FEATURE ARTICLE
Clinical
Challenges of the Working
Breastfeeding Mother
Workplace Solutions
ontinuing to breastfeed after returning to work is a
C serious issue for new mother s. The benefits of
breastfeeding for the first 6 to 12 months of life are
established, yet most breastfeeding mothers wean their
infants when they return to work. In addition to numer-
ous benefits to the baby, there are many advantages to the
mother and her emplo yer. The results of several studies
have shown that providing a lactation program in the
workplace saves compani es money by decreasing absen-
teeism and increasing employee job satisfaction. This arti-
cle exam ines these benefits and identifies ways the work-
ing mother can successfully combine breastfeeding and
work. With the help of occupational and environment al
health nurses and other community resources, breastfeed-
ing success can be assured for new mothers.
BACKGROUND
In 1940,28% of women in the United States worked .
By 1988, this percentage had increased to 56.6 %. Not
surprisingly, the fastest growing part of the work force in
the United State s is women with infants and toddlers
(Bocar, 1997).
Among women who breastfeed their infants after
returnin g to work, only approximately 10% continu e to
breastfeed the recommended 6 month s (Cohen, 1995).
Disapp ointingly, this evidence sugge sts that the sooner a
woman returns to work, the earlier she stops breastfeed-
ABOUT THE AUTHOR
Ms. Wyatt is Clinical Instructor, University of Arkansas for Medical
Sciences, College of Nursing, Little Rock, AR .
FEBRUARY 2002 , VOL. 50, NO.2
by Stephanie N. Wyatt, MSN, APN
ing. If the mother works more than 20 hours per week ,
she also increases the rate of early cessation of breast-
feeding. Encouragingly, the type of work does not seem
to have a significant impact on the decision to continue or
stop breastfeedin g (Thompson, 1997). One of the goals
of the Department of Health and Human Ser vices
"Healthy People 2000" is for 50% of mothers to breast-
feed for at least 6 month s (Cohen, 1994). Healthy People
20 10 reaffirmed that goal for the next decade (U.S.
Department of Health and Human Services. 2000).
The decision to stop breastfe eding after return ing to
work is due in part to lack of prenatal education and
prepar ation. Many women do not receive any prenatal
inform ation about breastfeeding. When asked about
breastfe eding and returning to work , health care
providers' advice is often anecdotal rather than research
based (Bocar, 1997). In addition to lack of informati on,
there are many reasons why American women who work
decid e not to continu e breastfeeding. Among them is a
general cultural acceptance of bottlefeedin g (Thompson,
1997). Indeed, only a few decade s ago, women were
encouraged not to breastfeed by their health care
providers, mothers, and friends. As a result, most child-
bearing women have never observed another mother
breastfe ed (Corbett-Dick, 1997).
Also, working mothers encounter many problems
with breastfeeding once they go back to work . Empl oy-
ers may not be support ive of breastfeeding if they are
unaware of the benefit s or feel uncom fortable with the
topic (Morse, 1989).
To ensure newborns have every opportunity to
breast feed, mother s must be prepared to make informed
decisions and convinc e emplo yees and peers of the many
61
benefits of breastfeeding. The following information pro-
vides an overview of benefits to mothers, infants, and
employees, and an approach to breastfeeding at work that
health care providers can use to facilitate continued
breastfeeding success.
BENEFITS TO MOTHER
Breastfeeding offers several benefits to mothers
which may prove to be incentives for combining breast-
feeding and work. The mother regains her prepregnant
weight and shape sooner because of increased caloric
requirements burning (Davis, 1994). Also, the baby's
suckling causes the mother to release oxytocin, promot-
ing involution of the uterus from increased contractions
(Corbett-Dick, 1997). Exclusive breastfeeding, defined
as breastfeeding with no use of supplements, may
decrease the chances of becoming pregnant and improve
the health of the mother, her infant, and her next infant.
Breastfeeding also protects the mother from infections;
breast, endometrial, and ovarian cancer; osteoporosis;
diabetes; and rheumatoid arthritis (Bocar, 1997).
Breastfeeding mothers have increased levels of pro-
lactin as well as oxytocin, and these hormones are thought
to be mood enhancing-a benefit to new mothers trying to
combine newborn care, breastfeeding, and work (Bocar,
1997). In addition, breastfeeding mothers report a special
bond or closeness with the infants they breastfeed. Work-
ing mothers report breastfeeding their infants when they
returned home provided them with a reconnection to the
infants they would not have had if they had bottlefed
(Bocar, 1997). Similarly, pumping at work provides the
mother with a sense that she is doing something for her
infant while working. She feels satisfied that she is provid-
ing her baby with the best nutrition possible, reaffirming
confidence in her parenting skills (Corbett-Dick, 1997).
Another incentive to the parents is economic. Cor-
bett-Dick (1997) reported two breastfed infants can be
nourished for the cost of every one formula fed infant.
Also, there is less investment in sick child office visits
and hospitalizations because breastfed newborns have
fewer cases of otitis media, lower respiratory tract dis-
ease, bacteremia, and meningitis (Corbett-Dick, 1997).
BENEFITS TO INFANT
Infant benefits are considerable and help make the
case to continue breastfeeding after returning to work.
There is a decreased incidence of sudden infant death
syndrome, diabetes, lymphoma, rheumatoid arthritis,
inguinal hernia, tonsillitis, appendicitis, dental caries,
eczema, Crohn's disease, multiple sclerosis, and allergic
reactions. The incidence, severity, and duration of infec-
tious disease are also significantly decreased, including
diarrhea, respiratory infections, otitis media, urinary tract
infections, and meningitis. This is especially important
because of the number of children in daycare (Bocar,
1997; Corbett-Dick, 1997).
Children who are breastfed score approximately 7 or
8 points higher on intelligence tests than children who are
not breastfed (Bocar, 1997). One explanation for this is
that breastmilk contains long chain polyunsaturated fatty
62
acids, growth factors, and hormones beneficial to brain
development not found in formula (Gale, 1996). Also,
infants exclusively breastfed for 4 months exhibit
advanced physical and behavioral development during
their first year of life (Corbett-Dick, 1997). Oral devel-
opment is also enhanced-this is thought to be because
of the action of the mouth when sucking the breast (Cor-
bett-Dick, 1997).
It is important to note these benefits to babies are
greatest if they are exclusively breastfed for 4 to 6
months with no supplementation of cow's milk or formu-
la. The protection decreases in proportion to the ratio of
breastmilk to supplementation (Corbett-Dick, 1997).
BENEFITS TO EMPLOYER
Numerous benefits have been identified for employ-
ers when mothers breastfeed their infants. Mothers of
breastfed babies tend to be more productive at work and
miss fewer days because of staying home with a sick
child (Cohen, 1994). Cohen (1995) compared breastfed
infants with formula fed infants of mothers employed by
a corporation with an onsite lactation program and found
41 % of babies in the breastfed group had no illnesses,
and only 10% of babies in the formula fed group had no
illnesses. The breastfed babies were fed by breastmilk
exclusively for at least 6 months (Cohen, 1995).
Another study not only assessed infant illnesses, but
also compared the number of women at two corporations
who remained in a lactation program after returning to
work to national averages. Nationally, approximately
24% of nonworking women are still breastfeeding at 6
months, but only approximately 10% of working women
breastfeed for 6 months. This study revealed 24% of
women working in a company with a lactation program
breastfeed to 6 months, equal to the national average of
stay at home mothers. Thus, the program prolonged
breastfeeding rates by approximately 14%. Monetary
incentives ($500 per employee) have also been used to
promote breastfeeding, but no evaluation data were pre-
sented (Cohen, 1994).
PREPARING TO BREASTFEED AT WORK
It is important to prepare breastfeeding women prop-
erly for return to work. Matching new mothers with
mothers who have successfully combined breastfeeding
with work can establish a mentoring relationship and
share practical advice (Bocar, 1997).
It is essential to assess the father's opinions because
paternal support is key to decisions about feeding meth-
ods. Fathers sometimes have misconceptions about
breastfeeding which easily can be clarified, such as view-
ing the breast as a sexual object instead of a method for
infant nourishment (Corbett-Dick, 1997). If the father is
not supportive, the mother may feel she has no encour-
agement and no one to help her with some of the house-
hold responsibilities while she feeds the baby.
A breastfeeding consultant may be helpful during
the first month postpartum. It is estimated the involve-
ment of a consultant increases successful breastfeeding at
30 days by 240%. The consultant can provide useful
AAOHN JOURNAL
information on techniques, the frequency and adequacy
of feedings, and problems such as sore nipples. This con-
tact provides another support person and the consultant
may act as a supplement when the primary care provider
has limited expertise or availability (Corbett-Dick, 1997).
For best success, the mother needs to breastfeed
exclusively for 4 to 6 weeks. During this time she estab-
lishes her milk supply. Also, bottlefeeding before this time
is thought to cause nipple confusion to the infant. This
occurs because the mechanisms for sucking are different
for the breast and the bottle. The baby may try to unsuc-
cessfully suck from the breast in the same manner as from
the bottle and begin to refuse the breast (Greenberg,
1991). If a baby is going to drink from a bottle, it is a good
idea to start the process before 3 months of age. At this
age it is theorized that the mechanism of sucking changes
from reflexive to conscious. After this age, the infant may
not be willing to change to the bottle (Bocar, 1997).
The mother should begin pumping milk approxi-
mately 2 weeks before she returns to work. This gives her
a chance to practice with the pump and helps build her
supply. If the baby eats approximately eight times a day,
the mother should freeze approximately the same number
of 2 to 4 ounce bottles of breastmilk (Davis, 1994).
After a good supply of breastmilk is established, it is
helpful to introduce the bottle between breastfeedings.
This ensures the infant will be more willing to try the nip-
ple. If the baby does not like the nipple, an orthodontic or
silicone nipple may be accepted. The mother should not
be the one to give the bottle to the infant because of the
possibility of rejection. The father, grandparent, or sib-
ling is a good substitute to teach the infant to take the bot-
tle (Greenberg, 1991).
WHEN MOTHER RETURNS TO WORK
To be successful at breastfeeding and working, the
mother needs five things: a breast pump, a private room,
adequate breaks to pump, a refrigerator to store the milk,
and most importantly, a supportive employer (Thompson,
1997). A full size double pump is the best choice for the
working mother. These pumps produce an action most
similar to the way a baby nurses, and they are faster and
more efficient than other pumps. The simultaneous bilat-
eral pumping these pumps provide increases the levels of
serum prolactin in the mother. This may help the mother
who returns to work before the baby is 6 weeks old to
increase her milk supply. A double pump may also help
mothers with a low milk supply maintain and possibly
increase their supply and also to build a supply to store in
the freezer (Greenberg, 1991).
A private place to pump is very important. The
mother needs to be able to relax for hindmilk to flow into
the sinuses for pumping (Davis, 1994). This phenomena
is referred to as "letdown." An office, break room, or
secluded corner is a good location. If the woman is self
conscious and fears invasion by others, a "Do Not Dis-
turb" sign can be placed on the door (Greenberg, 1991).
If letdown still does not occur, the mother may wish to
look at a picture of her baby. It is also helpful to massage
the breasts before pumping.
FEBRUARY 2002, VOL. 50, NO.2
Adequate breaks to pump must be given to assure
breastfeeding success. If the mother works more than 4
hours, she should pump. Ideally, she should pump
approximately every 3 hours, around the time the infant
would eat. This provides an adequate "stockpile" and
assures continued good milk production by the mother.
The more she pumps, the more milk she will produce
(Davis, 1994; Greenberg, 1991). Regular pumping also
prevents problems associated with breastfeeding such as
engorgement, leaking, and mastitis (Greenberg, 1991).
The mother must have an adequate place to store her
milk. It should be placed in a refrigerator as soon as pos-
sible, and be used within 48 hours. If it is not going to be
used immediately, it should be frozen. It can be kept up
to 6 months in a freezer (Davis, 1994).
Breastfeeding at work is likely to be unsuccessful if
the employer is not supportive of the mother. She should
approach her supervisor, whether a man or woman, with
her plans. It may be helpful to provide the employer with
information about breastfeeding, specifically cost sav-
ings to employees and employers (Davis, 1994). The
occupational health nurse can facilitate this relationship.
The nursing role includes educating employers and
employees about the benefits of breastfeeding and ensur-
ing the mother's success.
The most significant problem encountered by breast-
feeding mothers is lack of an adequate facility in which
to pump (Corbett-Dick, 1997). Many women do not have
their own offices, and corporate breakrooms are very
public. This forces women to use public rest rooms. One
study found this to be an unacceptable solution because
of bacterial contamination (Thompson, 1997).
Another major problem is lack of time for pumping
at work. Many women feel guilty for taking extra breaks
to pump. Many are also fearful of or embarrassed about
discussing the subject with their employer. One study
found 40% of working breastfeeding mothers were
pumping without the knowledge of their employer
(Thompson, 1997). If these mothers are not able to pump
as often as necessary, it is likely that their milk supply
will diminish. Mothers who pump regularly tend to nurse
longer than those who do not (Greenberg, 1991).
Both of these problems are directly related to the
general lack of knowledge of the benefits of breastfeed-
ing among the public. After employers are aware of
breastfeeding issues, discussion with mothers can be
encouraged. Employers may provide necessary equip-
ment, environment, and break times.
It is also important to realize these mothers often
experience tremendous role overload (Greenberg, 1991).
In addition to the duties of a stay at home mother, the
mother is also working outside the home. While working,
she has to think about and care for the infant by pumping.
At home she assumes care of the infant, including breast-
feeding. Household chores, care of other children, and
the role of wife must also be considered. These women
need the support of health care providers and their spous-
es to maintain a healthy balance. Unfortunately, if the
mother must give up something because of high
demands, it is often breastfeeding.
63

The Step Wise Approach for Implementing a
Corporate Lactation Program
Corporation hires an occupational and environmental
health nurse with a background in lactation.
The nurse then:
• Designs a lactation program, including creating
space for the pumping room.
• Conducts a needs assessment during the
employee's third trimester of pregnancy.
• Orients the employee to the program including
a tour of the facility.
• Suggests a breastfeeding class during the
prenatal program.
• Maintains contact with employee during early
postpartum period while employee is on
maternity leave.
• Accompanies new mother to the pumping room
the first time she expresses milk at work.
• Phones the absent employee to gather data
related to infant illness.
• Surveys the employee prenatally, during
lactation, and at weaning of the infant for
satisfaction and stress level.
A MODEL OF SUCCESS
In 1992, a hospital in Ann Arbor, Michigan began a
lactation program for its employees. The program offers
a room in the hospital for breastfeeding employees 24
hours a day. It has complete privacy, a comfortable
chair, a sink, drinking water, and a breast pump. Refrig-
erators are provided in all employee work areas (Mali-
nowski, 1993). The room also contains informative lit-
erature about breastfeeding. The hospital offers classes,
books, and videos on the subject both prenatally and
after delivery.
A lactation consultant is provided to interested
employees. The consultant aids the mother with any
problems, answers questions, and helps the mother
design an individualized lactation program suitable for
her lifestyle and needs. The consultant can be reached
by telephone when she is not on duty at the hospital
(Malinowski, 1993).
Results of the lactation program have been very pos-
itive. Hospital employers benefited from decreased
absenteeism and shorter leaves of absence. In addition,
the hospital has improved recruitment and staff retention.
Employees have enjoyed increased job satisfaction and
decreased stress. Ultimately, the hospital achieved its two
goals-improved employee morale and productivity
(Malinowski, 1993).
64
NURSING IMPLICATIONS
Information about breastfeeding must be provided to
the employee prenatally, giving the mother the opportu-
nity to read the literature and ask questions. In the third
trimester, the health care provider should begin to actual-
ly instruct the mother on how to breastfeed. At this time
she should be taught about normal breastfeeding, as well
as warned about potential problems and how to correct
them (Thompson, 1997).
After delivery, the infant's health care provider
should begin to aid the mother with breastfeeding con-
cerns (Thompson, 1997). An additional valuable resource
is a breastfeeding consultant, whose primary goal is to
assure successful breastfeeding (Greenberg, 1991).
Occupational and environmental health nurses can
bridge the gap between women and their primary care
provider. An ideal role for occupational and environmen-
tal health nurses is to design and implement a lactation
program for breastfeeding mothers, collaborating with
hospitals and primary care providers who deliver babies
to ensure breastfeeding success in the community.
Initially, the employee lactation program should be
promoted to all new employees during their orientation to
the corporation. When an employee is in her third
trimester, the nurse needs to conduct an assessment to
determine whether or not the woman plans to breastfeed,
if she has ever breastfed, and if so, whether she has ever
combined breastfeeding with work. Finally, if the
employee is interested, she should be recruited for the
lactation program.
When an employee expresses interest in participat-
ing in the program, she should have a meeting with the
occupational and environmental health nurse, prefer-
ably before she delivers the baby. Then she can tour the
facility, familiarizing herself with the equipment and
asking questions as needed. The nurse could recom-
mend a class for the first time breastfeeding mother to
provide theory and instruction during the prenatal peri-
od. This will help assure that the employee gets off to a
good start in the first weeks of breastfeeding while she
is still at home.
The nurse should also maintain contact with the
employee at regular intervals during the early postpartum
period to act as another resource for the new mother. Per-
haps most importantly, the occupational and environmen-
tal health nurse can help to identify barriers the working
mother may face before she returns to work. If these
problems are identified early, barriers can be mini-
mized-improving the chances the mother may breast-
feed successfully (Thompson, 1997).
Creative solutions can be found to workplace barri-
ers, even for the facility limited by lack of space but
interested in implementing a lactation program. For
example, a large closet might be converted into a pump-
ing room. The room needs to be large enough for a com-
fortable chair, a breast pump, and a sink. The nurse can
be instrumental in designing the room and working
around space constraints. This nurse needs to have a
solid background in lactation as well as occupational
and environmental health nursing.
AAOHN JOURNAL
 Resource list
Books
Mason, D., & Ingersoll D. (1986). Breastfeeding and the working mother. New York: St. Martin's Press.
Spangler, A. (2000). Breastfeeding: A parent's gUide. Atlanta, GA: Spangler Publishing.
Wiggins, P. (2001). Why should I nurse my baby? Franklin, VA: L.A. Publishing.

Pamphlets"
Bernshaw N. (1991). A mother's guide to milkexpression and breast pumps. Available from La Leche League International,
P.O. Box 4079, Schaumburg, IL 60168-4079. Twelve page pamphlet, $0.95 (1-847-519-9585).
Childbirth Graphics. (1995). Breastfeeding and returning to work Storing breastmilk. WRS Group, P.O. Box 21207, Waco,
TX 76702-1207. Eight panel, multifold pamphlet with numerous illustrations, $2.00, available in Spanish (1-800-299-
3366 extension 287).
La Leche League International. (1990). Legal rights of breastfeeding mothers: USA Scene. Available from La Leche League
International, P.O. Box 4079, Schaumburg, IL 60168-4079. Eight page pamphlet, $1.50 (1-847-519-9585).
La Leche League International. (1991). Breastfeeding rights packet. Available from La Leche League International, P.O. Box
4079, Schaumburg, IL 60168-4079. Packet of materials related to employment, divorce, custody, and other legal
issues, $10.00 (1-847-519-9585).
La Leche League International. (1991). Practical hints for working and breastfeeding. Available from La Leche League
International, P.O. Box 4079, Schaumburg, IL 60168-4079. Seven page pamphlet, $0.75 (1-847-519-9585).
Medela, Inc. Breastfeeding information guide. P.O. Box 660, McHenry, IL 60051-0660 (1-800-435-8316).
National Healthy Mothers, Healthy Babies Coalition. (1997). Working and breastfeeding-Can you do it? Yes youcan!
Available from National Healthy Mothers, Healthy Babies Coalition, 121 North Washington St., Suite 300, Alexandria, VA
22314 (1-703-836-6110) for a free single copy. Bulk orders available from Best Start Social Marketing, 4809 E. Busch
Blvd., Suite 104, Tampa, FL 33617 (1-800-277-4975).

Videotape
Frantz, K. (Producer). (1988). Breastfeeding techniques that work: Successful working mothers. Available from Geddes
Productions, P.O. Box 41761, Los Angeles, CA 90041-0761 (1-818-951-2809). 56 minute group discussion with well
educated, middle class mothers, $39.95.

Organizations
International Lactation Consultants Association (lLCA), 1500 Sunday Drive, Suite 102, Raleigh, NC 27607 (1-919-787-5181).
La Leche League International Headquarters, 1400 No. Meacham Rd., Schaumburg, IL 60173-4840 (1-800-LA-LECHE, or
call your local chapter).
Medela, Inc., P.O. Box 660, McHenry, IL 60051 (1-800-435-8316). (CaI11-800-TELL-YOU for information about where to
find lactation consultants or how to rent Medela products in your area. For information about the Sanvita Corporate
Lactation Programs, contact Marla Baker at Medela, Inc. during normal business hours.)

'Pamphlets areavailable in bulkpricing.

When the employee returns to work, the nurse can
accompany her to the pumping room on her first
attempt for expressing milk at work. The nurse can
reintroduce the new mother to the facility at this time,
assuring that the employee understands how to manip-
ulate the equipment, that she is comfortable, and
answering questions that arise. The nurse should con-
tact the employee weekly to be sure that her lactation
needs at work are being met.
Finally, the nurse needs to follow up with lactating
employees absent from work. If absence is due to infant
illness, this should be documented, along with what type
of illness the baby has contracted. The nurse also needs
to keep data related to how long each mother breastfeeds
her infant, if and when she supplements with formula,
and how much she supplements. The nurse needs to con-
duct surveys of the breastfeeding employees about job
satisfaction and stress level. This survey could be con-
ducted prenatally, during lactation, and when the baby is
weaned. The information in the Sidebar on page 64 pro-
vides a summarized stepwise approach for implementing
a corporate lactation program.

FEBRUARY 2002, VOL. 50, NO.2 65

 (Morse, 1989). However, these women encounter many
IN SUMMARY problems. Primary care providers and occupational and
environmental health nurses must be advocates for this
Challenges of the Working populati on. Mothers, father s, employers, and the public
Breastfeeding Mother must learn the benefit s of breastfeeding. This knowl-
edge can help mother s achieve a manageable balance
Workplace Solutions between the role of working women and the role of nur-
Wyatt, S. turers and caregivers of children. The resource list on
page 65 provides addit ional breastfeeding resour ces
AAOHN Journal 2002; 50(2), 61-66 and information .

The number of women who breastfeed their infants

1 after returning to work is disappointingly low. Many
women stop breastfeeding soon after they return to
work because of lack of preparation and support.
Continued breastfeeding provides health and
2 psychosocial benefits for both mother and infant.
The employer experiences a cost saving benefit by
3 keeping the postpartum employee working and by
keeping her infant healthy as a result of breastfeeding.
Occupational and environmental health nurses can
4 help bridge the gap between the postpartum
employee and herprimary health care provider. One
strategy is to develop a lactation program for the
work setting as described in a stepwise approach.
CONCLUSION
Because of financial needs, increased education,
and a changing value system, many American women
are choosing to return to work while still breastfeedin g
REFERENCES
Bocar, D. ( 1997). Combining breastfeeding and employment: Increasing
success. The Journal of Perinatal & Neonatal Nursing, 11(2), 23-43.
Cohen. R., & Mrtek, M. ( 1994). The impact of two corporate lactation pro-
grams on the incidence and duration of breastfecding by employed
mothers. American Journal of Health Promotion. 8(6), 436-441.
Cohen, R., Mrtek, M., & Mrtck, R. (1995 ). Comparison of maternal
absenteeism and infant illness rates among breastfeeding and for-
mulafeeding women in two corporations. American Journal of
Health Promotion, 10(2), 148-153.
Corbett-Dick, P., & Bezek, S. (1997). Breastfeeding promotion for the
employed mother. Journal of Pediatric Health Care. // (1), 12- 19.
Davis, 1. ( 1994). Back at work and breastfeeding. American Baby: For
Expectant & New Parents, 56( 11). 18. 60, 62, 64, 67-69.
Gale, C.; & Martyn, C. (1996 ). Breastfeedin g, dummy use, and adult
intelligence. Lancet , 347(9008) , 1072-1075.
Greenberg, C, & Smith K. (199 1). Anticipatory guidance for the
employed breastfeeding mother. Journal of Pediatric Health Care.
5(4) , 204-209 .
Malinowski, J., & Patterson, E. (1993) . Breastfeeding support for hos-
pital employees. Journal of Human Lactat ion, 9(2), 115-116.
Morse, J., & Bottorff, J. (1989). Intending to breastfeed and work. Jour-
nal of Obstetric. Gynecologic. & Neonatal Nursing. 18(6),493-500.
Thomp son, P., & Bell, P. ( 1997). Breastfeedin g in the workplace: How
to succeed. Issues in Comprehensive Pediatric Nursing. 20( 1), 1-9.
U.S. Department of Health and Human Services, Office of Disease Pre-
vention and Health Promotion, Coordinating Office for Healthy
Peop le. (2000). Healthy Peopl e 20 10 [On -line] . Available :
http ://www.health .govlhealthypeople/documentl

CE Answers
Automatic External Defibrillator
Intervention in the Workplace:
CORRECTION
AComprehensive Approach On page 47 of the January issue of
to Program Development the AAOHN Journal (Vol. 50, No.1 ), the
deadline of January 31, 2003 for
February 2001 responses to the CE Module is incorrect.
1. D 2. C The correct deadline is December
3. B 4. B 31, 2002 . We apologize for any incon-
5. D B.C venience this may have caused .
7. D B.A
9. D 10. B

66 AAOHN JOURNAL