1. ONS Regional Chapter Officers Program
Welcome!

2. Introductions
Your Name
Your Chapter
Your Chapter Board Position(s)

3. Social Media Use hashtag #ONSRCOP
Don’t forget to go on Twitter and use the hashtag ONS RCOP to talk about your experiences and everything you’re learning
Use hashtag #ONSRCOP

4. Kay Harse, MS, RN, ACON® Treasurer ONS Board of Directors
ONS Board Report
Kay Harse, MS, RN, ACON®
Treasurer
ONS Board of Directors

5. ONS Board of Directors
This is the current ONS Board of Directors. Sue Schneider in the center of the photo is in the final year of her presidency. Laura Fennimore on the far left is the president-elect and will be starting her term in May of this year. The Boards primary functions are to develop the strategic plan for ONS, as well as monitor and maintain its financial stability. In addition, our Board ensures that ONS continues to deliver programs that support our members, and strives to fulfill our mission and vision.
Left-to-Right: Laura Fennimore, DNP, RN, NEA-BC President-Elect (2018); Diane Barber, PhD, APRN, ANP-BC, AOCNP® Director-at-Large ( ); Julie Painter, RN, MSN, OCN® Director-at-Large ( ); Maggie Smith, DNP, MSN/Ed, RN, OCN® Director-at-Large ( ); Susan M. Schneider, PhD, RN, AOCN®, FAAN; President ( ; ); Kay Harse, RN, MS, AOCN® Treasurer ( ); Barbara Holmes Gobel, MS, RN, AOCN® Secretary ( ); ); Jean Rosiak, DNP, RN, AOCNP®, CBCN Director-at-Large ( ); Joni Watson, MBA, MSN, RN, OCN® Director-at-Large ( ); Eva Gallagher, PhD, RN, ANP-BC, CPHQ, CMPP Director-at-Large (2016–2019

6. Mission and Vision Mission Vision
To advance excellence in oncology nursing and quality cancer care.
Vision
To lead the transformation of cancer care.
Our mission and vision are what guide us as an organization. These are what we strive for everyday. To advance excellence in oncology nursing and quality cancer care, and to lead the transformation of cancer care. As a best practice, the Board of Directors consistently refers to the Mission, Vision, and Values to ensure that they remain focused and that topics and discussions align with what drives us.

7. ONS Values
Innovation in Knowledge and Learning Excellence in Oncology Nursing and Patient Care Advocacy for Patients and the Profession
During the strategic planning process, the board voted to simplify our core values, to focus on key areas that can have the biggest impact on the Society. Innovation, Excellence, and Advocacy. These values are at the core of everything we do as an organization. And, as chapter officers, you should also be thinking about what you are doing to bring innovation to your programs, and helping your members by sharing best practices in patient care. And, what can you do as a Chapter on the local and state level to advocate for oncology nurses and the patients you care for? Do you have someone on the Chapter Board or who is appointed to focus on advocacy? Did you send someone to Capitol Hill Days? How are you engaging your members on legislative issues that affect your community and your profession?

8. Strategic Planning Final year of three-year plan
BOD is currently working on next phase of strategic planning
Chapters should use the ONS plan as a template
How does the Chapter support the Mission/Vision/Values of the organization?
What can the Chapter do on a local level to support the goals?
What does success look like at your chapter?
2018 marks the final year of our current three-year plan. The Board has been active in developing the next strategic plan—identifying what we have achieved, what needs to be carried through, and what new objectives need to be developed. Chapters can use the ONS organizational strategic plan to build their own. You should be considering your own objectives and how you can support the mission, vision, and values. What programs can you develop to support our goals? What other goals and objectives should you be pursuing?

9. Strategic Plan
GOAL 1:
Advance the quality of cancer care and patient/staff safety.
Objectives:
1.1 Ensure the integration of oncology content into nursing curriculum and minimum licensure requirements. 1.2 Set the standard for quality nursing care for patients with cancer. 1.3 Measure and report on implementation, process, and outcomes related to integration of the standard. 1.4 Strengthen the body of evidence that drives quality patient care. 1.5 Implement a comprehensive model of leadership development to prepare nurses to lead teams and organizations. 1.6 Prepare oncology nurses to advocate for their profession and those affected by cancer.
Our first goal is focused on advancing the quality of care at every step of an oncology nurses career, beginning when they are still in school. We know that the vast majority of nursing schools have little to no oncology-focused education, leaving graduates ill-prepared to enter the oncology workforce. Our objective is get oncology content into nursing curriculum. From there we want to establish ONS as the standard bearer for oncology care, as well as building on our current body of evidence. We are striving to implement leadership development programs to prepare the next generation of nurse leaders, and finally, we know the importance of having a strong voice for oncology nurses in Washington, as well as at the local level.

10. Strategic Plan
GOAL 2:
Grow the Society by recruiting, engaging, and retaining a diverse mix of nurses caring for patients with cancer.
Objectives:
2.1 Increase engagement, loyalty, and sense of community among oncology nurses in their first five years of membership. 2.2 Develop the next generation of ONS member leaders. 2.3 Strengthen advocacy and professional development resources. 2.4 Expand ONS’s global impact. 2.5 Drive membership recruitment to convert nonmember prospects.
Chapters play a critical role in achieving ONS’s second goal, which is ensuring the stability and future of the membership. Your work to engage members on a local level, and provide that community are vital. For many new oncology nurses their first tangible experience with ONS is a chapter meeting. Your ability to provide leadership opportunities, especially to nurses in their first five years, also supports our ability to increase the value of ONS and retain members.

11. 74% 2017 Membership Results Total Membership = 36,978 Member Retention
While we ended the year with 36,978 members, understand that this total fluctuates throughout the year – some months it is well over 39,000, and some months it is down. It all depends on where members are in their renewal schedule. Member retention will continue to be an important goal of ours. The more members we can get to continue with ONS, the stronger we can as an organization, but we also can create ambassadors within practice. One of our number one drivers of new membership is referrals. This reinforces the importance of the Chapters. Getting members to attend chapter programs and engage on a local level. As I said earlier, often you are their introduction to ONS. Making them feel welcome and establishing the value of engaging with you goes along way to getting them to renew their memberships.
74%
Total Membership = 36,978
Member Retention

12. New Chapter Model Policy
Chapter Task Force of ONS members and staff was convened in early 2017
Purpose was to examine every aspect of chapters—size, requirements, re-chartering, governance, financials, and fiscal management
Recommendations were presented in the fall of 2017 and the Board voted on new chapter policies for 2018
ONS Chapter staff will work with Chapters on an individual basis to support a smooth transition to the new policy
In early 2017 the ONS Board convened a task force comprised of ONS members and staff to examine all aspects of chapters including size, requirements, re-chartering, governance, and fiscal management, which included the chapter charter renewal fees. The goal was to bring forth recommendations to streamline requirements, and establish consistency across all of the chapters. In addition, the Board desired to ensure that chapters could be sustainable and continue to be a valuable, and valued part of the overall membership experience.

13. New Chapter Model Policy
Chapters serve ONS members and advance the ONS mission at the local level.
Effective January 1, 2018, new ONS chapters must have a minimum of 100 members.
Existing chapters remain so long as they continue to meet all other annual re-chartering requirements.

14. New Chapter Model Policy
Chapter boards shall have at least five elected members, consisting of a president, treasurer, and three additional roles based on chapter needs.
Additional roles beyond the required five may be elected or appointed at the chapter’s discretion.
Board members cannot serve more than six consecutive years on the board.
The president and treasurer terms are limited to two years each. Can serve the remainder of their six-year terms in other board positions.
Board members serving in roles other than president or treasurer may serve all six consecutive years in the same role if re-elected or re-appointed by membership during each voting period.
Chapters must provide a minimum of six member engagement opportunities each year
Member engagement opportunities can be educational programs, journal clubs, conferences, and even social events.
Receive a minimum satisfaction rating of 75% from their membership survey each year to re-charter. (administered by ONS staff)
If the satisfaction score falls below 75%, chapter leadership is required to develop and submit an action plan.

15. Chapter Renewal Fee Structure
Chapter Size Category
Chapter Leadership Workshop Fee
Insurance (includes D&O Liability)
Management/Administrative Fees
Total Chapter Renewal Fee
Small (<50)
$300
$100
$700
Medium (51-99)
$200
$800
Large ( )
$900
X-Large ( )
$400
$1,000
Mega (>400)
$500
$1,100
In 2017, ONS national learned of claims that were being made against individual officers of professional association chapters. These claims jeopardized their personal assets. Our existing insurance did not cover those types of claims, just those made against the chapter entity. Given this new trend, and to protect our chapter officers, the ONS Board decided to add Director and Officers Liability insurance. Given that the coverage is based on the size of the claim, each chapter was charged the same amount, which is reflected in the Insurance column.
In addition to the new D&O insurance, the Board voted on a new distribution of the management and administration fees based on the size of the chapter. These fees help ONS to cover chapter related expenses such as chapter maintenance, regional chapter officer programs, insurance, virtual chapter community platforms & staff support. ONS continues to cover more than 60% of chapter related fees to demonstrate their support of chapter efforts.

16. Tell Us About Your Chapter Programs
How many a year?
Are they CNE, non-CNE, or combination?
What do you charge?
Members
Nonmembers
Students
How are your programs planned?
Does your chapter do a fall or spring conference?
Any unique things that your chapter does?

17. Chapter Leadership Topics/Issues
How do you get your members engaged?
What programs are your most successful?
Have you had success in attracting Students & Early Career Professionals?
What are some ideas for moving millennials into chapter leadership positions?

18. Important Dates
May 17-20: 43rd Annual ONS Congress, Washington, D.C.
July 20-22: Chapter Leadership Workshop, Pittsburgh, PA
September 30: ONS Awards Nomination Deadline

19. ONS Staff Contacts Brian Taylor Patrick Flynn Shannon Holzer
(412)
Patrick Flynn
(412)
Shannon Holzer
(412)

20. Questions