Sep 8, 2014, 1:55 PM, Posted by
When we first began the Forward Promise initiative, we envisioned building the capacity and impact of organizations across the country working with boys and young men of color from every type of community and background. We wanted to identify and support a cohort of grantees that were diverse in their approach, in their geography, and in the racial, ethnic and cultural experiences of the young people that they supported. Once we began doing this work, it didn’t take long to realize we were falling short.
The simple truth is that the majority of organizations who applied for Forward Promise that had demonstrated success and were ready to expand were located in major cities. Few applicants were in the rural beltway that stretches across the Southern United States, from Alabama to Arizona. It would be easy to assume that there weren’t many young men of color there or that there was not much innovation or capacity to support young men of color in that region. But you know what they say about assumptions ...
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Oct 17, 2013, 12:00 PM, Posted by
Alexia Green, RN, PhD, FAAN, professor and dean emeritus, Texas Tech University Health Sciences Center and co-leader of the Texas Action Coalition. She is an alumna of the Robert Wood Johnson Foundation Executive Nurse Fellows program.
As a nurse, I have long desired to be a full partner with physicians and other health care leaders in improving health care delivery in our country. The truth is many nurses have this desire, but all too often we are not viewed as key players in the larger policy arena. When the Institute of Medicine Future of Nursing report was issued in 2010, I was very excited to see a major emphasis placed on nurses become full partners in redesigning health care in the United States.
I personally became intrigued with impacting health care policy while a graduate student at the University of Texas Health Sciences Center in Houston—where my professor, Dorothy Otto, encouraged me to become engaged, providing me with a vision that policy was something I could shape and develop rather than passively watch. My engagement with the Texas Nurses Association and the Robert Wood Johnson Foundation Executive Nurse Fellows program helped solidify my leadership skills to be well prepared to actively serve on boards where policy decisions are made in hopes of improving health systems to advance patient care.
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Oct 9, 2013, 9:00 AM, Posted by
Three years ago this week, the Institute of Medicine issued a landmark report, Future of Nursing: Leading Change, Advancing Health. Its recommendations include increasing the proportion of nurses with baccalaureate degrees to 80 percent by 2020. Cole Edmonson, DNP, RN, FACHE, NEA-BC, is chief nursing officer at Texas Health Presbyterian Hospital Dallas, and a Robert Wood Johnson Foundation Executive Nurse Fellow (2012 – 2015). He also serves as practice team co-lead for the Texas Team, the state’s Action Coalition.
Improving the lives of people in the communities we serve is our guiding mission and it is supported by our Magnet Redesignation program and our professional practice model. In 2010, when the Institute of Medicine’s (IOM) Future of Nursing report was released, we were one of the few IOM meeting sites in Texas to bring together people from both practice and academia to hear about the report and begin to discuss how we might fulfill the 2020 vision with the creation of new partnerships.
The IOM report was a call to action, to which we responded. Texas Health Presbyterian Hospital Dallas, a part of Texas Health Resources, began the journey by exposing leadership and direct care staff to the report, the research (compelling reasons) behind it, its recommendations, and the gap analysis of the organization in the eight areas of recommendations.
The nursing leadership, with the direct care nurses and the system leadership, integrated the Future of Nursing report into our nursing strategic plan in 2011. The strategies and tactic with metrics of success set in motion a series of actions to meet the 80 percent bachelor of science in nursing (BSN) goal by 2020, doubling the nurses with doctorates, Advanced Practice Registered Nurse (APRN) practice scope, and positioning nurses in strategic positions including the Board of Trustees.
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Jul 22, 2013, 9:06 AM, Posted by
Lisa Campbell, DNP, RN, APHN-BC, is an associate professor at Texas Tech University Health Sciences Center, and director of Population Health Consultants, LLC in Victoria, Texas—a company that works to build human capital to improve population health. She serves as newsletter co-editor for the American Public Health Association, Public Health Nursing Section.
With 36 percent of the public health nursing workforce reporting age 56 or older, according to the new report from the Robert Wood Johnson Foundation, strategic planning by state and local health departments must include creative strategies to recruit. In order to increase the numbers of nurses in public health, hiring practices will require a paradigm shift. Public health nurses new to the field bring a unique perspective that will assist in bridging the gap between public and private partnerships. Furthermore, public health is charged with adaptive practice innovations to implement programs outlined in the Affordable Care Act. To illustrate this point, I would like to share my public health nursing journey.
I decided to become a public health nurse after being a nurse practitioner for more than 25 years. When I embarked on this journey, I had no idea where it would take me.
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Mar 26, 2012, 1:00 PM, Posted by
By Alexia Green, RN, PhD, FAAN, professor and dean emeritus, Texas Tech University Health Sciences Center and co-leader of the Texas Action Coalition
Creating and sustaining partnerships is vital to the Texas Team: Advancing Health through Nursing—a state Action Coalition of the Future of Nursing: Campaign for Action. Although the Texas Team was only approved as an official Action Coalition in September 2011, we have been working diligently to recruit and build partners who can support the campaign through 2020.
The various state Action Coalitions—such as the Texas Team—are composed of multiple entities (mostly other organizations), which in turn are composed of multiple individuals. Engaging and maintaining interest and commitment from these multiple entities is a very real challenge for the Texas Team and other newly formed Action Coalitions, but it is vital to all our success in achieving our Institute of Medicine (IOM) goals in our respective states. As leaders we must strive to engage all these partners and promote a common vision toward achieving the IOM goals.
Key to our success in Texas has been the recruitment of BlueCross BlueShield of Texas as our lead business organization for the statewide team. BlueCross BlueShield partners with the Texas Nurses Association as our lead nursing organization to advance the health of Texans through our Coalition activities. The Texas Hospital Association was an early partner and has also been very supportive of our activities.
Other diverse partners that have joined our Coalition include Bell Helicopter. Yes, that’s right, the folks who make helicopters! (And no, they haven’t provided us with any rides yet!) But they are very committed to advancing the health of our state through nursing. Associates in Process Improvement, a group of improvement scientists (yes, those same scientists who work with the Institute for Healthcare Improvement) have also joined us because they too deem nurses integral to the improvement of health care across our nation.
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