needed to understand where
we were and where we needed to go, I brought forth the
initiative to our EC for discussion. The EC directed that the
association begin exploring real estate opportunities in the
area with specific parameters.
Much to all of our surprise, in a very short time frame,property was found that met all of the parameters set forth.We moved on the opportunity to own the property after a thorough review and analyzation of financial data of leasing vs. owning the Chapter office.
Once we had compiled all of the information available, the EC brought the initiative to the board and in an innovative approach -- we created a discussion board to insure that all Board of Directors members would have ample opportunity to question, discuss, and critique the initiative. In the end,also in an innovative way, a vote was held via the discussion board and email on the motion to purchase 971 Albany Shaker Road as the new chapter office building, which was approved. The rest is recent history. I believe that these two examples demonstrate the depth and scope of my abilities as a leader and administrator.
As for the challenges over the next two years, I believe that the biggest challenges continue to be access to our care and fair payment for the services that we provide. I believe that the strategies necessary to overcome these challenges have been evolving in our association and continue to mature in their scope.
Advocacy efforts and public awareness of the benefits of early access to physical therapy services are critical to our success in this health care environment. We must continue to move forward with our high co pay legislation and our PTA bills, we must continue seek out innovative approaches to practice and our association must provide the resources necessary for each member to have the tools they need to be successful in their daily practice.
In my first year and a half we have improved our website,we have created collaborative opportunities for our committees, and for the first time in recent history we have held telephone conference calls and a face-to-face meeting with all committee chairs at the same time. We have done this so that when we have an opportunity or a threat, we can mobilize and work together to get the information and action plan(s) out to our members and the general public.My goal continues to be that we act proactively rather than reactively. I have dedicated myself and my skill set to positioning our association to meet its strategic, financial,and professional goals. If you allow me the privilege of serving you for two more years, I promise to continue to place all my skills into helping the NYPTA serve the needs of each of you individually and collectively. I thank you for your past support, and I look forward to your support over the next two years.
Together we can move forward and transform our practice, our communities, and society.