WHAT IN THE WORLD IS A STRATEGY CHART? To Hear Audio Dial-in number: Access Code: March 16, 2015

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1 WHAT IN THE WORLD IS A STRATEGY CHART? To Hear Audio Dial-in number: Access Code: March 16, 2015

2 Welcome & Introductions Robyn Grant Director of Public Policy and Advocacy The National Consumer Voice for Quality Long-Term Care

3 Agenda Welcome and Introductions Robyn Grant Nursing Home Staffing: What safe staffing means and why it s important Robyn Grant Strategy Charts: What are they? How can they help you in your advocacy? Robyn Grant New York Strategy Chart for 4.1 Hours of Nursing Time Per Resident Per Day Gail Myers Question and Answer Robyn Grant & Gail Myers Wrap Up/Closing Remarks Robyn Grant

4 Issue: Insufficient number of direct care nursing staff in nursing homes: -Certified nursing assistants (CNAs) -Licensed practical nurses (LPNs) -Registered nurses (RNs) Policy solution: Safe staffing - Minimum staffing standard of at least 4.1 nursing hours per resident per day

5 What Safe Staffing Means Safe staffing means minimum staffing standards a floor below which the nursing home cannot go

6 What Safe Staffing Means Safe staffing means providing each resident with at least 4.1 hours of nursing care every day

7 Why Safe Staffing is Important

8 Strategy Charts: What are they? How can they help you in your advocacy? Robyn Grant Director, Public Policy & Advocacy

9 Strategy Charts: What are they? Advocacy Planning Chart (based upon Midwest Academy Strategy Chart) ISSUE GOALS ORGANIZATIONAL CONSIDERATIONS CONSTITUENTS & ALLIES DECISION MAKERS & OPPONENTS TACTICS Vision: What do you want in the longterm? Make sure your immediate goals will move you toward your longterm goals. Demand: What do you want, that you think you can win given the amount of power you have? A demand is not your dream goal, but a realistic achievable goal. It is specific and measurable. You win it from someone. Fallback: Occasionally, we misjudge how much power we have. If you can t win your demand, what specific thing could you ask for that would still be good, but not quite as much as demand. (P.S. Don t fallback the first time the decisionmaker says no to your demand.) Now: What organizational resources do you bring to this campaign? How many members in your alliance? How many volunteers? How much money? Then: At the end of this issue campaign (3 months, 6 months, or whatever you realistically anticipate), how do you want your alliance to be strengthened? Essentially, what are your organizational goals for this campaign? Be specific. We want to add 5 new volunteers, raise $2000, and get our name in the newspaper 3 times. In this column, identify WHO CARES about this issue. Identify people by where you might find them. For example, not just seniors but seniors at the nutrition sites, and seniors at the social security office. Divide those who care into constituents and allies. Constituents: These are people who are already members of your group, or you would like them to become members. List out carefully where you can find your constituents. Allies: These are people who may not be interested in getting involved with the group Association, but can help you win on the issue. Primary Decision: Who has the power to say YES or NO to your demand? The primary decisionmaker should always be a person or persons, not an institution. Secondary Decisionmakers: People who don t have the power to give you what you want, but have more influence and power over the primary decisionmaker than you do. Secondary decisionmakers can help you pressure the primary decisionmaker. Opponents: People who spend money or organize against you. Having lots of opponents limits what you can win (so your demand has to be less.) Tactics are the things you do. They are what the constituents do to the decisionmaker (or secondary decisionmaker) to get him/her to agree to your demand. Make sure that your tactics overall will help you strengthen your organization. Tactics should be: *Fun *Things your members feel comfortable doing. *Focused primarily on the decisiomaker or secondary decision-maker. *Creative. *Worthy of media coverage. *In line with your image. *Not exactly what the decisionmaker is expecting (if possible). *Able to strengthen and publicize your group.

10 New York Strategy Chart for 4.1 Hours of Nursing Time Per Resident Per Day Gail Meyers Deputy Director, New York StateWide Senior Action Council

11 NY Strategy Chart ISSUE GOALS Vision: Nursing home residents will receive safe and appropriate care, respecting their individual dignity and rights. Demand: Mandate that all NY nursing homes provide 4.1 hours of nursing care per resident per day Pass A1548/S782 Fallback:

12 NY Strategy Chart ORGANIZATIONAL CONSIDERATIONS Now: -40+ years of advocacy experience -well respected name in the advocacy community committed volunteer advocates per chapter -Strong collaboration with other advocacy groups individual members and organizations that represent 1000s more. -Strong communications systems quarterly newsletter, weekly announcements, and monthly telephone conference calls on topics of interest.

13 NY Strategy Chart ORGANIZATIONAL CONSIDERATIONS Then: -15 new individual members in each region -2 new organizational members in each region -10 committed volunteer advocates each region -Leaders in each region will have conducted two local media outreach events ( events = getting a letter to the editor published, speaking on a talk radio or tv show, being interviewed and quoted in a newspaper article, etc.)

14 NY Strategy Chart CONSTITUENTS & ALLIES Constituents: 300+ individual members and organizations that represent 1000s more. Individual members are people 18 or older Includes seniors, people with disabilities, family members, individual longterm care ombudsmen, health care professionals Organizational members include senior centers, aging service providers, area agencies on aging, union retiree groups, disability groups

15 NY Strategy Chart CONSTITUENTS & ALLIES Allies: Includes but not limited to: -Patient/Disease groups such as The Multiple Sclerosis Society) -New Yorkers for Patient and Family Empowerment -Consumers Union -NY Public Interest Research Group -Individual long-term care ombudsmen

16 NY Strategy Chart DECISION MAKERS & OPPONENTS Primary: Chairs of the respective house Health Committees Senator Hannon and Assemblymember Gottfried Assembly Speaker Heastie and Senate Majority Leader Skelos. Secondary: -Chairs of the Aging Committees Senator Serino and Assemblymember Cymbrowitz Individual Assemblymembers and Senators Opponents: -The Business Council representing both large and small employers -New York State Healthcare Facilities Association -Leading Age NY -NY State Association of Health Plans Insurers such as BC/BS, Aetna

17 NY Strategy Chart TACTICS -Get signatures on consumer petitions. -Identify and train local seniors to speak to the media about their health care experiences that would be improved with safe staffing. -Write letters to the editor. -Join unions in informational picketing to support safe staffing. -Visit Editorial boards -Call in to talk radio. -Create a report card to rate nursing homes on their staffing mimicking the posters the Dept of Health puts on restaurants that have unsafe condition. -Have members ask their Assemblymember and State Senator to join advocate to visit a friend/relative in a health care setting so they can first hand witness the insufficient staffing. -Ask Chairs of Health Committees to hold a public hearing by state legislature. -Ask local governments to pass resolutions supporting safe staffing.

18 Question and Answer Gail Myers Deputy Director, New York StateWide Senior Action Council Robyn Grant Director of Public Policy and Advocacy, Consumer Voice

19 Wrap Up & Closing Remarks Robyn Grant Director of Public Policy and Advocacy Consumer Voice

20 In-Person Advocacy Skills Training! There will be an in-person training held in Albany on March 24th.

21 Contact Us Consumer Voice 1001 Connecticut Ave., NW Suite 425 Washington, DC Ph NY StateWide Senior Action Council