• Develop strategies to build membership
• Reassess and potentially revise / expand membership services / benefits
• Develop strategies to engage and secure new and/or renewed commitment of members
• Promote organizational awards programs and use these awards for visible recognition of our member leaders
• Engage a taskforce of past and current NWONE leaders to continue with the work of re-crafting the NWONE Vision, using work to date as the foundation.  Once the vision is revised and approved work to revise the NWONE mission and write value statements for NWONE.  
• Enhance financial stewardship
• Increase fundraising & alternative revenue sources for the organization
• Assess current investments for profitability
• Develop a strategic plan for philanthropy and have this plan reviewed and endorsed by the board of directors
• Negotiate with WSHA around strategic financial and work related partnerships that can benefit both organizations.
• Revise & improve communications with members & potential members
• Revise the current newsletter format to allow for more content & financial support through advertising
• Revise and update the current NWONE website to increase ease of use/navigation and create more visual appeal
• Renew the vitality of regional councils
• Assure that each and every NWONE Regional Council has a Board Representative and distinguish that role from the Chairperson positions.
• Assure that every NWONE Regional Council Board Representative participates in the Membership Services Commission conference calls
• Hold regional representatives accountable for communications
• Disband Regional Councils who are non-compliant with expectations related to communications and the role of the Regional Council Board Representative.  
• Create shared discussion points across regions for shared dialogue & member engagement around issues of shared concern (labor, quality, patient safety, legislation, leadership development, succession planning etc.)
• Use councils for environmental scanning
• Develop a succession plan for NWONE officer positions
• Grow and continually evaluate organizational programming
• Continue to monitor NWONE’s fall and spring programs for financial success and member satisfaction
• Utilize AONE membership lists to expand promotion of NWONE programming beyond the NW region
• Communicate directly with CNOs and hospital leaders about program sponsorship opportunities
• Continue to grow  and evaluate Clinical Summits
• Continue to produce, promote and grow member involvement in the Legislative Boot Camps
• Establish a process to use PNNLI funds to award leadership scholarships to members
• Continue to grow and develop industry partnerships 
• Enhance Strategic Partnerships
• Meet with the state Centers for Nursing to define strategic partnership opportunities
• Explore the benefit of forming an industry advisory board for NWONE
• Meet with WSHA to define potential shared personnel and financial partnerships
  

Gladys Campbell

Carol Velasquez & JoEllen Vanatta

Karen McHenry

Gladys Campbell & Charleen Tachibana

• Through the support of PNNLI funding consider alternative approaches to leadership education and development
• Establish a CNO to CEO forum, using nurse CEOS as mentors
• Establish a leader coaching forum to assist currently nurse leaders in their effectiveness and learning

• Promote the “Authentic Leadership Award” which comes from the AACN standards for a Healthy Work Environment
• Implement the Transforming Inpatient Care (TIC) program across the state of Washington
• Provide state-wide education to the project through Webcasts
• Establish a process to welcome volunteer hospitals to the implementation process
• Establish an orientation program for all volunteer hospitals
• Engage stakeholders
• Establish a legally protected “learning collaborative” and host collaboratives quarterly
• Hire a project director for the research arm of the TIC project
• Contract with research support for the TIC project
• Publish TIC work, in sequential articles
• Present the TIC program to OAHHS for use in the state of Oregon and offer assistance with the work and promotion of the work.

• Launch the CALNOC project in both Washington and Orgon
• After Webcasts are provided for learning provide an orientation program in each state for hospitals that have signed onto CALNOC
• Established a formal business contract between NWONE and ACNL related to the business of CALNOC
• Evaluate and study state-based data as it becomes available.
  
• Look for partnerships in the development of evidence based administrative practices
• Publish evidence based practices or regional best practices as appropriate and as available.

• Maintain  formal linkages with the WSHA and OAHHS related to legislative activity
• Continue to produce, promote and grow member involvement in the Legislative Boot Camps
• Establish forums for nurses to discuss key issues with legislators and build relationships with these legislators
  
• Maintain full support for the Ruckelshaus Steering Committee in Washington
• Two NWONE representatives to attend one full day meeting a month
• NWONE members to lead the education and rapid response pilot project subgroups
• NWONE to assist members in monitoring the success of their staffing committees and assisting as needed
• Educate Ruckelshaus members, especially unions, about the TIC project and the need to build healthy work environments for staff to practice in.