Orientation of New Coalition Leaders How, Why, What of Coalition

Orientation of New Coalition Leaders
How, Why, What of Coalition Leadership
Webinar Summary
April 14, 2015
Presenters:
Winifred Quinn, PhD, Director, Advocacy and Consumer
Affairs, Center to Champion Nursing in America
Alexia Green, PhD, RN, FAAN, Professor and Dean Emerita,
Texas Tech University Health Sciences Center, School of
Nursing.
Sarah Hexem JD, Co-Lead Pennsylvania Action Coalition
Webinar Goals:
 Understand the role of Action Coalition co-leaders
 Be informed about the purpose and value of coalitions
 Have a better understanding of how to successfully
manage a coalition
This webinar has been recorded and together with this
summary can be found at www.campaignforaction/webinars
Communications Support Available
The Campaign for Action Communications Team (CFACT) is
offering communications support to Action Coalitions during
April and May. CFACT has helped the Montana and New
Jersey Action Coalitions develop new materials, written and
placed guest editorials for the Texas Action Coalition, and
supported the Utah Action Coalition as it organizes content for
its website. Those and other kinds of communications support
can be available to your Action Coalition too.
Across the country, there is a
movement to advance the field
of nursing so that all Americans
have access to high quality,
patient-centered care in a
health care system where
nurses contribute as essential
partners in achieving success.
This national level Future of
Nursing: Campaign for Action is
a result of the Institute of
Medicine’s landmark 2010
report on the Future of
Nursing: Leading Change,
Advancing Health.
The Campaign for Action’s
field-based teams, the Action
Coalitions (ACs), are leading
this movement and are
equipping themselves with
knowledge gained from
technical assistance provided
by the Center to Champion
Nursing in America (CCNA), a
joint initiative of AARP, the
AARP Foundation, and the
Robert Wood Johnson
Foundation. Such technical
assistance comes in the form of
webinars, face to face
interactions, and other
facilitated engagements with
public policy leaders, content
experts, consultants, and
Action Coalition peers across
the country.
To inquire about receiving support, please email CFACT@iqsolutions.com with
information about what activities you have coming up that would benefit from
communications assistance. You will receive a response within one week.
Overview:
This is the second virtual convening of the Coalition Building and Sustainability Learning
Collaborative. This session is targeted to new Action Coalition members and/or those
who will develop onboarding for new Action Coalition co-leads and workgroup co-leads.
This new learning collaborative is intended to enhance Action Coalition sustainability by
providing coalition member engagement and management tools as well as promising
practices that you can use in your state.
Winifred Quinn of CCNA applauded the new coalition leaders for taking on this
important role and for committing to moving their respective states forward.
The role of Coalition Leadership in achieving the Campaign goals is to understand: the
importance of establishing clear direction in moving forward and the importance
of maximizing and broadening the coalition’s leadership core to achieve success.
An Overview of the Campaign
Health care is undergoing a much-needed transformation to better serve people, their
families, and the communities where they live, said Quinn.
“Our nation faces pressing health care challenges—an aging and more diverse
population, more people with more chronic conditions, millions more insured, rising
costs, and a shortage of providers. We can address these challenges—now—by
maximizing the use of nurses.”
The Future of Nursing: Campaign for Action is working to improve health care
through nursing and to prepare nursing to address our nation’s most pressing health
care challenges—access, quality, and cost. The Campaign’s vision is that everyone
in America can live a healthier life, supported by a system in which nurses are
essential partners in providing care and promoting health.
An initiative of AARP and the Robert Wood Johnson Foundation, the Campaign for
Action has organized Action Coalitions in 50 states and the District of Columbia to
help implement the 2010 Institute of Medicine’s evidence-based
recommendations on the future of nursing.
Our goal is to ensure people get the care they need, when and where they need it by:
 Advancing Education Transformation. Preparing our nursing workforce for the
future by strengthening education and training. A more highly educated nursing
workforce can lead system improvements and improve quality, accountability, and
coordination of care.
 Leveraging Nursing Leadership. Preparing the next generation of nurses to meet
the health care needs of people, their families, and the communities where they live
and position nurses to lead system change.
 Removing Barriers to Practice and Care
Expanding access to care by maximizing the use of nurses and removing outdated
laws, regulations, and policies that prevent nurses from practicing to the full extent of
their education and training.
 Promoting Nursing Diversity
Recruiting and preparing a more diverse and culturally competent nursing workforce
to provide care in a variety of settings to an aging and more diverse population with
more chronic illnesses.

Fostering Interprofessional Collaboration
Promoting a team-based approach to education and practice to improve the quality
and coordination of health care.
The Top Ten Accomplishments of the Campaign
The Campaign, now in its fifth year, has accomplished and made great progress on
the recommendations in the IOM report, The Future of Nursing: Leading Change,
Advancing Health:
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1. Advancing Nursing Education: The number of students enrolled in RN-to-BSN
(Bachelor of Science in nursing) programs increased 57 percent from 2010 to 2014,
according to preliminary data from the American Association of Colleges of Nursing.
The Future of Nursing: Campaign for Action is promoting four promising education
models to help nurses obtain more advanced academic degrees with fewer
hurdles.
Currently, 30 states are enrolling nursing students in one of these four models.
2. Getting Nurses on Boards: In an effort to include
nurses’ frontline perspectives in boardrooms, 21
Action Coalition
national organizations have teamed up to get
leaders need a core
10,000 nurses on boards by 2020. The Nurses on
leadership team, a
Board Coalition (NOBC), which includes
commitment to
conveners AARP and the Robert Wood Johnson
action and an
Foundation, and 19 nursing organizations, is a
direct response to the Institute of Medicine’s
engaged
recommendation
that nurses play more pivotal
membership.
decision-making roles on boards and commissions
in improving the health of all Americans. All
organizations are welcome to join the coalition.
3. Increasing Access to Care: In 2014 alone, two states—Connecticut and
Minnesota—modernized laws to remove barriers to advanced practice registered
nurse-provided care, bringing the total to six states that have fully modernized their
laws for nurse practitioners since 2010. These victories expanded access to highquality health care and increased choice for consumers.AARP participated in each of
these victories. Quinn added that in 2015 Nebraska modernized scope of practice
laws and in Maryland a bill is waiting for the Governor’s signature. That brings the
number of states to 21.
4. Promoting Diversity: The number of minority students enrolled in advanced
nursing education is increasing. Currently, 30 percent of students at the
baccalaureate, master’s, doctoral, and doctor of nursing practice program levels
represent minority populations. In addition, male students represented 11 percent of
baccalaureate and graduate nursing students in 2013, up from 9 percent in 2004,
according to the American Association of Colleges of Nursing.
5. Recognizing Breakthrough Nurse Leaders: The Campaign for Action
recognized 10 nurses who made extraordinary efforts to improve the health and lives
of people in their communities as recipients of the new “Breakthrough Leaders in
Nursing” award.
6. Highlighting the Economic Benefits of Nursing: Through forums with
businesses, insurers, policymakers, and others, the Campaign for Action continued to
build a national conversation about the value of nurses as providers of safe, effective
health care. These sectors are increasingly aware that nurse-provided clinical care
keeps employees healthy, employers’ costs down and is good for their bottom lines
and communities.
7. Increasing Campaign Visibility: Campaign for Action national leaders spoke at
more than 100 events across the country, informing more than 15,000 people about
our efforts to transform health and health care through nursing.
8. Reaching New Audiences: The Campaign continued to reach new audiences and
build a strong network of online supporters, growing to more than 65,000 friends and
followers across multiple platforms.
9. Breaking IOM Records…Again: You may know the Campaign for Action was
launched to implement recommendations made by a landmark Institute of Medicine
(IOM) report entitled, The Future of Nursing: Leading Change, Advancing Health.
That report, released in October 2010, reached 100,000 downloads in 2014 and
remains the IOM’s most downloaded report.
10. Helping to Build a Culture of Health: Calling nurses to action in their role to
help all members of our diverse society to lead healthy lives now and for generations
to come.
Quinn of CCNA said Action Coalition members have many resources available to
them:

Connections to other Action Coalitions who can provide peer to peer learning
opportunities (through learning collaboratives)

Tailored Technical Assistance through connection with CCNA Liaisons

Timely Campaign communications

Extensive resource library

Funding opportunities (SIP and APIN; Public Health Nurse Leaders Program)
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Alexia Green, of Texas Tech University Health Sciences Center, School of Nursing,
reviewed the definition of an Action Coalition:
“Coalitions are made up of multiple entities (generally other organizations) which in turn
are made up of multiple individual actors who are in pursuit of specific goals.”
This definition is from the document “What Makes an Effective Coalition? EvidenceBased Indicators of Success”. This paper was issued in March 2011 by the TCC Group
– a consulting team in California. The paper was produced for the California
Endowment – and is one of the only papers which addresses “evidence based practice”
for Coalitions. The document is a template for your Action Coalition to achieve “best
practice.”
CCNA and RWJ have contracted with TCC to evaluate the Campaign. This document
becomes even more valuable for insights as to what the Campaign values in relation to
performance by Action Coalitions.
The Seven Stages of Coalition Development
Green said new role Action Coalition leaders will need to develop the following
capacities in your team:
 Core leadership Team –This consists of the Action Co-Leaders and other key
team members who can help provide leadership for the Coalition. It may also
consist of paid staff members if your Coalition has employed staff to assist your
Action Coalition in achieving its goals. But it should be noted that the ultimate
leadership responsibility lies with the Co-Leaders. Committed and engaged coleaders are a must. Action Coalitions without committed and engaged co-leaders
will not succeed!
 A commitment to Action – is also a must for your team – this requires well
developed tactics to accomplish the goals identified in your strategic plan
 Strategically developed & engaged membership – The definition of an Action
Coalition which we provided earlier from TCC paper is absolutely one of the most
important components of your leadership capacities. Do you have a strategically
developed and engaged membership? Do you have a diverse membership – in
terms of ethnic diversity and in terms of types of coalition member organizations?
Are they all nursing or health care related organizations? Do you have
businesses engaged, policy makers, big box retailers, insurance companies –
and the list can go on?
Developing a strategic plan is important work, said Green. But one of the most
important roles you will have as a coalition leader is the role of overseeing and
executing tactical support for your coalition.
Both Strategic and Tactical Thinking / Action are required. Understanding the
difference between the two is important. You are a leader of your Action Coalition and
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you are a Manager of your Action Coalition. While your Action Coalition may have
paid staff – you need to ensure they are assisting you in executing and overseeing
tactical support for your Action Coalition.
An Action Coalition will NOT survive and thrive without strategic and tactical thinking.
In working with Action Coalitions, Green says she often sees they place significant
energy into the Strategy column – working feverishly to develop a Strategic Plan. But
what happens after the plan is developed? – Nothing if there is not Tactical Support
in place to help execute the plan. Both skills are critical for you as an AC leader.
Differences Between Strategic and Tactical Thinking
Strategic
 Strategic is about clarifying the direction & and vision of the whole,
along with key success Measures.
 Strategic is about identifying relationships supporting the
entire Coalition & vision.
 Strategic is about identifying leverage points for statewide change.
 Strategic thinking is disciplined thinking about desired outcomes.
 Allows the Coalition to clarify goals & desired outcomes
Tactical
 Tactical provides support for achievement of Strategic Plan
 Tactical requires resources for planned and ad hoc activities focused on
implementation of strategies and achievement of goals.
 Tactical focuses on planned and ad hoc activities
 Tactical focuses on “action” versus “planning”
 Tactical requires “execution” or “doing” to achieve your goals
 Tactics are decided by operations teams at various levels of the Coalition –
such as member organizations as well as main coalition support staff
Green notes that tactical leadership is very action oriented. It focuses on activities
such as recruitment of members, developing and maintaining effective
communications with your Action Coalition Team members and organizations, and
most importantly seeing and seizing opportunities as they present themselves.
Sarah Hexem has been Co leader in the Pennsylvania Action Coalition for three
months.
She says she uses her internal tactical support for external support and has
developed a two-year action plan 2015-2016 that is “concrete and very clear.”
One of her primary objectives is to identify “champions” in the state to support the
coalition’s goals. She wants “a team who is with me.”
Green distinguished among tactics that are short term, mid-term and long-term.
The short term tactics checklist:
 Review/Revitalize Your Action Coalition’s Charter
 Identify and Engage/Educate Key Business Leaders
 Reassess, Formalize and Launch New Leadership Teams
 Educate New Teams About IFN/ Team Goals and Strategies
 Educate State/Regions on IFN by Engaging Current Coalition Members
 Strategically Develop and Recruit New Coalition Members
 Assess and Re-Vitalize Communication/s Structure to Manage Member
Participation
 Assess Effectiveness of Routine and Pre-Planned Communication with Key
Leadership Teams
These goals should be accomplished during 2015.
A new Action Coalition leader can assess the effectiveness of these tactics under the
previous leadership – some may need to be readdressed and others may already be
accomplished and require no additional action.
An Action Coalition Charter describes the coalition – who leads it – roles and
responsibilities of key leaders – and insights /guidelines related to what it means to
be a “Coalition leader.” If there is not such a document you should likely develop one.
A sample Action Coalition Charter is available on the CCNA website.
Mid Term Tactics Checklist
 Develop and Align Regional/Local Tactics with State Goals/Strategies
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 Engage New Members and Continue to Recruit New Coalition Members
 Monitor and Assess Progress Toward CFA Goals
 Assess Effectiveness of Communications/s Structure & Management of
Member Participation
 Continue Campaign Education Plans & Spread Beyond the Healthcare
Community
 Procure Resources and Develop Fund Raising Strategies
 Maintain and Enhance Communications
 Develop Succession Plan for Leadership Teams. A succession plan is
critical because there are technically five more years in the Campaign.
“Who’s going to take your place?”
These tactics should be accomplished 2015 - 2016
Long Term Tactics Checklist
 Implement Succession Plan/s
 Reassess and Modify Communications Structure as Needed
 Orient and Integrate New Leaders / Organizations Into Leadership
Structures & Coalition
 Continue to Maintain Connectivity/Interest of Coalition Members
 Continue to Procure Resources and Maintain Fund Raising Activities
 Continue to Monitor and Assess Progress Toward CFA Goals
Accomplish 2015-2020
Green said these long term tactics may really be considered “ongoing” since they run
the duration of the Coalition’s life.
Create Tools for Recruiting
•
Main Action Coalition Application
•
A Business Application
•
Individual Member Application
•
Coalition Commitment Document
•
Create and Maintain Your Coalition Membership List
Green said a robust Action Coalition membership is essential to becoming an
“effective coalition.”
She asks critical questions:

Who monitors the Coalition membership – is there a list – is it published and
is it current?

Is the membership list linked to communication tools – for instance you would
not necessarily send a communication about a potential grant opportunity for
schools of nursing to all your coalition members.
And some advice:

Be discrete about communicating with Coalition Members – tailoring
communications to the member organization. For instance, non-health care
businesses would not always receive the same communications that you
would send to hospital coalition members or schools of nursing.
For more information on co-leaders:
http://campaignforaction.org/resource/role-action-coalition-co-leader
The Coalition Building and Sustainability Learning Collaborative WebEx will be every
second Tuesday of the month. The next Webinar is Tuesday May 12. Time 1:00 PM
ET – 2:00 PM ET. Creating Coalition Capacity via Membership
•
This webinar will examine the types of coalition members – including individuals
and organizations – and discuss how to recruit, engage, manage and retain
coalition members. The role of coalition members will be examined in relation to
achieving the Campaign goals. The importance of membership diversity will be
discussed and examined
The Future of Nursing report identifies the nursing profession—whose more than three
million members make it the largest health care profession—as central to efforts to
remake the U.S. health care system so that all Americans have access to high-quality
and cost-effective care. To help achieve this, the report concludes that:



Nurses should practice to the full extent of their education and training.
Nurses should achieve higher levels of education and training through an improved
education system that promotes seamless academic progression.
Nurses should be full partners with physicians and other health care professionals,
in redesigning health care in the United States.
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

Effective workforce planning and policy-making require better data collection and an
improved information infrastructure.
The report calls on the nation’s leaders and stakeholders to act on recommendations
in these four key areas. Many nursing organizations have long been committed to
strengthening their profession, and their past work provides much of the foundation
for advancing the IOM recommendations.
For more information from the Center to Champion Nursing in America about this
webinar, technical assistance or other questions related to the Future of Nursing,
Campaign for Action contact Michael Pheulpin at MPheulpin@aarp.org or 202-4343882.
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•
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•
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