AACN News—April 2009—Association News

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Vol. 26, No. 4, APRIL 2009

AACN Invites Nominations for Leadership Posts

As a member of AACN, one of the responsibilities and privileges you have is selecting the next leaders of the organization. You do this when you vote in the AACN election and when you nominate colleagues for leadership positions. Currently, AACN is accepting nominations for governance leadership positions on the 2011 AACN Board of Directors and the AACN Nominating Committee. There are no openings on the Certification Corporation Board for this term. The competencies for these positions have been defined in the AACN Framework for Governance Leadership Positions (see article on page 11). Please carefully consider the defined competencies and submit nominations for colleagues who you believe would provide strong leadership in moving AACN toward achieving its mission and vision. You may also nominate yourself.

Terms for all positions will begin July 1, 2010. Reimbursement for travel, as well as other expenses, is provided for all of these national volunteer positions. Nominations close May 31, 2009. Following are
nomination details.

AACN Board of Directors
(3 positions open, 3-year terms)


• Define and support the vision, mission and values of the association
• Ensure effective organizational planning
• Effectively manage the association’s resources
• Determine, monitor, evaluate and strengthen the association’s programs and services
• Uphold legal requirements and ethical integrity
• Assess board performance and ensure board succession
• Ensure effective communication between AACN and AACN Certification Corporation and other subsidiaries of the association


• Active membership in AACN
• Active commitment to and understanding of AACN and its mission, vision and values
• Demonstration of the essential governance leadership competencies as defined in the AACN Framework for Governance Leadership Positions

AACN Nominating Committee
(AACN 3 positions open, 1-year terms)


• Ensure the election process is in accordance with established procedures, policies and bylaws
• Conduct comprehensive interviews of nominees
• Review, synthesize and analyze nominee applications, references and interview transcripts
• Through group process, select candidates
• Communicate the committee’s decisions and feedback to the nominees


• Active membership in AACN
• Active commitment to and understanding of AACN and its mission, vision and values
• Demonstration of the essential governance leadership competencies as defined in the AACN
Framework for Governance Leadership Positions

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Voting Under Way Online; Ends April 25

Voting for positions on the 2010 AACN Board of Directors and AACN Nominating Committee is now under way online (www.aacn.org). Simply click on the VOTE icon on the AACN home page to access candidate
information and the ballot.

The process is simple. All you need to log in is your member number and your last name. Online ballots must be completed by 11:59 p.m. (EDT) April 25.

No Web access? No problem. Simply contact AACN at (800) 394-5995, ext. 331, or e-mail volunteers@aacn.org to obtain a paper ballot.

Candidate information is available on pages 12-17 in this issue of AACN News, online at www.aacn.org > Vote, and? directly from the online ballot.

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Scene and Heard

Our Voice at the Table

Debbie Brinker, RN, MSN, former AACN president, represented AACN at the American Academy of Pediatrics’ (AAP) Section on Critical Care meeting in Nashville, Tenn. The SOCC’s mission is to “optimize the care of critically ill infants, children and adolescents through the educational and professional support of its members.” Their primary work is advocacy and networking; policy statements; education and leadership; and awards. At the meeting, attendees discussed various issues that impact collaboration with nurses, including updates on AAP statements (e.g., Continuum of Care Between ED & PICU; Pediatric Organ Donation & Transplantation), and joint statements (e.g., Admission and Discharge Guidelines for ICUs; Sedation and Analgesia in the ICU) with SCCM (Society of Critical Care Medicine). They also discussed what AAP SOCC would like from its affiliate members, as well as possible educational/research/ publication collaborations. AACN is working to create a dialogue regarding nurses’ contributions and leadership in the care of pediatric critical care patients, including our standards for a Healthy Work Environment. Please e-mail Debbie at debbie.brinker@aacn.org with any activities (current or potential) that could be optimized through the SOCC.

The annual Nursing Organizations Alliance Fall Summit was held in Albuquerque, N.M., and representing AACN were Caryl Goodyear-Bruch, RN, PhD, CCRN, AACN president, Beth Hammer, RN, MSN, APRN-BC, AACN president-elect, and CEO Wanda Johanson, RN, MN, who also serves as the alliance’s lead coordinator. Leaders from among the 70 member organizations met to discuss the critical role of nursing in driving quality and safety in healthcare and determine strategies to advance patient safety goals. This discussion was an expansion of the alliance’s success in developing principles in regard to a healthy work environment and nurse fatigue that have guided all member organizations toward improvements in the workplace. Opportunities for strengthening the coalitions of nursing organizations and forming new partnerships on issues of common interest were also identified. AACN believes its leadership and participation in the alliance is important, so that nursing can act with a unified voice.

In conjunction with the alliance meeting, AACN leadership participated in the ANA Organizational Affiliate meeting, a subgroup of 25 nursing organizations collaborating with the American Nurses Association to address overarching policy issues such as safe nurse staffing and healthcare reform. Goodyear-Bruch reinforced the need to always focus on matching patient needs with nurse competencies in advocating for safe staffing. AACN is a long-term member of this coalition, recognizing the importance of everyone working together to ensure nurses achieve the full potential of their contribution to patient care.

Our Experts Share Their Knowledge

The Piedmont Carolinas Chapter collaborated with the local Sigma Theta Tau chapters to present a leadership conference near Charlotte, N.C. The half-day seminar featured Sonya Hardin, RN, ND, PhD, CCRN, RN-BC, associate professor at the University of North Carolina, and Goodyear-Bruch. Hardin presented the AACN Synergy Model, giving case examples and engaging the audience in thought and discussion. Goodyear-Bruch spoke on her presidential theme: “With Confidence.” A panel discussion on healthcare issues generated effective dialogue with the panelists: Grace Sotomayer, CNO, Carolinas Medical Center; Cathy Moore, director of critical care, Gaston Memorial Hospital; Hardin and Goodyear-Bruch. Piedmont Carolinas Chapter President Melanie Wallace, RN, BSN, CCRN, NE-BC, was the conference coordinator and host.

Goodyear-Bruch spoke at TRENDS in Critical Care Nursing in Valley Forge, Pa., co-sponsored by AACN and the Southeastern Pennsylvania Chapter (SePA). In her keynote speech, “Creating Your Ideal Work Environment,” she noted that to combat a lack of communication and respect, we must establish the AACN Standards for a Healthy Work Environment: skilled communication, true collaboration, effective decision making, appropriate staffing, meaningful recognition and authentic leadership. Keys to meeting the standards are zero-tolerance policies, analyzing and taking action to change our culture, seeking solutions together, and communicating in an open, honest and respectful manner. Conflict management tools and ground rules were reviewed. Key ground rules include sharing all relevant information, asking others to do the same and explaining your reasoning. A code of conduct for units may be helpful and could include norms for communication, attitudes and accountability. Another important message she discussed is self-assessing our readiness to control our practice, thus feeling confident to make a difference in patients’ lives.

At TRENDS, Goodyear-Bruch also presented a breakout session, “What’s Up With DAT? Utilizing the Delirium Assessment Tool in ICU Patients.” Delirium is one of the six leading causes of injuries associated with hospitalized patients more than 65 years old, with a 20 to 80 percent prevalence rate in the ICU patient population. Outcomes of delirium include an increased length of stay associated with higher hospital costs, increased mortality and long-term cognitive impairment. Since many risk factors are present in ICU patients, recognition and treatment of delirium is vital to improving outcomes. Delirium assessment tools and a case study of one unit’s experience with delirium assessment were presented.

Member Get A Member

AACN Essential Competencies for Governance Leadership

The ability to assess, manage and develop oneself in order to preserve and optimize relationships and add value to the outcomes of one’s organization.

Global Thinking
The ability to think beyond one’s current role and practice and apply new perspectives that will improve and optimize one’s role and practice.

The ability to create a clear view of the preferred future resulting from global analysis in order to lead other people and the organization to this preferred future.

Consensus Building
The ability to achieve practical consensus within groups to promote strong teamwork and garner commitment and participation of others to achieve solutions and effect positive change.

Delivering Effective Messages
The ability to deliver effective messages in order to motivate others to thought and action.

Knowing and Committing to AACN
The ability to demonstrate knowledge and commitment to the mission, values and work of AACN in order to optimize outcomes for nurses and patients and their families.

Meet the Candidates

Dear Fellow AACN Members:

When you vote in the AACN election for the Board of Directors and Nominating Committee this year, cast your ballot with confidence — confidence that your vote will help shape AACN’s future direction.
Voting is much more than simply checking ballot boxes. It is a privilege of membership that gives you a definitive edge in selecting AACN’s future leadership. Whether in a critical care unit or in the community, AACN leaders are influential advocates for acute and critical care nurses. Who will advocate for you? The choice is yours.

Please take time to thoroughly review the candidate information presented here and participate in this vital process. Which candidates resonate with you? Find out more about the nominees at www.aacn.org; click on the “VOTE” icon to access the ballot.

Thank you for your dedication, your commitment and your participation. Your vote will make a difference.

Caryl Goodyear-Bruch
AACN President

Dave Hanson
Chair, AACN Nominating Committee

Candidate for President-Elect

Kristine J. Peterson, MS, RN, CCRN, CCNS
Clinical Nurse Specialist
Park Nicollet Methodist
Hospital, St. Louis Park, MN

Experience and Activities

Chapter Membership
• Greater Twin Cities Area Chapter, 1981 - present
• Greater Washington Area Chapter, 1987 - 1992

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Current GTCAC research committee
• GTCAC journal club—research review presenter
• Past GTCAC chapter president and board member
• AACN National Advanced Practice Work Group Chair 2005 – 2006
• AACN National Board of Directors, 2006 – 2009
• Secretary of the Board 2008-2009

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Member Sigma Theta Tau, NACNS, SCCM and ANA.
2. Member, MN affiliate NACNS. Past member symposium planning committee.

Issues Statement

A time of hope. Seriously now, hope? A worsening shortage of nurses looms even as new graduates struggle to find jobs. The shortage is complex and multifactorial. One we can’t recruit our way out of. It is a shortage that requires us to change our work environments in order to meet the needs of patients and families. Yet our energy to take on this much needed change is being sucked dry by demands for inappropriate change and the deafening noise of insufficient time, dwindling resources and overly complex technology. So, we feel hopeless with little energy left for anything but survival. Incapable of tackling our chaotic environment.

Then a former critical care patient serves up a challenge we cannot ignore. “Once you choose hope, anything’s possible.” Christopher Reeve’s words remind us that hope is our stock in trade as nurses. We personify hope for patients and their families — hope of safety, of cure, of healing or of a peaceful death. Therein lies the energy to become part of the solution. I believe that many of healthcare’s solutions lie within nursing and many of nursing’s solutions come from AACN.

AACN’s bold voice harmonizes with our own. The healthy work environment standards show us what our workplaces need to become. Techniques like Crucial Conversations and Crucial Confrontations equip us to communicate skillfully when the stakes are high. Certification role models our professional accountability and confirms we have the knowledge. Criteria from the Beacon Award for Critical Care Excellence are yardsticks to measure our progress toward excellence.

Yes, it is a time of hope. Using AACN’s solutions we will ensure safe passage for patients and families. We will reaffirm nursing’s impact on excellent care.

Candidates for AACN Board of Directors (Vote for 3)

Teri Lynn Kiss, RN, MS, MSSW, CCRN
Assistant Professor of Nursing, AAS program
University of Alaska
Outreach Site
Fairbanks, AK

Experience and Activities

Chapter Membership
• Fairbanks North Star Chapter, 1988 - Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• NTI Work Group, 2006
• Research & Creative Solutions Abstract Review Panel, 2006 -2007
• Circle of Excellence Awards Review Panel, 2006 -2007
• Nomination Committee, 2007
• Membership coordinator for Fairbanks Northstar Chapter, 2008

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Sigma Theta Tau - Geriatric Nursing Leadership Academy, Mentor, 2008
2. Self-efficacy-based training for research literature appraisal: A competency for evidence-based practice. Primary co-author, Journal for Nurses in Staff Development (in press)
3. Drexel NCLEX 4-day review course, co-instructor, December 2005
4. Presentation: “Communication at the Center: Denali Center” A three part course teaching the elements of skilled communication, Nov. 2007 – Feb. 2008
5. Sigma Theta Tau, Theta Omicron Chapter,Member, 2006 - present

Issues Statement

The 70 million plus baby boomers that will soon be entering their senior years and accessing the healthcare system require attention. An AACN study (2000) showed 70% of respondents did not identify geriatrics as part of their practice; rather they equated geriatrics with long-term care or non-acutely ill but indicated they took care of patients 65 and older. AACN addressed this through increasing gero-content in educational activities, infusing certification exams with gero-specific questions, and creating a gerontology portal for weblinks.

The increasing numbers of elders coupled with an extended life expectancy has tremendous ramifications for acute and critical care environments. The Institute of Medicine (IOM) report, “Retooling for an Aging America: Building the healthcare workforce” (April 2008), recognizes the impact of the boomer generation on the healthcare system. The report addresses aging issues and recommends enhancing geriatric competencies for healthcare providers.

AACN, a leader in innovation, has integrated and promoted geriatric focused education for many years to ensure nurse competency matches patient needs. There exists additional opportunity to increase geriatric competencies and promote the optimal contribution of nursing to our elders and their families.

Increasing geriatric specific content in all NTI presentations and continuing education courses could enhance awareness and stimulate critical thinking for planning care from a perspective of geriatric critical care nursing as a specialty much like pediatrics. Creating a geriatric certification to stand beside the adult and pediatric certifications would honor the specialized care needs of this core group. Incorporating gero-focused criteria within the Beacon award would address healing environments suited to elders. Championing geriatric nursing research would contribute to the evidence base supporting elder care.

Elders are not merely “old adults”; they have age-specific needs and deserve nursing acknowledgement of these needs. The synergy framework necessitates highlighting nursing of the geriatric acute or critically ill patient as a priority focus.

Linda G. Martinez, RN, MSN, ACNS-BC, CMC
Clinical Nurse Specialist
Clinical Nursing
Presbyterian Heart Group
Albuquerque, NM

Experience and Activities
Chapter Membership
• Albuquerque Chapter, 1981 - Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Chapter Advisor, Region 17, 07/07-present
• Nominating Committee, AACN 07/06-07/07
• Awards and Scholarship Review Panel, 07/05, 07/06 and 07/07
• “Mentoring the Novice Nurse” Regional meeting Sept 2007 GPAC, Phoenix, Arizona
• “Cardiac Resynchronization Therapy in the Management of Congestive Heart Failure,” Albuquerque Chapter AACN annual Critical Care conference August 2005.
• PCCN Item Writer ongoing. Most recently submitted more items May 2008

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Sigma Theta Tau International, Gamma Sigma Chapter, Secretary, 07/06 – 07/08
2. CCA liaison for the state of NM, 03/06 to present (currently in the process of transitioning to a new liaison) American College of Cardiology
3. “Treatment of CHF from A to Z,” Presbyterian Healthcare Services Annual Medical-Surgical Symposium, October 2007
4. “Collaboration in Practice: RN CHF Clinic” UNM College of Nursing, Nursing Seminar class, Spring 2007.

Issues Statement

Improved care and technology development has allowed people to live longer lives. Thus, the majority of people will die following a long, chronic illness that often includes many hospitalizations along the way. The research on end of life care has lagged behind research focusing on new pharmaceuticals and technology to prolong life. Therefore, there is a need for improved knowledge and communication techniques to assist people in preparing for end of life.

Critical and acute care nurses have always viewed patients in a more holistic manner than our physician colleagues. Our physician colleagues have barely started in the last decade to include end of life care as part of their core curriculum. Many of our physician colleagues feel ill prepared to talk with patients at the end of their life.1,2 Because of this discrepancy in practice, nurses and physicians are often at odds with each other when it comes to dealing with patients at the end of life.

I personally have been through the death of three, close, loved ones after long, chronic illnesses. One thing these experiences taught me is that talking about, much less accepting, the ultimate death of a loved one is an incredibly hard thing to do. It is up to us who are entrusted to care for people during their lifetime to be united in our approach to end of life care. We need to continue to partner with the palliative care/hospice specialties in researching techniques that are best used with patients and families facing end of life. Using what we learn from research, we can use skilled communication to better collaborate with our physician colleagues, patients and families so that end of life issues are as freely discussed as the latest and greatest technological and pharmaceutical advancements.

1 Chen, Pauline, Final Exam, Random House, NY, 2007: p. 61
2 SUPPORT Principle Investigators, “A Controlled Trial to Improve Care for Seriously Ill Hospitalized Patients. The Study to Understand Prognoses and Preferences for Risks of Treatments (SUPPORT).” JAMA 1995;274(20):1591-98

Mary Bylone, MSM, RN, CNML
Assistant Vice President, Patient Care Services
The William W. Backus
Norwich, CT

Experience and Activities

Chapter Membership
• Southeastern Connecticut Chapter, 2008 - Present
• South Central Connecticut Chapter, 2006 - Present
• Southeastern Pennsylvania Chapter, 2006 - Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated themission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• CCRN Certified from 1985 – 2008, Alumnus CCRN 2008 – Present
• Chapter Advisor, Region 1, 2006-2008
• Southeastern Connecticut Chapter founding member and Board of Directors 2008 – Present
• Awards Review Panel 2004 – Present
• Board Advisory Team 2004 & 2005
• Advanced Critical Care, Editorial Board and HWE Column Editor 2007 – Present
• Southeastern Pennsylvania Chapter, President 2004-2005
• Southeastern Pennsylvania Chapter, Initiated the Grants for New AACN Chapters Program
• Southeastern Pennsylvania Chapter, with the Board developed Scholarship Matching Fund Challenge for AACN Scholarship Fund
• E-learning Essentials of Nurse Manager Orientation (ENMO), Subject Matter Expert
• AACN Board Community Liaison 2007
• Multiple speaking engagements on topics including Healthy Work Environment and Beacon
• Integrated Healthy Work Environment Standards into hospital performance appraisal system
• Integrated AACN materials including ECCO, Practice Alerts, protocols and publications in educational preparation and clinical practice at current hospital
• Integrated Synergy Model of Patient Care for Patient Care Services department at current hospital
• AACN Ambassador 2001 - Present

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Contributing Author, AACN’s e-learning product Essentials of Nurse Manager Orientation (ENMO)
2. Frequent lecturer at local, regional and national conferences on topics including Patient Safety, Leadership, Human Resource Management, and Regulatory Compliance
3. Organization Team Leader, Connecticut Hospital Association Pressure Ulcer Reduction Program
4. Regional Advisory Board Member, Advance for Nurses Magazine
5. Guest Lecturer, University of Connecticut and Three Rivers Community College Nursing Program

Issues Statement

I love taking care of critically ill patients and it is these feelings that made it very difficult to leave the bedside and move into a formal leadership position. However, one night I came to work and learned that the 6-hour medication administration times had been changed so that they would be administered twice on the night shift; a shift staffed with less nurses than other shifts. I asked about the decision. My manager seemed supportive, but shared that the decision addressed issues in other departments. She was clear about one thing. It wasn’t up for negotiation. I knew then I needed to do something, ensuring future decisions impacting our practice be made with input from the staff nurses expected to carry them out.

I am a staff nurse in a management position. I have spent my career making sure that frontline nurses have a voice in the decisions that impact our work environment. My success credits the support and resources I have found in AACN. I loved my experience as a bedside nurse and on challenging days in my current position, I re-energize myself by rounding in the nursing units. I am so passionate about establishing and maintaining an HWE, and I am so excited to have the opportunity to be in a position to ensure that staff nurses have a voice in all decisions that affect our practice. I look back on my decision to move into management, and my only regret is that organizations were not routinely seeking staff input 25 years ago, forcing many who wanted to make a difference at this level away from direct patient care. Our
current work on the HWE standards is seeing to it our environment is changing for good.

Linda Harrington, PhD, RN, CNS, CPHQ
Vice President for Advancing Nursing Practice
Baylor Health Care System
Dallas, TX

Experience and Activities

Chapter Membership
• Napa Valley Chapter 2004-Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Member, AACN Evidence-Based Practice Work Group (2008)
• Member, AACN Research Grant Review Panel (2005, 2006, 2008)
• Reviewer for AACN’s 2008 Standards for Acute and Critical Care Nursing Practice, AACN’s 2008 Advanced Critical Care Nursing, and AACN’s 2005 Procedure Manual for Critical Care
• Presented the following at 2008 NTI: Dosing of weight-based emergency medications in obese patients.
• Author/co-author of several articles relevant to critical care including:
o Harrington L., (2006, October). American Association of Critical-Care Nurses’ Ask the Expert: What is the current evidence related to basing vasoactive drips on body weight for bariatric patients? Critical Care Nurse, 26(5), 68-71
o Harrington, L. (2006, October). Nurse Administered Propofol Sedation (NAPS): A review of current evidence. Gastroenterology Nursing, 29(5), 371-385
o Harrington, L. (2006, April). Staying alert about NAPS – Nurse Administered Propofol Sedation. Nursing, 36, S4-10
o Harrington, L. (2005, January/March). Implementing an evidence-based fast-track Post-Anesthesia Care Unit (PACU): The Role of the Clinical Nurse Specialist (CNS). AACN Clinical Issues: Advanced Practice in Acute and Critical Care, 16(1), 78-88
• Certified as Critical Care Registered Nurse (CCRN), alumnus status
• Co-Chair of system-wide, multidisciplinary Critical Care Council for Baylor Health Care System (BHCS)
• Serve as Executive Sponsor for BHCS Staff Nurse Council where we are using AACN Healthy Work Environments standards
• Invited Guest Editor for December 2009 issue of Critical Care Clinics of North America
• Member of the Society of Critical Care Medicine (SCCM) since 2004; In 2008 was reviewer of 2009 Congress Abstracts.

Five Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Publishing: Harrington, L., & White, S.V. (2008, January). Interview with a Quality Leader: Dr. Mark Chassin, new president of The Joint Commission. Journal for Healthcare Quality.
2. Advanced Practice Leadership: Member, Texas Board of Nursing Advanced Practice Advisory Committee (2007 to present); and member Board of Directors, Texas CNS Organization (2006 to present)
3. Quality Leadership: Certified Professional in Healthcare Quality (CPHQ); serve on Research Review Panel for JHQ; Co-author of chapter titled “Quality Measurement” in the American College of Medical Quality’s Medical Quality Management: Theory and Practice (2009)
4. Panel Presentation: Graduate Nursing Education: Exploring Your Options. National Student Nurse Association Conference, 2008
5. Poster Presentation with Kathy Baldwin: 2007 national Summer Institute on Evidence-Based Practice (First Place Winner!)

Issues Statement

Nursing quality is a key issue affecting critical care nursing today. Now is our opportunity to demonstrate our impact on the quality of patient care; to define preventable and non-preventable quality events; to research and report solutions to quality issues, and to lead excellence in patient care. Most important, we need to give sound to the silence of prevention.

Imagine being at work in the critical care unit simultaneously facing a demanding physician, a call from the lab with critical test results, an IV pump alarming, a patient call light going off and a new admission coming through the door. There is no competing voice saying, “Turn me so I won’t get a pressure ulcer,” or no rival alarm to suggest “Look at the urine to see if it is cloudier today.” No patient challenges, “Do I really need this central line?”
The silence of prevention is not very demanding and can easily go unheard in the fast-paced, rapid demands of the critical care environment and yet indicates some of the most important actions we must be routinely taking as nurses. We have long heard the saying, “The squeaky wheel gets the oil.” Well, the squeaky wheel never quits squeaking and it threatens nursing quality.

We must give sound to the silence of prevention. We need to routinely evaluate nursing-quality sensitive indicators in unit-based staff meetings and councils. We need to turn patients together when changing caregivers and discuss threats to skin integrity. At shift change, we need to pass along the fall risk score and other nursing-sensitive quality indicators as equally important data as TPR, BP, and glucose level. We need to publish and present our quality improvement and research initiatives related to prevention.

Nursing quality is an important issue affecting critical care nursing. We must focus loudly on prevention.

Mary Jaco, RN, MSN, CNAA, BC
Assistant Director, Patient Care Services
Shriners Hospitals for
Children (Hospital Closing
in 2009)
Galveston, TX

Experience and Activities
Chapter Membership
• Galveston Island Chapter, 2008 - Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• AONE / AACN Nurse Manager Certification Examination Steering Committee (2008-2009)
• AACN Certification Corporation Nominating Committee (2007 – 2008)
• AACN Healthy Work Environment Work Group (2006 – 2007)
• “It’s Critical: Implementation of AACN’s Healthy Work Environment Standards” presentation. NTI, Atlanta, GA, May 2007
• “Creating a Healthy Work Environment” presentation. AACN West Houston Chapter, Nov. 2007
• AACN Speaker’s Bureau for Healthy Work Environments

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. American Burn Association Program Committee member (2006 – 2009)
2. Gallagher, J., Jaco, M., Marvin, J., & Herndon, H. (2006). Can burn centers evacuate in response to
disasters? Journal of Burn Care & Research, 27(5), 596-599
3. Jaco, M., Owens, C., Dickerson, P., & Gordon, M. (2006). Burn nursing. In M. Slota (Ed). Core Curriculum for Pediatric Critical Care Nursing (2nd ed). AACN
4. “Infection Control Practices in the Burn ICU.” 28th Annual Mexican Burn Association Meeting. Puerto Vallarta, Mexico. April 2008. Bilingual presentations in Mexico
5. “Implementing Pain Management Standards” and “Pediatric Pain Assessment.” 13th Congress of the International Society for Burn Injuries, Forteleza, Brazil

Issues Statement

I believe that having a healthy work environment in which to practice is a priority for critical care nursing today. Many challenges that the critical care nurse faces daily revolve around the work environment. Each nurse wants to provide the best care for their patients; however, mistakes do occur when staffing is not adequate, when communication is stifled, and when nurses are not part of the decision-making process. It is important to create and sustain healthy work environments with the intention of being able to provide the best possible healthcare for patients and their families. With skilled communication and collaboration we can provide an environment with patient safety as a priority, working together as a team. Having the nurses’ voices heard in the decision making-process creates practices that have effective and efficient use of resources. Appropriate staffing prevents burnout and fatigue, which often leads to turnover. Meaningful recognition and authentic leadership is vital in recognizing the importance of nursing and the impact we have on patient care. We, as nurses, can be successful at implementing the necessary change and creating and sustaining healthy work environments; thus, I believe that the Healthy Work Environment initiative is an important issue for the AACN to continue to address. The AACN is an exceptional voice for the critical care nurse, and many healthcare organizations continue to ask for assistance in creating a change in their work environment. The AACN should continue to use their strength to voice concerns in the right place to the right people. As nurses, we want a better place to work, an environment of respect, and the opportunity to provide the best care for the patients and their families. The AACN can help make that happen!

Karen Stutzer-Treimel, RN, MS, CCRN, APN,C
Director – Critical Care Services
Chilton Memorial Hospital
Pompton Plains, NJ

Experience and Activities

Chapter Membership
• Northern New Jersey Chapter, 1992 – Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Board of Directors – Northern New Jersey Chapter, 1992 to 1996, 1998 to present
• Chapter Advisor Region 19, 7/07 to present
• Circle of Excellence Awards Reviewer, 2006 - 2007
• CE Reviewer, 2006 to present
• Healthy Work Environment Standards Work Group - 2005
• NTI presenter 2008 – “Healthy Work Environment: No Place for Bullies”

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Adjunct Faculty- College of St. Elizabeth, Convent Station, NJ, 2005 to present
2. Clinical Preceptor – Ramapo College BSN Program, 2006 to present
3. “Building Your Nursing Research Committee” March 2008, St. Claire’s Hospital System, Denville, NJ
4. Success Breeds Success: Newark Beth Israel Medical Center Applies Strategies to Increase Organ Donation. Nursing Spectrum, 8/1/05
5. Clinical trials: Balancing obligations. AACN Clinical Issues, 19, (2), 130-133

Issues Statement

The environment that acute and critical care nurses work in has become ever more complicated. Keeping patients safe, meeting regulatory requirements, staying current in one’s knowledge and delivering compassionate care is a huge responsibility. The stress of the critical care environment is enormous. The creation and maintenance of respectful, supportive relationships in the work environment must be a priority in order to retain skilled nurses and recruit the best and the brightest. AACN’s Healthy Work Environment Standards provide a framework for creating and sustaining work environments that support respectful, collaborative practices that will attract and maintain the nursing workforce needed to care for acutely and critically ill patients.

In order for individual nurses to have the ability to provide safe, compassionate care in environments that are professional and supportive, hospital senior leadership commitment is imperative. Our specialty organization has any number of tools to support communicating the value of a healthy work environment from the bedside to the boardroom. As individuals, we can make sure that the AACN Standards for Establishing and Sustaining Healthy Work Environments are placed in the hands of every key member of our hospital leadership.

As AACN members, we must persist in addressing inappropriate behaviors in the workplace. Each of our individual voices, joined together, are powerful in changing our unit and organizational cultures into supportive caring environments that are healthy for patients, families and nurses. The ability to address concerns in an open and supportive environment will decrease stress, enhance patient safety and certainly impact recruitment and retention of nursing staff. It is each of us, in partnership with our organization’s leaders and our AACN leaders, who will make the difference in changing our environments in order for each acute and critical care nurse to be able to make their optimal contribution.

Candidates for AACN Nominating Committee (Vote for 3)

M. Cecilia Wendler, RN, PhD, CCRN
Director, Nursing Research and Academic Partnerships
Memorial Medical Center
Springfield, IL

Experience and Activities

Chapter Membership
• Central Illinois Chapter, 2008 - Present
• Greater Twin Cities Area Chapter, 1992 - Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Central Illinois Chapter AACN: Chair, nominating committee and chapter advisory team; led the local effort to reclaim the “lost” Central Illinois Chapter of AACN and, with the assistance of others, brought it back to vibrancy, 7/2007-present
• Awards and Scholarships Review Panel, 2001-2008
• Research Grant Award Recipient, AACN–Philips Medical Systems Clinical Outcomes Grant ($10,000)
• NTI poster and podium presenter, Chicago, May 2008

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Co-author and faculty lead: Schroetter, S. & Wendler, M.C. (2008). Capstone experience: Analysis of an educational concept for nursing. J. Prof Nsg, 24(2), 71-79
2. Co-author and major manuscript revision: Stoelting, J., McKenna, L., Taggart, E., Mottar, R., Jeffers, B.R., & Wendler, M.C. (2007). Prevention of nosocomial pressure ulcers: A process improvement project. JWOCN, (July/August 2007) Winner of the Journal of Wound Ostomy Care Nursing’s “Clinical Practice Award,” 2008
3. Winner, “Best of Books” Award, 2005-2007 Biennium (Nov 2007): Sigma Theta Tau, International. For: Wendler, M.C. (2005). (Ed). The heART of nursing: Expressions of creative arts in nursing. Indianapolis, IN: Nursing Knowledge International (publishing arm of Sigma Theta Tau)
4. Active chapter member and regional leader, Region 4, Sigma Theta Tau International, nursing’s honor society 2001-2007
5. Co-developer and co-faculty, Critical Care Nursing Course (Elective), with Dr. Cathy Cooper, at the University of Wisconsin-Eau Claire College of Nursing, 2005-2006

Issues Statement
Development of nurse leaders and leadership succession are critical issues in nursing and healthcare (Collins, & Collins, 2007; Redman, 2006). Successful, seamless (Bloudin & McDonagh, 2008) strong leadership is key to sustaining the excellence of AACN, a professional organization representing the interests of demographically diverse (Collins & Collins; Coonan, 2005) nurses that number nearly half a million. In order to create a healthcare system driven by the needs of patients and families where acute and critical care nurses make optimal contributions (AACN, 2008), the leadership attributes of empowerment, effective communication, continuous learning and effective change management (AACN, 2008) must be taught, modeled, practiced, and discussed at all levels. Further, by valuing leadership in promoting specialty certification, education, community service, nursing management, precepting, mentoring and communication, AACN provides many wonderful opportunities for leadership development for acute and critical care nurses.

Leadership development through rigorous succession planning is a long-term strategy (Redmond, 2006) that includes assisting emerging leaders – precious resources of human capital (Coonan, 2005) – to self-identify professional leadership goals, to use gap analysis to uncover needed leadership skill sets, encourage professional development through education and provide mentorship that broadens career perspectives (Blouding & McDonagh, 2008; Redmond, 2006). Further, organizational readiness for workforce demographic changes (Cadmus, 2006; Collins & Collins, 2007) and AACN’s Board of Director’s ability to respond to these changes demand the highest performance of active, responsive and masterful leaders. Members of the Nominating Committee of AACN play a pivotal role in identifying those nurses who are ready to take on the responsibility of continuing the legacy of excellence that has always been a hallmark of AACN. Since advancement of AACN and the nursing profession is dependent upon strong, representative leadership, I am deeply committed to securing a strong slate of candidates for national AACN leadership positions.

Kimberly K. Smith, RN, MSN, CCRN
Colonel, Chief Nurse, USAISR, Burn Center
U.S. Army Institute of
Surgical Research, Burn Center
Fort Sam Houston, TX

Experience and Activities

Chapter Membership
• San Antonio, Texas Chapter, 2004 - Present
• Denver Chapter, 1994 – 1996
o Education Coordinator

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Volunteer military liaison to San Antonio AACN Chapter assisting in planning and execution of the San Antonio Excellence in Nursing Award Ceremony and Formal Ball, May 2007
• Reviewer for AACN Advanced Critical Care Nursing edited by Karen K. Carlson, 2008
• Member of AACN and CCRN for 20 years. Actively promote certification in the military, eight of my staff recently completed certification
• Presented : “Joint Theater Trauma System: Saving Lives on the Battlefield,” AACN, NTI Breakfast Session, May 2008

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. U.S. Army Critical Care Nursing Consultant to the Office of the Surgeon General, Aug 2006 – Present
2. Primary Investigator for TSNRP funded ($499,000) grant titled “Effect of Resuscitation Training on BLS Skills,” June 2004-June 2008
3. Primary author of “Evaluation of Staff’s Retention of ACLS and BLS Skills,” Resuscitation (2008), 78, 59-65
4. Author (2008) of “Critical Care Nursing in an Austere Environment,” Critical Care Medicine, 36(7), S297-S303.
5. Member, Emergency Nurses Association, American Burn Association, Society of Trauma Nurses Instructor ACLS, ABLS, TNCC, TOPIC-M (Trauma Outcomes & Performance Improvement Course - Military)?

Issues Statement

The American Association of Critical-Care Nurses has been a professional leader in promoting healthy work environments. A healthy work environment is key to providing safe, high-quality, synergistic care. I believe that communication among the multidisciplinary staff, the patient and their family members is at the root of a healthy work environment. We have not proactively and consistently focused on improving patterns of communication. I have observed pockets of excellence where communication is respectful, positive and focused on the needs of the entire mission. Patient outcomes are improved, staff morale is high and professional practice is the norm. I have also observed unhealthy work environments where the power of one negative, bullying person can create an intimidating culture where staff are reluctant to speak up or ask for clarification and feel miserable at work. These behaviors contribute to medical error, negatively affect patient outcomes and lead to discontent.

Communication among healthcare providers is becoming a national, regulated focus of quality. The Joint Commission recently published the 2009 National Patient Safety Goals (NPSG) and has included improving the effectiveness of communication among caregivers. This was followed by a Sentinel Event Alert on 9 July 2008 titled “Behaviors that undermine a culture of safety.” The majority of the behaviors mentioned in this alert are related to communication (i.e., refusal to answer questions, impatience, condescending language). To date, there has been a history of tolerance or indifference to poor communication in the healthcare arena. With a growing emphasis on communication from regulatory guidance, the time is now to implement innovative strategies to improve the healthcare environment through accurate, reciprocal and respectful communication. I believe that AACN is the front-running professional organization positioned to make a positive contribution to creating a nationwide standard for Healthy Work Environments.

Karen S. Kesten, MSN, APRN, CCRN, PCCN, CCNS
Assistant Professor and Program Director
ACNP and CCNS Programs
Georgetown School of Nursing and Health Studies,
Washington, D.C.

Experience and Activities

Chapter Membership
• Greater Washington Area Chapter, 1996 – Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Chapter Advisor Region 4, AACN 7/05-7/07
• GWAC-AACN Critical Care Consortium Founder and Liaison to the GWAC-AACN Board, 2000-2006
• AACN Awards and Scholarships Review Panel, 7/05-7/2006
• Cardiac Surgical Certification Exam Writer 2004-2005
• Greater Washington Area Chapter and Region 4 Annual Beacon Dinner Committee, 2005-2009
• Greater Washington Area Chapter Beacon Panel Discussion Moderator, Spotlight on Critical Care, 2006, 2007, 2008
• “AACN Initiatives: Healthy Work Environments, Certification and Beacon Award” Critical Care Symposium, Tidewater Chapter, AACN, 2006

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. “Building the Evidence: Teaching Nurses Skilled Communication” DNP project defense, University of Maryland, March 2009
2. “Restore the Infectious Disease Surveillance Program at the CDC: Making MRSA a Reportable Condition” Mock Testimony before Congress, Johns Hopkins Bloomberg School of Public Health, June 2008
3. “The Role of the Doctor of Nursing Practice” presentations at Virginia Hospital Center, Georgetown University Hospital, 2008
4. “Simulation for Acute Care Advanced Nursing Practice” chapter in textbook, High-Fidelity Patient Simulation in Nursing Education, editors Nehring, W. & Lashley, F. (in press)
5. “The Impact of Clinical Nurse Specialists on Clinical Pathways in the Application of Evidence-Based Practice” Journal of Professional Nursing, March 2009

Issues Statement

Patient safety is a paramount issue for critical care nursing today. Patients in the care of clinically expert professionals suffer medical errors with alarming frequency. In 2001, the Institute of Medicine (IOM) exposed poor communication among caregivers as a major cause of medication errors and sentinel events. Subsequently, The Joint Commission issued National Patient Safety Goal 2, which strives to improve the effectiveness of communication among healthcare providers. High-quality patient outcomes require the integration of specialized knowledge and skills of nurses, physicians and inter-professional health care providers. Skilled communication, collaboration and respectful interaction are critical to achieve quality care outcomes, especially in acute and critical care environments in which urgent or emergent situations arise and effective communication is essential.
Effective communication skills and proficiency at collaboration are essential tools for the critical care nurse in the new age to ensure optimal patient safety. Critical care nurses have an opportunity in the new millennium to initiate collaborative and innovative partnerships with healthcare professionals to enhance patient safety. For the first time, nurses are achieving parity with the various healthcare disciplines, having a seat at the decision table for patient safety issues. AACN has collaborated with the healthcare professions to champion the healthy work environment standards that include skilled communication and true collaboration. I believe AACN will continue to demonstrate leadership by initiating innovative partnerships that will not only secure critical care nurses a seat at the table but also assure optimal patient safety.

Melanie Wallace, RN, BSN, CCRN, NE-BC
Nurse Manager of the Surgical Trauma Intensive Care Unit
Carolinas Medical Center
Charlotte, NC

Experience and Activities

Chapter Membership
• Piedmont Carolinas Chapter

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• President, Piedmont Carolinas Chapter, Region 5, AACN 7/07-present
o Activities: Leadership Workshop (key speaker Caryl Goodyear-Bruch) Healthy Work Environment Luncheon (speaker Connie Barden), CCRN, PCCN, CMS review courses, membership drive, Palliative Care course (speaker Beth Martin), monthly dinner meetings with education program with CEUs provided, free CEUs to all nursing students, Spring Seminar, “Concepts in Critical Care,” sponsored a member to NTI in Chicago
• President-elect, Piedmont Carolinas Chapter, Region 5, AACN 7/06-7/07
o Activities: Membership drive, monthly dinner meeting with CEUs
• AACN Volunteer 2007
o Activities: CEU reviewer AACN National Teaching Institute, Atlanta, Georgia

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. “Traumatic Brain Injury” Fundamentals of Critical Care Support, (2008, September)
2. “Ethics” Fundamentals of Critical Care Support, (2007, June)
3. Mecklenburg Council of Nursing Organizationas, Publicity Chair, 2006-2007
4. “Mentoring and Networking: It’s Who You Know,” Advance for Nurses Continuing Education Event (2007, May)
5. “Neurological Disorders” Course in Advanced Trauma Nursing, Emergency Nurses Association (2007, June)
6. “Traumatic Brain Injury,” Advanced Trauma Care, Carolinas Medical Center (2007, May, October)

Issues Statement

The medical systems within the country are in a crisis situation due to the extreme shortage of nurses, especially in critical care. The shortage is more a shortage of experience than sheer numbers of nurses. This is a very real crisis. Nurses are being pulled in so many directions and are frustrated to the point of exhaustion, which not only makes it harder to recruit new nurses into the profession, but retention of nurses is at a critical low. The quality of care we are able to provide is being compromised. Every day in hospitals all across the country patients are at risk.

The federal Nurse Reinvestment Act passed in response to the nursing shortage contains promising measures to bridge the gap in the nursing shortage. Nurse retention is an important response to the long- term solution to the nursing shortage. Retention strategies should focus on both retaining current nurses and encouraging those who have left nursing careers to re-enter the workforce. Improving workplace conditions and enhancing the education and professional development of nurses are primary retention strategies. Through incentives and funding coupled with employers and healthcare agencies, a regulatory approach to retain the current number of nurses could help avoid aggravating turnover, thus improving the nursing shortage.

It is now projected that if current trends with the nursing shortage continue the United States will be short 275,000 nurses by the year 2010 and the nation will need to educate about 1.1 million new nurses by 2012, almost half the size of today’s nursing workforce. Bold measures and Bold voices are needed to lead our profession out of this shortage. I pledge to do my part to be a Bold voice for critical care nursing.

Barbara Phelan, DNSc, RN-BC
Manager, Center for Professional Practice Excellence
Yale-New Haven Hospital
New Haven, CT

Experience and Activities

Chapter Membership
• South Central Connecticut Chapter, 1993 - Present

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• CCRN Certified from 1985 – 2008, Alumnus CCRN 2008 - Present
• Chair, Horizons 2008 Region I Critical Care Symposium Planning Committee, 6/06 – 6/08
• Chair-Elect and Programming lead, Horizons 2006 Region I Critical Care Symposium Planning Committee, 6/04 – 6/08
• CCRN Review Course Planning Committee, 6/07-present
• Speaker, Synergy Model and Test Taking Techniques, CCRN Review, New Haven, CT 2007-09

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Member, NNSDO, 2005 – present
2. Member, Sigma Theta Tau, 1983 – present
3. “Implementing a Nurse Residency Program” CT Hospital Association, CNO Meeting (3/05)
4. “Evidence Based Practice” SCCC-AACN Dinner lecture (2/06)
5. “Tips for Clinical Faculty” Horizons 2008 Region I Critical Care Symposium

Issues Statement

Critical care nursing is uniquely impacted by the nursing shortage. By now we are familiar with these statistics. Far more clinicians are approaching retirement than are entering the workforce and, if the trend continues, we will need close to 1 million additional nurses by 20201. Public campaigns to promote the profession have been successful in increasing nursing school applications, but faculty shortages limit the schools’ ability to increase class size in response. Partnerships between schools and hospitals have engaged experienced bedside nurses to serve as clinical faculty, yet often these expert clinicians are unprepared for the faculty role.

Basic nursing curricula emphasize generalist preparation, leaving new graduates ill-prepared for the ICU setting. A recent survey of frontline nurse leaders revealed only 17% we’re satisfied with new graduate nurse preparation in critical care skills2. To bridge the gap between preparation and practice, hospitals have had to expand critical care orientations, but these are time and resource intensive.

The traditional models of preparing nurses to manage complex patients are not working. The ability for novice nurses to safely and effectively care for the critically ill requires a unique blend of academic preparation and hands-on experience. New and creative ways to prepare novice nurses, mentor clinical faculty and value nurses who can move seamlessly between academia and practice are needed.

AACN has established the gold standards for critical care practice and education, and is in a unique position to address these issues. To have a meaningful impact on the education and supply of new talent, it is imperative that AACN establish as a priority the expansion and standardization of critical care education in basic nursing programs and the training of clinical faculty. These actions will improve practice readiness, require shorter and more effective hospital orientations and increase the supply of competent caregivers.

1. Robert Wood Johnson Foundation. (2005) Addressing the Nursing Shortage: Partnerships among governments, schools, and employers are getting results. Retrieved from www.RWJF.org.
2. Nursing Executive Center New Graduate Nurse Performance Survey, 2007; Nursing Executive Center analysis.

Melissa L. Hutchinson, MN, RN, CCNS, CCRN-CMC, CWCN
Clinical Nurse Specialist, MICU/CCU
VA Puget Sound Healthcare System
Seattle, WA

Experience and Activities

Chapter Membership
• Mountain to Sound Chapter, 2007 - Present
• Mt. Rainier Chapter – Tacoma, 1999 - 2007 (merged with Puget Sound to form the Mountain to Sound Chapter)

AACN Commitment and Involvement in the past 3 years
Includes ways in which the candidate integrated the mission and work of AACN into her current role and practice. Local and national volunteer activities are listed, if applicable

• Chapter Advisor for Region 18 - 2007-2009 (Washington, Oregon, Idaho, Alaska, Hawaii)
• Mountain to Sound Chapter - Advanced Practice Education Chair-elect: 2008-2009
• Speaker NTI 2008 Chicago IL
o Leadership Development Workshop Speaker: “How to Plan an Outstanding Educational Event”
• Creative Solutions and Research Abstract Reviewer NTI 2008
• Mountain to Sound Chapter - Education Committee Chair – 2007-2008
• Mt. Rainier Chapter Programs Chair – 2006-07
• NTI 2007 Work Group (2006 - 2007)
• Speaker NTI 2007 Atlanta, GA, “How to be an NTI Speaker”
• 2007 Presidents Award for Chapters – Our goal in merging the two Seattle chapters was to consolidate nursing resources and create a critical care community that could help develop one of the safest places in the world to be a critically ill patient. Mt. Rainier Chapter president at the time of the merger.
• 2007 Excellence in Chapter Collaboration Award – The two Seattle chapters were struggling independently but together we created a stronger, unified group that was able to offer a diverse selection of educational programs and events. Mt. Rainier Chapter president at the time of the merger.
• Nursing Standards Task Force 2007 – assisted in the development of AACN’s Nursing Scope and Standards of Practice, published – Spring 2008.
• CCRN SAE Development Group 2007 – participated on the work group to develop a new online 60–item Self-Assessment Exam with rationales.
• Member of the Continuing Education Articles Review Panel and AACN Board Advisory Team 2001-Present – peer review of new articles.
• President, Mt. Rainier Chapter 2004-06.

Key Professional Activities outside AACN in the past 3 years
Includes involvement with other professional organizations, teaching and/or speaking engagements

1. Girl Scouts of America – Kirkland, WA troop “First Aid Basics and Emergency Situation Teaching.” Educated a 1st/2nd grade troop on emergency situations and basic wound care, and we compiled individual first aid kits for each Girl Scout to take home.
2. “Crucial Conversations” - 2007 the VA in Seattle purchased the Crucial Conversations instructor-training program in which I participated. Since then we have offered multiple Crucial Conversations
programs (2-day program) to the staff of the VA in Seattle/Tacoma.
3. “Gastrointestinal Bleed and Coagulopathies”: Mountain to Sound ICU Consortium, presented three times per year, approximately a 3-hour lecture for the two topics.
4. Feb. 2007 “Leadership, Collaboration and Communication” presented with a peer at Olympic Medical Center, Port Angeles, WA. Funded through a University of Washington educational grant. Two, 3-hour presentations – approximately 35 hospital attendees. (max attendance for conference was 20 per class).
5. Critical Care Nursing: Synergy for Optimal Outcomes by Roberta Kaplow, Sonya Hardin – Co-author for the Chapter “Healing Environments in the ICU.”
6. Introduction to Critical Care Nursing by Mary Lou Sole, Deborah Klein, Marthe Moseley – Author for the “Nutritional Support” chapter.
7. (publication cancelled – chapters completed prior to cancellation) Two book chapters for Medical-Surgical Nursing: A Pathophysiologic Approach by Woods, Motzer, Jensen, Altman and Whitney.
• “Nursing Strategies for Common Hematologic Problems: Nursing Diagnosis, Interventions & Evaluation”
• “Anemia & Related Blood Disorders”

Issues Statement

A key issue affecting critical care nursing today is the development of our future leaders. Nurses who have developed effective leadership skills are empowered, valued and positively influence patient outcomes. Our bedside nurses are our leaders of tomorrow. They need improved leadership development and nurturing to succeed. In order to accomplish this, we must look at how we develop staff in a new light. We need to look at the nurses within our influence and ask, ‘What are the strengths they possess? How can their strengths be developed in order to cultivate a successful leader? What programs need redesigning to improve our leadership education?’ A leader who focuses on developing another’s strengths rather than correcting deficits has employees who are “six times more likely to be actively engaged in their jobs” (Rath, 2007). While not suggesting that we ignore areas where improvements are needed, we must focus on helping people succeed by developing the areas where they excel. It only takes one person to recognize another’s leadership traits, to reach out and provide encouragement for that nurse to develop those abilities. Leaders should assist in the development of another’s leadership abilities, but more effective tools and programs are needed to educate nurses on how to best encourage and mentor another’s strengths and assist with challenges. Improving leadership skills builds one’s confidence to become the best leader possible, whether that is at the bedside influencing patient outcomes or as a manager/director planning the vision and strategies of the future. We must take the lead and develop programs to grow the leadership we want, and need, to effect a positive change for the future of healthcare and for the next generation of nurses to come. “We must become the change we want to see in the world”. (Mohandas Gandhi)

Rath, Tom: StrengthFinder 2.0, Gallup Press; 2007

Voting Is Easy!

Simply visit www.aacn.org to vote for members of the AACN Board of Directors and AACN Nominating Committee. Click on the “VOTE” icon and log in using your member number and password (your last name). Online ballots must be completed by 11:59 p.m. (EDT) April 25.
No Web access? No problem. Simply call AACN at (800) 394-5995, ext. 331, or e-mail volunteers@aacn.org to obtain a paper ballot.

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Members on the Move



Ann Huntley, RN, APRN-BC, CCRN, MSN, wrote an article titled “Transfusion Reaction” for the Action Stat section of the January issue of Nursing2009. She discussed the situation, assessment, immediate treatment and follow-up care for a particular patient. Huntley is a clinical nurse specialist at Emory Healthcare, Atlanta, Ga.

Maria Shirey, RN, MS, MBA, CNAA, BC, FACHE, chair-elect, AACN Certification Corporation, received her PhD in Nursing Science with a major in Health Systems/Leadership from Indiana University in Indianapolis. Her dissertation, titled “Stress and Coping in Nurse Managers: A Qualitative Description,” explores the work of nurse managers and identifies areas of support needed to create and sustain healthy work environments in order to facilitate nurse retention and patient care quality/safety.

Janice Eigsti, RN, MSN, CCRN, wrote an article titled “Innovative Solutions: Providing Specialized Nursing Care to the Patient With Acute Neurologic Injury in a General Critical Care Unit” for the January/February 2009 issue of Dimensions of Critical Care Nursing.

Kathleen Stacy, RN, MS, CNS, CCRN, PCCN, CCNS, co-wrote “Staff Nurses’ Experiences of a Change in the Care Delivery Model: A Qualitative Analysis,” which is featured in the above issue.

Karen Miller, RN, BSN, and Kathleen McCarthy, RN, BSN, MAED/AEDL, CCRN, spoke at the first Clinical Education Redesign conference in Indianapolis, Ind. The title of their presentation was “Integrating Simulated Clinical Experiences Into a Hospital-Based Critical Care Curriculum.” The international audience consisted of educators from healthcare institutions and faculty.

Rebecca Zapatochny Rufo, RN, CCRN, DNSc, wrote “The Virtual ICU: Pathway to Improved Performance,” which is featured in the January 2009 issue of Nursing Management and “Virtual ICUs, Lower Operational Costs” for the December 2008 issue. She is the operations director of the Virtual ICU at Resurrection Health Care in Chicago.

Jean Ten Haken, RN, MSN, was named vice president for acute care nursing at Concord Hospital, Concord, N.H. She was previously a nursing director at Dartmouth-Hitchcock Medical Center, Lebanon, N.H.



Kevin Reed, RN, MSN, NE-BC, CPHQ, CENP, immediate past AACN Certification Corporation chair, earned a CENP (Certified in Executive Nursing Practice), a new credential offered by the American Organization of Nurse Executives (AONE) for nurse leaders who are engaged in executive nursing practice. An individual who meets the eligibility requirements and passes the CENP exam attains this designation. AONE and AACN are partners in the Essentials of Nurse Manager Orientation e-learning program and CNML national certification for nurse managers. Reed is a part of the initial group that earned this credential.

David Schmidt, MSN, RN, CNS, CPNP, CCRN, clinical manager in the PICU, received a DAISY Award from Childrens Hospital Los Angeles, Calif. in recognition of his excellent work. DAISY is an acronym for Diseases Attacking the Immune System.

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2009 Circle of Excellence President’s Awards for Chapters

These AACN chapters have best exemplified President Caryl Goodyear-Bruchs theme, With Confidence, throughout the year in their programs, activities, communications, educational
offerings and community service:

Atlanta Area (Georgia)
Central Indiana (Indianapolis)
Central Minnesota (Saint Cloud)
Piedmont Carolinas (Charlotte, NC)

They will be recognized as part of the Circle of Excellence at NTI in New Orleans. Congratulations on making a difference in healthcare and the community.

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In Memory of Jane E. Justice, RN, MS, CCRN

Jane Justice died Feb. 21, 2009 in an automobile accident. Following is a tribute from her colleagues at Jennie Edmundson Hospital in Council Bluffs, Iowa: “Jane was a manager, mentor, leader, and a nurse with unwavering compassion. She had a passion for teaching others and led by example. She saw the hidden potential in her nurses when they didn’t see it in themselves. Jane is leaving a void that we will not soon recover from.”

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Bookstore Corner

Precepting in Nursing: Developing an Effective Workforce

This book prepares staff nurses to precept student nurses, new graduates and experienced nurses. Each chapter introduces concepts essential to preceptor development, suggests strategies for concept application and presents questions and situations to guide learning. The workbook begins with the basics for getting started, guides the preceptor through legal and regulatory controls and assists the preceptor in developing plans for success. The book then moves to key strategies for understanding and working with beginner behaviors, developing time-management skills, facilitating adult learning styles, maintaining preceptee motivation, working with various
preceptee diversities and evaluating preceptee progress. The handbook concludes by guiding the preceptor through potential challenges and providing an overview of the key strategies and skills needed to become an effective preceptor.

Member Price: $42.75, Nonmember Price: $44.95

These Super Saver prices are valid through May 31, 2009. All orders must be received or postmarked by May 31 to be eligible for the Super Saver Price.

Instant Teaching Tools for the New Millennium (#304003)
“Instant Teaching Tools for the New Millennium” contains 87 ready-to-use, easily replicated interactive teaching exercises designed specifically for educators and trainers in the healthcare profession. Exercises are designed to promote student/participant involvement and self-directed learning. It features a stimulating, highly visual format and easy-to-follow, step-by-step instructions for each exercise. All exercises are brief and inexpensive, requiring minimal props or preparation time. Icons identify the topic, tools needed, time, preparation, implementation and educator secrets. Includes CD-ROM with book.
Regular price: Member $45.50, Nonmember $47.95
Super Saver Price: Member $42.70, Nonmember $44.95

Mentoring in Nursing: A Dynamic and Collaborative Process (#303102)
“Mentoring in Nursing” will help inspire a more cohesive, flexible and empowered nursing force, whether in academia, the hospital unit or healthcare facility.
Regular price: Member $47.50, Nonmember $50
Super Saver Price: Member $40.50, Nonmember $45

Case Studies in Critical Care Nursing, 3rd Ed (#128622)
This book is helpful for any educator wanting to use case study format as a teaching tool. With each case study there are questions and answers written in narrative fashion, which include rationale. The goal of this format is to encourage critical thinking skills. Diagnoses from all major systems are included, with a reference list for each chapter.
Regular price: Member $42.75, Nonmember $44.95
Super Saver Price: Member $37.95, Nonmember $39.95

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