The Call for Nominations for the 2024 – 2025 FANA Board of Directors is open.

The members of the FANA Board of Directors are the stewards of the Association and are responsible for reflecting the views and interests of all our members.  The Board also provides leadership, a shared vision, and sense of mission for FANA and is responsible for the fiscal health of our organization.  We’re seeking CRNAs to fulfill five leadership positions for the 2024 – 2025 year: 

President-Elect (One-year term beginning 11/1/24 and ending 10/31/25)

Vice President (One-year term beginning 11/1/24 and ending 10/31/25)

Secretary-Treasurer (Two-year term beginning 11/1/24 and ending 10/31/26)

Director (Two-year term beginning 11/1/24 and ending 10/31/26)

Director (Two-year term beginning 11/1/24 and ending 10/31/26)

CLICK HERE TO SUBMIT YOUR NOMINATION

Eligibility of FANA Leadership Positions

All FANA Board members must be current members of the AANA/FANA at the time of nomination and through their terms of service.  No officer or member of the AANA Board of Directors may hold office in FANA.  In the event that a FANA member of the Board of Directors accepts an office with the AANA, that person's office in FANA automatically expires.

Only active members in accordance with AANA bylaws, Article IV, Section 3(A), Section 4(A) and (B) may serve as officers of FANA.

Duties of FANA Leadership Positions

The FANA Board of Directors meets virtually monthly and meets in person at the FANA Annual Meeting (October), Sand & Surf Anesthesia Symposium (May), and in June each year.  Specific duties and eligibility for these leadership positions include: 

FANA President-Elect:

1. Must have served at least two years on the FANA Board of Directors.
2. Performs the duties of the President in the absence or inability of the President to serve with all the powers of that office.  In the event of a vacancy in the office of President, the President-Elect shall become Presi­dent for the unexpired term.
3. Represents FANA at AANA functions when the Presi­dent is unable to attend.
4. Performs other duties as requested by the President.

FANA Vice President:

1. Should have served on a state committee or have been an officer or committee member in another state association for at least one (1) year.
2. Performs the duties of the President-Elect in the absence or inability of the President-Elect to serve with all power of that office.
3. Fulfills the office of President-Elect in the event of its vacancy for the unexpired term.
4. Performs other duties as requested by the President.

FANA Secretary-Treasurer:

1. Should have served on a state committee or have been an officer or committee member in another state association for at least one (1) year.
2. Assure the integrity of corporate documents, and is responsible for accurate and complete corporate records - working closely with association staff.  
3. Reviews and approves invoices, prepares the proposed annual budget (in collaboration with association staff), and reviews meeting minutes for accuracy.  
4. Performs other duties as requested by the President.

FANA Directors (two positions available):

1. Should have served on a state committee or have been an officer or committee member in another state association for at least one (1) year.
2. Shall attend Board meetings and participate in decision making with the Officers through voting.
3. Performs such other duties as assigned by the Board.

Specific Responsibilities of FANA Board Members

1. Establish policy - The role of the Board is to establish policies that will guide FANA so that it runs effectively, efficiently, legally, and ethically.
2. Provide leadership - Develop a shared vision, sense of mission, and organizational plan.  Once a decision has been made, individual directors and officers are obligated to support the Board’s decision.
3. Provide direction through planning - The Board is responsible for ensuring that FANA has a clear and concise strategic plan or long-range plan as well as a mission. All decisions of the Board, actions of committees and the staff need to be linked to implementing the plan and the Board must be in agreement with the plan and mission.
4. Ensure the financial integrity of the organization - The Board is responsible for the fiscal health of FANA through the establishment of long-term financial plans, monitoring of monthly financial reports, as well as input to and approval of the annual budget.
5. Participate responsibly - Time must be spent preparing for Board meetings, attending Board meetings, doing follow-up work after Board meetings, representing FANA within and outside the organization, and doing the necessary reading and preparation between Board meetings.
6. Set an example for others – Attend FANA Winter Meeting, Mid-Year Conference and Annual Convention and participate in committee activities as requested.
7. Promote FANA!  This is probably the most important responsibility of each Board member.  Promotion is best attained by Board members’ talking to their peers about the important work FANA does on behalf of all CRNAs in Florida.

Characteristics and Attributes of an Ideal FANA Board Member

• FANA (AANA) Membership
  Candidates must be current FANA (AANA) members in good standing. 
• Proven Performance
  Leadership requires knowledge, talent, skill, vitality and the ability to make a difference.  In the association environment, that translates into a solid track record of contributing to the success of programs, events or projects. 
• Commitment
  Serving as a FANA leader is both an honor and a reward, but it requires a demonstrated commitment to the organization and its mission and goals.
• Time to Serve
  Participating fully in FANA activities requires extra time to prepare for travel and attend meetings, FANA Annual Meeting (October), Sand & Surf Anesthesia Symposium, and June planning meeting each year as well as any interim Board of Directors meetings, which are usually teleconference meetings).
• Understanding of Teamwork
  Many people contribute their efforts toward the realization of an association’s goals and objectives – no one does it alone.  Well-developed interpersonal and communication skills are essential to effective teamwork.
• Sound Judgment and Integrity
  In many instances, popularity brings potential leaders into the limelight of an organization, but popularity must be tempered with good judgment and integrity. Decisions may need to be made that are not popular with the members.
• Communication and “Teaching” Skills
  By virtue of their position, current leaders serve as mentors and teachers to future leaders.  Enthusiasm – a zest for serving FANA - is an important ingredient that leaders must be able to pass along to their successors.
• Ability to Subordinate Special Interests
  Leaders often emerge because of their special expertise or effective representation of a specific constituency.  Leadership, however, may require subordinating those interests for the greater good of FANA.
• Ability to Be Strategic Thinkers
  Intuitive and interpretive skills enable leaders to understand the people around them, internalize the data they receive, recognize the relationships that exist between the systems within their world, and integrate all these elements into a coherent whole.

If you have any questions, please contact FANA Leadership Development and Nominating Committee Chair Michelle Canale, DNP, CRNA, ([email protected]).

 CLICK HERE TO SUBMIT YOUR NOMINATION

DEADLINE: April 30, 2024

Note:  Please check with the member(s) you are nominating
to be sure they are qualified to serve and willing to accept the nomination.