All About Nursing (12)

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Welcome to All About Nursing with your host, Dr. Joyce Batchelor, executive nurse advisor, Dr. Batchelor, who will present the significant role of nurses play in providing healthcare in a multitude of healthcare settings. Listen to some of today's key nurses who work in practice in academia settings and talk about the challenges they face in today's modern medical world.

So please welcome the host of All About Nursing, Dr. Joyce Batchelor. Good evening. I'm your host, Dr.

Joyce Batchelor, and all about nursing, and we're live on the BBM Global Network in tuning radio. As many of you know, one of the goals of the show is to raise awareness of the different roles nurses play and the impact that they are having in many different settings. I'm delighted to have the opportunity to introduce Dr. Karen Drankert, who is an outstanding executive nurse leader, who has and continues to impact the profession and patient care on a local, state, national, and international level.

Dr. Karen Drankert is the Senior Vice President and Chief Clinical Officer and Chief Nurse of the O'Neill Center at Getwell Network in Bethesda, Maryland. She's responsible for the clinical direction and brings the voice of nursing to patient engagement and the innovation of technology for nursing practice. Dr.

Drankert is the past executive director at the American Nurses Coordination Center and the Magnet Recognition Program. Prior to that, Karen served for 10 years as the Senior Vice President and Chief Nurse Executive for the Inova Health System in Fairfax, Virginia. She is currently the president of the Friends of the National Institute for Nursing Research and serves as an editorial advisor to the Journal of Nursing Administration and the Nursing Administration Quarterly. She's also a member of the Board of Visitors for the University of Pittsburgh School of Nursing, Indiana University School of Nursing, George Washington University School of Nursing Advisory Council, and is a Board of Trustee Member for the Anne Rental Medical Center in Annapolis, Maryland.

Karen also is on the advisory board of the Watson Caring Science Institute and is a fellow in the American Academy of Nursing and the National Academy of Practice. Karen received her doctorate in nursing administration from the George Mason University. She's also a war in nurse executive fellow and Robert Wood Johnson Executive Nurse Fellow. So I think you're going to really enjoy hearing a lot more about how Karen has accomplished all of it she has and the kind of work she continues to lead.

So thank you so much for agreeing to be on the show with us this evening, Karen. I'd like to start by just having you begin. Thank you, Karen. So maybe we could just start by having you share a little bit about why you decided to become a nurse.

Well, thanks, Joyce, and thanks for the introduction. So I think some nurses wonder how they got to the profession, but I was one of those people as a youngster who really knew that I wanted to be a nurse, and I think the event that sort of prompted it all was I was 13 years old and had a appendix that had to be removed, so had to be hospitalized at the awkward ages of seventh grader. And it wasn't so much having my appendix taken out as it was the timing was extremely unfortunate for me because I was actually in charge of Earth Day in my seventh grade middle school, and my appendix attack happened on a Monday, and that Friday I was supposed to be giving a speech, and we were also having a seventh grade dance. And I was very excited because I actually had a date, which is unusual for 13 year old.

So when I had to be hospitalized, I said to the nurse, I need to know what I can do to get out of here by Friday. And at that time, the length of stay for an appendectomy shockingly was about nine days, and I was looking to see how I could get out of there in four. So the nurse who took care of me at that event outlined for me what had to happen for that could actually get home on Friday. And she served as both my care coach and also my advocate.

And I have to say it was the first time I really understood what outcomes driven care was because she told me the things I needed to do to get discharged in four days, and she helped me get out. So that was kind of a very shocking moment for me to realize how much influence a nurse could have in the care of people. And while my grandmother was also a nurse, she didn't work that long in her life as a nurse because it was such a long time ago, but she influenced my decision because she believed it was a very rewarding career choice. And she told a lot of great stories of what it was like working in New York City as a young woman as a nurse in the early 20s and 30s.

So those two series of events combined led me to colleagues who studied nursing. And you bring back how much has changed in health care because length of this day is probably what on a outpatient basis in many cases. So we've come a long way. Thank you for sharing that.

Karen, at what point did you decide to move into a leadership role? Thanks, Joyce. Well, I have to sort of extend the story and tell you that when I told my parents that I wanted to get a Bachelor of Science in nursing, in particular my father was not very thrilled because at that time my parents were both to have degrees in economics and my dad was in the Air Force. And while I was starting my education, there was a lot of changes going on with women's rights.

And Title IX had just gone into effect, suddenly education and career options for women were really opening up, even the military academies were accepting women. And I think my father in particular was hoping I would take on a less traditional role. And here I chose a pretty traditional female role to get an education. So he was a little disappointed, I have to say.

When I realized early that I wanted to go into leadership was when I was working on an inpatient nursing unit. And I looked around at that system and kept thinking, there's a lot of things here. I could fix. My mom always said it was because I was a little bossy.

But once you go back to school, you find out that those are really leadership qualities. So that kind of drove me, that idea that I could improve the unit that I was working on drove me to look at leadership at that unit level at the time, head nurse unit director level, and had an opportunity very early on to move into a role as a unit director. And I have to tell you, that's when in particular my father thought that I might have some career options after all. So that was sort of my first foray was actually being a unit manager on a 40-bed unit in Academic Medical Center.

That's really exciting. And it sounds like you were exhibiting leadership skills very early on, even as you were continuing to move forward with the decision to move into nursing, even in spite of what your mom and dad may have thought was going to be the best career choice for you. So thanks for sharing that. I was just curious, as you were moving into this leadership role, what kinds of things did you need to do in order to be successful?

So, you know, it was interesting because my first, I think sometimes in your career you have people who take a chance on you, maybe even if you're not quite ready. And I know that that was the case. I did not yet have my master's degree, my graduate degree, to be at a director level. It was a requirement, so I was just beginning.

But I have to tell you, the unit that I first started on was extremely challenging. They had a 50 percent vacancy in turnover rate. It was not a very desirable unit. It was a medical, general medical and geriatric unit.

And so the associate chief nurse who hired me into that role was pretty clear. She said, I'm taking a chance on you. And I had a lot to learn very quickly, but luckily she was very good about mentoring me and guiding me and teaching me. And, you know, I think in your first leadership role, you make a lot of mistakes and realize that you have to be in a learning mode to be able to actually take on those leadership challenges.

I think sometimes we forget how much value it is to make a mistake because you do learn from them and we all remember our first medication error and we all remember our first bad hire. So thank you for sharing that. I was just curious too, if you would help to know that you need to go back to school to get your master's besides was it because it was required for the job? Well, it was required for the job.

But even beyond that, I knew that I would continue. And I think one of the benefits of education is that it teaches you how much you don't know. And so if you're sort of in a space where you learn that learning is the only way you're going to continue to be able to move ahead to contribute, it wasn't so much that it was bigger positions. It was figuring out the best way to contribute through more education.

And also just learning about areas of healthcare that were just so interesting that I wanted to learn more about. Like I remember one of my courses was on, you know, seriously about heart care. And I'm going to have to interrupt you, sorry, because it's time to take a short break. This is all about nursing and I'm Dr.

Joyce Batchelor. We're live on Beebe and Golden Network in Tune in Radio. Stay tuned. Dr.

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You're listening to all about nursing lie from the BBM Global Network and to an in-radio. I'm Dr. Joyce Bachelor, the host of the show. Prior to the break, Dr.

Dr. Dr. Dr. Drankard was telling us a bit about why she had decided to go back to school to get her master's degree.

So maybe Karen, we can go back to what you were explaining to us before the break. Well, thanks so much Joyce. I did complete my graduate degree and then actually moved into another role at another system. I actually had the pleasure of working with Dr.

Joyce Bachelor at the time at Fairfax Hospital. And most of my experience and my leadership development happened within the Nova Health System. I owe them a debt of gratitude because during my tenure there of many years, I was given the opportunity to serve in, I counted actually, 11 different roles. And each role that I was able to be in, each one was a promotion basically with more and more responsibility.

And I was very fortunate because I had a mentor and a role model in the corporate chief operating officer. And she happened to be a nurse who was leading the executive team. And she was very open and very responsive to me because I knew at that point in time as I was moving through my different sort of roles that I was in that I really wanted to be a chief nurse. I had seen some sort of career unit directors, but I just saw the opportunity to build a larger impact in a bigger part of the system.

And Jolene was very instrumental in supporting me and gave me incredible opportunities. And because I know I had five hospitals and long-term care and a lot of outpatient services, she was very great about telling me the kind of experiences that I needed if I was going to be successful as a chief nurse. So some of those roles where I worked for several years in the quality department and I ran large system quality improvement projects across multiple sites. And she allowed and gave me opportunities to get educated in some of the, now it would be called Black Belt and Six Sigma.

At that time it was a core process redesign and Duran and Donabedian's models. She really looked at ways to transform the system and it was the beginning of the quality movement and how to improve care and reduce cycle time and create more efficient systems. Interestingly at that time there wasn't a lot of focus on the patient experience. It was much more on the efficiency for the staff.

From that phase she really pointed me to some sort of larger director role over multiple units and actually in one of the hospitals serving as a second-in-command to the chief nurse that was there. That was an amazing nurse leader, Brenda Bear, who actually wrote the book on MedSurg's nursing. So I was able to work under her leadership and then eventually after many roles like that was appointed basically through an interview process to become the very first chief nurse that a Nova Health system ever had. So I was in that role for almost 10 years.

So I really attribute sort of my, I would say my management chops to the opportunities that a Nova gave me. It was just a fantastic and still is a fantastic system. I believe in the community so I'm very proud of the work that they do. And I'm aware of a lot of the major accomplishments that you had while you were in that role.

And I was just curious, is there one really big accomplishment that stands out for you that you're the most proud of? Well, Joy, thank you so much. So it's kind of hard to cram like 10 years of work into one thing. So you're just going to have to indulge me because I have a couple of things that were to me sort of my, I felt like my largest contribution.

One, and it's sort of, one of them is sort of a business contribution that I made. There was no strategic plans for nursing services across the multiple care sites. So I had almost, I had over 4,000 registered nurses that were under my leadership umbrella. And every place basically had different, everything, you know, different professional practice models, different clinical ladders, different approaches, maybe not all necessarily evidence based protocols.

So by developing a strategic plan for nursing services, I was able to provide a framework to really reduce variation and standardized care, which is still I think the biggest challenge now that system chief nurses have. And that evidence based sort of reducing variation has been just a great kind of framework for them. It allowed us to implement things like the electronic ICU and it allowed us to work as sort of one ANOVA to create a workforce plan with the community. And you know, we developed a career center within an OVOC internally so people could move within the system.

I felt like that was a benefit I had been given and I wanted other people to have that but they didn't have to leave to gain experience or expertise. And we also, the community helped me raise a lot of money to develop the nursing excellence and the Adelman Career Center. So that work was good but I would say probably the biggest accomplishment for the community was after 9-11, Jolene asked me to lead the region to develop and lead a regional hospital alliance for disaster planning for the 14 hospitals, you know, west of Washington, DC. So that was probably my biggest accomplishment, I would say, at least that kind of helps the community feel safe and that was really exciting work because it really was outside of nursing as well.

You know, I used to always say that when I was in my system role that the depth and the breadth of what you can see and what you can consider as possibilities is really different than when you're even the CNO at one site versus having that system level. And so it sounds like you really took huge advantage and saw a lot of possibilities with the ability to really look across multiple sites. So we are coming to you live, the Beeping Global Network in Tune Radio for all about nursing. I'm Dr.

Joyce Batchler. We'll continue this conversation when we come back. Psychologist, master certified coach and CEO of the Executive and Organizational Development firm, True North Leadership. Dr.

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Before the break, Dr. Dr. Dr. Dr.

Drankard was telling us about the amazing accomplishments that she had as the first CNE of the Anova Health Care System in Fairfax, Virginia. I can hear the pride and the joy that the world brought to you in so many different ways. I also care that you decided to make a career change and you moved into a different kind of role with the American Nurses Credentialing Center. So what made you decide to do that because I know that you were extremely happy in your chief nurse role and so I was just curious if you could share that with us.

Thank you so much, Joyce. It was a really difficult decision. I really had a vision that I would be staying at Anova for the bulk of my career. It is my community hospital organization.

But I was actually recruited and the American Nurses Credentialing Center has several credentialing programs, one of which is the Magnet Recognition Program that recognizes in particular nursing excellence in hospital organizations across the country. And at the time, Gail Wolf, the Chief Nurses Pitsburg Medical Center System, was the chair of the Commission on Magnet. The Commission actually are the ones that decide who gets Magnet Recognition. And Linda Aiken, who is a professor at Penn who did a lot of research about Magnet, were both instrumental in looking at the Magnet Program at the time and seeking to elevate both the position of the Magnet Program and quite frankly the quality of the program.

So they actually approached me to see if I was interested. They wanted Magnet to be led by more of a chief nurse model and they had some big goals. They wanted the standards to become very evidence-based. They wanted to make sure that it was more outcomes focused for the evidence standards that are required.

And they also were looking for competency-based appraisers. So I was recruited and said, you know, at this point, ten years, it felt like a natural launching pad for a national opportunity. And sometimes you have to take at least opportunity to interview for those jobs. So I did.

I interviewed for the position with the Commission and the Board of the American Nurses Credentialing Center and then left and in 2008 actually to take on that role. And I have to give the credit to the Novos system because they said, well, we're kind of giving one up for the team is how they put it. And we're very gracious as they moved into that national role at ANCC. And I would just have to say that you did an amazing job and accomplished a lot of what they were looking for because I know having the opportunity to see the improvements in the Magnet Program and the recipient of a lot of the good work you did was wonderful.

So thank you for your leadership with that. Can you share your observations about how it was different to serve as an association executive? Yeah, thank you, Joyce, for that sort of observation. And you know, I was running operationally, basically, you know, very connected to over 4,000 nurses, 40 sites across the region, you know, visiting places where patients were there in my world every day.

And suddenly I moved to an office that had 250 people that were doing very different work in the credentialing world. And there were no patients anywhere near me and there were no care delivery, you know, activities going on. But instead we were developing standards of excellence that the whole country was watching. So I had to tell you that first summer I felt like I was a sort of a graduate school intern because it was a very big transition for me to learn about that.

But it was so interesting work and the strategic partnerships that we had with other amazing organizations, other nursing associations, other foundations like the Daisy Foundation that recognizes nursing, the certification bodies and other disciplines. It was really a very wonderful learning opportunity for me. And I learned so much and very fast because I did have a pretty steep learning curve. One thing I did that I borrowed from ANOVA when I got there, I had a board that I worked with a commission on magnet.

And we worked to develop a five point strategic plan. And I basically replicated the process that I used when I was at ANOVA to come up with a strategy that had five points that then I could lend implementation tactics to all of the areas that I worked with so that it was actually translatable into some of the practices. And really was so proud to be able to look at what impact was possible nationally. And I have to say for this association in particular, if you set high standards, you have a chance of reaching them.

So setting stretch gold and targets is really important for organizations. And I learned that very early on while I was at ANCC. And I often say that there's no organization I've ever been in that has a vision statement that says we want to be just average. I think that's wonderful that you've shared that.

And one of the things that you also did work on that was elevating the importance of the role of the chief nursing officer and really helping to make a difference in the patient care that he or she is in charge of. And I was wondering if you could say a little bit more about how you went about doing that because it really has been impactful. Yeah, you know, it was interesting because I think the fact that I had the support of the board and the commission to really look at the chief nurse's role in leveraging that position to be the voice of patient care. And really, you can't be especially in an inpatient setting.

Every patient has a nurse. So the chief nurse had a really critical role at the leadership level and recognizing that. And then I think what I did the most, what I tried to do anyway was to build a real community so that the chief nurses felt that they had support across the country in a network that they could reach out to. And we were able to leverage technology to have webinars and we had chat rooms and we also got together regionally and nationally.

But I think really realizing that the leadership of nursing services was the real, you know, in the bailiwick of that chief nurse. And I don't want to say power in a Machiavellian way but to leverage the wonderful opportunities that nurses have at the clinician's bedside, you know, at the patient's bedside and make a difference in patient care and patient outcome. It's really probably hard for some of our listeners to understand but we've had a magnet conferences where they've had over 8,000 nurses in attendance and watching their pride in energy when they receive their recognition is pretty as outstanding. So right now we are coming to your life from the BIM Global Network in Tune & Radio.

This is all about nursing. I'm Dr. Joyce Batch, the host of the show. We'll be right back.

Joseph A. Moylin is the owner of Ion Health which specializes in very unique medical devices. Ion Health offers biomass, alkalife and frequency machines. Biomats are a far infrared and negative ion emitting FDA-approved medical device.

With many different sizes available you can place them on your bed, on a massage table or on a seat in your car. It is an unobtrusive way to health. Alkalife machines are water ionizers that cleanse and raise the alkalinity of your tap water, making high alkaline water. Frequency machines utilize certain frequencies to kill viruses and bacteria.

These devices are safe and effective. Coming from a health conscious background and studying physiology at the Academy of Natural Health, Joseph A. Moylin has 15 years of experience in the health field and wants to help you live a healthy long life. Visit www.ionhealthbio-mass.weebly.com or call 765-520-2988 and don't let your health go astray.

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Joyce Batchley, the host of the show. Prior to the break we were talking a little bit about the magnet program that Karen did just an outstanding job leading and I was sharing that if you don't really know what magnet is all about, it'd be a good thing for you to check out to see if you have a magnet hospital in your community. It really is a high standard of nursing excellence at an organization works towards that really is very patient focused and what I was sharing is that there's a conference every year and if people could just see when the nurses are there and there's usually about 8,000 in attendance, the pride and the joy that they have when they're recognized for achieving or being redesignated, the energy is just palpable and it just shows the pride that nurses have in delivering really high quality patient care. Now, Karen, I've heard you and I know you well enough that the voice of the patient has always been very important to you and I heard you say that you missed not seeing the patients and being in that environment when you moved into the world at ANCC.

So with that voice being so important for the patient, tell us a little bit about the role you're currently in and the work you're leading that does relate to patient engagement. Well, thanks, Joyce. So right now I am serving as the Chief Nurse and Chief Clinical Officer for a technology company that's actually an interactive patient care technology provider and it's called Get Well Network and what they do is they provide family and patient education and also interactive touch points through technology. So they take over the TV and the inpatient world and then can use iPhones, iPads, laptops, really anyway that a patient would look to do to really get information, things like videos and clinical assessments, checklists, questions on comprehension, patient and family feedback and everything that the patient receives the clinician can get data about so that they know how the patients are actually engaged with their care and how they are actually getting information about what's going on with them, whether it's a chronic disease or wellness and screening kind of clinical needs that they have.

So we are, I am working at GOWL, we're in over 200 healthcare organizations across the country, 600 sites. We touch about 5 million patients a year in the inpatient setting and we have pathways that can touch patients as outpatients as well through mobile technology and we connect with patients and their families and provide them information that they need. And a lot of times I've found that patients when either they get a new diagnosis or they're trying to figure something out, they randomly Google things and don't always have a great benefit, sometimes all they do is get scared and what we do is provide evidence-based information that is helpful to them and do that through technology. So what are the upcoming trends in patients and family engagement?

So it's been interesting, I've been with GOWL Network, this is in my 50 year and I'll tell you the trends that are impacting in patient engagement are also impacting healthcare. The payer model is changing but I will say that every indication that it will still continue to be that quality and safety and value is what will be reimbursed. The patients, we've done a lot of work with patients in focus groups and summits. They really want to be in charge of their care, they want to be part of their care.

They gave us really interesting feedback about how the medical field is deficit geared, they look, clinicians look at what's wrong with people instead of looking what's right with them as they discern what their healthcare needs are that they're very disease focused and they want to be quality of life focused, that we do things to people and for them instead of with them. And so patients are saying, look, do things with me, not for me or to me. And in general, the younger generation is using technology to leverage both access to services and then information about services. So technology is really going to be critical for the future and I think healthcare, sometimes I think that the grocery store is more advanced with technology than healthcare is.

So I think the technology curve is going to continue to be a great pressure on healthcare. And then the last thing is the business models are changing. So things like the minute clinics and getting sort of one-stop shopping in other areas of retail is really convenient for people. And I think especially for primary care and screening and wellness, we're going to see a lot more of that going forward so people have access to care where they live and if it's evidence based, then hopefully it will be high quality no matter where people live.

I think there's a lot of big employers that are also giving some credits to their employees if they are engaging in healthy habits. And I know that that's been very motivating to my son and my daughter. They like the fact that their premiums can be reduced or they get some kind of money back for really being very active and taking care of themselves. And so I think you're absolutely right on track that people are really interested in figuring out how they can take more control of their health.

So this is all about nursing. I'm your host, Dr. Joyce Batchley. We're live on the BBM Global Network in Tune and Radio and it's time to take a short break.

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You're listening to all about nursing live from Media and Global Network and TuneInRadio. I'm Dr. Joyce Batchley, the host of the show. After the break, we were discussing the great work that Karen is leading in her role with the Get Well Network and how they're really trying to make changes based on the upcoming trends with patients and family engagement.

I was curious, Karen, if you have any advice for nurses who may be listening that are interested in seeking technology or industry roles, what would you tell them to do? Yeah, so thank you so much, Joyce. I think one of the great things about nursing overall is there are so many different career paths that a nurse can take. So it is a great baseline profession and you can think about roles as an educator or roles as an administrator or roles as a clinician.

So what I've come to learn at Get Well is there are a lot of other roles that nurses can take on in particular in both industry, in healthcare and technology. So I think that what we are seeing, especially in technology, is a growth in nurses who are getting a specialty education and certification, for example, in nursing informatics. So one thing to think about is if you are intrigued by the technology in care to look at the certification and the nursing informatics educational tracks. And so that's one piece of advice I would have is ongoing education is always an entree.

What that allows you to do is be exposed to people within an area of interest because you're studying that area. The second is, I would say, within wherever you are working, look around you at what the technology is and also not just the technologies but the products that are being used to take care of patients. So even things like wound care and the wound care, skincare products, things like the beds that patients are on, things like the IVs that we use to take care of patients, all of these products and technologies. These companies need clinicians and in particular need nurses' voice to help them develop their products.

So my perspective is that we need more nurses in these organizations and in these industries to let and inform the actual product development for myself coming to get well network. There are a lot of software engineers, technical experts, but what my voice brings is what the nursing process is, what nurses as people do so that the technology can be most effective. And a lot of that is integrating into a workflow so that the nurses don't have to do more work but can actually do less work to leverage the technology that's available. So this kind of look to see if this is an area of interest that you have, that you find yourself.

The one great thing about nurses is they're generally very good with technology and they're also very good with people and they have great people skills and interpersonal skills. It makes it a great opportunity to take those skill sets and actually influence industry and technology for the care of patients. Thank you so much, Karen. That's fascinating and it's definitely an area that you're correct.

It's really growing. I'd like to just switch gears just a tad. I know you're extremely busy in the work that you're leading, but you also find time to do some volunteer roles. And so I'm just curious if you can share a little bit about what you're doing as a volunteer and why you made a decision to become involved in the organizations you do volunteer for.

Yeah, thank you so much, Joyce. I mean, I think that in a real profession and nursing in the real profession, you do have a responsibility to give back in some way beyond your paid employment. And that I think, for me, kind of, tacks back to my dad in the Air Force and serves the way I was brought up around community service. That was just part of the expectation of us as we moved into adult life.

So giving back and serving the community in some way through volunteer work, for me, it linked so perfectly as a nurse. So I really looked at the things that I cared deeply about so that I could align my contributions, my volunteer time in areas that really mattered to me. So beyond patient care for me, making sure that nurses were competent to practice when they came out of school is really what's driving my contribution into the universities and serving on these deans advisory councils so that I can in some way influence how nurses need to be prepared to take care of patients. So that's one area.

And then the policy work that I did as a chief nurse and really care about is what can we do to improve the health of our communities and the nation. And then, lastly, Jean Watson has a human caring institute and her work has been so transformational and that made all the difference to me. So meeting Jean and being able to serve on Jean's board at a national level to really bring compassion, caring and human connection to healthcare was just something that I cared very much about and saw a real difference when it happened. So I've kind of guided my volunteer work into those buckets, being on healthcare boards, serving in these academic councils and then really looking at the human caring pieces.

That's awesome, Karen. I also know that you're the president of the FNIR and exactly what is this group all about and how did you get involved with it? Well, thank you. I think on the policy side, the Friends of the National Institute of Nursing Research is a friends group and a friends group basically supports, in this case, it's an institute of NIH that provides funding for nursing research to happen through states and research programs.

So really being an educator and an advocate to our legislators to let them know how important that funding is to advance the science of nursing, the friends group, that's our mission. And I actually was asked to be on that board, a colleague asked me if I would join. At the beginning, I didn't know a lot about it either, but I did find out, I did say yes, and once I got in, I quickly became an officer and then I've been on that board several years now and this year I'm the president, really worked to focus on policy, developed this cool policy ambassador program. It started with just 10 ambassadors.

Now we have 30 ambassadors across the country that are meeting with their legislators to tell them how important this funding is for NINR. That's wonderful. I know that you're also doing some work with the American Academy of Nursing. Can you tell us a little bit about that?

Yeah. The Academy of Nursing, as you know, because you're a fellow too, really has the top leaders in the country working on important things that nurses can have an impact on. And one of them is through the Institute of Nursing Leadership and that group in particular is working to make sure that nurses are able to be appointed to boards and commissions and be involved in policy efforts across the country and really looking at building the skill level for policy contributions of the nurse and in particular the nurse leader. So I served on that institute for a year and then last year was named the co-chair of that group with Sheila Burke who is an outstanding policy leader and nurse in our own right, served on the Hill as well.

So that institute has been just a terrific organization. Well, this is all about nursing and I'm your host, Dr. Joyce Bachelou, relied on the BBM Global Network and Tune in Radio. We'll continue this conversation when we come back.

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Joyce Bachelord, all about nursing. We're live on the BeBean Global Network in tuning radio. Prior to the break, Dr. Dr.

Drinkard was telling us about the work she's been doing as a volunteer with the Institute for Nursing Leadership. And, Karen, I know one of the issues that's extremely important to you is that it's important to get nurses on boards. Can you share a little bit more about why you have such a passion for that issue? Yeah, thank you so much, Joyce.

Most of the boards and commissions that impact policy really do need nurses on the boards. And some of the reasons that I think that's important is I really believe that the voice of nursing means the voice of the patient. And a lot of times that voice is not always heard and I think the nurse can carry that. I also think that nurses bring a very unique perspective because we have the opportunity to be part of people's most vulnerable moments.

So while we understand the importance of healthcare as a business, I mean certainly understand the money, we more likely bring the perspective that the money is used to focus on patient care and serving every person in the patient populations. But I also think that human caring what nurses are about means that all people have care and respect and understanding that we meet them where they are and that nurses, your audience may know that nurses are the largest healthcare providers that this country has with 3.3 million nurses. But I do think we need to have a stronger voice to shape the way healthcare is delivered so that it is more patient centered, that it's more focused on primary care and wellness and not so much on illness and disease, but actually on wellness and prevention. So what kind of advice do you have for nurses who may want to become appointed to a board?

You know, thank you so much for that question. I've thought a little bit about this and I've been appointed to two different health system hospital boards. This is my advice. First of all, develop a network of people, both inside and outside nursing.

Put yourself out there and ask questions about the boards that you see around them and ask people how do you get on that board anyway? It's really good to figure that out. And then quite frankly, both of the boards that I've been put on is because I asked directly. So there's a little bit that you just have to have no shame and just say, could I be appointed to that board the worst that happens as the people say no?

I think positioning yourself to be a candidate and to be a very attractive candidate by actually knowing the issues, being prepared, understanding what the work of the organization is. And then if you have an opportunity to apply an interview, and then lastly, I would just say if you do get appointed to the board, the number one thing, the biggest piece of advice I have is to be prepared. You need to read, you need to be asking questions, you need to serve in governance capacities as a board member. And if you do a good job, the reward is that you'll probably get reappointed.

That's very exciting. I think that's great advice. And then it really fits nicely with the interview we had with Carol Myers who was talking about how nurses are still invisible in the media and that we need to be able to get our stories told more. And so getting involved in different organizations boards is another way to really begin to have people understanding the wealth of information expertise that nurses bring.

Is there anything else you'd like to say before we wrap up for this evening? Joyce, I just want to say thank you so much. I appreciate the opportunity to reach out to your entire audience about what nurses bring to the table. And I just want to say thank you to the people in my career who have helped me be able to be who I am and thank you to you, Joyce, because you've been an excellent colleague and role model for me as well.

Well, thank you. You're listening to All About Nursing Live from the BBM Global Network in Tune & Radio. I'm Dr. Joyce Bachelor, the host of the show.

Thanks again for being on the show, Dr. Dr. Dr. Dr.

Dr. Dr. Dr. Dr.

Dr. Dinkard, and bye for now. You've been listening to All About Nursing with your host, Dr. Joyce Bachelor.

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