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That's N U A N C e.com/b e c k e r e s.

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This is Laura Dedo with the
Becker's Healthcare Podcast.

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I'm thrilled today to be
joined by PETA Anne Anderson,

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chief Nursing Officer at Jackson
North Medical Center. PETA Anne,

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it's a pleasure to have
you on the podcast today.

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Good morning, Lauren. Thank you for
having me on the, on the podcast today.

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It was a pleasure. It's
a pleasure getting to,

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to introduce myself and talk a little
bit more of what's going on in healthcare

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at Jackson North.

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Well, absolutely. And you know,

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I'm excited to have you on because I know
a lot of the listeners in our audience

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today, you know, are really, um,
just having a lot of the same, um,

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challenges as well as
seeing opportunities, um,
in the healthcare space,

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just as you are. So I'm excited to
dive into some of the questions,

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but before we do that, can you tell
us a little bit more about yourself,

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your background in Jackson
North Medical Center?

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Sure, absolutely. So, as you said,

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I'm the Chief Nursing Officer
at Jackson North Medical Center,

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which is a community hospital within
a Jackson Health System. I, it's a,

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currently, it's a 380
bed, 82 bed facility,

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and we serve a diverse
population. Prior to this role,

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I've served for over 15 years in, um,

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several leadership roles that
has influenced nursing and

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operations in the healthcare industry.

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I completed my master's of science
degree, um, Walden University,

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and I'm currently pursuing
my D N P at Walden.

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As I, I,

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I strive to be someone
of a lifelong learner.

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I'm also a recipient of a u Doctors
of Humane letter that I received from

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Barry University for my work
that I did during the pandemic.

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Absolutely. That's
fantastic. And, you know,

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congratulations on going
through the D N P process.

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I think certainly it
makes a big difference,

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and I can imagine being that lifelong
learner and somebody who's striving to

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always get better really
helps your teams too.

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Absolutely.

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Now, I am wondering if you could talk
about what are some of your top priorities

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right now? I know there's a lot
happening in the healthcare space,

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and so from your perspective, where
are you spending most of your time?

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So, great question, Lauren. You're
so right. As a nurse executive,

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there is so much going on
and, and if I would say,

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I would say the practices and
processes in our healthcare facility,

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especially at Jacksonville
right now, is very fluid.

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But I must say I wanna laser
focus and prioritize on

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employee engagement, staff
retention, and our ED capacity.

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So I think like most of the healthcare
facilitators that went through the

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pandemic, and we had the staff
turnover, nurses traveling,

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we had nursing burnout, and now we're
faced with all these challenges of,

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um,

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making sure that we can get back
to some kind of normalcy with,

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you know,

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our staffing and making sure
that our employees feel like

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they have a voice and,

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and get them engaged where they want to
be at a place where they wanna work. So,

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at Jackson North, we've
done a phenomenal job at,

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with our HR partners, you know,
in, in Phil or, or nursing put,

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um, roles at Jackson
North during the pandemic.

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We had significant turnover,

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but we have reduced our
turnover significantly over
the last year and filled

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our, our, our vacancies where we
have reduced our, um, premium pays.

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Some of the things that
we're doing is, um,

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we have our employee activity
council, so that's led by the staff.

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We want our staff to feel like they
have a voice on what they want to

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happen in their space. Another
thing that we're currently doing,

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we're using the Care Connect tool
because we know that, you know,

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it's good to to, to recruit
and bring the staffing.

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The most important thing that we
as nurse executives must understand

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is that we have to retain them. So
I'm focusing on how can I retain,

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so we have our Care Connect tool that
we do some point check in with leaders.

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Before we used to do 60, 90, now
we're doing 10 days, 30 days,

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60 days, 90 days, and 120
days with each new employee,

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nurses that are, are onboarded.

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And then every 30 days after
that for the first year.

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Because what we noticed that our
turnovers was during that first

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year, and nonetheless with the
shortage of nursing schools,

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we're getting a lot of nurses
that are, are brand new.

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So we have to make sure that we're
focusing on onboarding and retention at

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this time. Now, another thing
that we have to work at,

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which goes hand in hand with,
you know, employee engagement,

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staff satisfaction and
retaining is our ED capacity.

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So Jackson North, and, and
I think most hospitals, um,

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are facing the same thing. 'cause I,

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I talk to all the executives and I hear
that they're having the same things

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where they're seeing their ed now,
patients are coming back to the hospital,

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so they're faced with
high capacity. Right?

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So that's one of the things that we're
facing in my facility right now as we

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emerge for the hospital
of choice, I think is,

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is critical as the nurse
executive leader to make sure

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that we are providing safe,

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effective care while maximizing
throughput and operational and efficiency,

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the overcrowding of the ER as a,

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as a merge and is a pressing
concern for me as the nurse,

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the C N O at Jackson North. Um,

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this is compromised in patient care and
it places strain on our staff as well.

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So that goes hand in hand
why I need to focus on that.

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And if you think about it, it's
the two important things in the,

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in our healthcare,

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the patients and the
staff patient and people,

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we must focus on these and these,

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both of these priority will give us
the leverage we need to ensure that our

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staff are not feeling burned
out, there's no strain.

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So they can provide that
excellent care to our patients,

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and our patients can leave to
say that we receive high quality

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safe care when we came to
Jackson North Hospital.

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That's amazing to hear. You know what, I,

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I really love that focus
on the people side of it,

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whether it's your teammates
or the patients and,

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and their families that
you're working with.

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It's so important healthcare to have
that kind of personal relationship and

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really understand what people need
on a human level. And, you know,

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when you talk about that and
then coupled with, um, I just,

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I so appreciate you
weaving in there too. Um,

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the very tactical aspects of
making sure that, you know,

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you're dealing with some of the
emergency department issues,

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patient flow capacity, those
are so, such big challenges, um,

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within the healthcare space
today. Um, so, you know,

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it's just fascinating to hear how you're
tackling those and troubleshooting some

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of those issues. I'm wondering, you
know, kind of given where we're at today,

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how do you see the organization evolving
over the next two to three years or so?

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What do you see as being, um, areas
where you'll improve on, in what is, um,

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on deck for, for your, I
guess, key priorities next?

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Well, I, you know, as we evolve in the
next two to three years, and as we know,

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um, the increased cost due to
inflation, new technology coming out,

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we wanna increase our technology to allow
better patient safety and throughput.

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We also know that that may cause some
delays as well with some of the workforce

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who are not tech savvy. So those are
some of the things we're thinking about.

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So I think as we, we, we look to
the future in the next two years,

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we will need to be doing some
constant review of patients cost and

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physicians to make sure the patients are
informed and moving through the system

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quickly in order for hospitals to
be profitable due to the change in

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environment.

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We have an increased amount of patients
due to age and the overall expectation,

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and rightly so, when a
patient comes to the hospital,

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they should receive topnotch
care. I, as the C N O,

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when I go to a facility, I
expect the best technology,

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the best patient care. I wanna be
moved through safely and efficiently.

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I don't wanna stay three, four days
in a hospital bed where I can become,

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get hospital acquired infection
when I can really move to the f the,

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the system efficiently. So
I think as an organization,

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we need to do look at that.

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So that's where we're gonna focus
on how we're moving our patients

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through the system effectively,

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to be that hospital of choice where
we provide safe care and our employees

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want to be a part of something
that's so, so exciting.

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Absolutely. And, and I, I,

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I think that's such an
important aspect of healthcare.

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I love your passion around that.

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I can certainly hear it in your voice
and to your point on how you can, um,

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inspire families and patients to really
understand and see what you're doing,

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uh, to improve and get better.
Obviously, having the best technology,

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the best teams in place and
the best opportunities for
patient care is just, um,

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just an amazing mission.

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And for those who maybe might not be as
tech savvy or might be a little bit, um,

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anxious or nervous, you know, or,

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or not really understanding
why it's so important to,

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for the hospital and the
health system to, um, you know,

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leverage these technologies and,

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and move a little bit quicker
than you have in the past,

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bring patients through or otherwise. Um,

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how do you kind of approach those
challenges both with the staff members who

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are, um, skeptical as well as patients?

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Well, I think we have to
do a lot of education.

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It starts first with our
frontline staff, right?

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Educating them on the whys,

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not just we're going to use this,

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but we have to let them understand
why we're using it and what is the end

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result, what does it look like?

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How is it gonna make
your job more effective,

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where you can move along
safer and efficiently.

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And then after the staff
understands they can speak to that

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with our patients, right?

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Because they're the ones who are
delivering the care at the bedside.

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So I think we have to do a lot of, um,

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education and more education
until our staff are able to

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be able to be proficient. It's, I
think if you think back when, uh,

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when we came out with the electionary
health record, it's no different.

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It's something that every one of
us had to learn. Me as a nurse,

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I remember I was a part of the
team that rolled out the E H R in

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my organization, and I was
a staff nurse at that time,

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and I knew there was challenges with it,

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but we overcame those challenges
and look where we are today.

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So I think if we look at the ai, the
technologies that are coming out, yes,

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we know that there's gonna be challenges,
um, with those who are not as savvy,

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including myself, however,

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we know that it's going to make it
better for our staff and for our patient.

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And that's my focus patients
and our, and our staff members.

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Amazing. I I love it. Thank you so
much for the insight there. Now,

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before we wrap up our conversation,

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I was wondering if you could talk about
a change that you or your team has made

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that really yielded
great results recently?

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Yes, Laura, I would like to talk
a little bit about one of the,

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the program that we initiative
that we did at Jackson North.

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So again,

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I go back to the pandemic
where we saw an increased, um,

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surge of, um, HX Hospital
acquired infection.

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So since the beginning of the COVID
19 pandemic, the prevalence of, um,

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hospital acquired M R S A in our tele
unit was in, was increasing significantly.

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And as a nurse leader,

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that became a very concerning point
for me and for my team as well.

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So we had a group of us that we
decided how we're going to make an

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impact to really, um, put, um,

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insulate different things to
really get this under, um, control.

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So we decided to, to, uh,

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enroll in our program with the A H R Q,

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the Agency for Healthcare Research and
Quality on their Mesa safety program.

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And we started that program in 2021, uh,

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of the last quarter of our fiscal year.

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And we saw a significant
decrease in our mesa bacteremia

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in our telemetry unit, and
not just in the tele unit,

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but across the entire facility.

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So we had monthly webinars where we
had our infection prevention, um,

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director, myself as a team lead.
We had physician partnership,

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nursing leaders. Uh, it was a whole, uh,

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group of collaboration to really
get this to where we have reached

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the, the, the ss i r that we wanted to be.

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So we're very proud of that.
That included our safety fair.

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We started the quarter where
we were having up to 10 uhms

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a bacteremia hospital
acquired that that year.

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And I'm proud to say in 2023,

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we only had one M R S A in our hospital.

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So we're very proud of that.

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Wow, that's amazing.
What great results and,

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and certainly something to be
really proud of with your team, um,

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is is that something you've celebrated
getting those great results?

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Absolutely. We celebrated, we
had a banner, we had a party.

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Um, we made a big deal about it.

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That's one thing we focus a lot on
at Jackson North. We do a lot of, um,

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employee celebration because we
want our staff to know that we

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pre appreciate them, we're happy
for the work that they're doing,

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and no one can impact the, the, the
patient experience better than our staff.

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So with all of that, the staff, actually,
I'm glad you asked that question,

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Laura, because I didn't mention it,

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but the staff was a big part
of this because they all had to

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watch the safety, the signs of
safety video, and they took this on,

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they had champions, we made
posters. So the staff really,

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really, we, the leaders met in the
boardroom, but at the frontline,

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the staff were the leaders at the bedside.
So we're very proud of them. And yes,

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we did a big celebration for them
and we continue to cheer them on

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and celebrate as they continue
with zero M r s a, uh,

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infection in that unit.

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I love it. Peter Ann, thank you so much
for joining us on the podcast today.

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This has been a really fun
and interesting discussion,

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and I look forward to
connecting with you again soon.

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Thank you, Laura. It
was a pleasure sharing.

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