AACN News—December 2000—Association News

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Vol. 17, No. 12, DECEMBER 2000


Volunteers Influence Practice

Each year, hundreds of AACN members volunteer to serve on AACN and AACN Certification Corporation committees that play major roles in influencing the practice of critical care nursing. A range of opportunities are available through the annual call for volunteers.

These opportunities can be tailored to accommodate individual interests and time availability. In addition to appointed positions on work groups, task forces, think tanks and advisory teams, which may require travel, conference calls and work at home, roles are available for members to simply share their insight and expertise in a range of areas. All expenses associated with these volunteer commitments are paid by AACN, according to AACN policy guidelines.

Applications for these volunteer positions must be postmarked by March 1, 2001. Terms begin July 1, 2001.

For more information, call (800) 394-5995, ext. 415, or visit the AACN Web site at www.aacn.org.

Following is information about the available volunteer positions

Advisory Teams (10-50 members)
Accountability:
• Provide feedback on specific issues and/or clinical practice
• Share AACN initiatives and assist members in understanding them
Commitment:
• May have conference calls
• Participate in ongoing discussion forums
• May respond to written requests
• Work from home
• Serve one- to three-year term
• Use electronic media and online communication tools

Advisory Teams:
AACN Board
Advanced Practice
Ethics Pediatric
Faculty Practice
Membership
Neonatal
Novice Critical Care Nurses
Nurse Manager
Online
Progressive Care
Student Nurses

Chapter Advisory Team (10-19 members)
Accountability:
• Act as ambassadors in supporting and advocating AACN’s mission, vision and values
• Foster the development of new chapter leaders.
• Work with chapters to assist them in making their optimal contribution
• Respond to requests from the association for input on chapter operations and regional issues
Commitment:
• Serve one- to three-year term
• Meet face-to-face, one to two times per year (requires travel)
• Participate in conference calls
• Travel within assigned region
• Communicate weekly with the National Office
• Communicate on a regular basis with chapter
leaders
• Use electronic media and online communication tools

Positions open to:
• Past chapter presidents

Work Groups (5-12 members)
Accountability
• Accomplish an ongoing body of work on a
designated subject

Commitment:
• Attend one to two, face-to-face meetings
(requires travel)
• May have two to three conference calls
• May be asked to analyze and respond to materials between meetings
• Use electronic media and online communication tools

Advanced Practice Work Group (7-10 members)
Accountability:
• Continue work on outcomes resources
• Collaborate with the Research Work Group on an advanced practice outcomes grant, an advanced
practice database and tools to assist bedside nurses and advanced practice nurses in outcomes and research development
• Provide content for AACN News or other media to promote advanced practice

Education Work Group (5-7 members)
Accountability:
• Refine outcome measures for the Strategic Agenda
• Develop a comprehensive quality assurance and process improvement plan for AACN’s educational resources and programs

Ethics Work Group (7-10 members)
Accountability:
• Provide content for AACN News or other media to promote ethics initiatives
• Identify and develop clinical resources
• Review, revise and update current ethics information resources


Leadership Development Work Group
(5-7 members)
Accountability:
• Continue to develop skill-set content and resources
• Develop the framework and plan for integrating
leadership skill sets throughout the organization
• Provide recommendations to the NTI Work Group regarding leadership content

NTI Work Group (5-7 members)
Accountability:
• Review program evaluation and needs assessment for NTI 2001
• Review and select abstracts for NTI 2002
• Participate in NTI 2002, staffing the NTI Work Group booth and presenting the First Timer’s Orientation

Research Work Group (5-7 members)
Accountability:
• Help to implement the research agenda
•Continue research grants program
• Select research and creative solutions abstracts and awards

Public Policy Work Group (10-12 members)
Accountability:
• Update and enhance public policy resources
• Work with staff to provide members with
information related to public policy and legislative issues
• Develop a topic agenda and contribute articles for a public policy series in AACN News
• Plan public policy sessions and activities for the NTI
• Participate in an environmental scan specific to public policy issues
• Work with the staff and board to determine the feasibility of conducting a national community service project

Review Panels (10-50 members)
Accountability:
• Review and evaluate recipients of AACN awards, grants and/or scholarships; NTI speaker proposals; or continuing education articles
Commitment:
• May require specific expertise
• May have conference calls
• Work from home
• May respond to written materials
• Use electronic media and online communication tools

Review Panels:
Chapter and Membership Awards
Continuing Education Articles
NTI Abstract
Research and Creative Solutions Abstracts
Research Grants
Scholarships

Think Tanks (8-10 members)
Accountability:
• Engage in broad-based dialogue on selected AACN initiatives
• Recommend global strategies, objectives or outcomes to the AACN leadership
Commitment:
• Meet face-to-face, one to two times per year (requires travel)
• May have conference calls
• May be asked to analyze current AACN products and/or education resources
• Use electronic media and online communication tools

Nurse Managers Think Tank
Accountabilities:
• Engage in discussion to help identify key issues, objectives, outcomes and global strategies related to nurse managers who work in the acute or critical care environment

Task Forces (5-7 members)
Accountability:
• Through the use of individual expertise, complete a specific assignment, meet identified
short-term goals within a prescribed time frame
Commitment:
• Meet face-to-face, one to two times per year (requires travel)
• May have conference calls
• May be asked to analyze AACN products and/or educational resources
• May be asked to serve for more than 1 year
• Use electronic media and online communication tools communication tools

Progressive Care/Intermediate Care/Step-down Unit Task Force
Acccountabilities:
• Review, update, revise or create resources specific to the progressive care, intermediate care or
step-down unit environment
• Develop and work with staff to identify key
educational issues related to this environment and nurses who work in these units
• Review current AACN resources, programs and materials


Seek Ways to Cut Costs for the NTI

Do you want to join your colleagues from across the country at AACN’s National Teaching Institute™ and Critical Care Exposition in Southern California, but are concerned about the cost? Not only can a little creativity and flexibility make the NTI more affordable, but there are also scholarship opportunities that can help defray expenses.

In addition to AACN Vision Partners continuing education scholarships, two other special NTI scholarship programs are available. The deadline to apply for these scholarships is
Feb. 1, 2001. Recipients will be notified by April 1, 2001.

Vision Partners scholarships will be awarded to 10 pairs of NTI participants, who will each receive $1,000 to share toward NTI expenses. One of the Vision Partners applicants must be an AACN member. The other must be a nonmember, who has not previously attended the NTI. The nonmember, who also receives a one-year membership to AACN, should bring a different perspective to the partnership, whether it is from a different cultural or ethnic viewpoint or from another discipline or clinical practice along the continuum.

In addition, two sets of NTI scholarships are available from AACN, thanks to contributions by members of AACN’s Partners With Industry corporate giving circle.

Dale Medical Products, Inc., has contributed funding for three $1,500 continuing education scholarships, which have been earmarked for AACN members who are pursuing graduate education to further their careers in critical care nursing. The scholarships are to be used to offset the expenses of registration, travel and accommodations.

The Dale scholarship is directed specifically at assisting nurses who are striving to balance their professional life with family obligations. To be eligible, applicants must demonstrate that they need the scholarship assistance to attend the conference.

For the second consecutive year, Aventis Pharmaceuticals has contributed funds for 30 $1,000 NTI scholarships. These scholarships will be awarded to members who are nominated by their chapters. Nominees must have been in critical care for less than two years and have never attended the NTI.

For more information about these NTI scholarships or to receive an application, call (800) 899-AACN (2226) or visit the AACN Web site at www.aacn.org.

In addition, many nurses who attend the NTI have been able to secure financial assistance from their employers. However, employers are more likely to grant assistance if they fully understand that there will be a return on their investment.

For example, link your desire to attend the NTI to specific projects or problems within your institution. Identify NTI presentations that will help with a project, protocol, procedure, in-service or other educational activity in your workplace. Find out what long-term projects are being implemented in your workplace and relate how they could benefit from information presented at the NTI. Identify clinical topics that could help you solve a problem in your department. Pledge to conduct in-services or prepare poster presentations or self-study modules on these topics after you return from the NTI. Emphasize to your employer how the skills, information and competencies you can acquire at the NTI will be of benefit to patients. Offering to pay a portion of your expenses to attend the NTI will also demonstrate to your employer that you value the learning opportunity. Request assistance in paying the higher costs, such as for hotel, airfare and registration.

If your employer is considering new equipment, point out that you can talk with all the vendors of the specified product or products at the Critical Care Exposition, where more than 450 companies exhibited in 2000. Many of these same companies are willing to contribute toward conference costs for nurses who use their products.

Regardless of whether your participation in the NTI is subsidized, there are ways you can reduce the expenses of getting there and the expenses incurred while you are there. Following are a few that have worked well for NTI attendees in the past:
• Evaluate travel options. If you are traveling with others and the distance is reasonable, driving might be your
least expensive choice. Check out trains and buses, as well as airlines.
• Start tracking air fares early. Work with a travel agent or online service. Some online services will send
e-mail messages to you when fares drop below a specified price on routes you request. Keep in mind that
greater distances do not necessarily equate to higher air fares.
• Seek out someone else who is attending the NTI to share costs such as hotel accommodations and
transportation to area attractions. Of course, complimentary shuttle service is provided between conference
hotels and the convention center.

Note: NTI 2001 is scheduled for May 19 through 24 in Anaheim, Calif.


New AACN xtendED Program to Place NTI Sessions Online

A new online continuing education (CE) service called xtendEDSM launches in December 2000 featuring content of selected sessions presented at AACN’s May 2000 National Teaching Institute and Critical Care Exposition.

This premier educational site offers audio, text and visual presentations from 18 NTI sessions spanning a wide range of topics. These include cardiovascular, emergency/trauma, pediatric/neonatal, renal, multisystem, advanced practice, alternative therapies and professional development. Nurses can elect to receive two contact hours of CE credit.

Users can access xtendED from the AACN Web site at www.aacn.org. Click on “Continuing Education” or “NTI2K” for more information and instructions.

To test drive xtendED, users can select a complimentary learning session featuring AACN President Denise Thornby’s motivational closing address, “Make Waves: The Power to Influence Practice.”

“In addition to offering CE credit, this first offering of our new xtendED service will help bring NTI sessions to the thousands of nurses who are unable to attend our annual conference,” said AACN Education Director Barbara J. Mayer, RN, MN. “Online learning programs are beginning to take hold in the marketplace. AACN wants to be at the threshold of this growing phenomenon in offering quality online multimedia programs at a reasonable cost.”

The materials will remain online for two years, allowing users time to access, at their convenience, those topics that are relevant to them. The per topic charge of $15 for AACN members and $17 for nonmembers will cover the viewing, the CE processing fee and the CE certificate. Online payments can be made using Visa, MasterCard or American Express. Users who are unable to complete the topic session and the CE test in one sitting may return to the same topic within 30 days at no additional charge.

This inaugural xtendED program was produced for AACN by Content Management Corporation, Toronto, Ontario, Canada.


Bard Funds Online CE Development

The premier offering of AACN’s new xtendEDSM online continuing education service is supported, in part, by a $60,000 grant from Bard Medical Division, a member of AACN’s Partners with Industry. AACN welcomes Bard as a returning member of its corporate giving circle and acknowledges the company’s generous support in helping to launch this expanded professional development opportunity for acute and critical care nurses.


Public Policy Update

JCAHO Seeks Hospital Feedback
The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) has developed a “New Vision for Accreditation” as part of it’s ongoing efforts to improve the survey process. This new model proposes significant changes in the accreditation survey process. JCAHO is seeking feedback from hospitals as part of its evaluation of the proposed changes. To submit comments or obtain more information on the project go to www.jcaho.org.

AMA Backs CDC Recommendations on Flu Vaccine Priorities
Responding to numerous inquiries from physicians and patients, the American Medical Association has urged all those distributing the influenza vaccine to follow Centers for Disease Control (CDC) guidelines and give vaccinations on a priority basis to high-risk patients until the delay in distribution has passed. Manufacturing delays have resulted in some spot flu vaccine shortages throughout the country.

The CDC anticipates that all flu vaccine supplies will be shipped by the end of December. “It is important for the American people to understand that we don’t expect a shortage of flu vaccine this year, just a delay,” said AMA President Randolph D. Smoak Jr., MD. “Flu vaccine will be available to the general public before the flu season peaks in January or later, but we need everyone’s cooperation to get vaccine to the neediest patients first.” The CDC is advising healthy individuals who are not at high risk for flu complications to wait a few weeks to be vaccinated, so those who are most at risk can get flu shots first.

The CDC has updated their recommendations for the 2000-01 season. In the high-risk category for complications from influenza are persons aged 65 and older; nursing home and chronic-care facility residents; children and adults with chronic respiratory and heart disorders, including asthma; children and adults with chronic liver, kidney diseases, diabetes, blood disorders and immune system problems; children receiving long-term aspirin therapy; and women in the second or third trimester of pregnancy during the influenza season.

For more information about these and other issues, visit the “Public Policy” area of the AACN Web site at www.aacn.org.


Exhibit Prospectus Available

The Exhibit Prospectus and Sponsorship Opportunities brochures for the 2001 National Teaching Institute and Critical Care Exposition are now available. Both brochures were mailed to previous NTI exhibitors and prospective exhibitors in November 2000.

The NTI 2001 Exhibit Prospectus contains information about the Critical Care Exposition and includes an exhibits floor plan, pricing information and exhibit space application. It also provides information about AACN’s Exhibits/CE program and the virtual exhibit hall feature on the NTI Web site (www.nti2001.org), as well as key deadlines and contact information at the AACN National Office.

The Sponsorship Opportunities brochure lists promotional sponsorships that are available at NTI 2001, scheduled for May 19 through 24 at the Anaheim Convention Center in Anaheim, Calif. To be eligible to sponsor an event, activity or educational program and enhance their interaction with NTI participants, sponsors must exhibit at the Critical Care Exposition.

To request the Exhibit Prospectus and Sponsorship Opportunities brochures, or to learn how your organization can recruit critical care nurses by exhibiting at NTI 2001, contact the AACN Exhibits Department at (800) 899-2226. Ask for Exhibits and Sponsorships Director Randy Bauler at ext. 366, Exhibits Manager Heidi Boydstun at ext. 373 or Exhibits Coordinator Beverly Peterson at ext. 509. A copy of the Exhibit Prospectus can also be obtained by calling the AACN Fax-On-Demand at (800) 222-6329 and requesting Item #6504.


Leadership Lessons Learned

Pamela T. Rudisill

Following is the second in a series of articles by members of the AACN Board of Directors on leadership lessons they have learned from their experiences.

By Pamela T. Rudisill, RN, MSN, CCRN

Leadership models, theories and practices that have worked in the past fail to inspire the hearts of followers in the 21st Century. Instead, leadership based on control is giving way to leadership based on inspiration.1
Leaders work to bring out the best in followers. The inspiration needed to lead our incoming generation requires development of two emerging skills: advanced communication abilities and self-awareness.

Critical care nurses practice leadership skills in their jobs every day. Essential lessons learned, whether in clinical, consultation, educational or administrative roles, include key elements, such as communication skills and astute listening.

Effective communication involves a number of elements:
1. Sending a message that is simple and clear
2. Knowing information about people with whom you are communicating
3. Realizing what you need to accomplish within time limits
4. Obtaining credibility with communicators
5. Always asking for a response

One of the crucial lessons I have learned is that communication is a two-action. You must always hear input from all parties before reaching a conclusion on any issue.

A good communicator is an astute listener. The overwhelming majority of management problems are the result of faulty communication.2

Listening has two purposes: to connect with people and to learn. Listening involves taking time for people; finding common ground with people and making an effort to know the person, not just the communication; and listening between the lines.

Of course, paying attention to the factual content of communication is important. However, addressing the emotional content of the conversation is equally as important.

A leader can often bring out the best in followers by listening to their ideas and encouraging them to share their thoughts and perspectives on an issue with others. We all can benefit from getting input from each other.
An effective leader listens and acts on the input received from other people.

The astute listener goes beyond what is heard by asking questions, restating in his or her own words what was heard to ensure adequate understanding. Listening is an art that requires practice and self-reflection.
By nature, critical care nurses have a perfectionist attitude. As a leader, one of my most challenging, yet rewarding experiences has been to reflect on input received from my peers, superiors, friends and family. Life circumstances have enabled me to recognize that we all make mistakes. For me, the most important aspect has been to recognize that, through my many mistakes in life, I have grown much.

Self-awareness is the vital foundation skill for emotional competencies. Self-awareness involves three key elements:
• Emotional awareness—the recognition of how our emotions affect our performance and ability to use our
values to guide decision making.
• Self-assessment—a candid sense of our personal strengths and limits; a clear vision of where we need to
improve; and the ability to learn from experience. The development and implementation of my own action
plans have proven beneficial to me, both professionally and personally, in improving my leadership
strategies.
• Self-confidence—the courage that comes from certainty about our capabilities, values and goals.3

These skill sets, which are valuable to all of us in our professional, social and personal lives, can lead to continuous self-improvement. A quote from Shira Tehrani sums up my message: You can’t do anything about the length of your life, but you can do something about its width and depth.

Pamela T. Rudisill is associate executive director of nursing at Lake Norman Regional Medical Center, Mooresville, N.C.

References
1. Secretan L. Inspirational Leadership. Macmillan, Canada. (1999)
2. Maxwell J. The 21 Indispensable Qualities of a Leader. Thomas Nelson. 1999
3. Goleman D. Working With Emotional Intelligence. Bantam Books.1998.


Self-Assessment: Your Future Depends Upon It!

Editor’s note: Following is the third in a series of articles by Career Development Services on ways AACN members can maximize their career strategies and build their portfolios.

By Rosemary Westra, RNC, MS
Manager, Continuing Education
and Career Development Services

How will changes in healthcare affect your career? Are they obstacles or opportunities? Increasingly, nurses are faced with career opportunities that, only a few years ago, would not have been imagined.

In November 1999, the U.S. Department of Labor Bureau of Labor Statistics projected that the healthcare industry will be among the top five fastest growing industries over the next 10 years! To find or create satisfying opportunities in this environment, you must develop strategies to manage your career.

Key to developing a career strategy is carefully following the trends of the healthcare industry, coupled with a self-assessment and redefinition of your personal skills, interests and talents. To guide you in this self-assessment process, ask yourself the following questions:

What are my strengths and weaknesses? Strengths and weaknesses may include clinical capabilities, as well as the ability to work with various personality styles and other disciplines in a fast-paced workplace environment. Once you answer this question, identify what type of role or clinical setting will maximize your strengths and allow you to grow in the areas of identified weakness.

What gifts do I bring to the workplace? Each individual possesses unique gifts and talents. The best approach is to recognize these gifts and find a setting to use them to their fullest extent.

Am I experiencing ‘warning signs’ that it’s time for a change? Becoming bored at work, feeling stifled by your current work situation or feeling hopeless that things will never get better may signal that it is time to make a change. Many nurses wait too long to consider this possibility, because they have unrealistic expectations that things will change. Remember, you are the one responsible for managing your career!

Do I feel satisfied and fulfilled in my current position? If you feel good about your current position, identify why, and continue to invest in what brings you satisfaction and fulfillment in your present role.

What are my career interests? Finding a job that matches your interests will improve your chances of being happy and successful in your career.

Do I have interests and commitments that may influence my career? For many nurses, outside interests or hobbies, or the responsibilities of children or aging parents may affect their career decisions. Because they recognize that some employees have to juggle career and personal responsibilities, many organizations have developed cultures that accommodate these demands.

Do I want or need more insight into myself and the way that I work? Many internationally recognized assessment tools are administered at career centers, at college counseling centers and through private counseling agencies. The results of these assessments will help you understand how to use your strengths and minimize your weaknesses.

What are my short and long-term career goals? All too often, a person’s “future” arrives too soon! Spend time establishing your short- and long-term career goals and planning how to meet these goals. Determine whether you will need additional education, certification or clinical experience. Spend time with a respected manager or colleague who can help you assess whether these goals are realistic and provide you with suggestions or resources to meet these goals.

Managing your career requires a careful self-assessment and a proactive stance on the needs of a dynamic healthcare environment. Manage your career as a chief executive officer might manage a business, and realize the opportunities that lie before you!

CDS welcomes your questions about career development. E-mail your questions to westra@travcorps.com. Selected questions will be answered in future columns.

Next: Career Tools: How to Prepare Your Resume


1999-2000 Fiscal Year in Review

The 1999-2000 fiscal year was one of transition, reorganization and refocus for the American Association of Critical-Care Nurses, as it rallied to answer the challenge of a rapidly changing healthcare environment and its impact on nurses who care for acute and critically ill patients. A major focus for AACN was the refinement of the strategic plan to incorporate key findings from market research and an environmental scan conducted by the AACN Board of Directors. In October 1999, the Board of Directors selected a new chief executive officer, who worked closely with the board in developing a strategic plan that would best concentrate AACN resources on tracking and meeting the specific and fluctuating needs of members.

Following are some of the highlights of activities carried out during the year:

Practice
Providing clinical and educational resources that support and shape critical care nursing practice is a foundational activity for AACN. Toward this goal, the Practice Resource Network, which is designed to provide members the clinical information and resources they need, answered more than 3,000 requests for clinical information and consultation during the year. This resource continues to provide AACN a rich database to track trends in practice. In addition, the practice section of the AACN Web site at www.aacn.org was expanded to provide members immediate access to clinical information, resources and networking opportunities.

The Advanced Practice Work Group continued to provide insight and feedback on issues related to advanced practice within the AACN membership. The group helped to plan the curriculum for AACN's Advanced Practice Institute, in conjunction with the National Teaching Institute in May 2000. In addition, the group addressed the potential for resources to assist advanced practice nurses.

A set of goals designed to help bedside nurses integrate ethics into their practice was established by the Ethics Work Group. In addition to its ongoing efforts to assist in complying with regulatory standards in areas such as ethics, advance directives, patients’ rights, pain management, confidentiality and organ donation, the Ethics Work Group initiated a series of articles in AACN News to present ethical case studies.

AACN’s efforts to promote best practices in geriatric nursing were recognized when it received the first Hartford Institute for Geriatric Nursing/Nursing Organization Liaison Forum (NOLF) Award in 1999.

Research
AACN continued to support an aggressive research agenda. The AACN research priorities were updated, focusing on issues of concern to the organization and critical care nursing at large. These priorities, which were identified and validated by surveying a sample of staff nurses, are effective and appropriate use of technology to achieve optimal patient assessment, management or outcomes; creation of a healing, humane environment; processes and systems that foster the optimal contribution of critical care nurses; effective approaches to symptom management; and prevention and management of complications.

Data collection for the Thunder Project II was completed, and analysis of the extensive data from more than 6,000 patients began. A total of 161 sites participated in the multisite research project, which studied the pain perceptions and responses of critically ill patients to six commonly performed clinical procedures—tracheal suctioning, nonburn wound care, drain removal, turning, femoral sheath removal and central line placement.
Research grants sponsored by AACN and its Partners With Industry corporate giving partners continued to support research that shapes critical care nursing practice. New in 1999-2000 was the AACN Certification Corporation Grant to fund studies related to certified practice.

Chapters
AACN continued to seek innovative ways to reach out and support chapters. In 1999-2000, the first Chapter Leadership Development Workshop was conducted, in conjunction with AACN’s National Teaching Institute in Orlando, Fla. The AACN Board of Directors also pursued the concept of local action as a way to refocus efforts on members and their contributions in operationalizing AACN’s mission.

Education
The National Teaching Institute and Critical Care Exposition in Orlando. Fla., in May 2000, attracted approximately 6,000 participants and more than 450 companies. The 1999-2000 NTI Work Group focused on educational tracks that included adult critical care, advanced practice, trauma, pediatric and neonatal, continuum of care and leadership.

Educational resources continued to expand and provide members with access to education at home or at work through distance learning. More than 200 continuing education offerings are currently available through a variety of media.

AACN reached out to nursing students and faculty through two new advisory teams. Members of the Faculty Advisory Team and the Student Nurse Advisory Team volunteered to be ambassadors for AACN, and to provide AACN with feedback about the issues and needs that are unique to their respective groups.

Member Services
Membership numbers stabilized, with a focus on the active recruitment and retention of experienced and novice nurses in traditional critical care and progressive care settings, as well as on attracting students and advanced practice nurses. The membership team implemented several mechanisms to monitor member feedback and ensure ongoing relevance of products, services and initiatives to members and potential members.

Collaboration
AACN was among 16 nursing and healthcare organizations that formed a coalition to combat a potentially dangerous shortage of nurses in the United States. The Nurses for a Healthier Tomorrow coalition launched a $1 million fund-raising drive in September 1999 to help underwrite an advertising campaign designed to recruit new nurses and encourage existing ones to remain in the profession.

In addition, AACN formed a coalition with the Society of Critical Care Medicine, the American College of Chest Physicians and the European Society of Intensive Care Medicine to foster communication among providers, create collaborative educational programming and create a collective voice on healthcare issues that affect patients and practice.

AACN also organized the Nursing Leadership Consortium on End-of-Life Care, an invitational meeting that brought together representatives from 23 nursing specialty organizations and other institutions to develop new projects and increase collaboration on activities related to end-of-life care.


Member-Get-A-Member Campaign Nears End

AACN’s Member-Get-A-Member recruitment campaign ends Dec. 31, 2000. Every member who recruits at least one member not only receives a gift, but also becomes eligible for a prize drawing, which includes complimentary registration, airfare and accommodations for the National Teaching Institute and Critical Care Exposition in May 2001.

Your chances of winning a prize increase with each new member you recruit. Member recruiters in both individual and chapter categories are entered into the prize drawing pool each time a new member lists them on the “referred by” line of his or her membership application. One grand prize will be awarded per category.

Other prizes are: 1st Prize (one per category)—three-year membership to AACN (a $211 value) or an AACN gift certificate of equal value; 2nd Prize (two per category)—two-year membership to AACN (a $148 value) or an AACN gift certificate of equal value; 3rd Prize (three per category)—one year membership to AACN (a $78 value) or an AACN gift certificate of equal value.

For more information about this new Member-Get-A-Member campaign or to receive member recruitment materials, call (800) 899-AACN (2226), or visit the AACN Web site at www.aacn.org.

Adding Up

As of Nov. 7, 2000, a total of 524 new AACN members have been recruited by 236 members.
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