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Nursing through the NAQC (https://www.nursingworld.org/practice‐policy/naqc) has created its own alliance of national nursing stakeholder organizations in partnership with patient care advocacy organizations representing consumers. NAQC’s membership continues to shift over time, yet remains viable, finding that space where nursing can collectively make the largest contribution to the quality arena. Formed in 2010 from a Robert Wood Johnson Foundation–funded planning grant, NAQC is committed to advancing the highest quality, safety, and value of consumer‐centered health care for patients, their families, and their communities. Governed by an independent board of directors, NAQC first sought long‐range expected outcomes that include the following:

 Patients receiving the right care at the right time by the right professional.

 Nurses actively advocating and being accountable for consumer‐centered, high‐quality health care.

 Policy‐makers recognizing the contributions of nurses in advancing consumer‐centered, high‐quality health care.

NAQC focused on four goals to accomplish these three outcomes: (a) support consumer‐centered health care quality and safety goals to achieve care that is safe, effective, patient‐centered, timely, efficient, and equitable; (b) performance measurement and public reporting that strengthen the role of nursing in transparency and accountability activities; (c) advocacy, by serving as a resource to partners and stimulating policy reform that reflects evidence‐based nursing practice and advances consumer‐centered, high‐quality health care; and (d) building nursing’s capacity to serve in leadership roles that advance consumer‐centered, high‐quality health care. NAQC provided national‐level conferences that supported important policy changes, including nurse‐led medical homes, nurses’ roles in ACOs, and nurses’ roles in fostering patient and family engagement.

In 2013, NAQC determined that its long‐term strategy for sustainability as an alliance required a more permanent home within one of the existing member organizations. It now resides within ANA, maintaining memberships from among the leading national nursing associations. NAQC retains a seat as an alliance at various national tables.

Since 2013, NAQC has continued to embrace work in several areas of quality improvement. It has continued to pursue the transition of QSEN competencies and principles from education to practice. NAQC believes that its various constituencies are knowledgeable regarding the QSEN competencies, but have less comfort in translating them into practice. It also has noted that there is an evident gap with new graduates, who are educated regarding the competencies but are unable to employ them to their satisfaction when they arrive at their first place of employment. After multiple NAQC leadership discussions regarding the education to practice gap, dialogue began among QSEN leadership and NAQC Advisory Board members. From 2017 significant discussion resulted in a new partnership between the two entities. At this time QSEN has incorporated into its nationally searchable database educational exemplars, the first of what is hoped will be many practice exemplars, seeking to reduce the gap between education and practice in a variety of settings from ambulatory, to obstetrics, to acute care, and to the operating room. NAQC believes that it can work with its constituencies to engage them in populating this database.

NAQC’s second enduring initiative continues to be focused on patient and family engagement (patient‐centered care). Given the length of time since its initial White Paper on Nurses' Critical Role in Fostering Patient and Family Engagement in 2013, NAQC has witnessed the explosion of interest in patient involvement, shared decision‐making, and patient advocacy (Sofaer and Schumann, 2013). It is currently engaged in an updated review of literature and the drafting of an updated version of this work, more heavily focused on interdisciplinary efforts.

NAQC is also at the table participating in the National Quality Partnership Leadership Consortium and in both financially supporting and participating in an Action Team to Co‐Design Patient‐Centered Health Systems.