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AORN will form specialty assemblies as a result of Project Team recommendation
AORN JOURNAL
MARCH 1992, VOL 55, NO 3
Project 2000 AORN will form specialty assemblies as a result of Project Team recommendation
T
he Project Team to Develop a Model for the Association’s Organizational Structure forwarded a recommendation to the Project 2000 Steering Committee to allow for the formation of specialty assemblies within AORN. These assemblies would be created to meet the needs of nurses within specialty services in the perioperative environment. This recommendation was approved by the Board of Directors at its January 1992 meeting. This column provides background information on specialty assemblies within national associations.
ZdentiLfying the Need
T
o meet the needs of members, national associations have developed more discreet groupings in membership as a whole. Sections, councils, forums, assemblies, or special interest groups are just some of the names used for these discreet groupings. The following explains why AORN members could benefit from special interest groups. Information, technology. The information and technology explosion during the last decade has influenced the practice of many nurses. Lasers, lithotripsy, and laparoscopic technology are just a few examples. Large associations often need to tap into discreet groups for information; without discreet groupings, this cannot be done. In addition, nurses working in these areas need networking, specialized education, and influence in their area of expertise. Specialty associations. There has been a 714
tremendous proliferation of spccialty associations during the last decade. There currently are more than 80 specialty nursing associations in the United States. Many of these organizations were forced to develop because a larger organization would not or could not make a home for their special interest. AORN is an example of such an organization that formed because a larger organization (ie, the American Nurses Association) would not address specialized needs. Membership competition. Because of intense competition for members, organizations are recognizing the need to develop new markets and expand services to attract new members and retain old members longer. In a profession that has a limited universe (eg, nursing), there is not an unlimited market from which to draw membership. Power, influence. Associations realize that there is power and influence in size. By forming coalitions with other associations, this power and influence can have a greater effect. Associations that want to be effective today must build coalitions for disseminating information, promoting action, and lobbying. If there is a large number of specialty organizations, the amount of influence is diluted unless effective coalitions are developed. Member service. Forming assemblies is first and foremost a member service. Assemblies usually are formed to give closer attention to a particular group within the general membership or to provide specialized service to a segment of the general membership. As associations
AORN JOURNAL
grow in size and complexity, members may grow away from the organization. Generic services may not meet their needs. Members increasingly ask associations, “What have you done for me lately?’
Mission, Purpose
T
he issue of whether assemblies fit within the broad purpose or mission of the organization must be answered before forming assemblies. After careful analysis, the Project Team decided the concept of specialty assemblies fits within the mission of AORN. The following rationale for assemblies has been used by other groups and might also be applicable to AORN. Assemblies are formed to meet the demands of and be compatible with a dynamic industry, expand the effective delivery of programs, products, and services to specialized groups, ensure opportunities for greater member participation and benefit, and strengthen and expand networking opportunities.
Assembly Structure, Governance
A
ORN has not yet decided the exact mechanism it will use to form its specialty assemblies. Three choices regarding structure and governance generally apply to associations. One of these probably will be chosen for AORN. The decision will be based in part on member requests, financial arrangements, and goals of prospective assemblies. 1.The assembly can be considered as a part of the whole-a unit within the parent organization and forever tied to the parent’s mission as well as its roles and functions. 2.The assembly can be considered a separate entity with its own governance, dues, and mission, yet supported in part by staff and with start-up funds from the parent organization. 716
MARCH 1992, VOL 55, NO 3
3.The assembly can be viewed as a potential client if the parent organization decides to start an association management business with a limited number of assemblies. These models have been used effectively, and each has its own strengths and weaknesses. In the first model (ie, the assembly is considered part of the whole), the assembly is an integral part of the association and requires staffing, funding, and a communication pathway to the board of directors. This model requires resources, but it decreases the likelihood that the assembly will split from the association and become a competitor. The energy in this assembly becomes a resource for the parent organization. In the second model (ie, the assembly is a separate entity), there is a more distant relationship with the parent organization. This may make administration easier and clearer. The risk is that the assembly never becomes invested in the parent organization, and the parent organization may find it necessary to form coalitions with its own assemblies. In the third example, an association forms a simple business relationship with an assembly to supply services and administrative support. This arrangement can provide cost-effective management to groups that otherwise would not have access to or could not afford to pay for the services a parent association would provide. The risk is that the assembly becomes a client who requires service rather than a team member.
Roles, Functions, Goals, Objectives
0
ne of the most difficult tasks in forming assemblies is defining the assemblies’ roles, functions, goals, and objectives so there is no confusion between assemblies, chapters, and committees. For example, who determines research priorities? Would it be the research committee or the research assembly if one existed? Without specific role definitions, both bodies may undertake the same task, duplicat-
AORN JOURNAL
MARCH 1992, VOL 55, NO 3
collecting assembly member data and dues, developing education programs, scheduling meeting space, providing newsletter space for assembly information, creating a membership directory, approving contact hours for educational activities, developing a mentor program, and providing a networking opportunity at the annual meeting.
ing efforts and wasting precious volunteer time and energy.
An AORN Assembly
T
he following describes a proposed model of an AORN assembly. This is a hypothetical situation to illustrate how an assembly could affect AORN and nurses with an interest in cardiothoracic perioperative nursing care. As yet, there are no AORN assemblies designed specifically for any specialty group. What is it? A group of AORN members who share a common interest in cardiothoracic perioperative nursing within the general AORN membership. Interest is defined by job function or job position. Eligibility. AORN membership is required for a nurse to belong to the cardiothoracic assembly. Membership in the assembly will be voluntary and will be a choice selected by the member when renewing AORN membership. Dues. AORN members would pay additional national dues of $3 to $10 annually for assembly membership, depending on the service the assembly selects. The regular AORN billing process would handle dues collection and administration. Governance. Any AORN assemblies will be established by the AORN Board of Directors. Assembly policy, procedures, and services will be governed by an assembly board composed of members of that assembly. The chairman of the assembly board would report to the AORN Board of Directors. Administration, management. Assembly services will be administered by existing AORN staff in the same manner as other AORN services. Headquarters staff members anticipate that assemblies will affect every AORN center and division to some degree, depending on assemblies’ service selection. Services. Although services would be tailored to the needs of each assembly, some services are similar and can be offered to each assembly. Strong volunteer participation is important when defining each of these services. These services include
Summary
T
he AORN Board of Directors has approved the formation of specialty assemblies. The staff is now working on the specifics of implementation. Individuals who are interested in forming or belonging to a specialty assembly should contact the Center for Member Services at (303) 751-0337 for more information. JODY Foss, RN, MS STAFF CONSULTANT PROJECT TEAM TO DEVELOP A MODEL FOR THE ASSOCIATION’S ORGANIZATIONAL STRUCTURE
717
MARCH 1992, VOL 55, NO 3
Project 2000 AORN will form specialty assemblies as a result of Project Team recommendation
T
he Project Team to Develop a Model for the Association’s Organizational Structure forwarded a recommendation to the Project 2000 Steering Committee to allow for the formation of specialty assemblies within AORN. These assemblies would be created to meet the needs of nurses within specialty services in the perioperative environment. This recommendation was approved by the Board of Directors at its January 1992 meeting. This column provides background information on specialty assemblies within national associations.
ZdentiLfying the Need
T
o meet the needs of members, national associations have developed more discreet groupings in membership as a whole. Sections, councils, forums, assemblies, or special interest groups are just some of the names used for these discreet groupings. The following explains why AORN members could benefit from special interest groups. Information, technology. The information and technology explosion during the last decade has influenced the practice of many nurses. Lasers, lithotripsy, and laparoscopic technology are just a few examples. Large associations often need to tap into discreet groups for information; without discreet groupings, this cannot be done. In addition, nurses working in these areas need networking, specialized education, and influence in their area of expertise. Specialty associations. There has been a 714
tremendous proliferation of spccialty associations during the last decade. There currently are more than 80 specialty nursing associations in the United States. Many of these organizations were forced to develop because a larger organization would not or could not make a home for their special interest. AORN is an example of such an organization that formed because a larger organization (ie, the American Nurses Association) would not address specialized needs. Membership competition. Because of intense competition for members, organizations are recognizing the need to develop new markets and expand services to attract new members and retain old members longer. In a profession that has a limited universe (eg, nursing), there is not an unlimited market from which to draw membership. Power, influence. Associations realize that there is power and influence in size. By forming coalitions with other associations, this power and influence can have a greater effect. Associations that want to be effective today must build coalitions for disseminating information, promoting action, and lobbying. If there is a large number of specialty organizations, the amount of influence is diluted unless effective coalitions are developed. Member service. Forming assemblies is first and foremost a member service. Assemblies usually are formed to give closer attention to a particular group within the general membership or to provide specialized service to a segment of the general membership. As associations
AORN JOURNAL
grow in size and complexity, members may grow away from the organization. Generic services may not meet their needs. Members increasingly ask associations, “What have you done for me lately?’
Mission, Purpose
T
he issue of whether assemblies fit within the broad purpose or mission of the organization must be answered before forming assemblies. After careful analysis, the Project Team decided the concept of specialty assemblies fits within the mission of AORN. The following rationale for assemblies has been used by other groups and might also be applicable to AORN. Assemblies are formed to meet the demands of and be compatible with a dynamic industry, expand the effective delivery of programs, products, and services to specialized groups, ensure opportunities for greater member participation and benefit, and strengthen and expand networking opportunities.
Assembly Structure, Governance
A
ORN has not yet decided the exact mechanism it will use to form its specialty assemblies. Three choices regarding structure and governance generally apply to associations. One of these probably will be chosen for AORN. The decision will be based in part on member requests, financial arrangements, and goals of prospective assemblies. 1.The assembly can be considered as a part of the whole-a unit within the parent organization and forever tied to the parent’s mission as well as its roles and functions. 2.The assembly can be considered a separate entity with its own governance, dues, and mission, yet supported in part by staff and with start-up funds from the parent organization. 716
MARCH 1992, VOL 55, NO 3
3.The assembly can be viewed as a potential client if the parent organization decides to start an association management business with a limited number of assemblies. These models have been used effectively, and each has its own strengths and weaknesses. In the first model (ie, the assembly is considered part of the whole), the assembly is an integral part of the association and requires staffing, funding, and a communication pathway to the board of directors. This model requires resources, but it decreases the likelihood that the assembly will split from the association and become a competitor. The energy in this assembly becomes a resource for the parent organization. In the second model (ie, the assembly is a separate entity), there is a more distant relationship with the parent organization. This may make administration easier and clearer. The risk is that the assembly never becomes invested in the parent organization, and the parent organization may find it necessary to form coalitions with its own assemblies. In the third example, an association forms a simple business relationship with an assembly to supply services and administrative support. This arrangement can provide cost-effective management to groups that otherwise would not have access to or could not afford to pay for the services a parent association would provide. The risk is that the assembly becomes a client who requires service rather than a team member.
Roles, Functions, Goals, Objectives
0
ne of the most difficult tasks in forming assemblies is defining the assemblies’ roles, functions, goals, and objectives so there is no confusion between assemblies, chapters, and committees. For example, who determines research priorities? Would it be the research committee or the research assembly if one existed? Without specific role definitions, both bodies may undertake the same task, duplicat-
AORN JOURNAL
MARCH 1992, VOL 55, NO 3
collecting assembly member data and dues, developing education programs, scheduling meeting space, providing newsletter space for assembly information, creating a membership directory, approving contact hours for educational activities, developing a mentor program, and providing a networking opportunity at the annual meeting.
ing efforts and wasting precious volunteer time and energy.
An AORN Assembly
T
he following describes a proposed model of an AORN assembly. This is a hypothetical situation to illustrate how an assembly could affect AORN and nurses with an interest in cardiothoracic perioperative nursing care. As yet, there are no AORN assemblies designed specifically for any specialty group. What is it? A group of AORN members who share a common interest in cardiothoracic perioperative nursing within the general AORN membership. Interest is defined by job function or job position. Eligibility. AORN membership is required for a nurse to belong to the cardiothoracic assembly. Membership in the assembly will be voluntary and will be a choice selected by the member when renewing AORN membership. Dues. AORN members would pay additional national dues of $3 to $10 annually for assembly membership, depending on the service the assembly selects. The regular AORN billing process would handle dues collection and administration. Governance. Any AORN assemblies will be established by the AORN Board of Directors. Assembly policy, procedures, and services will be governed by an assembly board composed of members of that assembly. The chairman of the assembly board would report to the AORN Board of Directors. Administration, management. Assembly services will be administered by existing AORN staff in the same manner as other AORN services. Headquarters staff members anticipate that assemblies will affect every AORN center and division to some degree, depending on assemblies’ service selection. Services. Although services would be tailored to the needs of each assembly, some services are similar and can be offered to each assembly. Strong volunteer participation is important when defining each of these services. These services include
Summary
T
he AORN Board of Directors has approved the formation of specialty assemblies. The staff is now working on the specifics of implementation. Individuals who are interested in forming or belonging to a specialty assembly should contact the Center for Member Services at (303) 751-0337 for more information. JODY Foss, RN, MS STAFF CONSULTANT PROJECT TEAM TO DEVELOP A MODEL FOR THE ASSOCIATION’S ORGANIZATIONAL STRUCTURE
717