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Fehr to lead AORN Foundation
APRIL 1999. VOL 69, NO 4 FEHR TO LEAD FOUNDATION
Fehr to lead AORN Foundation eader, mentor, coach-all are words that could be used to describe Lola M. Fehr, RN, MS, CAE, FAAN. After serving for nearly nine years as the Executive Director of AORN, Fehr will devote her leadership abilities and energy to the AORN Foundation. Effective April 2, 1999, Fehr is the Director of the Foundation. Her knowledge of AORN and the health care industry will be an asset to the Foundation as it fulfills its mission of raising funds for education, research, and scholarship opportunities.
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Lola M. Fehr assumes ieadership of the AORN Foundation after serving nearly nine yean as Executive Dlrector ol AORN.
A SUCCESSFUL TENURE OF AORN SERVICE ehr joined AORN’s staff in 1989 as Director of Membership. She succeeded Clifford H. Jordan, EdD. FAAN, as Executive Director in 1990. Before that, she served as executive director of the Colorado Nurses Association from 1980 to 1989. She has considerable nursing experience, ranging from a staff nurse position to director of nursing services in Greeley, Colo. Fehr’s list of accomplishments during her tenure as Executive Director of AORN is quite long. She guided Headquarters staff members during some turbulent times involving major changes, both in the Association and in health care. When asked to sum up the changes she has seen during the past nine years, Fehr replied, ”AORN responds to complex changes. The staff structure has changed to allow people to do their jobs to meet the needs of members more efficiently.” The purchase of the building in 1992 is a symbol of that change. The additional space allowed for new technology to help staff members be more productive and better serve members needs.” The building also i1llowed the Association to generate some of its new nondues revenue. The ability to lease space to tenants has served the Association well from a financial standpoint. The number of staff members has grown from approximately 80 in 1990 to more than 150. including AORN subsidiaries. With that growth came several reorganizations. which Fehr guided the staff
F RN,
members through to ensure that the ultimate outcome was increased or improved services to AORN members. Fehr has led staff members’ personal and professional development by encouraging an atmosphere that allows people to assume responsibility and even take some risks to develop new procedures or products. This has allowed staff members to do their jobs better and to serve AORN members more efficiently and cost-effectively. During the past nine years, Fehr has been instrumental in guiding the Association toward visionary goals. AORN continues to provide new and expanded products and services to its membership. New product development includes Surgical S e n i c w Management, a monthly publication that delivers news and information to managers and administrators in the surgical services arena. Specialty assemblies have been created to enable members with particular interests and responsibilities to participate in education opportunities related to a specific area of interest. The “business” of the organization has grown to include two wholly owned subsidiaries, Association Technology Services and Education Design, Inc. In addition, several successful partnerships with business and industry have been created. Fehr expanded member services by creating a Headquarters staffing structure that incorporated core programs directly involved
775 AORN JOURNAL
APRIL 1999, VOL 69, NO 4 FEHR T O L E A D F O U N D A T I O N
with AORN’s mission (ie, nursing practice, perioperative education, member services). When asked what her most important accomplishment as Executive Director has been, Fehr responded, “Empowering the staff; helping staff members gain the self-confidence to make suggestions and take risks.” For example, various new publications and Opportunity’“ grew out of staff members’ ideas. Fehr credits the members of the AORN Board of Directors with the courage to think toward the future while meeting the present needs of members. This visionary approach to leadership is always a difficult goal for directors elected by the membership. Fehr said, “One of the things I have enjoyed the most about working with the Board is to help lead the Association in a way that will position us for the future. The Board meetings now routinely focus on strategic planning and a focus on the future, rather than reviewing the past.” Fehr also noted that the cost of volunteers’ time has changed considerably in the past few years. Many committee and Board meetings are now held during weekends so people do not miss too much time from work. Fehr also credited AORN staff members for adjusting to such changes and being willing to do what it takes to work with volunteers on their schedules. The increasing value of everyone’s time also led to new technology and telecommunications to meet members’ needs. For example, the expanded customer service department, the toll-free telephone number, fax-on-demand service, the AORN web site, and voice mail have all been implemented during the past few years. “Balancing the cost-effectiveness of services with member needs is always a challenge,” Fehr noted.
RELATIONS WITH OTHER ORGANIZATIONS ehr also mentioned continuing improvement in F relations and increased activity with other health care and nursing organizations. “This was really started by Clifford Jordan and has continued to this day. We have improved relations with the American College of Surgeons and increased our activity on the Committee on Operating Room Environment (CORE).” The Association also has given higher priority to its relations with the Centers for Disease Control and Prevention, Fehr said, as well as with the Joint Commission on Accreditation of Healthcare Organizations.
Fehr is particularly proud of AORN’s relations with industry. During the past decade, this has grown from a social relationship to a relationship based on goals of mutual benefit to AORN’s agenda and industry’s agenda. Fehr wants to further expand the AORN/industry relationship on a more global perspective. “The challenges facing AORN are the same as those facing industry,” Fehr asserts. She said we will see AORN industry invitational meetings continue and also will see AORN more actively involved in evaluating new products and services. “We will no longer have to stand at the door with our hand out,” she predicts.
LOOKING TOWARD THE FUTURE
D
eciding not to seek renewal of her contract as Executive Director was difficult, Fehr admits. The huge strides the Association has taken in the past few years have been very exciting and professionally satisfying. ”But at what cost?” Fehr asked. The cost has been a phenomenal amount of time. She looks forward to spending more time with her grandchildren and doing other things that have had to take a “backseat” during the past nine years. Fehr also realized that the Association has changed-is it time for a different set of skills, she wondered. That, combined with the feeling that there has not been enough time to really devote to exciting projects, motivated her to make this change. She said, “I have seen some things and have some ideas of things for the Foundation . . . but there has not been the time. . . I’m excited about the opportunity to focus on one area.” Regarding her new position, Fehr notes, ‘’I look forward to contributing my time, expertise, and enthusiasm to developing and enhancing the AORN Foundation. I see an exciting and productive future. We’ll be serving the AORN membership by funding new research initiatives with a patient focus. We’ll be emphasizing the importance of an individual’s education with a vigorous program of grants and scholarships for both academic programs and certificate programs.” Fehr’s personal and professional attributes of leadership and mentorship will serve the Foundation well in the future. Effective April 2, 1999, Pat Palmer, RN, MS, MNM, CAE, deputy executive director, assumes the position of Executive Director, and Peter Derschang, MBA, CPA, chief financial officer, assumes the position of Executive Vice President of Business Operations. A
776 AORN JOURNAL
Fehr to lead AORN Foundation eader, mentor, coach-all are words that could be used to describe Lola M. Fehr, RN, MS, CAE, FAAN. After serving for nearly nine years as the Executive Director of AORN, Fehr will devote her leadership abilities and energy to the AORN Foundation. Effective April 2, 1999, Fehr is the Director of the Foundation. Her knowledge of AORN and the health care industry will be an asset to the Foundation as it fulfills its mission of raising funds for education, research, and scholarship opportunities.
L
Lola M. Fehr assumes ieadership of the AORN Foundation after serving nearly nine yean as Executive Dlrector ol AORN.
A SUCCESSFUL TENURE OF AORN SERVICE ehr joined AORN’s staff in 1989 as Director of Membership. She succeeded Clifford H. Jordan, EdD. FAAN, as Executive Director in 1990. Before that, she served as executive director of the Colorado Nurses Association from 1980 to 1989. She has considerable nursing experience, ranging from a staff nurse position to director of nursing services in Greeley, Colo. Fehr’s list of accomplishments during her tenure as Executive Director of AORN is quite long. She guided Headquarters staff members during some turbulent times involving major changes, both in the Association and in health care. When asked to sum up the changes she has seen during the past nine years, Fehr replied, ”AORN responds to complex changes. The staff structure has changed to allow people to do their jobs to meet the needs of members more efficiently.” The purchase of the building in 1992 is a symbol of that change. The additional space allowed for new technology to help staff members be more productive and better serve members needs.” The building also i1llowed the Association to generate some of its new nondues revenue. The ability to lease space to tenants has served the Association well from a financial standpoint. The number of staff members has grown from approximately 80 in 1990 to more than 150. including AORN subsidiaries. With that growth came several reorganizations. which Fehr guided the staff
F RN,
members through to ensure that the ultimate outcome was increased or improved services to AORN members. Fehr has led staff members’ personal and professional development by encouraging an atmosphere that allows people to assume responsibility and even take some risks to develop new procedures or products. This has allowed staff members to do their jobs better and to serve AORN members more efficiently and cost-effectively. During the past nine years, Fehr has been instrumental in guiding the Association toward visionary goals. AORN continues to provide new and expanded products and services to its membership. New product development includes Surgical S e n i c w Management, a monthly publication that delivers news and information to managers and administrators in the surgical services arena. Specialty assemblies have been created to enable members with particular interests and responsibilities to participate in education opportunities related to a specific area of interest. The “business” of the organization has grown to include two wholly owned subsidiaries, Association Technology Services and Education Design, Inc. In addition, several successful partnerships with business and industry have been created. Fehr expanded member services by creating a Headquarters staffing structure that incorporated core programs directly involved
775 AORN JOURNAL
APRIL 1999, VOL 69, NO 4 FEHR T O L E A D F O U N D A T I O N
with AORN’s mission (ie, nursing practice, perioperative education, member services). When asked what her most important accomplishment as Executive Director has been, Fehr responded, “Empowering the staff; helping staff members gain the self-confidence to make suggestions and take risks.” For example, various new publications and Opportunity’“ grew out of staff members’ ideas. Fehr credits the members of the AORN Board of Directors with the courage to think toward the future while meeting the present needs of members. This visionary approach to leadership is always a difficult goal for directors elected by the membership. Fehr said, “One of the things I have enjoyed the most about working with the Board is to help lead the Association in a way that will position us for the future. The Board meetings now routinely focus on strategic planning and a focus on the future, rather than reviewing the past.” Fehr also noted that the cost of volunteers’ time has changed considerably in the past few years. Many committee and Board meetings are now held during weekends so people do not miss too much time from work. Fehr also credited AORN staff members for adjusting to such changes and being willing to do what it takes to work with volunteers on their schedules. The increasing value of everyone’s time also led to new technology and telecommunications to meet members’ needs. For example, the expanded customer service department, the toll-free telephone number, fax-on-demand service, the AORN web site, and voice mail have all been implemented during the past few years. “Balancing the cost-effectiveness of services with member needs is always a challenge,” Fehr noted.
RELATIONS WITH OTHER ORGANIZATIONS ehr also mentioned continuing improvement in F relations and increased activity with other health care and nursing organizations. “This was really started by Clifford Jordan and has continued to this day. We have improved relations with the American College of Surgeons and increased our activity on the Committee on Operating Room Environment (CORE).” The Association also has given higher priority to its relations with the Centers for Disease Control and Prevention, Fehr said, as well as with the Joint Commission on Accreditation of Healthcare Organizations.
Fehr is particularly proud of AORN’s relations with industry. During the past decade, this has grown from a social relationship to a relationship based on goals of mutual benefit to AORN’s agenda and industry’s agenda. Fehr wants to further expand the AORN/industry relationship on a more global perspective. “The challenges facing AORN are the same as those facing industry,” Fehr asserts. She said we will see AORN industry invitational meetings continue and also will see AORN more actively involved in evaluating new products and services. “We will no longer have to stand at the door with our hand out,” she predicts.
LOOKING TOWARD THE FUTURE
D
eciding not to seek renewal of her contract as Executive Director was difficult, Fehr admits. The huge strides the Association has taken in the past few years have been very exciting and professionally satisfying. ”But at what cost?” Fehr asked. The cost has been a phenomenal amount of time. She looks forward to spending more time with her grandchildren and doing other things that have had to take a “backseat” during the past nine years. Fehr also realized that the Association has changed-is it time for a different set of skills, she wondered. That, combined with the feeling that there has not been enough time to really devote to exciting projects, motivated her to make this change. She said, “I have seen some things and have some ideas of things for the Foundation . . . but there has not been the time. . . I’m excited about the opportunity to focus on one area.” Regarding her new position, Fehr notes, ‘’I look forward to contributing my time, expertise, and enthusiasm to developing and enhancing the AORN Foundation. I see an exciting and productive future. We’ll be serving the AORN membership by funding new research initiatives with a patient focus. We’ll be emphasizing the importance of an individual’s education with a vigorous program of grants and scholarships for both academic programs and certificate programs.” Fehr’s personal and professional attributes of leadership and mentorship will serve the Foundation well in the future. Effective April 2, 1999, Pat Palmer, RN, MS, MNM, CAE, deputy executive director, assumes the position of Executive Director, and Peter Derschang, MBA, CPA, chief financial officer, assumes the position of Executive Vice President of Business Operations. A
776 AORN JOURNAL