Care Setting Environmental Analysis

AORN Journal  425  

PRESIDENT’S MESSAGE

20/20 Vision: Creating Our Future

Missi Merlino, MHA, RN-BC, CNOR, CSSM

The history of AORN is one of working to improve patient safety, establishing the standards of pro- fessional perioperative practice, and promoting

positive change to members and others in an ever- changing health care environment. Reflecting on the accomplish- ments of those who have held the office of AORN Presi- dent, I am reminded that, as nurses, we are never alone in striving for excellence. It is our combined efforts and camaraderie that have helped us to thrive through many transformations and to show the surgical community the power nurses have in influencing patient safety. However, we cannot dwell on our past successes; how we respond to today’s health care challenges will be our legacy. If we make the right choices today, AORN’s future will be even better than its past. For my presidential year, I selected the theme 20/20 Vision: Creating Our Future to represent setting the course for our future by looking back and looking forward and finding that balance in our practice and our Association.

STRATEGIC PLAN Every day, nurses balance the use of evidence- based guidelines with hospital policies, our knowledge and skills, and the needs of the patient. Similarly, to continue to move the Association forward, we need to balance the needs of members and industry partners. During the past several years, we have seen an increase in mergers and acquisi- tions in health care that have affected industry partners and the organizations in which we work. Amid these changes, AORN must continue to be diligent in its efforts to align with other organizations and be the indispensable resource for perioperative practice while supporting all members. The AORN Board of Directors is charged with setting the strategic direction of the Association. AORN’s 2019 strategic plan includes the following goals.

• Strengthen and grow membership value and benefits.

• Develop a communication and marketing strategy and plan that strengthens AORN’s reputation as the pri- mary perioperative solution for perioperative nurses, industry, and health care facilities.

• Combine the Ambulatory Surgery Division and the Outpatient Surgery Division to create a new division to address the needs of the ambulatory surgery market by combining resources to achieve maximum business opportunities.

• Invest and operationalize digital resources to grow and compete in the marketplace.

• Effectively manage the industry partners that support the mission of the AORN enterprise.

• Invest and collaborate with companies that will grow revenues and market share for AORN, Inc.

VOLUNTEER LEADERS AND MENTORS The organization I work for has a philosophy that all nurs- es are “bedside leaders.” To me, this exemplifies who we are; regardless of formal title, by virtue of being nurses we are expected to lead. I have observed that some attri- butes of leadership are universal. Leaders have a clear vision, teach, and inspire others to build platforms to drive change. Volunteer leadership is very much about learning, sharing, and mentoring for the betterment of the profes- sion and the Association. The strength of our Association lies in the committee and task force volunteers who help shape our products and policies. Below is just a sample of some of the volunteer efforts taking place in 2019.

This year, the AORN Clinical Nursing Practice Committee initiatives include developing a robotics orientation tool

http://doi.org/10.1002/aorn.12657 © AORN, Inc, 2019

426  AORN Journal

Merlino April 2019, Vol. 109, No. 4

kit and resources for handling intraoperative robotic sys- tem failure. Several position statements are up for review by micro volunteers, including

• Role of Health Care Industry Representatives in the Perioperative/Invasive Procedure Setting,

• Distractions and Noise in the Perioperative Practice Setting, and

• Environmental Responsibility.

The Guidelines Advisory Board initiatives will include review and revision of the guidelines for

• surgical attire,

• prevention of unplanned patient hypothermia,

• sharps safety,

• selection and use of packaging systems for sterilization,

• autologous tissue management, and

• environmental cleaning.

Your input through public comment is encouraged so the guidelines will remain relevant in all of our diverse settings.

The AORN Board of Directors approves a legislative poli- cy agenda based on the recommendations of the National Legislative Forum and the Government Affairs department. This is to ensure that we continue to strengthen and expand state- level relationships, advance RN circulator legislation, protect perioperative RN scope of practice, advocate for safe work environments (smoke evacuation and safe patient handling), and ensure perioperative nursing’s voice in feder- al reform efforts. All members are welcome and encouraged to participate in the monthly National Legislative Forum calls, which cover important legislative affairs.

In 2018, the Fellowship Level of Membership Task Force was created to explore the need for a fellowship level of membership and establish criteria. This year, we will advance this work through the Fellowship Selection Committee with the installation of AORN Perioperative Fellows, which recognizes the body of work these dedicated professionals have accomplished throughout their careers.

The importance of growing our own replacements was imparted to me early in my career. The Recruitment and Retention of Perioperative Nurses Task Force will con- sist of highly motivated nurse leaders to identify creative methods to recruit and retain nurses to the perioperative specialty. My vision is to focus not only on nurses new to

our profession but also to encourage experienced nurses to consider a career change and embrace the amazing world of perioperative nursing.

After reading AORN: Emergence and Growth, I am reminded that all generations have faced the challenge of balanc- ing longstanding traditions and the wisdom of those who have shaped the profession and the Association with the need to grow new leaders; this is not a new concept, as described in the following quote.

Today’s young and ambitious members have different needs and values and practice a dif- ferent kind of nursing. These younger mem- bers must be given a similar opportunity to build “their” Association with the benefits— but not the fetters—of the past.1(p185)

Engaging the next generation of leaders to be as commit- ted as those who have led us in the past will help ensure a strong future for our profession and our Association. Throughout the year, there will be more volunteer opportu- nities. I encourage you to share your passion and knowledge of perioperative nursing through volunteering, so please watch for Periop Today newsletters for more information.

CONCLUSION I love the history and traditions of AORN, and my career has been enriched and framed by those who took the time to teach, share stories, and mentor me. As your President, I will encourage our members to combine their efforts, talents, insights, enthusiasm, and inspiration as we work together to create our future. I am honored and humbled by this opportunity to serve you and the profession I dearly love.

REFERENCE 1. Murphy EK. Emergence and growth throughout the

years. In: Glass LK, Murphy EK, eds. AORN: Emergence and Growth. Denver, CO: AORN, Inc; 2002.

Missi Merlino, MHA, RN- BC, CNOR, CSSM, is the AORN President and staff nurse II at Baylor Scott & White Medical Center, Temple, TX. Ms Merlino has no declared affiliation that could be perceived as posing a potential con- flict of interest in the publication of this article.

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