In November 2025, we—ANPD President Dale Callicutt, PhD, RN, CV-BC, NPD-BC, CCRN, President-elect Stephanie Zidek, PhD, RN, AGCNS-BC, NEA-BC, NPD-BC, and Board of Directors (BOD) member Elizabeth Fritz, PhD, RN, NPDA-BC®, EBP-CH—had the opportunity to participate in the American Nurses Association (ANA) Assembly and the National Organizational Affiliate (NOA) 2025 Annual Meeting and Leadership Academy. The following is a summary of key findings and updates shared during these events, as well as highlights from educational sessions.

Industry Updates

ANA Updates and Strategic Initiatives

ANA President Jennifer S. Mensik Kennedy, PhD, MBA, RN, NEA-BC, FAAN, reported on the ANA Affiliate, noting a $25 billion transformation program distributed to all states for Advanced practice nurses (APNs) with a rigorous application process. Some states received reduced funding.

American Nurses Enterprise (ANE) Update

ANE CEO Angela Beddoe highlighted the success of the Magnet Conference in Atlanta, with record attendance and international growth. The next conference will be in Chicago (2026). The ambassador program is expanding, supporting mentorship and increasing social media engagement. The LPN/LVN committee is moving toward accepting these members into ANA, with a robust discussion and a committee formed (including OA participation) to finalize work by April 2026. ANE is engaged in strategic planning for long-term sustainability, aligning all three boards of directors around future goals, mission (“a healthy world through the power of nurses”), and vision. Seven strategic goals were developed. A storytelling campaign is underway to highlight the impact of nurses, with a suggestion to create a video for ANPD.

OA Liaison Report

ANA Board Liaison Stephanie Witwer, PhD, RN, NEA-BC, FAAN, reported challenges in retaining and recruiting members (currently 600,000). Accomplishments include staffing recommendations, specialty journals, advocacy, new education standards, restructuring, scholarships, and welcoming non-nurse members. Challenges include diversification of income, artificial intelligence (AI), tech enhancement, disparities, federal laws, and rising costs. Collaboration across organizations was affirmed.

Legislative Policy Update

ANA EVP of Policy and Government Affairs Tim Nanof and Director of Policy and Regulatory Advocacy Zina Gontscharow discussed appropriations (Title 8 nurse funding), ongoing advocacy for nursing and human service funding, and changes to staffing policies due to The Joint Commission (TJC) updates. New national performance goals will replace patient safety goals, with 24/7 registered nurse (RN) coverage required (exceptions for rural hospitals). Other activities include workplace violence prevention, employee wellness, and nursing action days. The RISE ACT and graduate loan forgiveness were discussed, with ongoing debate about professional loan limits and definitions.

Equity and Engagement

ANA SVP of Equity and Engagement Katie Boston-Leary, PhD, MBA, RN, FADLN, FAONL, FAAN, shared a new flyer promoting nurse opportunities and impact, emphasizing diversity and inclusivity.

APRN Collaboration

ANA Enterprise Chief Nursing Officer Bradley Goettl, DNP, DHA, RN, FNP-C, FAAN, described the advanced initiative team’s work on collaboration, monthly newsletters, targeted actions for advanced practice programs, and plans to develop new competencies.

Nurse Staffing and Standards

Leary also led a think tank on nurse staffing, sharing updates on national patient safety (NPS) goals and patient ratios. AMSN President Kristi Reguin-Hartman, DNP, APRN, ACNS-BC, presented recommendations for safe medical-surgical nurse staffing: no more than five nurses assigned per patient, equating to 12 hours per patient. AACN President Rebekah Marsh, BSN, RN, CCRN, discussed staffing standards for adult critical and progressive care, with new standards published for 2024/2025 and pediatric standards coming in 2026.

AI in Nursing

ANIA Regional Director – West Heather Zuhn, DNP, RN, NI-BC, CNOR, emphasized the need for clinician education on AI tools, their ethical/legal considerations, and the importance of nurse involvement in tool design and implementation.

Session Highlights

Health-Promoting Relationships: Building Connection, Protection, and Flourishing in Ourselves, Our Teams, and Our Communities (Lora Peppard)

Connection is deeply personal and fundamental to mental health, well-being, and professional identity. The document emphasizes that connection impacts not only us but also our teams and communities. It asks us to reflect on our ability to connect with others, ourselves, and our spirit—highlighting the importance of intentional attention to these relationships. There are four domains of connection: others, self, spirit, and senses. These domains are bi-directional and interrelated, meaning growth in one can influence the others. Spiritual connection is highlighted as a protective factor, offering strength and hope. Sensory experiences also promote healing and well-being. Servant leadership centers on serving others to enable their growth and agency. Core qualities include deep listening, empathy, stewardship, foresight, and commitment to people’s growth. Lastly, five foundational beliefs are emphasized:

• I am seen and loved.
• I matter.
• I can influence my life and health.
• I can overcome hard things.
• I have support.

How to Navigate Challenges with Civil Discourse (Anne Collier)

This session explored key concepts for effective leadership and team dynamics, focusing on motivation, personality types, and conflict management:

1. Maslow’s Hierarchical Needs: Leaders and individuals should strive to “live to the fullest” by understanding and meeting core human needs.
2. Motivation Drivers: Recognize what motivates you and others: affiliation, power/control, and achievement; be aware that letting fears drive behavior can lead to “paradoxical intent”—experiencing what you fear.
3. Personality Types:

• ​​​​​Affirmers: People-driven, friendly, kind, loyal, generous, and accepting
• Asserters: Results-driven, independent, assertive, challenge the status quo, and guard vulnerability
• Achievers: Expertise-driven, task-oriented, detail-focused, and committed to improvement

4. Five Methods of Conflict Management:

• Competing
• Collaborating
• Compromising
• Avoiding
• Accommodating

5. Leadership Tools: The “ladder of inference” is introduced as a tool for understanding and managing conflict. Leaders are encouraged to move beyond ideas of right and wrong to find common ground, as captured in the quote: “Out beyond ideas of wrongdoing and rightdoing, I will meet you there.”

Nursing the Future: Leading with Purpose and Clarity in Uncertain Times (ANA President Jennifer S. Mensik Kennedy, PhD, MBA, RN, NEA-BC, FAAN)

Key points included:

• All Nurses Are Leaders: Leadership is seen as an obligation and a collective practice, requiring self-awareness and growth.
• Teamwork and Trust: Leadership is a team sport, built on trust and psychological safety.
• Adaptive Leadership: Nurses must be prepared to navigate uncertainty, respond to complex situations, and learn quickly.
• Advocacy and Diplomacy: Effective advocacy means getting involved in policy and decision-making, using emotional intelligence, persistence, and collaboration.
• Equity and Inclusion: Leadership is tested by who is missing from decision-making tables; equity is essential.
• Resilience and Well-being: Systemic resilience (correct staffing, infrastructure) is prioritized over individual endurance. Initiatives like “Healthy Nurse. Healthy Nation.” support nurse well-being.
• Sustainability and Stewardship: Long-term innovation and redesign require patience and systems thinking.
• Modern Leadership: Compassion, continuous learning, volunteering, advocacy, and political engagement are highlighted. Nurses’ voices matter in shaping the future.
• Diplomacy: Sustaining oneself in leadership requires emotional regulation, values-driven actions, and strategic collaboration. 

Leading Associations Through Change (Donna Godfrey)

Key points included:

• Foresight and Succession: Leaders must prioritize successors and spot change early.
• Change vs. Transition: Change is often external and quick; transition is internal and takes longer, often involving loss and grief.
• Emotional Responses: Resistance to change is common, often rooted in fear of failure. Leaders should communicate empathetically and leverage the “power of pause.”
• Big Picture Focus: Leaders should distinguish between complicated and complex problems, aiming for positive progress.
• Vision and Communication: Introducing change requires a clear vision, realistic expectations, and confidence in the team’s ability to adapt.
• Empathy and Rituals: Maintaining positive routines and responding with empathy helps teams navigate transitions.

Federal Actions, Health Policy, Advocacy & Coalitions (Dave Mason, National Association of Pediatric Nurse Practitioners)

Key points included:

• Building Relationships: Effective advocacy is a sustained effort, not a one-time action.
• Policy Impact: Policies have real-world consequences; consensus-building is essential.
• Power of Associations: Expertise, credibility, numbers, relationships, and engagement are key to successful advocacy.

A Legal Roadmap to More Effective Association Governance (Nisha Thakker, Tenenbaum Law Group PLLC)

Key points included:

• Governance Ecosystem: Importance of aligning state law, articles of incorporation, bylaws, policies, procedures, and charters.
• Common Pitfalls:
  • Losing sight of the mission and federal tax-exempt purposes.
  • Lack of strategic focus and overextension.
  • Managing conflicts of interest and micromanagement.
  • Ensuring diversity and turnover in leadership.
  • Avoiding “founder’s syndrome” and lifetime appointments.
• Bylaws vs. Policies:
  • Avoid excessive detail and inflexible structures.
  • Prevent reactionary governance and conflicting terms.
  • Distinguish between governance (high-level direction) and operations (day-to-day management).
• Review and Update: Regular review of governance documents before board turnover.
• Effective Policies: Should be purpose-built, simple, and support continuity.
• Committee Charters: Define selection, term, tasks, and reporting structure.
• Legal Considerations: Board members must act in the organization’s best interests, maintain robust conflict-of-interest policies, and uphold fiduciary duties (care, loyalty, obedience).
• Leadership Traits: Effective boards know their roles, respect boundaries, lead strategically, empower others, and cultivate healthy relationships.
• Key Takeaways:
  • Understand the hierarchy of governance documents
  • Proactively address common pitfalls
  • Avoid reactionary changes and maintain strategic focus