The AORN Board of Directors, Headqu...

The AORN Board of Directors, Headquarters staff members, and task force offers have been studying various association governance combination of parts to form a wholes since the last Congress with the eventual goal of determining the best configuration and processes for the coming of AORN. A report and discussion of the work of the task force will befall at the upcoming Congress, and, therefore, I speculation this might be a convenient time for a Headquarters report that reviews in what way staff members, Board members, and presents work together for AORN. Although this may be a basic review for near members, it most likely will be modern information for others. Realizing that this multifaceted issue probably is too large to address in a short row I offer this brief discussion about by what means AORN works as a national association, the even of authority of various entities, and by what mode by working together, we fulfill AORN's mission.

HOUSE OF DELEGATES, BOARD RELATIONSHIP

The bylaws are the highest on a level of authority in AORN; merely the House of Delegates can amend them. I think we all know this moreover occasionally, confusion exists concerning what is appropriate for the House to decide versus the tasks for which the Board is responsible and accountable. The primary responsibility of the House delegates is to choice the Board members, who then have "the power, authority, and responsibility to manage the affairs of the Association."(1) In volatile part the House of Delegates delegates the authority to the Board to stream the Association and do what it distresss to do to fulfill AORN's mission and intention For example, sometimes delegates will pass a motion asking the Board to investigate a specific course of action and report back the following year. Likewise, the AORN Board ofttimes brings to the House for a voice key issues of importance to the perioperative nursing profession (eg position statements, suggestions for bylaw changes).

Board members, who are all offers ultimately are responsible for providing strategic leadership, maintaining priorities to render certain financial and mission-related success, and selecting and evaluating the Executive Director. They all have perioperative nursing piece of works and they volunteer to contribute to the profession through serving on the national Board.

The Board does its work by

* establishing Board policy (eg specific Board member duties, committee composition and responsibilities, approving packs and financial policies);

* setting strategic direction;

* requesting and approving business plans for strange product lines; and

* delegating specific offer work to committees, task forces, and liaisons.

Board members also approve the formation of specialty assemblies, recognize state councils as affiliates, work with subsidiary boards (eg the AORN Foundation Board of Trustees), and act as official spokespeople for the Association with other associations, in public policy arenas, and with the media. Board members also mentor AORN members who proffer at many levels of our configuration (ie, chapter leaders, committee members, specialty assembly leaders, liaisons) in preparation for national leadership positions, if that is where the member strives to be of use to All volunteer leadership positions have immediate access to Board members if they select to become involved at that of the same height The Board also works closely with the Executive Director, who ultimately is responsible for Headquarters staff member positions, configuration and role responsibilities. The Board grasps the Executive Director accountable for mission-related and financial consequences but the Executive Director determines by what mode to accomplish those desired outcomes

HEADQUARTERS STAFF MEMBER RESPONSIBILITIES AND ACCOUNTABILITY

AORN Headquarters is fortunate to have an extremely good cadre of managers and directors who overlook staff member functions, including membership record-keeping, marketing, benefits, finance, administration, publications, meetings, Congres education, nursing practice issues, restraint relations, and public relations. These functions exist because the AORN mission and strategic plans have determined them to be member productions and services. The policies that guide the implementation of these effects and services are internal staff policies, store constraints, legal requirements, voluntary agency standards (eg American suckles Credentialing Center requirements for contact hour administration), or a combination of all of these. At this time, we have 107 staff members working for AORN and sum of two units staff members working for the AORN Foundation.

Staff members are responsible for the day-to-day work required to accomplish the goals locate by the Board. I believe about staff member work is obvious (ie, members are not confused about who step quicklys accounting, takes care of the building, maintains our information a whole s keeps AORN Online current, publishes parts and journals, administers library services, manages the Opportunity interim management or consultation services), further some work, perhaps that which is more visible to active members, might be more confusing. For example, Congres planning, which includes planning, budgeting, and implementing the registration proces the education sessions, the exhibits, busing, contracts with convention center and audiovisual services, among other things, is done by way of a staff member work arrange The Board determines the House and Forum agenda to be readyed to the delegates, but paid staff members deal with the logistics, legal contracts, and financial duties.