Issue link: https://digital.copcomm.com/i/1111624
Working Nurse l WorkingNurse.com 41 April 29–June 10, 2019 Celebrating National Nurses Week Gloria Sanchez-Rico RN, BSN, MBA, NEA-BC Sr. Vice President and Chief Nursing Officer Huntington Hospital After I graduated from nursing school, I was hired by a clinic within a large medical center to develop a bilingual diabetes education program. I subsequently spent 10 years there as a NICU nurse. I was promoted to NICU charge nurse and soon after that to nightshift supervisor. This experience launched my managerial path. I never thought that was what I wanted to do. However, I quickly learned I could still take care of patients as well as advocate for nurses and ensure they had what they needed to take care of the patients. That was a huge step for me in my career and perspective. Several years after I joined Huntington as NICU manager, I was asked to step out of my comfort zone and become nurs- ing director for all the medical-surgical departments. That role gave me insight into overseeing many departments while also participating in strategic initiatives. Five years ago, I received the opportunity to represent our nurses as CNO, which I consider a privilege and honor. ❖❖❖❖ ✲ As CNO, my goal is to ensure that our nurses are sup- ported in all they do so they can provide excellent, compassionate bedside care. I don't want nurses to have to worry about staffing or supplies. They should have what they need to provide excellent care to their patients while feeling professionally satisfied. My role is to advocate for resources and also champion opportunities for ongoing education and empowerment. I often sit down with nurses in various departments and coun- cils to listen to their stories — both high and lows, success and challenges. It's where I feel the most connected, and it allows me to be their voice when I'm at the executive table. Lauren Spilsbury RN, MSN Vice President, Patient Care Services Redlands Community Hospital My first managerial position was on a med-surg floor that was in the process of converting into a telemetry unit. I was in my early 20s then and made many mistakes, but with men- toring, I was able to learn and grow. (Today, I require all new managers to attend the Foundation in Leadership Excellence class offered by ACNL.) Later, as director of best practices for the MemorialCare system, I realized the power of data and evidence-based practice to drive quality outcomes. I wanted to return to hospital operations to do the same, assisting clinicians in pursuing evidence- based best practices for patient care. ❖❖❖❖ ✲ As the only clinician in the C-suite, I am responsible for ensuring that the other members of the administration understand issues from the perspectives of both the patients and the healthcare team. Much of my day is spent on the business aspects of patient care, which include budgetary management, regulatory con- cerns and policy-making. I connect with many different peo- ple with many different objectives: staff, physicians, health plan leaders, local care providers and vendors. Each day presents unique challenges that allow me to draw on my experience as a bedside nurse, nursing leader, adminis- trator and businesswoman. I am proud to represent our staff and the excellent patient care they provide. PORTRAIT OF A CNO