Our Voices

“As a nurse for over 35 years, I’ve seen many horror stories when it comes to the healthcare system but my experience practicing in rural Georgia opened my eyes to the issues of access to care based on your zip code. When my patient came in feeling short of breath with chest pains, we checked his vitals and immediately sent him to the hospital. But when he made it to the hospital, and was diagnosed with atrial fibrillation, he didn’t receive the care he needed due to a lack of resources at this rural hospital and a lack of any cardiologist expertise. There was no cardiologist at this hospital. He stayed there for nearly 6 days without making improvements, and his family finally demanded he be transferred to an Atlanta hospital. Besides the lack of resources and expertise in this hospital, he was covered under Medicaid but was missing one aspect of coverage which led to the cost of some of his required drugs not being covered. Access to appropriate specialists can be a life-or-death situation and so can coverage of necessary drugs. My story is the norm in most healthcare deserts.”

“As a retired NICU nurse with over 40 years of clinical experience, I have been able to deliver compassionate care to many patients who start out as strangers and ultimately become like family. While this work has been deeply rewarding, I have seen how our healthcare system has drifted away from its core mission. One critical improvement that I would like to see is the implementation of safe staffing practices. Without fail, I would often see nurses stretched thin, forced to juggle too many critical patients with too few resources. This isn’t just a workforce issue, but a patient safety crisis. When nurses are overwhelmed, errors can occur, burnout increases, and ultimately patients suffer. We need a healthcare system that values people over profits, where staffing decisions are based on clinical need, not corporate margins. Ensuring safe nurse-to-patient ratios would be a meaningful step toward restoring dignity to patient care and protecting the frontline workers who deliver it“

“Over the past 20 years in healthcare, I have witnessed many heartbreaking stories that have profoundly impacted me. I’ve seen the tragic consequences of nurses’ suicides, enduring workplace violence, and executives prioritizing bonuses over essential care. Yet, the most devastating experience of all was losing a patient—a neighbor and dear friend.

My friend, Candace, wrote a powerful book titled Locked Out: Elder Neglect and the Keys to Change. Her story struck particularly close to home because I lost my own grandfather to neglect in a nursing home. After suffering a stroke in 2015, he visited Christiana Care eleven times within a year. Each time, we were told there was “no stroke,” and my grandmother was convinced he was simply abusing alcohol. It wasn’t until I insisted on an MRA that we learned he had indeed suffered a stroke.

He was subsequently admitted to the hospital, then discharged to a nursing home for rehabilitation, where he tragically contracted C. diff, ultimately leading to his death. These experiences have fueled my commitment to nursing—not just as a profession, but as a calling grounded in ethics and advocacy. I am eager to bring my passion and dedication to this coalition, aiming to ensure that no one else endures the heartbreak I have faced. Thank you for considering my application; I hope to contribute positively to our shared mission.”

“I was a charge nurse for many years. I worked in a very busy, short-staffed labor and delivery unit. The ratio of patients should be 1:2 or 1:1 depending on the acuity of the patient. As charge nurse, I would have to take patient assignments also, at most one time, I had 6 patients as I was in charge. I was put in unsafe positions way too often. “Leadership” never would help on the floor. The management team and the director were very hands-off and did not help. I worked at Christiana Care, labor and delivery for 19.5 years. The non- support and unsafe care led me to leave.“

“The hospital cut 70% of the IV team, leaving a few of us to cover too much and patients to suffer. Floor nurses were already overwhelmed and forced to do IV insertions – many unprepared – causing delays, pain and repeated sticks. Admin said it was about the budget, but it was really about cutting corners, and patients ended up paying the price. We stayed late, pushed through burnout and did our best. And not because we had to, but because we made a promise to care even when the system failed us.”

“I was a charge nurse on the 3–11 shift in a medical-surgical unit. One of my aides (male) threatened to be waiting for me after shift 3–11 PM to “get me.” Apparently, he was very angry because I reported him for not caring for patients properly—he was much too rough. I did not want him working on my unit.“

“It is difficult to decide upon a single example of an unforgettable and devastating story. John Doe was a 42-year-old Black male. He came to the Emergency Department for treatment of “bad heartburn”. He denied any medical history though it was determined he was having a heart attack. Unfortunately, our facility lacked the necessary medical specialists, Cardiologists, as well as a critical care unit or heart catheterization capabilities. Therefore, Mr. Doe required transfer to a “sister hospital” with the expert doctors, nurses and facilities. We are taught “Time is Heart”. Yet, more than 3 hours passed before an accepting physician was found. More time was spent waiting for EMS transport. However, five minutes away was a medical center with heart specialists, cardiac catheterization suite, and dedicated critical care units. Yet, our greater organization frowns upon transfers to other health care organizations. It is unsettling watching the EKG validation of ongoing damage to a human heart, having knowledge of the appropriate therapeutic intervention, but the treatment is not available. The extensive damage to Mr. Doe’s heart caused him permanent heart failure and resulted in the implantation of an internal defibrillator. He is no longer able to work to provide for his family. The hospital and its greater organization failed John Doe, his family, and the community.”