The ANA Code of Ethics with Interpretive Statements (the Code) is a vital document that establishes the ethical standard for the profession and provides a guide for nurses to use in ethical analysis and decision-making. The Code is nonnegotiable in any setting.

 The Code may be revised or amended only by formal processes established by American Nurses Association (ANA). With this said, the proposed DRAFT changes to the current Code made by the revision committee addressing strike language that has been put out for public comment, and subsequently has been vehemently opposed by the Montana Nurses Association, along with our professional nurse association labor partners, Oregon Nurses Association and Washington State Nurses Association.

The draft of Interpretive Statement 2.4, Issues of Safety in the Nurse-Patient Relationship, discusses avenues for advocacy. It includes this sentence:  “When a strike is deemed the most viable option, nurse organizers ought to examine the structure of the systems in place at their organization or within their state and ensure there is a process in place to care for patients.”

Collaboratively, our three associations have come together to address this proposed draft language in the following document below. This document has been submitted to the ANA President and Director of the Center for Ethics & Human Rights.  

Vicky Byrd, MSN, RN

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If you work in a PDR, Pool, or Casual Call position and recently received a non-compliant letter, visit our website to fill out a new application with your updated payment information.

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MNA now has an electronic application on our website. Please visit our membership page.

Please Check Your Membership Status

If you fall into any of the categories below, you could qualify for the 'Professional Reduced Rate' of $38.65/month. Note that your rate will not automatically change; you must notify us.

• New Graduates: Apply within the first six months after receiving your initial RN licensure to receive this rate for one year.
• Full-Time Study Program: If you are an RN in a full-time study program working towards a higher degree, you will need to provide proof of enrollment. You could receive this rate for up to three years.
• Senior RNs: If you are an RN aged 65+ who is licensed and working, you could receive this rate for the remainder of your employment.

Moving Between Positions?

If you are working in a collective bargaining position and move into a non-collective bargaining position, please contact the Montana Nurses Association to let us know. Your membership dues will continue to be paid until you authorize them to be discontinued. MNA requires a written request to cancel memberships. Please remember, only you can cancel your membership and membership payments.

Montana Nurses Association has been a longtime advocate for nurses working to achieve certification in their specialty.  We have a relationship with ANCC which provides our members with the ability to participate in their Success Pays Program.  The professional development staff has received many inquiries in the past year regarding options for certifications that do not fall under the ANCC umbrella.  Certifications are widely available from many different organizations. MNA is excited to announce our partnership with the Academy of Medical-Surgical Nurses to present an in-person CMSRN Certification Review Course later this fall.  The CMSRN Certification Review Course will be held over two days in the Education Center at Bozeman Health in Bozeman, MT.   The course will cover comprehensive review materials to help nurses prepare for the certification exam. The course will be facilitated by experienced nurses certified in medical-surgical nursing, providing valuable insights and best practices for success.

We encourage all interested nurses to take advantage of this upcoming CMSRN Certification Review Course as part of their professional development journey. There will be limited space available for this course.  Based on interest we may offer another opportunity for this course in the spring of 2025.  Stay tuned for more details on registration and course dates.

If you and your colleagues want MNA to bring another specialty certification review course to Montana, let us know!  It is our priority to continue to meet the needs of Montana nurses and to provide incentives for member engagement. 

With contract negotiations becoming increasingly challenging for our nurse members, the need for collective action, as an effective tool to improve outcomes for negotiations, has also increased.  With a goal for our bargaining teams to negotiate the best contracts to their fellow nurses, we are seeing more desire for nurses to work together and use their collective power to influence bargaining outcomes. 

Strategic planning is essential for effective collective actions, at any level.  Creating a defined strategy can significantly improve your likelihood of success as a local bargaining unit.  Your MNA Labor team has  worked on both successful campaigns, and some not so successful ones.  The most important item you need to learn is that collective action starts with you and your local nurses.  MNA will provide you with all the tools you need, but without engaged members, collective action may not be successful.  A clear strategy will assist with building member engagement and here are a few steps you can begin with:

1. Clarifying Goals and Objectives – Strategic planning will help our bargaining units to clearly define their goals and objectives. By articulating a shared vision, members align their efforts and resources toward common aims.  This step begins with a bargaining team and a local Collective Action Team (CAT) to create a list of top goals and this clarity will ensure that everyone is working towards the same outcomes with the same messaging.

1. Coordinating Efforts - In collective action, coordination is key. A strategic plan outlines specific roles, responsibilities, and tasks, reducing overlap and inefficiencies. It establishes a framework for communication and collaboration, enabling groups to operate more cohesively.  Beginning with a clear communication plan is one of the most important steps so your coworkers will know exactly where to find information and updates and how they can get involved.

1. Allocating Resources Efficiently and Measuring Progress -  Effective strategic planning involves assessing available resources and allocating them in a manner that maximizes impact. By both identifying priorities (your bargaining goals) and targeted actions to create engagement, your local and MNA can utilize resources in an impactful way.  For example, beginning with small actions, like stickers or badge ribbons, will assist your CAT team as they bring awareness to your fellow nurses and to increase engagement. 

Each small action also serves as an important test for how effective an action was and do you have enough engagement to move towards larger actions.  Your strategic plan should include benchmarks for evaluating progress, engagement, and impact. Regular assessment against these benchmarks helps groups understand what is working and what may need some fine tuning.  This can simply be  allocating time to increase engagement in a certain department. 

1. Enhancing Nurse Engagement - When your nurse coworkers see a clear path forward and understand how their contributions fit into the larger strategy, they are more likely to remain engaged and motivated. Strategic planning fosters a sense of purpose and commitment, driving collective effort. When MNA nurses come together, they can make big impacts!

In summary, strategic planning is crucial for successful collective action. It provides direction, enhances coordination, optimizes resource use, and supports ongoing evaluation so your MNA Labor staff can best assist you. By investing time and effort into strategic planning and building your member engagement, our bargaining teams can improve their effectiveness and achieve their bargaining goals. 

The following information is only applicable for nurses covered by a collective bargaining agreement

First, take a deep breath and remember that nurses are summoned to their supervisor’s office for a variety of reasons, and it doesn’t necessarily mean there is anything wrong.

Some facilities and some supervisors are comfortable being up front with their nurses and let them know that depending on the nature of the meeting, or what’s said during the meeting, it may lead to discipline and the nurse is entitled to bring a union representative if they choose to. This is also known as the nurse’s Weingarten rights- the right to have a union representative present at any meeting which may require them to defend their conduct or a meeting where the nurse reasonably believes they may be disciplined based on their answers.

First important lesson- the law does not require an employer to advise the nurse about representation, so it becomes the nurse’s job to determine what the meeting is about. When a nurse gets notice of a meeting with their supervisor, they need to directly inquire about why they are meeting. Some nurses are uncomfortable asking questions of their leadership, though it is imperative they dig deeper if they would like to preserve their Weingarten rights.

“What’s the purpose of the meeting” is a really good question to begin with. Perhaps the supervisor says something like I just need to visit with you about something- that is a clue that the nurse will be asked questions about something. That something may be that the supervisor would like the nurse’s muffin recipe; she really enjoyed the desert the nurse brought to the potluck last week! That something may also be the supervisor would like the nurse’s assistance with updating a policy, for example. Because of the uncertainty, that’s why the nurse must dig a little deeper into what the meeting is really about before blindly attending.

A good follow up question is, “what do you want to visit with me about”. Perhaps the supervisor says something like I received a report and need to follow up with you, or something like this- we are doing an investigation and need to speak with you.   At this point it should be clear to the nurse the employer is doing some sort of investigation and the nurse will be asked questions which may require them to defend their conduct. The nurse is entitled to bring a union representative with them, should they desire.

The nurse should let the supervisor know they will contact their union representative, and a meeting should be scheduled. Please note- the meeting cannot be delayed for weeks, waiting for a union representative. On the other hand, in general, the employer cannot mandate the nurse meet immediately; they must be given a reasonable amount of time to arrange for representation. In most cases, one to two days is reasonable.

There are other times when nurses are unaware that a seemingly innocuous conversation may be turning investigatory. Let’s say the supervisor asks to speak to the nurse, for a variety of reasons, the nurse does not immediately inquire about the purpose of the meeting. Sure enough, the conversation turns from a casual- hey, how’s it going on the unit today? to the supervisor wanting to hear your side… Red flags should be going up for that nurse right and left!

Second important lesson- the nurse also has the right to stop any meeting once they realize they are being asked questions which may require them to defend their conduct. As opposed to asking what the purpose of a meeting is; stopping a meeting may be harder for the nurse to do because they already feel as if they are on the defensive, or they are concerned they may be disciplined more harshly if they stop the meeting and invoke their Weingarten Rights. While it may be a bit uncomfortable, it’s imperative the nurse stop the meeting until they have a union representative present, should they desire one. The employer may not lawfully deny such a request, though it does happen from time to time. If the supervisor insists the meeting go on, the nurse will risk insubordination if they simply leave the meeting.  The nurse may, however, refuse to answer questions which are investigatory or could lead to their discipline. Depending on the circumstances, the nurse may also have legal remedies if they are forced to continue an investigatory meeting after they have invoked their Weingarten Rights, please let your union representative know right away if this ever happens to you.

Common pitfalls:

The nurse knows the meeting is about an investigation, though they don’t know the investigation includes them and they don’t arrange for a representative before the meeting. Once the nurse realizes they are also the subject of an investigation, they should ask to stop the meeting if they want representation (second important lesson).

The nurse feels like they will get in more trouble if they seek representation, they are embarrassed, and don’t request one before the meeting. This is generally untrue and more importantly, at times, the conversation is different when the nurse is sitting next to their advocate and not sitting 1:1 with their supervisor.

Tips:

Do not ask your supervisor if you need a union representative with you.

                  They are not experts in this area and may inadvertently offer incorrect advice.

Do not ask your supervisor if the meeting is disciplinary; that doesn’t matter at this point.

Many supervisors may indicate there will be no discipline issued at THAT meeting, and they may be 100% correct, though don’t be lulled into a false sense of security- you still may need a union representative, should you choose.

If the discipline process is working correctly, there should be an investigation before any discipline is issued, that’s when you need a union representative at the investigative meeting.

Yesterday, I got a question from a group of RNs at a meeting. They asked about the MNA Local 17 contract campaign and wanted to know what was different this time around compared to past negotiations. What made the difference?

After giving this group of unified RNs a rundown of the almost 2 year campaign that transpired, telling them about the community events, local meetings, flyers, stickers, ribbons etc., the conclusion that came out of my mouth was that the difference was the nurses.

100% the nurses made the difference. They joined together in solidarity. Encouraged each other. Held each other accountable. THEY SHOWED UP!

Communication from the officer group started early on and remained consistent and transparent throughout the preparation and the entirety of the bargaining process. And nurses showed up.

The collective action team worked hard at planning and executing union meetings and events. And nurses showed up.

Pictures of collective actions like ‘Wear Green Wednesdays’ and ‘paint the town green’ with yard signs blanketed social media. Because nurses showed up.

MNA may have provided the framework, tools, and funding, but the only reason this campaign was successful is because NURSES SHOWED UP!

It is inspiring to see the power that exists when nurses show up. All of our collective bargaining units have the potential to execute a successful contract campaign. We have the tools to share with you, the framework to guide you. The question is, are you ready to show up and fight for the changes you need to see?

In today's fast-paced nursing world, where demands and distractions constantly vie for our attention, the concept of self-care has become more vital than ever. Often misunderstood or overlooked, self-care is not merely a luxury but a crucial practice for maintaining overall health and well-being. It encompasses the deliberate actions we take to maintain our physical, emotional, spiritual, and mental health. This article explores the importance of self-care and offers realistic tips for incorporating it into daily life.

The Basics of Self-Care

At its core, self-care is about recognizing our own needs and taking proactive steps to meet them. It's a holistic approach that involves nurturing the mind, body, and soul. Whether through physical exercise, mental relaxation, or emotional support, self-care practices are diverse and unique to individual preferences and lifestyles.

1. **Physical Self-Care**

Physical self-care involves activities that improve physical health and well-being. This includes regular exercise, a balanced diet, adequate sleep, and routine medical check-ups. Engaging in physical activities like yoga, walking, or dancing can enhance energy levels, improve mood, and reduce stress. Nutrition and sleep, which are most commonly overlooked, play crucial roles in maintaining the body's optimal function. By prioritizing these aspects, individuals can prevent burnout.

1. **Emotional Self-Care**

Emotional self-care focuses on understanding and managing emotions. It's about creating a healthy relationship with oneself and others. Practices such as journaling, meditation, or engaging in hobbies that bring joy can help in processing emotions and building resilience. Additionally, setting boundaries and seeking support from friends, family, or mental health professionals are essential components. Recognizing and validating one's feelings fosters emotional balance and prevents feelings of overwhelm or isolation.

1. **Mental Self-Care**

Mental self-care involves activities that stimulate the mind and reduce mental fatigue. This can include reading, learning new skills, engaging in creative endeavors, or practicing mindfulness. Taking time for mental breaks, such as spending time in nature, practicing deep breathing exercises, or participating in activities that bring you peace, can help clear the mind and improve concentration. It's important to challenge negative thought patterns and create a positive mindset to enhance mental well-being.

1. **Spiritual Self-Care**

For many, spiritual self-care is a crucial aspect of well-being. It involves activities that connect individuals with their sense of purpose and meaning in life. This might include practices like meditation, prayer, spending time in nature, or engaging in community service. Spiritual self-care can provide comfort, foster a sense of belonging, and offer a deeper understanding of oneself and the world.

The Benefits of Self-Care

The benefits of self-care are far-reaching and impact various aspects of life. Engaging in regular self-care can lead to:

- Reduced Stress: By taking time to relax and recharge, individuals can lower stress levels and prevent burnout.

- Improved Physical Health: Healthy eating, regular exercise, and sufficient rest contribute to better physical health and reduced risk of chronic illnesses.

- Enhanced Emotional Resilience: Emotional self-care helps individuals cope with challenges and recover from setbacks more effectively.

- Increased Productivity: Taking care of oneself can lead to improved focus, creativity, and overall productivity.

- Stronger Relationships: When individuals prioritize their well-being, they are better equipped to nurture and maintain healthy relationships.

Tips for Incorporating Self-Care

1. Schedule Time for Yourself: Treat self-care as a non-negotiable appointment in your calendar.
2. Start Small: Begin with small, manageable self-care activities and gradually build on them.
3. Listen to Your Body: Pay attention to physical and emotional signals and respond accordingly.
4. Set Boundaries: Learn to say no and prioritize your own needs when necessary.
5. Seek Support: Don't hesitate to reach out to friends, family, or professionals for support.

Self-care is a crucial practice for achieving a balanced and fulfilling life. It is not selfish or greedy; rather, it is a necessary investment in one's well-being. By taking the time to nurture our physical, emotional, mental, and spiritual health, we equip ourselves to handle life's challenges with grace and strength. Remember, self-care is not a one-size-fits-all approach. It requires self-awareness and a commitment to discovering what truly nourishes your mind, body, and soul. So, take a deep breath, listen to your needs, and start your journey towards a healthier and happier you.

I'm originally from the West Coast, and grew up in a union household, where my dad was a railroad conductor. My mom took my sister and me to my first union rally when I was 2! I've witnessed firsthand the benefits of a strong union, from good healthcare for my family, to stipulations around rest and safety, and now, to the well-deserved retirement my dad and his siblings have been able to enjoy. 

I moved out to Montana in 2010 to attend graduate school in Environmental Studies at UM, where I studied sustainable agriculture and was introduced to opportunities in political advocacy, and labor organizing. I moved to Polson in 2019 to pursue my passion of open water swimming in Flathead Lake in the spring through fall. When not organizing or in the water, you can find me on the trails with my dogs, cultivating a backyard garden, or cooking with my partner, Brian!

Montana Nurses Association Foundation (MNAF)

Scholarship 

The Montana Nurses Association Foundation (MNAF) is the charitable and philanthropic branch of the Montana Nurses Association (MNA), with the mission to preserve the history of nursing in Montana and contribute, support, and empower the professional nurse in Montana. 

MNAF is offering four scholarships in Nursing: Four scholarships at $2,000 per scholarship. Two for undergraduate (Bachelor) and two for higher education (Master, Doctorate). 

Please visit https://www.mtnurses.org/mnaf/ for the application, details, & instructions!

Hannah Margaret Sieracki

Oct. 22, 1989 - July 15, 2024

It is with great sadness that we mourn the loss of Hannah Margaret Sieracki, age 34, who died in a tragic accident on July 15, 2024. She was a cherished and caring family member, friend, and partner. Her positive and adventurous outlook on life will forever be missed.

She was born on Oct. 22, 1989 in Williamsburg, Va. She moved with her family to Maine when she was two years old, and it was here that she developed a love of the outdoors.

She attended Edgecomb Eddy School and Wiscasset High School. She went on to earn a B.A. from Whitman College and a BSRN from the University of Montana. She was a registered nurse at St. Peter’s Hospital in Helena, Mont. Her passion was the outdoors and she thrived on pushing herself physically and mentally to run further, climb higher, and ski faster. She actively worked on making the world more just.

She was predeceased by her maternal grandparents, Julia and Harry Staveley; as well as her paternal grandparents, Isa and Edward Sieracki.

She is survived by her partner, Brad DeFrees, and his parents, Linda and Hal DeFrees; her mother, Pamela Staveley and her partner, Gary Lee; her father, Michael Sieracki and his wife, Laura Sebastianelli; and her sister, Rita Pierce and her husband, Sean Pierce.

Also surviving are her uncle, Fred Sieracki and his wife, Sheryl Sieracki; uncle, Paul Sieracki and his partner, Sharon Walker; aunt, Joan Fennekohl and her husband, Eric Fennekohl; uncle, John Sieracki and his partner, Rhonda Cobham-Sander; as well as cousins, Katie Sieracki, Helen Sieracki and husband, Scott Reichert, and Sebastian Stiles-Sieracki. In addition she had many, many friends in New England and Montana.

In lieu of flowers, donations may be made to the Montana Nurses Association at mtnurses.org/mnaf.

Services are pending at this time.

The EMSTS section of DPHHS tracks patients who suffer from a cardiac arrest outside of a hospital. The results from 2023 related to cardiac arrest survival in Montana have been released. Montana continues to have a slightly better survival rate than the nation, but the rate has stayed the same for the past 10 years. Only 11% of those who have a cardiac arrest outside the hospital survive and go home to their families. Nationally, it is closer to 8%.

Most people who had an arrest were at home, making it less likely they survive. Almost half were un-witnessed arrests, meaning no one saw them at the time their heart stopped beating. Second, only 41% of the patients had CPR started before emergency services arrived. Third, only a handful of people had an AED applied prior to EMS arrival. Most people who had an AED used quickly had one provided by a law enforcement officer or firefighter. Again, because most cardiac arrests happen at home and few people have their own AED, these first responders are vital in getting an AED applied quickly. This improves survival to about 25%. If a lay responder starts CPR, followed by use of an AED, those patients have a 35% chance of survival!

This is the first year since data collection started 10 years ago that MT has fallen below the national average for lay responder CPR; the 10-year average is 45% and this year only 40.6% of patients statewide received CPR before emergency responders arrived. Every community can improve their survival rates by two simple steps. First, if 911 dispatchers can coach a caller in the steps of CPR, survival rates improve. Knowing if your community provides this service and supporting its implementation/continuation is critical. Second, the more people who take a simple CPR class that includes learning to use an AED improves survival rates.

For complete cardiac arrest survival reports, contact Janet Trethewey, jthrethewey@mt.gov.