In celebration of Hispanic Heritage Month, we spoke with Grace Grau, DNP, APRN, ACNP-BC, AACC, FAAN, president of the National Association of Hispanic Nurses (NAHN), about the organization’s five-decade legacy, its work to develop Hispanic nurse leaders, and its vision for the future of nursing and healthcare.
1. NAHN has been advancing the health of Hispanic communities for more than 50 years. How would you describe the organization’s impact and legacy over that time?
NAHN’s legacy is one of perseverance, advocacy, and transformational leadership. What began as a movement to ensure Hispanic nurses had a voice and a place at the table has evolved into a national organization dedicated to advancing the nursing profession and improving the health of the communities we serve.
Our founders recognized that Hispanic nurses faced significant barriers to professional advancement and representation. Through their courage and determination, they established a foundation on which generations of Hispanic nurses have built.
Today, that legacy is reflected in the thousands of nurses whose educational and professional journeys NAHN has supported, the leaders we have developed, the partnerships we have established, and the countless communities positively impacted by the work of our members and chapters.
Perhaps our greatest legacy is that NAHN has created opportunities for Hispanic nurses to lead, advocate, and influence healthcare in ways that were once unimaginable. As we celebrate more than five decades of service, we recognize that our responsibility extends beyond honoring the past. We must preserve and publish our history, build upon the sacrifices of those who came before us, and ensure that future generations have even greater opportunities to succeed.
2. What are the core values or priorities that continue to guide NAHN’s work today, especially as we celebrate Hispanic Heritage Month?
At the heart of NAHN are the values of service, advocacy, education, leadership, and community. These principles have guided our organization since its inception and remain central to our mission today.
Hispanic Heritage Month provides an opportunity to celebrate the richness of our cultures and the extraordinary contributions of Hispanic nurses to healthcare. However, it is also a time to reflect on our responsibility to the communities we represent.
Priorities include strengthening NAHN’s organizational infrastructure and governance to ensure its long-term sustainability while creating opportunities for innovation, strategic partnerships, and membership engagement.
Equally important is preserving our history and documenting the contributions of Hispanic nurses to healthcare, education, research, leadership, and advocacy. We cannot fully appreciate where we are going without understanding where we have been. Documenting our impact and reach will not only honor our legacy but also strengthen our ability to demonstrate our value and identify opportunities for future growth.
Another key priority is identifying spaces where the voices, expertise, and perspectives of Hispanic nurses are needed but remain underrepresented. We must be intentional about positioning our members to serve in leadership, governance, policy, and other decision-making roles where they can influence the future of healthcare.
Above all, I want to cultivate a strong leadership pipeline that prepares and empowers the next generation of Hispanic nurses to lead with confidence, purpose, and a commitment to service.
My vision is to build upon the foundation established by those who came before us, ensuring that NAHN remains sustainable, influential, innovative, and positioned to shape the next 50 years of nursing and healthcare.
3. How does NAHN support the education, leadership development, and professional growth of Hispanic nurses across the country?
Education, leadership development, and professional advancement are central to NAHN’s mission. Through our national organization and local chapters, we support Hispanic nurses at every stage of their careers, from students exploring nursing to experienced professionals pursuing advanced practice, research, academia, and executive leadership.
Our efforts include scholarships, mentorship, professional networking, educational conferences, leadership opportunities, and partnerships with academic institutions and healthcare organizations. Our local chapters bring this mission to life through professional development, community health initiatives, and programs that introduce young people to nursing.
One initiative particularly close to my heart is cultivating the next generation of nurses through early exposure to healthcare careers. Through our Alabama chapter’s nursing clubs, we have witnessed how mentorship and hands-on experiences inspire youth to envision new possibilities while developing practical, immediately applicable skills.
At the national level, we are strengthening leadership development and creating intentional pathways that align with our members’ long-term professional goals while accounting for the competing priorities they navigate.
Ultimately, our vision extends beyond individual professional advancement. We aim to cultivate Hispanic nurse leaders who will mentor future generations, influence healthcare policy, advance nursing science, and improve the health of our communities. Equally important, we encourage members to pursue leadership opportunities that align with their professional aspirations and personal capacity, recognizing that sustainable leadership requires balance and a commitment to preventing burnout.
4. As a member organization of the Nurses on Boards Coalition, how does NAHN encourage and prepare Hispanic nurses for board service and other leadership roles?
NAHN recognizes that Hispanic nurses bring invaluable perspectives, expertise, and lived experiences to leadership and governance. Yet, historically, their representation in positions where critical healthcare decisions are made has been limited.
Our participation in the Nurses on Boards Coalition aligns with our commitment to expanding leadership opportunities and ensuring that Hispanic nurses have a voice in shaping healthcare.
We encourage members to pursue leadership opportunities through mentorship, professional networking, committee participation, and service on local and national boards. Within NAHN, our chapters, committees, and national Board of Directors provide opportunities for members to develop governance experience, strengthen their leadership skills, and understand organizational decision-making.
However, preparing nurses for leadership requires more than encouraging them to pursue positions. We must intentionally create pathways to advancement and connect emerging leaders with experienced mentors who can guide their professional development.
As president, one of my priorities is to strengthen these pathways and cultivate a leadership pipeline that prepares our members to serve not only within NAHN but also on hospital boards, academic and community advisory boards, and other influential governing bodies.
Our goal is to move beyond simply having a seat at the table. We want Hispanic nurses to be prepared, empowered, and positioned to influence the decisions made at that table.
5. Looking ahead, what is NAHN’s vision for the future—both for the organization and for the next generation of Hispanic nurse leaders?
Moving beyond the first 50 years, our vision is centered on building the next 50 years of innovation, advocacy, leadership, and commitment.
Our founders established NAHN because they recognized the need for a collective voice. Our responsibility today is to strengthen that voice, expand our influence, and ensure that the organization remains relevant and responsive to the evolving needs of our members, our profession, and the communities we serve.
My vision is to extend NAHN’s remarkable legacy by strengthening our organizational infrastructure, investing in leadership development, expanding strategic partnerships, and creating opportunities for members to contribute to research, education, innovation, and healthcare advocacy.
Equally important is our responsibility to develop the next generation of Hispanic nurse leaders. I want young nurses to recognize that their potential extends far beyond traditional professional boundaries. They can become researchers, educators, healthcare executives, policymakers, entrepreneurs, and leaders of national and international organizations.
But leadership is not simply about attaining positions or professional recognition. It is about using those opportunities to make a meaningful difference in the lives of others.
I often reflect on the words of my father, who taught me that the true value of education lies not only in what we learn but in what we do with that knowledge and our responsibility to return and serve the communities from which we came.
That philosophy continues to guide my leadership and embodies what I envision for NAHN’s future.
I want the next generation of Hispanic nurses to inherit an organization that opens doors, amplifies voices, nurtures ambitions, and empowers them to create opportunities for generations yet to come.
Ultimately, our success will be measured not only by the growth of our organization, but also by the leaders we develop, the communities we serve, and the lasting legacy we leave for generations to come.
