AARC Election 2027 — Cheryl Hoerr

AARC Activities:

• BOD Director-at-Large 2026
• Policy Committee Chair 2020 – present
• Vice President – Internal Affairs, 2018-2022
• Management Specialty Section, Interim Chair 2010, Chair 2015 – 2018
• Diagnostics Specialty Section, 2009 – present
• Sleep Specialty Section, 2009 – present
• Program Committee, 2009 – 2014; Chair 2011 – 2013
• Benchmarking/SESG Committee, 2010 – present; Chair 2020

Affiliate Activities:

• Past President, 2014-2015
• President, 2012 – 2014
• President Elect, 2010 – 2012
• Director at Large, 2007 – 2010
• District I Vice President, 2006 – 2007
• District I Secretary 2004 – 2006

Related Organizations:

• American Respiratory Care Foundation (ARCF) Trustee, 2026
• National Board for Respiratory Care (NBRC) 1982 – present
• Association for the Advancement of Medical Instrumentation (AAMI), National Coalition to Promote the Safe Use of Complex Healthcare Technology Taskforce, 2017 – 2019
• American College of Respiratory Therapy Education (ACRTE), Member, 2021- present

Education and Credentials:

• MBA
• BS

Publications:

• Spontaneous Breathing Trials for Liberation from Adult Mechanical Ventilation. Respiratory Care July 2024, 69 (7) 891-901; DOI: https://doi.org/10.4187/respcare.11735
• Burnout Among Respiratory Therapists Amidst the Covid-19 Pandemic. Respiratory Care December 2022, 67 (12) 1578-1587; DOI: https://doi.org/10.4187/respcare.10144
• Enhancing Respiratory Therapists Well-Being: Battling Burnout in Respiratory Care. Respiratory Care December 2022, respcare.10632; DOI: https://doi.org/10.4187/respcare.10632
• Factors Associated with a Positive View of Respiratory Care Leadership. Respiratory Care June 2022, respcare.10081; DOI: https://doi.org/10.4187/respcare.10081

Elections Committee Questions:

What do you see as the biggest challenge facing the AARC and what do you recommend addressing it?

The most concerning challenge for our organization is membership recruitment, Growing membership requires an understanding of what RTs need and expect from our association. How we can help with member career change and growth, and how our members can participate in the forward movement of our profession. Input from current members is valuable, so we need to solicit more feedback from both current members and non-members, process the input, determine whether we can implement their suggestions, and circle back to them with answers so they know they were heard. AARC has done a good job at segmenting membership groups and offering them targeted content, but we need to focus on non-member RTs working in healthcare (administrators, educators, researchers) with content specifically for non-clinical roles. We also need to reach practicing non-member RTs and convince them of the benefits of membership by building trust with them, providing immediate value, and personalization.

Health care is changing more rapidly than ever. What ideas do you have to help today’s Respiratory Therapist meet these challenges?

As a department director there are many things I can do to support my RT staff. Providing them with reliable equipment, supplies and education is the best way to ensure they are comfortable and confident in their daily work. But its also important to consider downtime during their work shifts and I take steps to make sure their downtime is as stress-free as possible. We are currently in the midst of a department renovation and Inclusion of a “respite” area where they can get away from the stress and relax for a short time is a good way to keep stress minimized. Comfortable loungers, low lighting, quiet surroundings all contribute to a less stressful shift and make handling the difficult clinical situations a bit easier through this mental health support.

How would you approach optimizing, developing, and implementing value added benefits, programs, and resources within AARC leadership and governance structures to meet the diverse needs of our members while also cultivating a keen sense of belonging and encouraging long term membership?

Benefits should be tailored to specific member groups, so membership data would need to be segmented to ensure tailored benefits, programs, and desired resources. Once the groups have been identified our strategy should focus on personalization, convenience, recognition, and support. Survey and feedback loops with focus groups can help to understand diverse and shifting wants/needs. A dedicated benefits committee would be responsible to review, revise, and report on the benefits package to ensure it remained relevant and convenient. We already have niche communities that encourage interaction and networking that help to create strong, inclusive culures.

Explain your vision in the role of AARC Secretary/Treasurer. How would you encourage the AARC committees, specialty sections, and other volunteers to contribute to the strategic direction of the AARC?

As the Secretary-Treasurer and a board member I would ensure that our budget is accurate and every dollar is intentionally invested in our strategic priorities and maximizing our impact. I will encourage committees to discuss the budgetary implications of their strategic ideas, and encourage them to propose initiatives that align with our long-term goals. My perspective will be collaborative and facilitative to show that our finances are not just constraints but tools for achieving our shared vision.