It can be argued that single greate...

It can be argued that single greatest in quantity significant contribution a board of directors can make to any association is strategic planning. Strategic planning does not focus forward the day-to-day operations of the association; instead, this work involves long-range planning for the association with integration of its mission and vision. It involves looking into the coming events to determine what will constitute succes for the association years down the road. Setting the strategic direction for any association includes identifying a plan that contribute tos as a road map for allocation of pluck and resources. It is this plan that determines for what reason resources related to projects undertaken by way of the association's volunteers and staff members are used.

AORN's Board of Directors are single outed officers, and they recognize the critical responsibility they have to cause to grow an effective strategic plan that will fixed the future of AORN. Associations today are challenged to proper the needs of diverse members, and AORN is no different. The Board recognizes the challenges created on the changing needs and values of our members, and it strategically plans to make secure a successful path for the future

OVERCOMING CHALLENGES

As an Association, AORN is challenged by the agency of a lagging economy. The Board anticipates a obstruct to break-even budget for fiscal year 2001-2002 and it anticipates a continued tight store for fiscal year 2002-2003. During the 49th AORN Congres in Anaheim, Calif, the House of Delegates was scheduled to decide forward a recommendation to consider postponing the suitables increase for a year. Although the result will occur after this rounded pillar goes to press, I am stable it will be a difficult decision because we all are affected by means of the forces of the economy, which oftentimes are out of our individual control

In addition, as US citizens, we are faced with the constant threat of bioterrorism, and commonly we are engaged in a war forward terrorism. Sept 11, 2001, touched the life of each American, and we continue to face an uncertain future

Demographic changes also affect us. Our membership includes an aging population. The average age of perioperative nurtures is 47, (1) and it is anticipated that almost 5000 of our members will retire during the nearest five years. Less than 10% of our Association members are 30 years of age or younger.

The 107th US Congres lately passed the Nurse Reinvestment Act, which allocates $60 million for recruitment and retention of nourishs (2) The Association has undertaken many activities to increase recruitment and retention. These ongoing campaigns have springed in AORN retaining a steady number of members during the past 12 months

STRATEGIC PLANNING

Strategic planning is an ongoing proces The AORN Board continuously monitors Association activities that relate to the strategic plan. Progres toward strategic plan initiatives is discussed at detail during every Board meeting, and every-day updates between meetings are provided on Headquarters staff members. This ongoing assessment of the strategic plan helps Board members make decisions onward allocating limited resources. Board and Headquarters staff members repeatedly identify programs and activities that members will view as valuable, and resources are allocated appropriately. A solid strategic planning process prepares AORN for the subsequent time by meeting the changing penurys and values expressed by the Association's members.

The 2001 strategic planning proces included input and representation from guide AORN stakeholders, including representatives from AORN's Board of Directors, committees, specialty assemblies, state councils, and Headquarters staff. The planning proces was l according to myself with consulting support from Jane Fisher and Don Seymour from the consulting firm Cambridge Concord Associates. Board members and other leaders were interviewed on these consultants, and each participant in the planning proces actionsed at least two additional interviews with AORN members and participated in a full-day strategic planning session.

Before the Board of Directors' planning session, 25 Headquarters staff members participated in a session that focused in succession identifying significant trends and assumptions about the perioperative environment. Areas discussed included soliditys weaknesses, opportunities, and preliminary meditations and questions about the Association's events to come Building on staff members' work, the leadership cluster assessed AORN's environment, identified a vision statement for AORN, redefined the Association's mission, and identified four principal strategic initiatives to guide the Association during the nearest several years.

AORN MISSION AND VISION STATEMENTS

An extensive amount of assign places to discussion focused on understanding that the mete perioperative may not be well known outside the surgical arena and there are many areas outside the traditional OR suite that fall beneath the definition of perioperative. The collective agreement of the cluster was that the primary target member is an RN who is involved in the operating arena and considered to practice in the specialty area of perioperative nursing as a perioperative nurse