Career Nursing Assistants Network of N. Carolina

DIRECT CARE WORKERS ASSOCIATIONMEETING SUMMARYOctober 2, 2002�ATTENDANCE: Amy Brookman, Pat Capehart, Duane Currie, Jallie Daughtry, Milford Evans, Helen Forte, Susan Harmuth, Lloyd Pattison, Dave Peterson, Phyllis Stewart, Carol Teal, Alice Watkins, Mary Wright, Mike Massoglia, Jan Moxley ��THEME OF THE MEETING�The vision, mission and values of an organization unite its members around a common purpose. Effective organizations often reexamine their vision and mission statements in light of changing circumstances. ��SUMMARY OF DISCUSSION�The workgroup revisited its mission statement and for the first time discussed two other vital areas: vision and values. Together, the vision, mission and values tell prospective members what the Association wants to achieve and why, and how it wants to act along the way. After reaching agreement on these points, the workgroup turned to governance, and discovered there are still many issues to resolve about its board of directors.��VISION�Workgroup members began by trying to imagine the sort of world they would like to create as it relates to direct care without regard to money, resources, existing rules or regulations. After compiling the following list, the workgroup agreed to ask the team leader to draft a possible vision statement that incorporates these visions of the future:�Demand for direct care workers would be metThere would be quality training for direct care workersDCWA would be a lifeline to quality care through education and professional developmentDirect care workers would have some professional status in the form of CompensationBenefitsWorkloadCareer ladderDirect care as a profession would be thought of as neutral with regard to gender, race, age and ethnicityThe public would be well-informed about the importance of direct care and the costs to society of a shortage of well-trained workersDirect care workers would work in a supportive, collaborative environment; valued and respected for their contributions as members of a care teamThere would be improved quality of life for caregivers and the people they serveDirect care workers would function as part of a coordinated, integrated care team There would be good communication among all players in the care systemAccessing the long-term care system would be easy, appealing, comfortable and comforting Expand the pool of non-traditional direct care workers, resulting in a new cadre of potential worker and new ways to structure jobs to attract and keep themThere would be adequate funding of long-term care services because that would be a public and private priority thanks to education and the sharing of informationGreater awareness and education would give direct care workers a seat at the table; it would be their table, tooThe long-term care system would be marked by continuous improvement��MISSION�After affirming their commitment to quality of care, the workgroup recast the draft mission statement to make this absolutely clear:�The mission of the Direct Care Workers Association of North Carolina is to improve the quality of care by promoting the interests of direct care workers through education, public awareness and professional development.��VALUES�As they did in their discussion of vision, workgroup members came up with a list of values and asked the team leader to arrange them around common attributes.�Clarity�effective communicationProfessionalismRespectInclusiveTeam workAdvocacyOpportunityListeningOpen-mindednessParticipationIntegrityFairnessSupport for the group�s decisionsOpennessDiversityNon-partisanship�GOVERNANCE�After talking about vision, values and mission, the workgroup returned to the important question of how the new organization should be governed to ensure that its mission is a success. The workgroup reaffirmed its position that direct care workers, with their unique perspective, should make up a majority of the Association�s board of directors. The group decided the board of directors should have from nine to 21 members, of whom 2/3 would have to be currently employed as direct care workers.�The workgroup also agreed that, to be successful, the organization must have guidance from professionals with expertise in such areas as law, finance and public relations even if they are not involved in the delivery of direct care services. Whether the Association�s board members would need this expertise themselves or whether they could rely on advisory boards is one of several important governance questions the workgroup has left to resolve. The following recap forms a basis for further reflection and discussion:�Function and/or qualifications of board members�Fund-raising (grant writing, too?)AttorneyNot-for-profit expertiseBusiness expertiseInvolvement with direct care in some wayConsumerPublic relations/marketingEducationAccountingBilingualRegulatoryGeographic diversityRange of skill sets, job typesKnowledge of North Carolina laws, rules, regulations, etc.Understand the mission; share the vision, values and commitmentInfluenceSpokespersonComputer skillsMentor�Unresolved questions about the role, make-up and operation of the board of directors�Will it be a �working� board or an advisory board?Will it be an �evolving� board with responsibilities that change with the organization?Will �wealth, workers and wisdom� be guiding needs for the board?How often will the board meet, and where in North Carolina, and will members be reimbursed for travel?�Other unresolved issues�Should board membership reflect the state�s geographic diversity? Should the board have functional, freestanding committees formed around specific tasks?How can the bylaws be crafted to insure governance by direct care workers?How will board members be elected?Will direct care workers on the workgroup be the Association�s founding board?Will the board be self-perpetuating, elected by the membership, or will there be some other plan for succession?��NEXT STEPS�For discussion at the next meeting, team leader Jan Moxley agreed to:�Circulate a draft vision statementOrganize the values statementsReport on insights and advice gathered from her classes in the Duke University program for non-profit management�Next meetings: November 6, December 11 and January 15