1 00:00:02,240 --> 00:00:05,040 The most important health care decisions don't happen 2 00:00:05,040 --> 00:00:05,779 in isolation. 3 00:00:06,160 --> 00:00:08,179 They happen when leaders come together. 4 00:00:08,800 --> 00:00:11,519 Becker's sixteenth annual meeting brings together more than 5 00:00:11,519 --> 00:00:12,559 3,500 6 00:00:12,559 --> 00:00:15,519 hospital and health system executives this April in 7 00:00:15,519 --> 00:00:15,914 Chicago. 8 00:00:16,635 --> 00:00:20,254 With 800 speakers from Ascension, Cleveland Clinic, CommonSpirit 9 00:00:20,394 --> 00:00:23,434 and more, the conversations get real. Leaders will 10 00:00:23,434 --> 00:00:26,094 share how their scenario planning for policy shifts, 11 00:00:26,234 --> 00:00:28,739 breaking through value based care barriers and building 12 00:00:28,739 --> 00:00:31,539 clinical teams that translate new ideas into real 13 00:00:31,539 --> 00:00:32,359 world care. 14 00:00:32,899 --> 00:00:35,469 Join top decision makers in the room April 15 00:00:35,469 --> 00:00:37,000 13 through the sixteenth. 16 00:00:37,460 --> 00:00:40,100 For the agenda and event details, visit beckers 17 00:00:40,100 --> 00:00:42,420 hospital review dot com and click on the 18 00:00:42,420 --> 00:00:43,935 events tab in the upper right. 19 00:00:45,375 --> 00:00:47,695 This is Laura Dirda with the Becker's Healthcare 20 00:00:47,695 --> 00:00:48,195 podcast. 21 00:00:48,495 --> 00:00:50,414 I'm thrilled today to be joined by Quanah 22 00:00:50,414 --> 00:00:53,295 Baptiste, vice president of patient care services and 23 00:00:53,295 --> 00:00:54,515 chief nursing officer 24 00:00:54,895 --> 00:00:56,115 for Touro Infirmary 25 00:00:56,734 --> 00:00:59,059 at LCMC Health. Quanah, it's a pleasure to 26 00:00:59,059 --> 00:01:01,379 have you on the podcast today. Wonderful, Laura. 27 00:01:01,379 --> 00:01:03,059 Thank you for having me. I'm really excited 28 00:01:03,059 --> 00:01:04,119 to speak with you today. 29 00:01:04,819 --> 00:01:06,979 Absolutely. And, you know, I'm looking forward to 30 00:01:06,979 --> 00:01:08,420 learning a little bit more about some of 31 00:01:08,420 --> 00:01:10,340 the cool things you've been up to over 32 00:01:10,340 --> 00:01:11,780 the last year or so and then how 33 00:01:11,780 --> 00:01:13,704 you're thinking about the future. But before we 34 00:01:13,704 --> 00:01:14,825 dive in, can you tell us a little 35 00:01:14,825 --> 00:01:17,004 bit more about yourself and the organization? 36 00:01:17,784 --> 00:01:20,265 Absolutely. So, I'm a New Orleans native, 37 00:01:20,665 --> 00:01:22,584 and have been a nurse for almost thirty 38 00:01:22,584 --> 00:01:24,825 years now. More than twenty of that has 39 00:01:24,825 --> 00:01:27,640 been in leadership roles And currently serving at 40 00:01:27,640 --> 00:01:30,840 Touro Infirmary as chief nursing officer, Touro is 41 00:01:30,840 --> 00:01:32,519 very unique here in New Orleans. It's a 42 00:01:32,519 --> 00:01:33,479 170 43 00:01:33,479 --> 00:01:36,119 year old community anchor with a really strong 44 00:01:36,119 --> 00:01:38,379 legacy in women's services, rehab, 45 00:01:38,759 --> 00:01:41,159 and comprehensive whole person care. So it's really 46 00:01:41,159 --> 00:01:43,234 exciting to be a part of LCMC 47 00:01:43,694 --> 00:01:46,334 health health system, which is an eight hospital 48 00:01:46,334 --> 00:01:47,075 health system, 49 00:01:47,375 --> 00:01:50,334 really, a newly forming health system within the 50 00:01:50,334 --> 00:01:52,494 past years with the commitment to, you know, 51 00:01:52,494 --> 00:01:54,974 expand our access, you know, advancing quality, and 52 00:01:54,974 --> 00:01:57,954 ensuring that, every patient has a great experience 53 00:01:58,519 --> 00:02:00,859 and, receives that high reliable care. 54 00:02:01,239 --> 00:02:03,239 So, you know, as chief nursing officer, my 55 00:02:03,239 --> 00:02:05,640 role is to strengthen the professional practice of 56 00:02:05,640 --> 00:02:08,599 nursing, really working and focusing on building healthy 57 00:02:08,599 --> 00:02:09,340 work environments, 58 00:02:10,120 --> 00:02:13,394 aligning clinical operations with our mission. So really, 59 00:02:13,794 --> 00:02:15,094 looking forward to, 60 00:02:15,474 --> 00:02:19,014 improving patient outcomes and building an engaged workforce. 61 00:02:20,275 --> 00:02:21,875 I love that. I think that's, you know, 62 00:02:21,875 --> 00:02:24,534 such a strong and important mission, but definitely 63 00:02:24,674 --> 00:02:26,435 not an easy task to do, especially in 64 00:02:26,435 --> 00:02:28,830 health care these days. And so and, Kimmy, 65 00:02:28,830 --> 00:02:30,270 is first and foremost, can you tell us 66 00:02:30,270 --> 00:02:31,389 a little bit more about, 67 00:02:31,949 --> 00:02:33,629 a project or initiative you led in the 68 00:02:33,629 --> 00:02:35,069 last year? What did you do and what 69 00:02:35,069 --> 00:02:35,889 were the results? 70 00:02:36,669 --> 00:02:39,550 Absolutely. The most significant project that I've worked 71 00:02:39,550 --> 00:02:41,805 on in the past year is the redesign 72 00:02:41,805 --> 00:02:43,185 of our nursing infrastructure 73 00:02:43,645 --> 00:02:46,145 focused on stabilizing nursing operations 74 00:02:46,844 --> 00:02:47,585 and rebuilding 75 00:02:47,965 --> 00:02:50,944 the healthy practice environment. You know, this included, 76 00:02:51,724 --> 00:02:54,925 establishing a formal department of nursing education and 77 00:02:54,925 --> 00:02:55,425 professional 78 00:02:55,724 --> 00:02:56,224 development. 79 00:02:56,870 --> 00:03:00,069 With that, we've, implemented our LCMC heart ladder 80 00:03:00,069 --> 00:03:02,650 so that we have recognition for advanced certification 81 00:03:02,790 --> 00:03:03,449 for nurses. 82 00:03:03,830 --> 00:03:07,510 Really, passionate about leadership. So re redesigning and 83 00:03:07,510 --> 00:03:10,745 realigning our leadership structure to improve that accountability 84 00:03:11,365 --> 00:03:11,844 across, 85 00:03:12,245 --> 00:03:14,645 spans of control was really exciting for me, 86 00:03:14,645 --> 00:03:18,104 and then introducing workforce analysis to address turnover, 87 00:03:18,724 --> 00:03:21,444 contract labor, focusing on productivity so that we 88 00:03:21,444 --> 00:03:22,425 can be operationally 89 00:03:22,885 --> 00:03:23,385 operationally 90 00:03:23,764 --> 00:03:24,264 efficient. 91 00:03:24,780 --> 00:03:26,459 And as a result of that work, we, 92 00:03:26,860 --> 00:03:28,479 improved our staff's capability, 93 00:03:29,180 --> 00:03:31,120 you know, reducing the reliance on, 94 00:03:31,659 --> 00:03:33,979 overtime and agency labor. And, you know, we're 95 00:03:33,979 --> 00:03:35,340 really able to, 96 00:03:35,659 --> 00:03:37,519 see some meaningful gains in engagement 97 00:03:37,835 --> 00:03:40,555 in our quality metrics. You know? Focusing on 98 00:03:40,555 --> 00:03:41,935 that financial stewardship 99 00:03:42,314 --> 00:03:44,955 was also something that helped to strengthen our 100 00:03:44,955 --> 00:03:47,355 nursing operations team and bring us closer in 101 00:03:47,355 --> 00:03:49,615 alignment with our budget and our productivity 102 00:03:49,995 --> 00:03:52,439 targets. So, you know, for me, over the 103 00:03:52,439 --> 00:03:55,260 past year, it's really, looking at the quality, 104 00:03:55,319 --> 00:03:58,120 you know, understanding and focusing on our workforce 105 00:03:58,120 --> 00:04:01,000 well-being and, you know, making sure that our 106 00:04:01,000 --> 00:04:04,060 leadership team was aligned with, fiscal responsibility 107 00:04:04,599 --> 00:04:06,219 and advancing care together. 108 00:04:07,034 --> 00:04:08,715 I love that. I I think it just 109 00:04:08,715 --> 00:04:10,955 really touches on so many aspects of health 110 00:04:10,955 --> 00:04:12,794 care that are important today. You know, in 111 00:04:12,794 --> 00:04:14,955 delivering that quality care and everything else really 112 00:04:14,955 --> 00:04:17,435 depends on a great workforce and staff and 113 00:04:17,435 --> 00:04:18,334 team working 114 00:04:18,875 --> 00:04:20,960 together to make that happen. And so I'm 115 00:04:20,960 --> 00:04:22,480 curious, you know, when you look at this 116 00:04:22,480 --> 00:04:25,439 transition to bringing in and strengthening your internal 117 00:04:25,439 --> 00:04:28,580 pipeline for your workforce and talent development, 118 00:04:29,520 --> 00:04:31,439 how do you really do that while keeping 119 00:04:31,439 --> 00:04:33,379 an eye on those, you know, operational 120 00:04:34,035 --> 00:04:34,535 benchmarks 121 00:04:34,835 --> 00:04:36,194 in things that you need in order to 122 00:04:36,194 --> 00:04:38,435 improve productivity while also keeping it a great 123 00:04:38,435 --> 00:04:40,375 place to work and understanding well-being, 124 00:04:41,235 --> 00:04:41,715 and, 125 00:04:42,115 --> 00:04:43,955 you know, avoiding burnout and all those kinds 126 00:04:43,955 --> 00:04:45,875 of things? What are some of the the 127 00:04:45,875 --> 00:04:47,715 ways that you've been able to kind of 128 00:04:47,715 --> 00:04:50,639 inject more of that performance culture in without, 129 00:04:51,180 --> 00:04:53,339 you know, pushing some of your your great 130 00:04:53,339 --> 00:04:54,079 team members, 131 00:04:54,540 --> 00:04:56,620 to become more stressed out by some of 132 00:04:56,620 --> 00:04:59,500 these transformations and changes that every organization, quite 133 00:04:59,500 --> 00:05:00,800 frankly, has had to make? 134 00:05:01,134 --> 00:05:03,235 Yeah. Absolutely. You know, balance is everything. 135 00:05:03,694 --> 00:05:06,334 And, you know, focusing on that workforce resilience 136 00:05:06,334 --> 00:05:08,735 and retention, we've done something pretty innovative, and 137 00:05:08,735 --> 00:05:09,694 it's looking at, 138 00:05:10,014 --> 00:05:12,495 incivility and the experience of, 139 00:05:12,975 --> 00:05:15,134 not only the patient experience, but the the 140 00:05:15,134 --> 00:05:15,714 the experience 141 00:05:16,089 --> 00:05:16,910 of the staff. 142 00:05:17,289 --> 00:05:19,129 So, we're going through right now with our 143 00:05:19,129 --> 00:05:22,350 leadership team some work that's focused on incivility, 144 00:05:22,810 --> 00:05:25,129 looking at the impact of incivility, and how 145 00:05:25,129 --> 00:05:27,610 do we build a culture of compassionate care 146 00:05:27,610 --> 00:05:30,064 within our leadership team that is really focused 147 00:05:30,064 --> 00:05:31,904 on giving the leaders the tools that they 148 00:05:31,904 --> 00:05:32,805 need in order 149 00:05:33,185 --> 00:05:35,185 to better address things that happen in the 150 00:05:35,185 --> 00:05:37,044 workplace that we may have gone 151 00:05:37,425 --> 00:05:39,745 in oversight as sort of the pink elephant 152 00:05:39,745 --> 00:05:41,664 in the room. So, you know, we're really 153 00:05:41,664 --> 00:05:43,685 focused in honing in on, you know, eliminating 154 00:05:43,824 --> 00:05:43,998 that incivility and burnout, you know, because we 155 00:05:43,998 --> 00:05:44,310 do have a heavy focus in women's 156 00:05:46,230 --> 00:05:47,521 incivility and burnout. You know, because we do 157 00:05:47,521 --> 00:05:48,790 have a heavy focus in women's services, you 158 00:05:48,790 --> 00:05:50,629 know, we have just hired in a new 159 00:05:50,629 --> 00:05:53,509 senior director for women's services. So looking towards 160 00:05:53,509 --> 00:05:56,069 promoting that maternal health excellence, you know, advancing 161 00:05:56,069 --> 00:05:57,610 our national quality metrics, 162 00:05:57,985 --> 00:06:00,145 safety and equity, and then, you know, hoping 163 00:06:00,145 --> 00:06:03,185 to have balanced staffing models that will ensure 164 00:06:03,185 --> 00:06:06,145 we have operational reliability. So we do have 165 00:06:06,145 --> 00:06:08,705 a virtual nursing platform here. So those are 166 00:06:08,705 --> 00:06:11,025 the things that we are leveraging in order 167 00:06:11,025 --> 00:06:13,569 to, you know, work through the change culture 168 00:06:13,569 --> 00:06:16,129 and, you know, focus in on working through 169 00:06:16,129 --> 00:06:17,430 not having that burnout. 170 00:06:18,449 --> 00:06:19,970 That makes a lot of sense. And, you 171 00:06:19,970 --> 00:06:21,810 know, it is really helpful to understand and 172 00:06:21,810 --> 00:06:24,064 get inside some of the ways that you're 173 00:06:24,064 --> 00:06:26,464 looking at, you know, making these changes and 174 00:06:26,464 --> 00:06:27,444 building a culture, 175 00:06:28,225 --> 00:06:31,264 in addressing that instability as well. Now looking 176 00:06:31,264 --> 00:06:33,345 ahead, how are you thinking about some of 177 00:06:33,345 --> 00:06:36,165 your big priorities and headwinds for 2026? 178 00:06:36,800 --> 00:06:39,040 Absolutely. So those headwinds, you know, looking at 179 00:06:39,040 --> 00:06:40,819 the national workforce shortage, 180 00:06:41,120 --> 00:06:43,600 you know, developing a pipeline and strengthening the 181 00:06:43,600 --> 00:06:45,600 pipeline, it really starts with, you know, the 182 00:06:45,600 --> 00:06:46,100 foundational 183 00:06:46,400 --> 00:06:49,279 approach of ensuring that our education teams are 184 00:06:49,279 --> 00:06:51,535 ready to accept those new grads, but then 185 00:06:51,535 --> 00:06:53,775 creating the environment that they're that they're really 186 00:06:53,775 --> 00:06:56,014 willing to stay within that first year. So 187 00:06:56,014 --> 00:06:59,055 it's really having that disciplined prioritization, you know, 188 00:06:59,055 --> 00:07:02,675 having those regional partners, partnering with different universities 189 00:07:02,975 --> 00:07:04,975 across the region where we can ensure that 190 00:07:04,975 --> 00:07:06,910 we're having those conversations. You know, we have 191 00:07:06,910 --> 00:07:09,230 new graduates coming in all the time, sitting 192 00:07:09,230 --> 00:07:11,250 down with them, having lunch with them, understanding 193 00:07:11,389 --> 00:07:12,990 what it is that they see that they 194 00:07:12,990 --> 00:07:14,750 would need to make us an employer of 195 00:07:14,750 --> 00:07:17,310 of choice, and then also investing in that 196 00:07:17,310 --> 00:07:20,205 innovative care model. Like I mentioned earlier, virtual 197 00:07:20,205 --> 00:07:22,524 nursing, ensuring that we have ways to support 198 00:07:22,524 --> 00:07:23,185 the staff. 199 00:07:23,725 --> 00:07:25,504 You know, we can add, you know, 200 00:07:26,045 --> 00:07:27,645 additional nurses as much as we would like 201 00:07:27,645 --> 00:07:29,884 to, so using virtual options and, you know, 202 00:07:29,884 --> 00:07:32,524 understanding how we could leverage technology in order 203 00:07:32,524 --> 00:07:33,904 to make those things better. 204 00:07:34,205 --> 00:07:35,699 We're currently looking at, 205 00:07:36,420 --> 00:07:39,060 AI, so ambient listening, specifically in our home 206 00:07:39,060 --> 00:07:41,000 health team. So we've implemented that, 207 00:07:41,300 --> 00:07:43,699 with our EMR in home health, and we've 208 00:07:43,699 --> 00:07:45,860 already leveraged and been able to see wins 209 00:07:45,860 --> 00:07:48,884 with, you know, decreasing the documentation burden on 210 00:07:48,884 --> 00:07:50,964 the nurses who are working in that environment. 211 00:07:50,964 --> 00:07:53,305 So I think it's really addressing the headwinds 212 00:07:53,365 --> 00:07:53,944 of workforce 213 00:07:54,324 --> 00:07:56,024 shortage through digital transformation. 214 00:07:57,604 --> 00:07:59,365 Absolutely. I I love that. I think, you 215 00:07:59,365 --> 00:08:01,685 know, having that technology and now more than 216 00:08:01,685 --> 00:08:02,939 ever being able to, 217 00:08:03,580 --> 00:08:06,379 be interconnected, have more information at our fingertips, 218 00:08:06,379 --> 00:08:07,680 and and figure out how 219 00:08:07,980 --> 00:08:11,279 you can leverage AI smartly to augment the, 220 00:08:11,819 --> 00:08:13,339 team that you have there and and make 221 00:08:13,339 --> 00:08:15,899 their jobs, you know, easier, more streamlined, as 222 00:08:15,899 --> 00:08:17,875 well as more personable as they're working with 223 00:08:17,875 --> 00:08:19,235 the patients. It seems to make a lot 224 00:08:19,235 --> 00:08:19,895 of sense. 225 00:08:20,275 --> 00:08:21,975 When you're thinking about the technologies, 226 00:08:22,435 --> 00:08:24,754 you mentioned having, you know, the discipline priority 227 00:08:24,754 --> 00:08:25,735 and and what you're, 228 00:08:26,194 --> 00:08:28,275 selecting to incorporate into the health system. And 229 00:08:28,275 --> 00:08:30,595 and once you make those decisions, you know, 230 00:08:30,595 --> 00:08:33,110 how do you ensure that you're getting the 231 00:08:33,110 --> 00:08:34,950 value from that investment as well as, you 232 00:08:34,950 --> 00:08:37,110 know, your your teams are adopting it at 233 00:08:37,110 --> 00:08:38,470 the rate they need to in order for 234 00:08:38,470 --> 00:08:41,029 it to really have that beneficial impact you're 235 00:08:41,029 --> 00:08:44,090 looking for? Absolutely. So it's really about establishing 236 00:08:44,230 --> 00:08:47,304 those KPIs early on. So understanding what those 237 00:08:47,304 --> 00:08:48,044 key performance 238 00:08:48,504 --> 00:08:50,985 indicators will be and measuring them. And then, 239 00:08:51,144 --> 00:08:53,065 based on that measurement, you know, having that 240 00:08:53,065 --> 00:08:55,084 routine structured measurement. So when, 241 00:08:55,464 --> 00:08:57,544 there is something that we didn't predict that 242 00:08:57,544 --> 00:08:58,919 we're able to course correct, 243 00:08:59,639 --> 00:09:01,559 we've done that with our virtual nursing that 244 00:09:01,559 --> 00:09:03,720 we have inpatient. We saw an opportunity. We 245 00:09:03,720 --> 00:09:06,120 were able to leverage those virtual nurses and 246 00:09:06,120 --> 00:09:08,860 have them support admissions as well as discharges 247 00:09:09,000 --> 00:09:11,000 so that we're able to improve our throughput. 248 00:09:11,000 --> 00:09:12,600 So I think it's, you know, looking at 249 00:09:12,600 --> 00:09:15,195 what the KPIs are, reading them, and then 250 00:09:15,195 --> 00:09:17,355 understanding what the data is telling us to 251 00:09:17,355 --> 00:09:19,375 be able to make better decisions forward. 252 00:09:20,475 --> 00:09:22,714 That's helpful to understand and, you know, really, 253 00:09:23,115 --> 00:09:25,995 important aspect of building that smart workforce of 254 00:09:25,995 --> 00:09:26,575 the future. 255 00:09:26,889 --> 00:09:28,409 Now what do you think the hardest thing 256 00:09:28,409 --> 00:09:29,690 you'll have to do in the coming year 257 00:09:29,690 --> 00:09:30,429 will be? 258 00:09:30,970 --> 00:09:32,970 At in the coming year, the hardest thing 259 00:09:32,970 --> 00:09:35,610 that I foresee is culture change, you know, 260 00:09:35,610 --> 00:09:38,190 and maintaining that culture change at a pace, 261 00:09:38,730 --> 00:09:41,049 where you're also maintaining the trust. You know, 262 00:09:41,049 --> 00:09:43,615 health systems are being asked to do rapid 263 00:09:43,674 --> 00:09:44,174 transformation, 264 00:09:44,715 --> 00:09:48,154 and yet caregivers need stability and psychological safety. 265 00:09:48,154 --> 00:09:50,075 So, you know, the way that we balance 266 00:09:50,075 --> 00:09:52,715 that is, you know, being responsible, you know, 267 00:09:52,715 --> 00:09:55,195 looking to hold high standards without losing that 268 00:09:55,195 --> 00:09:58,043 human connection. So the way that I do 269 00:09:58,043 --> 00:10:00,909 that is is in listening section sessions. I 270 00:10:00,909 --> 00:10:03,202 have quality time with Quanta. And in quality 271 00:10:03,202 --> 00:10:05,495 time with Quanta, it's an opportunity for me 272 00:10:05,495 --> 00:10:08,075 to sit with the staff, an unscripted time 273 00:10:08,075 --> 00:10:10,274 to meet on a monthly basis just to 274 00:10:10,274 --> 00:10:12,274 hear about the impacts of the change and 275 00:10:12,274 --> 00:10:14,214 make sure that we're hearing it. It's through 276 00:10:14,274 --> 00:10:16,995 leveraging shared governance, making sure that we have, 277 00:10:17,315 --> 00:10:19,794 the frontline staff and the leadership staff and 278 00:10:19,794 --> 00:10:22,134 interprofessional colleagues working towards, 279 00:10:22,660 --> 00:10:24,100 a better Touro, and the way that we 280 00:10:24,100 --> 00:10:26,740 do that is hearing everyone's voice. So it's, 281 00:10:26,740 --> 00:10:28,660 you know, it's really hard to do cultural 282 00:10:28,660 --> 00:10:31,059 culture change, but I think that when you 283 00:10:31,059 --> 00:10:34,100 have, the folks around you participating in that 284 00:10:34,100 --> 00:10:36,200 change, it's more likely to be sustained. 285 00:10:37,394 --> 00:10:39,555 Absolutely. I couldn't agree more. And, you know, 286 00:10:39,555 --> 00:10:41,315 I love that idea of quality time with 287 00:10:41,315 --> 00:10:41,815 Quanta. 288 00:10:42,514 --> 00:10:44,514 You know, how candid do people get in 289 00:10:44,514 --> 00:10:45,254 those conversations? 290 00:10:45,875 --> 00:10:47,715 And what, if anything, can you found kind 291 00:10:47,715 --> 00:10:49,735 of surprising about that type of forum? 292 00:10:50,279 --> 00:10:52,600 What what I what I found surprising is 293 00:10:52,600 --> 00:10:54,539 that just having the forum, 294 00:10:55,480 --> 00:10:58,600 people feel safe. Right? And and usually, the 295 00:10:58,600 --> 00:11:00,200 things that come up, it's like we don't 296 00:11:00,200 --> 00:11:02,519 have anything to say until something happens, and 297 00:11:02,519 --> 00:11:04,735 then everyone has something to say. So I 298 00:11:04,735 --> 00:11:06,894 think for me, what was surprising to me 299 00:11:06,894 --> 00:11:09,375 is just that this most recent meeting, you 300 00:11:09,375 --> 00:11:11,855 know, speaking with the staff and then talking 301 00:11:11,855 --> 00:11:14,014 and throwing out ideas about how to improve 302 00:11:14,014 --> 00:11:16,495 a process. Most recently, we were talking about 303 00:11:16,495 --> 00:11:18,735 nurse residency and how I can better connect 304 00:11:18,735 --> 00:11:20,710 with the nurse residents. And, you know, I 305 00:11:20,710 --> 00:11:22,870 had thrown out the idea of a champion 306 00:11:22,870 --> 00:11:24,789 award for nurse residents, and it was well 307 00:11:24,789 --> 00:11:26,870 received. But I think had I not yet 308 00:11:26,870 --> 00:11:29,110 had the quality time with Quanta, it I 309 00:11:29,110 --> 00:11:30,409 wouldn't have had an opportunity 310 00:11:30,710 --> 00:11:32,470 to connect with the nurses who connect to 311 00:11:32,470 --> 00:11:34,654 the residents to get that synergy. 312 00:11:35,195 --> 00:11:37,834 So, you know, what I've recognized is that, 313 00:11:37,834 --> 00:11:39,514 you know, I have to be available and 314 00:11:39,514 --> 00:11:40,495 open to hear, 315 00:11:40,875 --> 00:11:42,794 but it it's not always that you get 316 00:11:42,794 --> 00:11:44,495 the messages that you were expecting. 317 00:11:45,595 --> 00:11:47,274 Oh, I can imagine you get a variety 318 00:11:47,274 --> 00:11:49,195 of things that haven't come across your desk 319 00:11:49,195 --> 00:11:51,170 through these types of forums and others, which 320 00:11:51,170 --> 00:11:53,090 is really cool to have that relationship with 321 00:11:53,090 --> 00:11:53,670 your team, 322 00:11:54,129 --> 00:11:55,889 you know, that they have comforted in doing 323 00:11:55,889 --> 00:11:58,149 that and and being able to make improvements 324 00:11:58,210 --> 00:11:59,269 in that space. So, 325 00:11:59,649 --> 00:12:00,549 I love that. 326 00:12:00,850 --> 00:12:02,610 Now before we wrap up here, I wanted 327 00:12:02,610 --> 00:12:04,290 to ask you about growth too. Where do 328 00:12:04,290 --> 00:12:06,184 you see some of the best opportunities for 329 00:12:06,184 --> 00:12:07,884 organizational growth in the future? 330 00:12:08,664 --> 00:12:10,024 Yeah. For us here at Touro, you know, 331 00:12:10,024 --> 00:12:12,904 we're focusing on women and family services, you 332 00:12:12,904 --> 00:12:14,745 know, looking at our women's service line to 333 00:12:14,745 --> 00:12:17,144 see what can we do to expand and 334 00:12:17,144 --> 00:12:18,365 to reach more patients. 335 00:12:18,940 --> 00:12:21,199 Our rehab department is really growing. 336 00:12:21,659 --> 00:12:24,059 Just yesterday, we opened another seven beds, which 337 00:12:24,059 --> 00:12:25,740 is no small feat, so we're able to 338 00:12:25,740 --> 00:12:26,879 care for more patients, 339 00:12:27,500 --> 00:12:29,820 in real time. And then also focusing on 340 00:12:29,820 --> 00:12:31,839 the academic workforce partnership. 341 00:12:32,714 --> 00:12:35,195 We have here Warren Eastern High School, where 342 00:12:35,195 --> 00:12:35,934 we're starting, 343 00:12:36,315 --> 00:12:38,475 just this month bringing in the PCT program. 344 00:12:38,475 --> 00:12:40,554 So these will be twelfth graders that are 345 00:12:40,554 --> 00:12:42,475 in a PCT program at high school, and 346 00:12:42,475 --> 00:12:44,475 they're gonna come and do their externship hours 347 00:12:44,475 --> 00:12:46,519 here. So it's really looking creatively, 348 00:12:47,459 --> 00:12:50,019 for where the best opportunities for organizational growth 349 00:12:50,019 --> 00:12:52,100 would be and then leveraging those if they're 350 00:12:52,100 --> 00:12:54,820 not created internally, then looking at our external 351 00:12:54,820 --> 00:12:56,360 partners to make that happen. 352 00:12:56,899 --> 00:12:57,720 Oh, fantastic. 353 00:12:58,100 --> 00:12:59,459 You know, and it seems like really then 354 00:12:59,459 --> 00:13:01,514 you're not only investing in the organization, but 355 00:13:01,514 --> 00:13:02,815 the community as well. 356 00:13:03,115 --> 00:13:05,295 Absolutely. Yes. It's all about the community. 357 00:13:05,754 --> 00:13:07,915 Awesome. Well, Quana, thank you so much for 358 00:13:07,915 --> 00:13:09,675 joining us on the podcast today. This has 359 00:13:09,675 --> 00:13:11,909 been a really fun conversation. I can tell 360 00:13:12,149 --> 00:13:14,029 how passionate you are about what you do 361 00:13:14,029 --> 00:13:14,809 in the, 362 00:13:15,269 --> 00:13:16,870 patients that you serve, and, you know, I 363 00:13:16,949 --> 00:13:19,509 I'm looking forward to continuing on this conversation 364 00:13:19,509 --> 00:13:21,289 and working with you again in the future. 365 00:13:21,772 --> 00:13:23,692 Wonderful. Thank you so much, Laura, for your 366 00:13:23,692 --> 00:13:26,412 time. I really enjoyed spending time with you 367 00:13:26,412 --> 00:13:28,332 and with Becker's and sharing what we're doing 368 00:13:28,332 --> 00:13:29,392 here over Turo.