1 Jon Dancy, MBA, CAE Executive Director American Association of Occupational Health Nurses 1. Incentive program to increase attendance at annual conference and fill room block a. Desired outcomes are to increase conference attendance and minimize risk of hotel attrition b. Incentives drawings to win a luxury vacation and cash package i. 1 st Prize: 6 days, 5 nights vacation, 2 round trip airline tickets, $1,000 spending money (register and book 75 days out) ii. 2 nd Prize: 4 days, 3 nights vacation, $500 spending money (register and book 60 days out) iii. 3 rd Prize: 3 days, 2 nights vacation, $250 spending money (register and book 45 days out) iv. Increased attendance at business meeting must be present to win 2. OHN game during conference for registrants a. Questions: Profession and organization s history, current services, and resources b. Contest runs length of conference c. Participants who complete the hunt will be entered into a drawing for the prize d. Prize: Complimentary national conference registration for following year 3. Internet Broadcast of Jan. Town Hall to all AAOHN members a. Provide an avenue where the President may give a state of the Association address or other timely updates to general membership and beyond b. Participation at annual business meetings held at conference is limited and not fair representation of general membership. c. Live broadcast technology enables the Association to reach its full membership simultaneously at no additional cost to the member or the Association 4. A new and exciting approach to member orientation. a. Make a lasting impression for new members and first time attendees by providing membership and conference information b. Live webinar will set the tone for what is to come and what to expect c. Conference Mentors who are Association leaders will be assigned to each new member/new attendee d. Interaction between Mentors and new members/new attendees will begin immediately after webinar and continue throughout conference 5. OHN Essay Contest a. Engage members through an essay contest which highlights the profession, explores career possibilities and provides mentoring b. 500 word essay on the topic of Where I began, how I got here, and where I am going c. Judged by peer reviewer panel d. Essays will be used in the promotion of the profession and or Association, i.e., National Occupational Health Nurses Week e. First place winner awarded full conference registration; second place winner awarded one-half conference registration
2 Mary Gullatte, PhD, RN, ANP, BC, AOCN, FAAN President-Elect Oncology Nursing Society Overall theme: Listen to your members, understand their needs, and give them what they want! 1. Regional conferences Issue: Members are finding it harder and harder to travel to national conferences, due both to the concerns of, or inability to, taking time away from work, and also to the expense and increasing lack of employer support. Solution: In 2011 ONS piloted 6 regional conferences around the country, providing members the opportunity to earn CNE at events closer to home and at less expensive facilities. Two topics (primary care and survivorship) were each presented in three cities. Based on the preliminary success of these pilots, 6 more regional conferences will be offered in Radiation e-conference Issue: Similar to the above, travel time and the inability to get away from work hinders members ability to earn quality CNE on a schedule that meets their needs. Solution: In 2011 ONS held it s first-ever e-conference (on radiation), allowing members from all over the world to participate in a virtual learning experience. The event included presentations, discussion forums and chats, and an online exhibit hall. This virtual conference drew more than 200 live attendees participating from the comfort of their home or office, and was recorded so that many more members could access it at their own convenience. It was such a success that it will be repeated in Free Special Interest Group memberships Issue: ONS has 28 Special Interest Groups (SIGs). As part of their annual dues, members were allowed membership in one SIG free of charge, with additional SIG memberships available for $15 each. This arrangement limited participation in the SIGs, and members were unhappy with the added expense. Additionally, ONS found that the cost of managing the SIG memberships (in both staff time and systems maintenance) exceeded the revenue generated by the additional group memberships. Solution: Beginning in October 2010, ONS opened up membership in its SIGs at no additional cost. Now ONS members can join as many groups as they wish, all included in their annual dues. In the year since the change was implemented, member participation in the SIGs has grown 41%. 4. New award categories and prizes Issue: ONS offers a number of prestigious awards, but fewer and fewer members were applying for, or being nominated for, these awards. At the same time, many ONS members involved in direct patient care (a majority of the Society s members) did not feel that there were award categories open to them, given their experience. Solution: In 2011 ONS revamped its awards program, offering new awards, new award categories, and new types of recognition for award recipients. ONS now has three primary award categories, recognizing members at different points in their career path. The Distinguished Awards recognize members who are typically at or near the end of their career, and who are typically those who have made significant contributions to the field during that career. The Excellence Awards recognize members who are experts in a specific area of expertise, and who are at an advanced point in their career. A new category, the Pearl Moore Making-a-Difference Awards recognize members who are at an earlier or mid-career level, typically those involved more closely in direct patient care. New awards include a team award, a frontline care award, and an emerging leader award. Another important change made to the ONS Awards Program is that all three of these categories now include travel funds to attend the ONS Congress, where the
3 awards are presented during opening ceremonies (previously only the Distinguished Awards received travel support). 5. Online experience Issue: Member feedback indicates that many members are frustrated with the ONS website. They feel that the content is poorly organized, it is difficult to navigate, and many functionalities are not considered user friendly. Solution: ONS is now engaged in a complete overhaul of its website, and plans to re-launch the site on a new platform in early The new site will not simply be a reorganization of the existing site; it will be an entirely new resource for members to access information and to engage with their Society. Consider the analogy of a house. Instead of doing some minor remodeling and repainting, we are tearing the entire structure down and rebuilding from the ground up. For instance, content will be arranged not by department (currently the case), but by how members would more intuitively expect to find it, grouped by topic or theme. We have high expectations for the new site! 6. Chapter Leadership Workshop (note: this is what we are calling Mentorship Weekend now) Issue: ONS has 232 chapters around the country, each of which is operated by local volunteer members. These members need the tools and resources necessary to be successful, including leadership training and succession planning, membership recruitment and retention initiatives, and educational program planning support. Solution: For many years ONS has provided such training for its chapter leaders through an annual weekend of education and networking held near the national office in Pittsburgh. This weekend activity is held in conjunction with concurrent meetings of many other ONS leadership groups, allowing for cross-networking and sharing of ideas. The weekend focuses on sharing of best practices, information exchange, as well as social activities. ONS even pays the way for all chapters to send at least one representative every year, with other attendees welcome to attend at a minimal expense. While this program has been offered for many years, ONS is currently revamping this important leadership development program by refining the content to match the most pressing issues faced by our chapters today, and by making it a more interactive experience. Diane Gurney, MS, RN, CEN Past President Emergency Nurses Association 1. ENA Lantern Award ENA recognized the first Lantern Award recipients at the 2011 Annual meeting. Award recipients exemplify outstanding and exemplary emergency nursing performance in the core areas of leadership, practice, education, advocacy and research. One of the 20 recipients to win the first award was the University of Wisconsin ED in Madison. The ED CNS wrote about the experience: our discovery occurred during the writing and preparation for the Lantern application. A number of the staff contributed to the process. Enthusiasm and effort were palpable throughout the ED. Certifications increased, improved hand-offs became part of the landscape. Our staffing model changed, staff nurses contributed their thoughts to writing. The ED physicians offered encouragement in the process
4 They now proudly display signs throughout the hospital and have roadside billboards boast that we are the only ER in Wisconsin recognized for Nursing Excellence!! 2. ENA Eminence Program The ENA Academy was constituted in late 2004, the first induction was in 2005 and today ENA proudly boasts of 82 fellows. In 2008 the Academy fellows developed the Eminence program a formal mentoring program that matches experienced Academy fellows with ENA members of similar interests looking for professional growth opportunities. These opportunities over the past few years have ranged from publishing to public speaking, to research and grant writing to advanced practice role development to educational conference planning to health policy. Many grateful members have boasted of their success with this project. And, one Academy fellow described, The Eminence program is really a two-way street. In addition to the professional satisfaction of helping others develop, I learn and grow from the interactions with those I mentor. 3. ENA Workplace Violence Tool Kit In the 12 months from Jan 2010 to Jan 2011, 53.4% of emergency nurses reported verbal abuse and 12.9% reported experiencing physical violence. The ENA workplace violence tool kit is a step by step process offering practical solutions to mitigate violence. Resources include templates and tools for customizing a violence prevention plan to meet the specific needs of your department. (The list of violence prevention tools is over a page and a half in length. Step 1: Understanding the Issue Step 2: Evaluating your ED Step 3: Describing Desired Outcomes Step 4: Developing an action plan Step 5: Evaluating the progress) I was in Springfield MO last month speaking on workplace violence and the nursing director of CoxHealth North ED came up to me so excited she couldn t contain herself. She wanted to thank ENA for the easy to use, customizable program. She found the toolkit on the website, familiarized herself with the material, convinced her C suite to make use of the resources, followed the steps and is in the process of implementing a hospital wide plan to mitigate violence. She couldn t believe it was so easy to do by following the tool kit. 4. ENA Cadaver Labs ENA has partnered with one of its colleague vendors to take simulation lab learning to the next level and offer hands on procedural cadaver labs at Annual Conference. The first lab was offered at annual conference in 2009 and it created a huge buzz around the conference center. Nurses were overheard to say it s the best thing I ever saw! Immediately they asked, will you offer this again next year? We have continued to offer them for 3 years now and they have created quite an impact. These cadaver labs afford emergency nurses the hands on practical opportunity to observe procedures from the inside out:
5 -intubation, insertion of a chest tube, cricothyrotomy, pericardiocentesis, The labs also allow a review of relevant anatomy to enhance their understanding: they can observe the area of infarct in the patient who died of an MI. They can examine the liver of a patient who died of liver failure. It can be a challenge to excite and motivate some of our tenured conference attendees. This was one big hit! 5. ENA IT Team Sites Easier, faster website navigation Improved interactive member processes to update info and data bases Web based Team Sites that allow for virtual committee work. An expanded version of the team sites was recently expanded and is being used as a pilot program for the Emergency Preparedness Committee: It has: secure, online 24/7 collaborative environment real time document sharing with collaborative editing by committee members team discussion board- dedicated just to committee members blog on which ENA members can post questions specific to this committee links and resources for members ability to create surveys shared documents available to members customized and branded to the particular committee. It has been a huge satisfier for the members, strengthens our efforts to go green and has demonstrated a cost savings for ENA. Debbie Malina, CRNA, MBA, DNSc President American Association of Nurse Anesthetists 1. Advocacy 2. Peer Assistance (substance abuse) 3. Wellness 4. Leadership Development 5. Research
6 Marlene Nadler-Moodie, MSN, APRN, PMHCNS-BC President American Psychiatric Nurses Association 1. Active Engagement Opportunities for ALL Members a. Committee, Council and Task Force Structures allow for multiple levels of engagement and involvement from simple tasks to leadership opportunities. b. Use of smaller lead Steering Committees who then confer with larger Expert Panels- no limit to amount of members on expert panels. 2. National Networking via social electronic networking site: Member Bridge a. Uncensored by Board of Directors b. Member-to-Member engagement includes discussions, comments, questions and answers. c. Level playing field for open communication. 3. Electronic communities established by members with or without staff assist. a. Themes, groups identified and/or self request are given their own electronic community to maintain ongoing discussions among themselves. 4. Members First! Philosophy a. BoD and staff ask ourselves first- who benefits from this decision, idea, plan, etc.? Ensure that members are prioritized. b. Respond to members requests added value i. e.g. Bonus Points for a variety of options: membership dues, renewal, attendance at conferences etc. Bonus points are then used to defray the cost of ceu education. 5. Accessibility a. Every answered, every phone call personally answered, availability and visibility of staff and Board. b. At conferences Board sets aside a room that each takes a turn in and members can drop by. Karen Peddicord, RNC, PhD Chief Executive Officer Association of Women s Health, Obstetric and Neonatal Nurses 1. Emerging Leaders Program-10 recipients in competitive program each year. Emerging Leaders participate in assigned national leadership opportunities. 2. Annual meeting- consistent philosophy of better than the last. We deliver unique experiences, better production standards, more comprehensive and creative exhibitor show, stellar presentation speakers and party every year. 3. Release of first perinatal nurse staffing guideline for AWHONN. This acknowledged that we were listening to our members concerns and that we were interested in the patients well being and theirs. 4. Collaborative Work- AWHONN has experienced unprecedented opportunity for partnerships with other organizations underscoring our interest and ability to work with other disciplines for the good of the patient.
7 5. Evidence based practice-awhonn delivers remarkable quality in evidence based guidelines. We have a rigorous standardized process that results in comprehensive, scientific and high quality guideline products. Mary Stahl, RN, MSN, ACNS-BC, CCNS-CMC, CCRN President American Association of Critical-Care Nurses 1. Assess our members and community in a variety of ways. This includes formal market research of members and nonmembers, with analysis that details factors associated with those who are loyal advocates and ranging to those who are exit bound. We also gather data in more informal processes at our summits, in conversations with participants in our major volunteer groups and in our membership forum at our annual meeting. These all create engagement, as members see the genuine interest in their perspectives, concerns and needs. 2. We very intentionally engage many members as volunteers, with a wide variety of tasks such as developing certification exams and educational materials, serving on planning committees and task forces where they address many areas of their practice. They serve as reviewers for applications for our Beacon award for unit excellence, as chapter advisors, local ambassadors, and of course involvement in their local chapters. This not only helps accomplish the mission of the Association and grounds it in current practice expertise, it also integrates as many volunteers as possible into the warp and weft of the organization. Feedback tells us they strongly value these opportunities. 3. We WOW them with our messaging. We have adopted an overarching priority tactic to communicate the emotional and rational value proposition of participating in our community of exceptional nurses. This engages them by connecting directly at their values. For example, at our national meeting we had staff nurses reading their practice exemplars live, integrated into the president s address. We invited guest MC s from the audience to help facilitate staging of general sessions. This has made such an impression they are now submitting video auditions to serve as MC s next year. The energy produced by these engagements is part of their sense of feeling valued and of rejuvenation, which are characteristic of our conference 4. We collaborate with our sister societies in critical care, working together on issues relevant to our specialty. We communicate these efforts, which have included activities like publishing a critical care research agenda, analysis of evidence around tele-icu practice, collaborating with Health and Human Services to cosponsor national awards for teams showing sustained excellence in decreasing or eliminating specific healthcare associated infections. At each of our societies annual meetings we hold a joint four presidents session where we present different aspects of a provocative topic. 5. We provide unlimited free CE for members from our online and print materials. The response has been overwhelming. We are reaching many more nurses with our education products, and this has contributed to our strong growth in membership. Nurses who were previously non-member customers of our CE products are becoming members and accessing free products.
Guide to Implementing Quality Improvement Principles Foreword Quality Improvement in health care continues to be a priority for the Centers for Medicare & Medicaid Services (CMS). In the Affordable Care
The Substance Use and Addictions Workforce and Organizational Development Strategic Plan: Year 1 Results and Update Released SPRING 2010 Acknowledgements The Bureau of Substance Abuse Services would like
TAKING OUR PLACE: U NIV ERSITY O F MAN ITOBA 2 0 1 5-2 020 STRATEGIC PLAN TABLE OF CONTENTS Message from the President...3 Introduction... 4 Planning Context....5 Consultations: What We Heard....7 Acknowledgement...
Family Place Long Island Evaluation Final Report A report for: Rauch Foundation * A report by: Ami Nagle, Gillian Locke and Sarah Griffiths Nagle & Associates August 2012 Nagle & Associates * www.nagle-associates.com
HR Series for Employers Succession Planning Retaining skills and knowledge in your workforce Catalogue Item # 759914 This publication is available to view or order online at alis.alberta.ca/publications.
Boston Private Industry Council Nursing Career Ladders Program PROJECT BACKGROUND In June 2002, the Commonwealth Corporation received a $2.9 million dollar grant from the U.S. Department of Labor to fund
PLAN THE WORK Strategic Communication Planning for Not-for-Profit Organizations This handbook was produced by the Institute for Media, Policy and Civil Society for the Centre for Community Organizations
Contingent Commitments Bringing Part-Time Faculty Into Focus A SPECIAL REPORT from the Center for Community College Student Engagement Acknowledgments Our gratitude is unconditional. For their incalculable
BUILDING A FOUNDATION FOR SUCCESS THROUGH STUDENT SERVICES FOR ONLINE LEARNERS Dr. Ruth Newberry Duquesne University Catherine DeLuca Duquesne University ABSTRACT Retaining students in distance education
Workplace Wellness Programs Study Case Studies Summary Report Contract Number: DOLJ089327414 Prepared for: Office of Policy and Research Employee Benefits Security Administration Department of Labor Office
Committee on the Future of PhD Education Final Report September 2013 Executive Summary Vibrant, innovative PhD programs that attract top national and international students and develop them into world-class
1 2 PAST, PRESENT AND FUTURE A SURVEY OF TEACHERS, PRINCIPALS AND STUDENTS Conducted for: MetLife, Inc. Survey Field Dates: Students: June 18 to June 27, 2008 Teachers: May 28 to June 25, 2008 Principals:
HP people HP s people are integral to the company s success. Recruiting, developing, and retaining the best employees provides us with a competitive advantage, so we strive to create supportive, motivating
Inspiring leaders to improve children s lives Children s services The National Succession Planning Framework for Children s Services Professional development Contents Introduction 3 Section one: The National
Accelerating State Adoption of Sector Strategies: An Eleven-State Project to Promote Regional Solutions to Worker and Employer Needs Phase I Project Report May 12, 2008 Table of Contents Preface and Acknowledgements...
How to Build BuildEffective EffectiveCommunity How to Community to Partnerships Partnerships to Prevent Teen Prevent Teen Substance Abuse Substance Abuse Implementing PACT360 in Your Community How to Build
Careers in Association Management Benjamin Butz Executive Director, Inc Beau Ballinger AARP Jennifer Connelly American College of Healthcare Executives Emily Crespo TH Mgmt., Inc TM Welcome to the Workforce,
PROGRAM REVITALIZATION: STRATEGIES for SURVIVAL Published by the National Accrediting Agency for Clinical Laboratory Sciences (NAACLS) 5600 N. River Road, Suite 720, Rosemont IL 60018 Phone: 773.714.8880
LEADING WITH INTENT A National Index of Nonprofit Board Practices JANUARY 2015 2015 BoardSource 1 CONTENTS INTRODUCTION 4 Key Findings 4 Frameworks for Understanding the Findings 6 PEOPLE: BOARD COMPOSITION
Retaining and Developing High Potential Talent Promising Practices in Onboarding, Employee Mentoring & Succession Planning TABLE OF CONTENTS Executive Summary 3 Diversity and Inclusion 4 Building a Talent
THE MASTER OF PUBLIC ADMINISTRATION PROGRAM A PROGRAM OF THE DEPARTMENT OF PUBLIC ADMINISTRATION College of Community and Public Affairs Binghamton University HANDBOOK FOR THE 2014-2015 ACADEMIC YEAR David
Self-Paced Course In this course you will explore and develop your unique leadership style, and identify what kind of leadership would be most effective for your particular situation. You will create a
Program Handbook 2015-2016 MUST 17 College of Education and Human Services Department of Curriculum & Foundations The Teacher as a Responsive, Reflective Professional: A Partner in Learning Table of Contents