Strategic planning—a road map for success - President's Message

AORN Journal,  May, 2002  by Donna S. Watson

• E-mail
• Print
• Link

It can be argued that single most significant contribution a board of directors can make to any association is strategic planning. Strategic planning does not focus on 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 future to determine what will constitute success for the association years down the road. Setting the strategic direction for any association includes identifying a plan that serves as a road map for allocation of energy and resources. It is this plan that determines how resources related to projects undertaken by the association's volunteers and staff members are used.

AORN's Board of Directors are elected officers, and they recognize the critical responsibility they have to develop an effective strategic plan that will secure the future of AORN. Associations today are challenged to meet the needs of diverse members, and AORN is no different. The Board recognizes the challenges created by the changing needs and values of our members, and it strategically plans to ensure a successful path for the future.

OVERCOMING CHALLENGES

As an Association, AORN is challenged by a lagging economy. The Board anticipates a close to break-even budget for fiscal year 2001-2002, and it anticipates a continued tight budget for fiscal year 2002-2003. During the 49th AORN Congress in Anaheim, Calif, the House of Delegates was scheduled to decide on a recommendation to consider postponing the dues increase for a year. Although the outcome will occur after this column goes to press, I am sure it will be a difficult decision because we all are affected by the forces of the economy, which often are out of our individual control.

In addition, as US citizens, we are faced with the constant threat of bioterrorism, and currently, we are engaged in a war on terrorism. Sept 11, 2001, touched the life of every 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 nurses is 47, (1) and it is anticipated that almost 5,000 of our members will retire during the next five years. Less than 10% of our Association members are 30 years of age or younger.

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

STRATEGIC PLANNING

Strategic planning is an ongoing process. The AORN Board continuously monitors Association activities that relate to the strategic plan. Progress toward strategic plan initiatives is discussed at length during every Board meeting, and frequent updates between meetings are provided by Headquarters staff members. This ongoing assessment of the strategic plan helps Board members make decisions on allocating limited resources. Board and Headquarters staff members frequently identify programs and activities that members will view as valuable, and resources are allocated appropriately. A strong strategic planning process prepares AORN for the future by meeting the changing needs and values expressed by the Association's members.

The 2001 strategic planning process included input and representation from key AORN stakeholders, including representatives from AORN's Board of Directors, committees, specialty assemblies, state councils, and Headquarters staff. The planning process was led by myself with consulting support from Jane Fisher and Don Seymour from the consulting firm Cambridge Concord Associates. Board members and other leaders were interviewed by these consultants, and each participant in the planning process conducted 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 on identifying significant trends and assumptions about the perioperative environment. Areas discussed included strengths, weaknesses, opportunities, and preliminary thoughts and questions about the Association's future. Building on staff members' work, the leadership group 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 next several years.

AORN MISSION AND VISION STATEMENTS

An extensive amount of group discussion focused on understanding that the term perioperative may not be well known outside the surgical arena and there are many areas outside the traditional OR suite that fall under the definition of perioperative. The collective agreement of the group 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.