Meriter Nurses Strike-Interview with Nurse Graetel

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Episode Transcript

(00:00):
Welcome to pulse check,Wisconsin.

(00:26):
Good morning, good evening, goodafternoon.
This is Dr.
Ford post check, Wisconsin.
I wanted to welcome you allback.
we are currently recording moreepisodes for the upcoming
season.
I appreciate you all reachingout on social media.
I.
Following us, liking our videos,But also I wanted to touch base
about some of the goings on thissummer one of the big stories
was the nursing strike atMeriter Hospital in Madison,

(00:50):
Wisconsin.
I.
Did a portion of my training atMeriter Hospital coming up
through emergency medicine.
So I know a couple people whoare at that facility and have
worked with them in the past Iwanted to reach out to a couple
of my colleagues to not onlycatch up but also to share some
of their experiences with thestrike.
Talk a little bit more aboutwhat this strike means for those

(01:13):
of us who may not be inhealthcare.
Those of us who don't know thespecifics of what is going on.
So I have Nurse Graetel here tosee where we ended up with this
strike, as well as the amendedcontract that eventually came
out of it.
a couple things that came upduring our interview were
patient safety, A lot of thathas to do with the nursing to

(01:33):
patient ratios that we see inthe emergency department that we
see in the hospitals hospitalwide, essentially.
to make the patient experienceas safe as possible at all of
our hospitals in the state ofWisconsin.
The other thing came up was whatwe essentially closed our second
season out with, with ourinterview with Nurse Erica, and
it has to do with the employeesafety, the healthcare worker

(01:55):
safety.
We've seen an exorbitant rise inhealthcare worker violence, and
we still continue to see it, notonly in the state, but
throughout the nation.
And so one of the things broughtup in this interview was to
increase security measures athospitals, to make those
environments safer for nursingstaff, for all staff throughout
the hospital.
And so we'll get a little bitmore into that with our

(02:17):
interview with Nurse Graetellet's go ahead and start our
interview.

Chris (2) (02:28):
thank you so much Graetel for joining us.
We have Nurse Graetel here withus, as well as Darla Mae in the
background too.
I wanted to get you on because Iwanted to talk about some of the
experiences.
We're seeing a lot in the newsright now about Meriter, and,
SCIU that's going through, withyou guys as well.
a lot of us just want to knowkind of.
From your perspectives, youknow, what are some of the
things that, that we're talkingabout?

(02:49):
What are some of the things thatled up to this strike?

Greatel (02:52):
Um, I am Graetel.
I have been a nurse since 2008,mostly specializing in emergency
medicine and transport medicine,and then in the last year and a
half I have transitioned over tovascular access.
reasons, a lot of it being mymental and physical health.

Chris (03:07):
Mm-hmm.

Greatel (03:08):
As nurses and as physicians, you know, we are
terrible at taking care ofourselves.

Chris (2) (03:12):
Yes.

Greatel (03:12):
So I finally decided that I needed to be my best.
And so in order to do that, Icompletely switched focuses in
my nursing career.
And that's one, one of thereally great things about being
a nurse is you can do that.

Chris (03:26):
Mm-hmm.
Mm-hmm.

Greatel (03:28):
But two, I ended up going back to Meriter, so I was
an ER nurse at Meriter for sixyears.
Went to UW for the ER there for18 months, and then did
pediatric neonatal and adulttransport for seven.
And ended up, I said, comingback to Meriter.
And honestly, Meriter feels likecoming home.
So just.
Like the support, thecommitment, the middle

(03:50):
management leadership isfantastic.
So that's me.
Yeah.
Meritor has been in the news alot recently.

Chris (2) (03:57):
And you know, and, and for background, for, for our
listeners out there, Graetel wasat UW when I was training there
too, was very much responsiblefor.
The doctor that I am today, justfor all that I learned from her
and some of the colleagues thatshe worked with as well.
So very, very much thankful foryou and you know, I'm glad that
you're in a better situationright now in terms of, you know,
that career shift too, becauselike you said, a lot of times we

(04:18):
don't take care of ourselves ina situation and, you know, we
all have a, have, have, have abig clock above our heads, you
know, ticking and so I'm gladthat you're able to get that
like you said, Meritor was likegoing back home for you.
You started there as an ER nurseand then you came back with
things that are going on rightnow.
What inspired.
Inspired you to participate inthis because it's a huge strike
that we all saw, like nationalnews even.

(04:39):
But what inspired you toparticipate, uh, in this strike
at Meriter Hospital?

Greatel (04:42):
Um, honestly not.
It wasn't just for me, it wasfor everyone.
It was for the new nurses comingout of nursing school.
The nurses who went throughnursing school and COVID who
don't know any better.
The nurses who went throughCOVID, who, you know, they.
I, I have coworkers wholiterally set up bedrooms in

(05:03):
their garages because theyweren't gonna go and expose
their family members to this.
And the nurse that I wanna bein, you know, 10, 15 years, I
participated for all of thosepeople because we deserve
better.
We deserve safety.
We deserve safe staffing.
We deserve to be able to go intowork and not worry about, am I

(05:23):
going to get hit today?
Am I going to get punched today?
Is there going to be enoughsecurity?
At the hospital and is securitygoing to be trained enough to do
hands on to protect me and mystaff?
Or am I gonna have to wait until9 1 1 gets called and Madison
Police get into the hospital andget up to the unit that I'm at

(05:44):
where something is going on?
You know, there's been a lot of,they're just in it for the
money.
They're striking for the money.
That's not, those were not our.
Our big things this year.
Yeah.
Getting paid more is alwaysnice, but the big, the two big
things this year that we, thatreally truly pushed us to strike

(06:05):
were safety and security.
We are the one major hospital inthe Madison area that does not
have a weapons detector in theemergency room.

Chris (06:13):
Mm-hmm.

Greatel (06:14):
There was one point a patient was admitted for, I
think like two weeks, and cometo find out on discharge day, he
had a loaded gun.
Oh

Chris (2) (06:23):
gosh,

Greatel (06:24):
the entire two weeks that he was admitted, child
adolescent psych is offsite.
It's about 20 minutes away, sothey routinely don't have
security there.
There was apparently a parent inthe parking lot there who had a
loaded weapon.

Chris (06:37):
Hmm hmm.

Greatel (06:38):
So safety and security and then safe staffing.
Um.
You know, our ICU is is two toone, so one nurse for two
patients every, you know, oncein a while.
So if they're on cer, CRT, it'sa one-to-one patient.

Chris (06:55):
Mm-hmm.

Greatel (06:57):
And then very, very, very rarely, if they have
multiple step down patients,it's three to one.

Chris (2) (07:03):
Hmm.

Greatel (07:04):
Those are gen care patients.

Chris (2) (07:06):
Yeah.
That's not an ICU patient.
Yeah.
Right.
So those

Greatel (07:09):
were ICU nurses, our IMC in the last year, actually
just maxed out at three.
But again, IMC patients, fullcares, wound vx, you know, they,
IMC can take up to 0.1 ofNorepi.

Chris (07:22):
Mm-hmm.

Greatel (07:22):
You know, none of them are intubated, but CPAP, BiPAP
High Flow.
Yeah.
So that's, you know, one tothree.
Mm-hmm.
And then our gen care floors,so.
Gen Care on days can take up tofive.

Chris (2) (07:35):
Wow.
And there's five patients forone nurse there.
And so for listeners out there,you know that it really strains
you.
Especially, you know, whenyou're on the floor, you, when
you're by yourself, you know,let's say Graetel walks into a
room and she's taking care orwelcome on the floor, she's
taking care of five patients.
If something goes wrong with.
One patient, or two patients, orthree patients, you have to page
out the doctor.
That's gonna be a delay.
You're gonna have to, you know,try to titrate the medications,

(07:57):
things of that nature.
That's gonna be a delay too.
And so, you know, what reallyshe's speaking to is a, a safety
issue, you know, for that, forthat patient care, right?
Her license is on the line.
You know, patient's lives are onthe line too, which are the most
important And so that all thisis really straining.
You know, her as a, as a nurseas well as, Just straining your
career in general, like you'redoing days and days of this, you
know this five to one ratio andit wears on you.

Greatel (08:19):
And that's just day shift at night.
Sometimes Chris, um, on onefloor, they can have up to seven
mm because people sleep atnight.
Which is 100% not true in thehospital.

Chris (2) (08:33):
Right, right.
I know.
I never do.
And so, you know, one, one ofthe things that that, that I
read about in the, in thereports about this case was more
so, you know, it was a back andforth.
Right.
And, and that's what led to thenurses' union striking at that
point in time.
What, what was some of theinitial.
Response because what I'mhearing is, you know, pretty
clear, right?
So we need safety, uh, which issomething that we talked about,

(08:55):
on prior episodes we had nurseErica come on, and we talked
about healthcare workerviolence, and this is something
that we're, we're, we're tryingto shine a light on as well as
being, in the pits, so to speak.
And then also, you know, thispatient ratio.
Now what, how did, how didmanagement respond to this,
these initial demands?

Greatel (09:09):
So.
The, and I was not on thebargaining team, so this is
like, you know, from, from thebargaining team, we were allowed
to tune into the the bargaininglive.
The union itself wanted to beable to have nurses have a voice
in the matrix, so have a voicein patient, toit nurse patient

(09:30):
to staff ratios.
Management was adamant about notputting that language in the
contract because if they had togo above the matrix, we could
file a grievance.
So they were adamant about nothaving that language in the
contract and then adamant aboutwe have a, an internationally
recognized security team.

(09:50):
They paid for a certification.
So, you know, management keptputting out that It's the
economics.
The economics.
The economics.
Yeah.
We started off high.
I know we started off with whatwe were asking for.
We came down millions of dollarson the economics.
Management would not move onthe, the safety and the staff
ratios.

(10:11):
They literally just ca keptturning in the same proposal.
We would make minor adjustments,turn it, you know, give it to
them.
They would turn in the sameproposal, like verbatim.
They just wouldn't even changeanything.
Here you go.
Here you go.
Here you go.
And so.
You know, management says like,upper leadership of Meritor says

(10:31):
that they have been quote,preparing for this for six
months.
We've only been bargaining sinceJanuary.

Chris (10:37):
Mm-hmm.

Greatel (10:38):
Six months ago was December, you know, so they have
been preparing to essentiallysay no before we even came to
the table.
Um.
So finally after, I think, Ithink it was the first
bargaining session, we gave themthe 10 day notice to strike.

Chris (2) (10:55):
So this had been going on for a while.
Right.
And so like this, this is thething, right?
A lot of people will only seethe striking aspect, but they
don't have that context to howlong this has been going on, how
long in advance this had beengiven before.
Yep.

Greatel (11:09):
So bargaining started in January.
It is June 1st, second rightnow, you know, and we, we gave
them the 10 day notice to strikethen.
So that was on a Friday.
And then we came to the tableagain on Monday and it was the
same thing.
I know that mon'cause I tuned inthat Monday for just.
Like we were still totallypushing safety and security and

(11:31):
um, safe staffing, but you know,they were pushing economics on
that.
Monday we came down$4 million.
So with, you know, across theboard raises it.
It's not even a cost of livingraise,

Chris (11:45):
right?

Greatel (11:46):
So, yeah, so four,$4 million.
The union came down over a twoyear timeframe.
Management would not budge onthe safety and security.

Chris (2) (11:56):
Hmm.

Greatel (11:57):
So that's what did it,

Chris (2) (11:58):
and we talked a little bit, uh, beforehand too
about some of theresponsibilities that still
existed, right?
So the reality was this, you allwent on strike for a very good
reason.
Uh, patient care still had tocontinue as well.
How did that, how was thatremedied and like, you know,
what daily responsibilities andinteractions with patients, how
was that impacted?
From the strikes?

Greatel (12:18):
So there have been, you know, some of our coworkers
didn't strike.
Which we were all like, if youcan't that's fine.
We get it.
Mm-hmm.
But me personally, you know, I,I stand with my coworkers.
So in, during the strike andtalking to some of the people
who were still working, thestrike nurses, they didn't talk
to people.

Chris (12:39):
They

Greatel (12:40):
interact.
They just did their thing.
There has, there have beenquotes in the news from a
patient that says, I was thereprior to the strike and I'm
still currently there with thestrike nurses.
The care has declined.
I am late for pain meds.
They're not flushing my iv.
They're charting things and thenleaving meds unopened on
countertops.

Chris (13:00):
Hmm.

Greatel (13:02):
Thursday, I think it was over the course of a day.
And don't quote me on this, butI mean you can't, from what I
was told, there were 15 rapidresponses and two quotes in one
day.

Chris (13:15):
Oh my gosh.
Hmm.

Greatel (13:16):
And I honestly don't think that would've happened if
we would've been there.

Chris (2) (13:20):
Yeah.
And you know, for, for, forthose listeners too, you know,
tho, tho those rapid responsesare people, you know, who for,
for a number of differentreasons in the hospital,
somebody passes out in the foyeror somebody who falls down and
is on blood thinners, you know,for those codes too, peoples who
literally their heart stop,right?
Or they stop breathing.
So those are incidences likeGraetel is on the rapid response

(13:40):
team.
So she'll go there and she'llstart iv, she'll drop
medications, start compression,things of that nature.
And a lot of times we see themin the hospital, but at that
volume is usually indicativethat something is missing or you
know, something went wrong inthe care of that patient to have
that much

Greatel (13:55):
Wednesday we were told that one emergency general
surgeon, all of the vascularsurgeons and then another
surgeon, I'm not sure who thatthird surgeon was, but they all
said, we are not doing surgeriesthe rest of the week.
You told us we would haveadequate, adequate, and
appropriate staffing and youdon't general surgery all of our
vascular surgeons and anotherone.

(14:16):
Are you kidding me?
That is huge.
Huge.

Chris (2) (14:21):
And, you know, that, that shows some of the
solidarity too.
You know, my, my limitedexperience in, in working at
Meriter, uh, I believe werotated there on the ob uh, wing
during residency and, you know,you can kind of feel that
familial sense, right?
Amongst, you know, all thestaff, right?
Not even the nurses, the texts,the doctors, et cetera.
And you know, that.
Really speaks to the fact thatit is very fortunate you all

(14:42):
have that.
And then you also have theunions versus other hospitals in
the state, in the nation too,don't have that union and don't
have that ability to speak back,you know?
Could you speak to your, your,your experience in that respect?
At least having a voice.

Greatel (14:56):
It is huge.
So when I worked at uw, theywere trying to get the Union
Bank,.
If I made a little mistake and Igot called into my boss's
office, I, my heart rate was inlike the one thirties because I
was either going to get fired,disciplined, or I.
Who, who knows what, you know,like it's, it's insane the

(15:18):
difference that, the differentfeeling that I have from working
where there is no union, towhere there is a union and I
can, and I can say no, they havemy back.
I know that even if I'm calledinto my manager's office.
I can say, cool, I want my unionrep, even if I didn't do
anything.

Chris (15:33):
Mm-hmm.

Greatel (15:34):
And they have to abide by that.

Chris (2) (15:36):
So, just recently released yesterday, I believe,
was that there was a tentativeagreement, at least at that
time, which has since beenratified as well.
So, congratulations.

Chris (15:44):
Thank you.

Chris (2) (15:45):
What were the outcomes

Greatel (15:47):
so they have, in contractual language, stating
that they are going to increasesecurity, verbal communication,
saying that they're going toalso increase security numbers.
We are getting a weaponsdetector in the emergency room.
Right.
Which is amazing.

Chris (16:04):
Mm-hmm.

Greatel (16:05):
And then in contractual language, it states that
essentially the floor nurseshave a say in their matrices.

Chris (16:13):
Hmm mm-hmm.

Greatel (16:14):
So there's going to be, I think it's like a, a new
council.
It's not gonna be unit council,it's not gonna be management,
but a new councils are gonna beformed to make the floors and
the staff nurses have a say anda voice in patient to nurse
ratios.

Chris (2) (16:32):
Yeah.
Okay.
Well, I mean that the, you know,that's a start, right?
it's a start and going in theright direction.
Um, especially having someonethere who, who has been in that
situation before, um, and knowskind of firsthand what those
experiences are.
What, what I.
A, a patient that needs more,you know, means to someone

(16:52):
versus the actual number, right?
It could be like, you know,three to one, but if this
patient is requiring, you know,wound changes or you know,
maintenance of certainmedications, like all those
things are gonna play into thatfactor too.
And so how do you feel aboutsome of the compromises that you
guys made from your, your end ofthe negotiations?
Do you feel like, you know, itis that walk in the right
direction

Greatel (17:11):
I do.
I feel like it is a walk in theright direction.
I feel like in two years when webargain again, there will be
more push in the next two, likenext two years when we bargain
again for more.
Clear and concise contractuallanguage, but just the fact that
we got it in there to begin withis a massive win.

Chris (17:35):
Mm-hmm.

Greatel (17:36):
It is a massive win for nursing.
It is a massive win for patientsbecause then they actually have
a nurse who has an appropriatenumber of patients that they are
safely.
Because we now have the voice tosay, this is what we as a
nursing staff can take care ofand can take care of safely and
appropriately.

(17:56):
And there are a lot of studiesthat show lower nurse to patient
ratio.
Better outcomes for thepatients, less readmission rates
for the patients, and justoverall better patient
satisfaction.

Chris (2) (18:09):
Absolutely.
What lessons have you and yourcolleagues learned from this
experience?
I don't know if this has beenyour first strike that you've
had the opportunity toparticipate in, but like what,
what, what, what are you gonnatake from this experience?

Greatel (18:19):
We are a team.

Chris (2) (18:20):
Mm-hmm.

Greatel (18:21):
I met so many people that I wouldn't have met
otherwise.
You know, I, I go to Babyland tostart IVs and put PS in, but.
The solidarity between the laborand delivery nurses and
postpartum and antepartum nursescoming over to the tower.
They, you know, as, as a laborand delivery nurse, their ratios
were lower to begin with becauseas a laboring mom, you kind of

(18:45):
need like a one-to-one nursethere to, you know, walk you
through.
Your epidural, your mm-hmm.
Your pushing, your, your checks.
So the fact that the labornurses were over supporting, we
call it the tower.
So Mariner is kind of sectionedoff into, there's an east wing,

(19:06):
a north wing.
The north wing is baby land.

Chris (19:08):
Mm-hmm.
Mm-hmm.

Greatel (19:09):
Antepartum, labor and delivery postpartum.
And then the NICU is all overin, in Babyland.
And then the tower side has theemergency room or, um, pre-op
pacu.
Gen Care, neuro I-C-U-I-M-C, andthen surgical.
So the fact that they were overthere standing with us as well

(19:30):
was amazing.
Like the team, the team spirit,the fact that even though they
had it good, they were stillstanding with us so that we
could have it.

Chris (19:40):
That's fantastic.

Chris (2) (19:42):
You spoke a little bit before we came on about, you
know, some of, some of yourmanagement and like the great
relationship that you have withyour management too.

Greatel (19:50):
Yep.
Yep.

Chris (2) (19:51):
Like I said, in a lot of places that I've worked, I, I
can't even count the number ofhospitals that I've worked at at
this point in time.
You know that, that thatrelationship sometimes is there
and it's sometimes missing, andthat's just given the size of
those places or given howimpersonal it can be the
environment that you work in,but how do you envision the
relationship in the futurebetween nursing staff and
hospital management?

Greatel (20:11):
So we went back to work yesterday.
It was tense and that's really,truly unfortunate.
Like we as striking nurses gotemails stating, you know, no
comments, no snarky remarks.
No hostility.
Well, we came back tounfortunately, some of the
middle management being upset atus sta, you know, stating, hope
you enjoyed all causing all ofthis chaos for a dollar rates.

(20:35):
Um, I think that our middlemanagement was put in a super
hard spot.
Like you said, so many placesare just, you're, they're thrown
in and they get to check all theemails, say all the things, and
take all the heat.
My team is technically undermobile unit, so, or like the
resource pool unit.
My mobile unit management isfantastic.

(20:57):
Every day, Monday throughFriday, if they're in the
building at 11 o'clock, theymeet with my team.
Asking, how are things going?
How are picks going?
Do you need more support?
Is there anything that I can dofor you?
I hope that that relationshipcontinues, in my opinion, my
team and like mobile unititself, because we do go

(21:17):
everywhere and we kind of seeeveryone and interact with so
many different people.
We're very used to the flow andthe fluctuation and.
Turning on a dime and saying,mm-hmm well, hey, you're going
here.
You're going here.
And I think that really truly isthe embodiment of our managers
as well.
So I think that they, they willbe able to still continue to be

(21:38):
there with us and do what's bestfor the patients.

Chris (2) (21:41):
Because at the end of the day, that's it.
Right?
Like that, this is why we'rehere.
Right.

Greatel (21:45):
This is why we are here.
We are here for them.
You know, I don't know aboutyou, but I got into this
industry to help.

Chris (2) (21:50):
Mm-hmm.
Absolutely.

Greatel (21:51):
I didn't get in it for the hours.
'cause the hours suck.

Chris (2) (21:54):
Mm-hmm.
Mm-hmm.

Greatel (21:56):
You know, as a, as a nurse who works in the hospital.
I work every third weekend.
I work holidays.
I, you know, I miss birthdays, Imiss anniversaries.
I miss going out with friends ona random, you know, Friday night
because I work seven A to 7:00PM and I have to be back at
seven A, you know, so I didn'tget in it for the schedule.

Chris (22:15):
Mm-hmm.

Greatel (22:15):
I got in it to help people and to help patients, and
to help people feel better andto be there, you know, on the
patient's worst, sometimes theworst day of their lives.
Yeah.
And not only patients, butfamily members.

Chris (2) (22:27):
Mm-hmm.

Greatel (22:28):
As well.
'cause sometimes it's a familymember's worst day of their
life.

Chris (2) (22:31):
Absolutely.
And you're the nurse for thewhole family.

Greatel (22:34):
You are the nurse for the whole family, not just the
patient.
Um, but yeah, so like that'sreally, in my opinion, what this
strike was for, was for them

Chris (2) (22:42):
in looking forward.
So we had the governor come onand we talked about some of the,
some of the plans that are inplace right now in order to
address the looming nursingshortage, uh, throughout the
state of Wisconsin.
And as we see in institutionslike your own right, when nurses
have a voice and they're able todo this bargaining with the
hospital system, we see.
Some nurses that are powerlessin some situations too, and you

(23:04):
know, that's worrying on them,you know, their, their careers
are being shortened by the day,given the fact that they don't
have that voice.
Just to kind of close out, whatadvice would you offer to nurses
and other institutions who arefacing similar challenges that
are being faced, you know,throughout the state, throughout
the country?
What advice would you give them?

Greatel (23:21):
Take care of yourself because honestly.
In my opinion, in all reality,we don't have a nursing
shortage.
We have a bedside nursingshortage.
You know, as nurses get older ornurses who come into the field
fresh, they realize that it'snot worth getting hit.
Kicked, working the night shift,working the weekends, take care

(23:43):
of yourself because if you can'ttake care of yourself, you can't
take care of anyone else.
And again, whether that's at aunion hospital or a non-union
hospital, it still stands true,like my mental health is
exponentially better gettingaway from.
The, the toxic management andthe toxic, you are just a number
at other hospitals.
Like I could call one of mybosses right now and be like,

(24:05):
Hey, what's up?
And we could literally just havea conversation.
So I now have supportivemanagement, supportive
coworkers, and I'm learningthrough lots of therapy.

Chris (2) (24:13):
Mm-hmm.
Which is also, I recommendedblanket for every healthcare
provider across the board.

Chris (24:22):
Mm-hmm.

Greatel (24:23):
Mm-hmm.
Even if you just sit there forthe hour, doesn't matter.
That's your

Chris (24:27):
hour.
It's

Chris (2) (24:27):
your hour.
No, absolutely.

Greatel (24:31):
Yeah.
My, my recommendation to anyonein the field is take care of
yourself.

Chris (2) (24:36):
Well, Graetel again, thank you so much for your time.
I appreciate it.
Many congratulations for whatyou all accomplished.
Now.
Hopefully this is, this is kindof the first step and a long
journey of continuing to pushthe envelope, continue to make
our hospital safer.
Safer, not only for us ashealthcare providers, uh, but
also for our patients too.
So thank you so much.

Greatel (24:54):
Yeah, of course.

Chris (2) (24:56):
Good to see you.
Good to see you my friend.
Big shout out goes to thenursing staff at Meriter
Hospital to the AlliedHealthcare staff as well, who
helped them fight for theadvances that they got, as well
as SEIU here in the state ofWisconsin.
I want to thank everyone forlistening to this episode.

(25:17):
Again, we're gonna continue topush for safer hospitals.
We're gonna continue to push forsafer healthcare worker
conditions, as well as saferenvironments for us to help you
get better.
So if you come to the emergencydepartment, you shouldn't have
to worry about if your nurse istired, if your nurse feels safe
at your hospital, if you feelsafe at your hospital, those are

(25:37):
things that should not be at theforefront of your mind.
It should be more so gettingbetter.
For those of you who areinterested, we recently
completed a collaboration effortwith Milwaukee based artery ink.
There is clothing availableshirts as well as jackets that
are available to highlighthealthcare worker violence.

(25:57):
The campaign is heel not harm,and so, we'll have that.
Link available on the websitefor post check Wisconsin.
You can go to the Artery Inclink.
as always, you can always followus on social media, Pulse Check
Wisconsin, or you can follow myown personal social media.
We'll have those links availablefor you.
So with that being said, we arecurrently recording the rest of

(26:18):
season three.
We are excited to get some ofthose episodes out.
We got some really goodinterviews done thus far and we
are very excited to get it outto you guys.
looking forward to doing that.
And with that being said.