WEBVTT
00:00:00.239 --> 00:00:01.199
Hello, everyone.
00:00:01.199 --> 00:00:02.879
We are thrilled to have Dr.
00:00:02.879 --> 00:00:04.000
Kimberly Paris.
00:00:04.000 --> 00:00:12.560
She is the program director for the Doctor of Nursing Practice Program at University of San Francisco School of Nursing and Health Professions.
00:00:12.560 --> 00:00:13.359
Welcome, Dr.
00:00:13.359 --> 00:00:13.839
Paris.
00:00:13.839 --> 00:00:15.919
Thank you so much for having me, Dr.
00:00:15.919 --> 00:00:16.480
Long.
00:00:16.480 --> 00:00:18.000
It's so good to have you.
00:00:18.000 --> 00:00:23.039
I just wanted to get some of your expertise in a couple of areas.
00:00:23.039 --> 00:00:35.359
And but I want to start out with just walking through your journey to academic leadership and if there were any defining moments that you experienced during that process.
00:00:35.759 --> 00:00:36.240
Yeah, sure.
00:00:36.240 --> 00:00:39.600
Well, I am fairly new to academia, I would say.
00:00:39.600 --> 00:00:40.880
It wasn't very long ago.
00:00:40.880 --> 00:00:55.039
I was at the bedside at a student health center up until 2015, as a matter of fact, when I achieved my master's and then went on to another organization and started working on my doctorate.
00:00:55.039 --> 00:00:59.439
I'd say defining moment for me was when I became curious.
00:00:59.439 --> 00:01:02.640
They were looking for a director of nursing at Cal Poly Humboldt.
00:01:02.640 --> 00:01:10.480
And I had gone back to school because I really felt like there was a need for nurses to be better utilized in healthcare.
00:01:10.480 --> 00:01:14.719
We were really underutilizing nurses in the outpatient settings in particular.
00:01:14.719 --> 00:01:20.959
So that was a real driver and passion for me to go back to school and all the projects that I did and everything.
00:01:20.959 --> 00:01:26.159
So I was really curious about this new nursing program and where they were wanting to take that.
00:01:26.159 --> 00:01:36.159
Were they wanting to relaunch an old program or really create something that was suited for the future of nursing and what healthcare needs now?
00:01:36.159 --> 00:01:43.200
And so I started asking questions and I this, you know, the people that I was asking questions of said, why don't you apply?
00:01:43.200 --> 00:01:48.159
And so I applied for the position as the director of nursing at Cal Poly Humboldt.
00:01:48.159 --> 00:01:55.200
And I never in a million years would have dreamed that that would have been such a huge passion project for me.
00:01:55.200 --> 00:02:08.319
And I was able to create something from the ground up that I felt was geared to working nurses and really having nurses be feel like they're elevated to work to the top of their license.
00:02:08.319 --> 00:02:16.639
And I continue to strive to, that's my driver, continues to be the driver for me in our DNP program as well.
00:02:16.639 --> 00:02:18.719
So that was the biggest turning point.
00:02:18.719 --> 00:02:26.960
If someone had told me I was going to be director of nursing, starting a program, then working in academia teaching, I would have never believed that.
00:02:26.960 --> 00:02:28.960
So it opened up a lot of doors for me.
00:02:28.960 --> 00:02:36.400
And I think just achieving a doctor of nursing practice degree as well just really opened up so many doors that I couldn't have imagined.
00:02:36.639 --> 00:02:37.680
Oh, that is wonderful.
00:02:37.680 --> 00:02:38.639
Now, you know what?
00:02:38.639 --> 00:02:42.080
You have expertise in both service and academia.
00:02:42.080 --> 00:02:49.039
From your perspective, what is the greatest opportunity to strengthen alignment between those two healthcare entities?
00:02:49.360 --> 00:03:18.319
I think in all of my career, I've crossed both, well, especially since my role at Humboldt, building all the relationships, all of the spaces that I needed to be in to build partnerships, put me in those spaces of having conversations with people in practice, the CNOs, the CNEs, attending academic conferences, meeting people that led me to other spaces like serving at CACN on the board for CACN, eventually the president.
00:03:18.319 --> 00:03:45.039
I think just having those conversations and like speaking of the doors that have opened, I serve in a lot of different spaces where we are having conversations about how academia and practice can come together, whether it's with the hospital settings, I serve on the HCI council, we're having conversations about where the need is and where we need to invest the funds to strengthen the spaces in our workforce.
00:03:45.280 --> 00:03:53.680
You know, and when you mentioned resources and funding and so forth, with everything that's happening in healthcare now, we have so many competing priorities.
00:03:53.680 --> 00:03:59.599
And trying to figure out where we need to focus our resources gets to be quite the challenge.
00:03:59.599 --> 00:04:12.639
How have you in the past navigated competing priorities and what recommendations would you give someone who had to deal with limited resources but multiple priorities?
00:04:12.960 --> 00:04:21.199
Yeah, I think well, I'm thinking that currently in academia, there's a major shift to transform our curriculum.
00:04:21.199 --> 00:04:27.120
At USF, we're on a timeline to transform all of our courses, all of our curriculum.
00:04:27.120 --> 00:04:42.160
And so there's a lot of competing priorities with faculty and balancing their work with the passion in their courses that in what they've been teaching, and trying to rethink and redesign what we want that to look like.
00:04:42.160 --> 00:04:55.680
Putting on your inner your hat and innovation and trying to think outside the box to re-evaluate and not just keep turning over and doing the same thing over and over, but really thinking about what we need for the future.
00:04:55.680 --> 00:04:57.040
What do our students need?
00:04:57.040 --> 00:04:59.040
What do they need with technology?
00:04:59.040 --> 00:05:05.360
How do our teaching and learning practices need to be kind of reinvent what we've been doing for so long?
00:05:05.360 --> 00:05:10.399
And nursing is sometimes slow to change to those, to do things in a new way.
00:05:10.399 --> 00:05:37.600
So we are having to partner with our practice partners, those of us in academia, and really listen to what the product, the nurses that we're we're sending out into the workforce, whether it's your associate degree, your BSN prepared nurses, your doctor of nursing practice prepared nurses, what's the need in practice and really having those partnerships and listening to what that need is, getting around the table with each other.
00:05:37.600 --> 00:05:43.519
We can't just work in a silo and work within the structure of our own courses.
00:05:43.519 --> 00:05:46.879
We have to think outside the box and listen to what other folks are doing.
00:05:46.879 --> 00:05:56.800
I think that my advice would be being open and also remembering, like, we all need to have that conceptual, like, what's the reason why we're doing this?
00:05:56.800 --> 00:05:59.519
A colleague of mine just said that today in an interview.
00:05:59.519 --> 00:06:01.600
We were interviewing DMP students.
00:06:01.600 --> 00:06:04.800
And so, like the question was, what's a recipe for success?
00:06:04.800 --> 00:06:08.079
And one of those things is remembering your North Star.
00:06:08.079 --> 00:06:08.959
What's your why?
00:06:08.959 --> 00:06:11.680
What is the reason you keep showing up every day?
00:06:11.680 --> 00:06:14.160
Why do I keep doing the work that I'm doing?
00:06:14.160 --> 00:06:17.920
Because I see the big picture of how it can be helpful.
00:06:17.920 --> 00:06:24.000
But the day-to-day weeds, it can be hard to like lift your head up and see what's going on around you.
00:06:24.000 --> 00:06:36.560
I think just the conversations that we really need to keep having conversations, showing up, participating in boards and councils and having nurses be around the table with other people besides just nurses.
00:06:36.879 --> 00:06:37.120
Yeah.
00:06:37.120 --> 00:06:46.160
And your point about being in the weeds, you know, it's it's sometimes we get so busy doing that it keeps us from being a raise up and a global picture.
00:06:46.160 --> 00:06:48.319
And I resonate with that completely.
00:06:48.319 --> 00:07:03.279
And thinking about global, you know, we have a lot of legislative things going on, a lot of regulatory things going on that nursing experts and professionals really don't have a lot of input in.
00:07:03.279 --> 00:07:12.560
How can leaders more effectively influence that legislation and those regulatory decisions that are impacting nursing as well as healthcare delivery?
00:07:12.560 --> 00:07:14.720
What would you recommend from that perspective?
00:07:15.120 --> 00:07:22.079
You know, I think I think we have to, as nurses, again, keep showing up and not feel like we have to be the expert.
00:07:22.079 --> 00:07:32.560
We don't have to be the policy expert to be the one that stands up and has a voice or or gets around the table and begins having conversations with your senator or what have you.
00:07:32.560 --> 00:07:46.639
I served as the grassroots liaison for a time when I was uh working for the CSU system and went to Capitol Hill and had to start having these conversations with the legislators and leading people to have these conversations.
00:07:46.639 --> 00:07:51.040
And you just have to start having them and then you start getting comfortable having them.
00:07:51.040 --> 00:08:01.040
You know, it's kind of a foreign language to a lot of nurses, I would say, and nurses at the bedside are intimidated and don't see themselves as being able to make an impact.
00:08:01.040 --> 00:08:17.279
But every time we tell a story, like we tell the story about what nurses are doing and the impact that they make, I think that's what we as nurses and nurse leaders need to just continue to have those conversations amongst ourselves and then be able to share those stories.
00:08:17.279 --> 00:08:20.879
It's the stories that we tell with our legislators.
00:08:20.879 --> 00:08:22.560
Anyone will listen.
00:08:22.560 --> 00:08:26.480
Sort of helping them see the reality of what's really going on, huh?
00:08:26.480 --> 00:08:29.360
Yeah, sharing the story of the impact that nurses are having.
00:08:29.360 --> 00:08:31.360
And nurses oftentimes aren't comfortable.
00:08:31.360 --> 00:08:35.919
They don't think about telling the story of their impact, they're just doing the work that they do.
00:08:35.919 --> 00:08:43.919
But it's really important as the largest workforce that we are sharing the impact that we're having at the patients, the families, the students.
00:08:43.919 --> 00:08:46.639
That's making a difference in our healthcare system.
00:08:46.960 --> 00:08:47.360
Oh yeah.
00:08:47.360 --> 00:08:51.360
And the criticality of nursing in healthcare.
00:08:51.360 --> 00:08:54.720
It's vital for us to be able to communicate that.
00:08:54.720 --> 00:08:55.600
So Dr.
00:08:55.600 --> 00:09:02.720
Paris, I thank you so much for taking time out of your day to share your experience and expertise with us today.
00:09:02.720 --> 00:09:09.279
I know that the listeners will get a lot of value from your words and from your experiences.
00:09:09.279 --> 00:09:10.960
So thank you so much.
00:09:11.279 --> 00:09:12.960
Yeah, thank you so much for having me.
00:09:12.960 --> 00:09:16.080
I appreciate you and I appreciate having this opportunity.
00:00:00.239 --> 00:00:01.199
Hello, everyone.
00:00:01.199 --> 00:00:02.879
We are thrilled to have Dr.
00:00:02.879 --> 00:00:04.000
Kimberly Paris.
00:00:04.000 --> 00:00:12.560
She is the program director for the Doctor of Nursing Practice Program at University of San Francisco School of Nursing and Health Professions.
00:00:12.560 --> 00:00:13.359
Welcome, Dr.
00:00:13.359 --> 00:00:13.839
Paris.
00:00:13.839 --> 00:00:15.919
Thank you so much for having me, Dr.
00:00:15.919 --> 00:00:16.480
Long.
00:00:16.480 --> 00:00:18.000
It's so good to have you.
00:00:18.000 --> 00:00:23.039
I just wanted to get some of your expertise in a couple of areas.
00:00:23.039 --> 00:00:35.359
And but I want to start out with just walking through your journey to academic leadership and if there were any defining moments that you experienced during that process.
00:00:35.759 --> 00:00:36.240
Yeah, sure.
00:00:36.240 --> 00:00:39.600
Well, I am fairly new to academia, I would say.
00:00:39.600 --> 00:00:40.880
It wasn't very long ago.
00:00:40.880 --> 00:00:55.039
I was at the bedside at a student health center up until 2015, as a matter of fact, when I achieved my master's and then went on to another organization and started working on my doctorate.
00:00:55.039 --> 00:00:59.439
I'd say defining moment for me was when I became curious.
00:00:59.439 --> 00:01:02.640
They were looking for a director of nursing at Cal Poly Humboldt.
00:01:02.640 --> 00:01:10.480
And I had gone back to school because I really felt like there was a need for nurses to be better utilized in healthcare.
00:01:10.480 --> 00:01:14.719
We were really underutilizing nurses in the outpatient settings in particular.
00:01:14.719 --> 00:01:20.959
So that was a real driver and passion for me to go back to school and all the projects that I did and everything.
00:01:20.959 --> 00:01:26.159
So I was really curious about this new nursing program and where they were wanting to take that.
00:01:26.159 --> 00:01:36.159
Were they wanting to relaunch an old program or really create something that was suited for the future of nursing and what healthcare needs now?
00:01:36.159 --> 00:01:43.200
And so I started asking questions and I this, you know, the people that I was asking questions of said, why don't you apply?
00:01:43.200 --> 00:01:48.159
And so I applied for the position as the director of nursing at Cal Poly Humboldt.
00:01:48.159 --> 00:01:55.200
And I never in a million years would have dreamed that that would have been such a huge passion project for me.
00:01:55.200 --> 00:02:08.319
And I was able to create something from the ground up that I felt was geared to working nurses and really having nurses be feel like they're elevated to work to the top of their license.
00:02:08.319 --> 00:02:16.639
And I continue to strive to, that's my driver, continues to be the driver for me in our DNP program as well.
00:02:16.639 --> 00:02:18.719
So that was the biggest turning point.
00:02:18.719 --> 00:02:26.960
If someone had told me I was going to be director of nursing, starting a program, then working in academia teaching, I would have never believed that.
00:02:26.960 --> 00:02:28.960
So it opened up a lot of doors for me.
00:02:28.960 --> 00:02:36.400
And I think just achieving a doctor of nursing practice degree as well just really opened up so many doors that I couldn't have imagined.
00:02:36.639 --> 00:02:37.680
Oh, that is wonderful.
00:02:37.680 --> 00:02:38.639
Now, you know what?
00:02:38.639 --> 00:02:42.080
You have expertise in both service and academia.
00:02:42.080 --> 00:02:49.039
From your perspective, what is the greatest opportunity to strengthen alignment between those two healthcare entities?
00:02:49.360 --> 00:03:18.319
I think in all of my career, I've crossed both, well, especially since my role at Humboldt, building all the relationships, all of the spaces that I needed to be in to build partnerships, put me in those spaces of having conversations with people in practice, the CNOs, the CNEs, attending academic conferences, meeting people that led me to other spaces like serving at CACN on the board for CACN, eventually the president.
00:03:18.319 --> 00:03:45.039
I think just having those conversations and like speaking of the doors that have opened, I serve in a lot of different spaces where we are having conversations about how academia and practice can come together, whether it's with the hospital settings, I serve on the HCI council, we're having conversations about where the need is and where we need to invest the funds to strengthen the spaces in our workforce.
00:03:45.280 --> 00:03:53.680
You know, and when you mentioned resources and funding and so forth, with everything that's happening in healthcare now, we have so many competing priorities.
00:03:53.680 --> 00:03:59.599
And trying to figure out where we need to focus our resources gets to be quite the challenge.
00:03:59.599 --> 00:04:12.639
How have you in the past navigated competing priorities and what recommendations would you give someone who had to deal with limited resources but multiple priorities?
00:04:12.960 --> 00:04:21.199
Yeah, I think well, I'm thinking that currently in academia, there's a major shift to transform our curriculum.
00:04:21.199 --> 00:04:27.120
At USF, we're on a timeline to transform all of our courses, all of our curriculum.
00:04:27.120 --> 00:04:42.160
And so there's a lot of competing priorities with faculty and balancing their work with the passion in their courses that in what they've been teaching, and trying to rethink and redesign what we want that to look like.
00:04:42.160 --> 00:04:55.680
Putting on your inner your hat and innovation and trying to think outside the box to re-evaluate and not just keep turning over and doing the same thing over and over, but really thinking about what we need for the future.
00:04:55.680 --> 00:04:57.040
What do our students need?
00:04:57.040 --> 00:04:59.040
What do they need with technology?
00:04:59.040 --> 00:05:05.360
How do our teaching and learning practices need to be kind of reinvent what we've been doing for so long?
00:05:05.360 --> 00:05:10.399
And nursing is sometimes slow to change to those, to do things in a new way.
00:05:10.399 --> 00:05:37.600
So we are having to partner with our practice partners, those of us in academia, and really listen to what the product, the nurses that we're we're sending out into the workforce, whether it's your associate degree, your BSN prepared nurses, your doctor of nursing practice prepared nurses, what's the need in practice and really having those partnerships and listening to what that need is, getting around the table with each other.
00:05:37.600 --> 00:05:43.519
We can't just work in a silo and work within the structure of our own courses.
00:05:43.519 --> 00:05:46.879
We have to think outside the box and listen to what other folks are doing.
00:05:46.879 --> 00:05:56.800
I think that my advice would be being open and also remembering, like, we all need to have that conceptual, like, what's the reason why we're doing this?
00:05:56.800 --> 00:05:59.519
A colleague of mine just said that today in an interview.
00:05:59.519 --> 00:06:01.600
We were interviewing DMP students.
00:06:01.600 --> 00:06:04.800
And so, like the question was, what's a recipe for success?
00:06:04.800 --> 00:06:08.079
And one of those things is remembering your North Star.
00:06:08.079 --> 00:06:08.959
What's your why?
00:06:08.959 --> 00:06:11.680
What is the reason you keep showing up every day?
00:06:11.680 --> 00:06:14.160
Why do I keep doing the work that I'm doing?
00:06:14.160 --> 00:06:17.920
Because I see the big picture of how it can be helpful.
00:06:17.920 --> 00:06:24.000
But the day-to-day weeds, it can be hard to like lift your head up and see what's going on around you.
00:06:24.000 --> 00:06:36.560
I think just the conversations that we really need to keep having conversations, showing up, participating in boards and councils and having nurses be around the table with other people besides just nurses.
00:06:36.879 --> 00:06:37.120
Yeah.
00:06:37.120 --> 00:06:46.160
And your point about being in the weeds, you know, it's it's sometimes we get so busy doing that it keeps us from being a raise up and a global picture.
00:06:46.160 --> 00:06:48.319
And I resonate with that completely.
00:06:48.319 --> 00:07:03.279
And thinking about global, you know, we have a lot of legislative things going on, a lot of regulatory things going on that nursing experts and professionals really don't have a lot of input in.
00:07:03.279 --> 00:07:12.560
How can leaders more effectively influence that legislation and those regulatory decisions that are impacting nursing as well as healthcare delivery?
00:07:12.560 --> 00:07:14.720
What would you recommend from that perspective?
00:07:15.120 --> 00:07:22.079
You know, I think I think we have to, as nurses, again, keep showing up and not feel like we have to be the expert.
00:07:22.079 --> 00:07:32.560
We don't have to be the policy expert to be the one that stands up and has a voice or or gets around the table and begins having conversations with your senator or what have you.
00:07:32.560 --> 00:07:46.639
I served as the grassroots liaison for a time when I was uh working for the CSU system and went to Capitol Hill and had to start having these conversations with the legislators and leading people to have these conversations.
00:07:46.639 --> 00:07:51.040
And you just have to start having them and then you start getting comfortable having them.
00:07:51.040 --> 00:08:01.040
You know, it's kind of a foreign language to a lot of nurses, I would say, and nurses at the bedside are intimidated and don't see themselves as being able to make an impact.
00:08:01.040 --> 00:08:17.279
But every time we tell a story, like we tell the story about what nurses are doing and the impact that they make, I think that's what we as nurses and nurse leaders need to just continue to have those conversations amongst ourselves and then be able to share those stories.
00:08:17.279 --> 00:08:20.879
It's the stories that we tell with our legislators.
00:08:20.879 --> 00:08:22.560
Anyone will listen.
00:08:22.560 --> 00:08:26.480
Sort of helping them see the reality of what's really going on, huh?
00:08:26.480 --> 00:08:29.360
Yeah, sharing the story of the impact that nurses are having.
00:08:29.360 --> 00:08:31.360
And nurses oftentimes aren't comfortable.
00:08:31.360 --> 00:08:35.919
They don't think about telling the story of their impact, they're just doing the work that they do.
00:08:35.919 --> 00:08:43.919
But it's really important as the largest workforce that we are sharing the impact that we're having at the patients, the families, the students.
00:08:43.919 --> 00:08:46.639
That's making a difference in our healthcare system.
00:08:46.960 --> 00:08:47.360
Oh yeah.
00:08:47.360 --> 00:08:51.360
And the criticality of nursing in healthcare.
00:08:51.360 --> 00:08:54.720
It's vital for us to be able to communicate that.
00:08:54.720 --> 00:08:55.600
So Dr.
00:08:55.600 --> 00:09:02.720
Paris, I thank you so much for taking time out of your day to share your experience and expertise with us today.
00:09:02.720 --> 00:09:09.279
I know that the listeners will get a lot of value from your words and from your experiences.
00:09:09.279 --> 00:09:10.960
So thank you so much.
00:09:11.279 --> 00:09:12.960
Yeah, thank you so much for having me.
00:09:12.960 --> 00:09:16.080
I appreciate you and I appreciate having this opportunity.
