Tell me about your background: where you're from, education, professional background, how you came to work for Proctor, etc.

I grew up in Pittsfield, a small rural community west of Springfield. I'm a product of a household reflecting strong values, hard work, high standards, and integrity. This has served me well on my journey to a highly satisfying and rewarding career. I received a nursing diploma from Blessing Hospital School of Nursing, a Bachelors degree in health care administration, and an MBA. I'm currently pursuing a second Masters degree in nursing.

Right out of school, I did what new nursing graduates weren't supposed to do: I accepted a staff position in the Intensive Care Unit at Blessing Hospital. We followed my husband's career to Peoria, and I had my first management experience in the Coronary Care Unit at Methodist. Our next destination was Crown Point, Ind., where I managed a Medical Intensive Care Unit and a Medical Stepdown.

We traveled back to Peoria in 1987, and I came to Proctor. My interest in management came very early on in my career. I felt-and still feel-very blessed to have the clinical connection and also be in a position to implement change.

Describe your job for us.

As vice president of Patient Services and CNO, I have administrative responsibilities for more than 400 staff in 18 departments as they provide care for 80,000-plus patients on an annual basis. It sounds like a daunting responsibility, but the dedicated, resourceful staff members who manage these departments make my job much easier. In addition, the front line staff are some of the most caring, compassionate, and patient-focused staff I've had the privilege to work with. My primary responsibilities are establishing standards of nursing practice, assuring patient needs are determined and met, and assisting staff to have the resources necessary to accomplish the above. I work with all hospital department heads, senior administrators, the board of trustees, medical staff, community health agencies, and nursing education facilities in the area to carry forward our mission: "To improve the quality of life of our patients and community by providing quality healthcare services." Still, one of my greatest joys in the course of a day is to allow myself the time to interact with those who are at the core of what we're all about-our patients and our staff.

Over the years, I've learned that being a leader isn't so much what I have, but who I have working beside me.

Who or what inspired you to get into health care and health care management?

I believe my desire to care for other people started as a child. I can remember caring for my dolls, feeding and clothing them, and making sure they were tucked in before I was.

When I was considering a career choice, I remember a conversation I had with my grandmother, a very wise, wonderful woman. My choices were secretary, teacher, or nurse, and she thought I should follow in the footsteps of my great-aunt, who was a nurse. She also said, "If you're a nurse, you'll always have a job because people will always be sick somewhere." My first experience was as a nurse's aide in a local nursing home, and I knew immediately I was on the right career track. It was incredibly satisfying to care for those patients and know you made a difference in their day by doing something as simple as taking them for a walk or helping them with their meals.

Once I completed nursing school and had some experience under my belt, I became interested in management. I enjoyed the clinical challenge, but I also was driven by the desire to be in a position where I could facilitate change. My first management experience was at Methodist as a manager of the Coronary Care Unit. I had a wonderful mentor there who kept me on the right track, showed me the way, and frequently reminded me you can't be all things to all people. Patients come to us for care and entrust us with the most personal parts of their lives, and I wanted to be in a position to set the standards to respect and serve those needs.

The health care field is changing so rapidly these days. What are some of the pressing issues you face in Patient Services? What are some of the emerging situations in health care that will have to be addressed in the near future?

The challenges we face in health care are many: aging baby boomers, decreased reimbursement, and the aging nursing workforce, to name only a few. One of my biggest challenges is the nursing shortage. Many factors come into play-quite a few related to the aging nursing work force both at the clinical level and in the academic arena-making it difficult to introduce the new graduates into the workforce as our seasoned nurses retire. There's a widely anticipated spike in nurse retirement across this decade that will challenge us, as leaders, to have the resources necessary to provide the quality care our patients need and deserve. We, as nurse leaders, must be trailblazers and entrepreneurs to effect change-not only in the workplace, but also in the community. Focusing on healthy work environment, design of care delivery systems, and partnering with our academic colleagues will be critical to our success. We need to provide opportunities for our seasoned nurses to keep them in the workforce and share all of their years of experience with the emerging staff nurses and nurse leaders of the future.

We hear about the nation-wide nursing shortage. How are you addressing that?

At Proctor, we're doing a number of things to address the shortage. We offer flexible schedules for staff who have responsibilities that keep them from committing to a traditional schedule. We're working to provide resources that make it ergonomically more feasible for nurses to continue to work in the clinical arena. We encourage our retiring nurses to continue in a consultative fashion to provide education or mentorships for our graduate nurses. We also are partnering with some of the local colleges and universities to have our qualified staff work as instructors and preceptors for students, thus allowing more interested individuals to enter or re-enter the profession. In addition, we have staff involved in organizations at the local and state level to support legislation and funding in the recruitment efforts for nursing.

Patients often have a choice as to where they receive their health care. How does Proctor differentiate itself?

Proctor is known for its outstanding patient care and the "personal touch." We have an all-private room concept, allowing family and friends to spend time with their loved ones. We're a smaller facility, making access to the hospital much easier and less intimidating. Staff know one another on a first-name basis and it really feels like family. This atmosphere is obvious in the actions and interactions between staff and patients, as all work together to meet the patient's needs.

We also have a very dedicated medical staff who work well with and respect the other health care providers. In addition, our patients have the opportunity to experience restaurant-style dining, much the same as they would at a fine restaurant, with delivery to their rooms at the time they request-more evidence of the "personal touch."

Patients are more informed about their diagnosis, medications, treatment options, etc. How does this affect nursing care delivery to the patient?

Our patients and families are certainly better informed regarding treatment options, medication, etc. This can create some challenges for the nursing staff but can also be of help. Who better to tell us what works best for them in certain situations than the patient or their loved ones? We respect the wisdom of the patient. Their knowledge and interest can assist all of us on the health care team to make the best decision. It helps keep all of us engaged as we work toward the same ultimate goal: to provide the best possible care. As patients have become better informed, their judgment augments all the health care provider's judgments.

Today's nursing student must graduate with different skill sets than those who graduated 20 years ago. Tell about the changes you've seen in the entry-level nurse.

Our entry-level nurses are great, and we welcome them with open arms. The skill sets they bring to the table are certainly different than when I entered the field. The primary focus 20 to 30 years ago was, in many programs, hands-on experience. Today's graduates bring that to the table, but they also have a greater focus on the "critical thinking skills" and leadership education that was very minimal-or nonexistent-in years past, but very important as they begin their careers. The beauty of the health care community in Peoria is that health care leaders have the opportunity to be a part of advisory boards with the different colleges and universities and share needs on both sides that would enhance academic preparation, as well as clinical preparation, with the common goal of a well-prepared health care worker-whether nurse or other care provider.

Your position must be a stressful one. How do you handle the stress that accompanies it?

The job can be stressful at times. I work to redirect stress into something positive. I try to refocus on my reason for being or doing what I do. Issues causing the stress can be much more easily resolved that way. The hospital itself offers a number of healthy living programs that are also beneficial not only to me, but all of the staff.

I'm fortunate to have a very supportive family that allows me the time and space to "de-stress" when necessary. My husband and I will celebrate our 32nd anniversary next year. We've been blessed with a wonderful daughter and a beautiful granddaughter-constant reminders of the great gifts life has to offer.

I find the world's natural wonders to be a great stress reliever-oceans, waterfalls, thunderstorms, snow, beautiful spring and fall colors-and I also have a very strong faith that carries me through difficult times. Making time for work-life balance with family, friends, and other interests also sustains me.

Explain the dynamics of the patient, nurse, physician, and specialist relationship. How effective is it?

The dynamics of the patient, nurse, physician, and specialist relationship can be fairly complex, but I will say the staff at Proctor enjoy a good relationship with the medical staff and work together collaboratively, making the process much easier. Communication, as with everything in life, is key. All of these members of the health care team gather data and provide care at each of their levels, working toward a common goal: the best outcome possible for that patient. As you can imagine, lots of paperwork is involved as one form of communication. The nursing staff is very comfortable notifying physicians regarding patient needs, and the physicians frequently check with the staff to communicate changes or updates in the medical care for the patient.

The expertise of each member of the health care team and the inclusion of the patient and the family in all decisions regarding health care is essential to the common goal we share. No one discipline, clinician, or professional provides care alone. We all must work collaboratively and as partners if good outcomes are to be achieved in clinical practice.

If you could change anything regarding health care delivery, what would it be?

Many things come to mind, but I would have to say having systems in place and resources available that allow staff more time at the bedside-time to take care of the patent physically, spiritually, and emotionally. It sounds like a simple thing, but it's extremely powerful in facilitating patient satisfaction, staff satisfaction, and ultimately building excellence in clinical nursing practice.

What's the best aspect of your job? The most challenging?

It's tough to choose just one. One of the best aspects of my job is watching staff I've mentored and led over the years moving into positions and successfully leading others. Also, being in a position to interact with patients and staff and implement necessary changes to improve quality and outcomes is very satisfying. One of my greatest challenges is also one of my greatest joys: finding the time to devote at the staff and patient level to listen to individuals who typically have the answers to the problems that face them. TPW