1 00:00:05,105 --> 00:00:07,155 - This is the Becker's Healthcare Podcast, created 2 00:00:07,155 --> 00:00:08,315 by the team of Becker's Healthcare, 3 00:00:08,475 --> 00:00:10,195 a multimedia company devoted to the people 4 00:00:10,215 --> 00:00:11,515 who power us healthcare. 5 00:00:11,785 --> 00:00:14,595 Four new 15 minute episodes are released daily containing 6 00:00:14,795 --> 00:00:16,555 industry news analysis and thought leadership. 7 00:00:16,555 --> 00:00:19,435 From powerful healthcare decision makers Support our show 8 00:00:19,575 --> 00:00:22,395 by leaving it a five star rating and review on Apple Podcast 9 00:00:22,615 --> 00:00:23,875 or other platforms you use. 10 00:00:24,025 --> 00:00:25,835 It's a chance to tell us what you like about the show 11 00:00:25,895 --> 00:00:27,115 and act on your feedback. 12 00:00:27,115 --> 00:00:29,075 Thanks for listening. Now here's the episode. 13 00:00:30,985 --> 00:00:32,075 - Welcome everyone, 14 00:00:32,075 --> 00:00:33,795 to the Becker's Healthcare podcast series. 15 00:00:33,935 --> 00:00:35,075 I'm Ra Mohammed, writer 16 00:00:35,075 --> 00:00:36,715 and moderator with Becker's Healthcare, 17 00:00:37,015 --> 00:00:38,995 and I'm absolutely thrilled to have with me today. 18 00:00:38,995 --> 00:00:41,595 Cynthia Whitaker, vice President of Operations 19 00:00:41,595 --> 00:00:44,555 and Chief Nursing Officer at Gut three Corning Hospital. 20 00:00:44,585 --> 00:00:45,675 Cynthia, it's very nice 21 00:00:45,675 --> 00:00:47,235 to have you on the podcast today. How are you? 22 00:00:48,215 --> 00:00:49,435 - I'm great, thank you, Mariah. 23 00:00:49,635 --> 00:00:50,915 I am honored to be here today. 24 00:00:51,265 --> 00:00:53,835 - Yeah. So glad to have you, um, too, get us started. 25 00:00:53,835 --> 00:00:55,795 Would you mind please just introducing yourself 26 00:00:56,135 --> 00:00:57,715 and telling us a bit about your background? 27 00:00:58,345 --> 00:01:00,595 - Sure. Um, so I'm Cindy Whitaker. 28 00:01:00,795 --> 00:01:02,915 I have been the Chief nursing officer 29 00:01:03,335 --> 00:01:05,475 for Corning Hospital since 2020. 30 00:01:05,995 --> 00:01:09,995 I actually started my career with Guthrie, uh, 12 years ago 31 00:01:10,215 --> 00:01:13,075 as a brand new nurse in the ICU at one 32 00:01:13,075 --> 00:01:15,995 of our sister hospitals, uh, Robert Packer Hospital. 33 00:01:16,655 --> 00:01:19,675 And back then, you know, I never really had a clear idea of 34 00:01:19,675 --> 00:01:21,555 what my career path was going to look like, 35 00:01:21,895 --> 00:01:23,795 and I loved critical care nursing. 36 00:01:24,215 --> 00:01:26,515 So during that time, I really thought I'm, 37 00:01:26,655 --> 00:01:28,635 I'm gonna be a critical care nurse for my whole career. 38 00:01:28,775 --> 00:01:30,235 It was, it was truly a passion. 39 00:01:30,855 --> 00:01:34,075 Um, but I kind of found myself in the role 40 00:01:34,075 --> 00:01:35,835 of charge nurse in the ICU. 41 00:01:36,175 --> 00:01:38,755 And after doing that for, you know, over a year, 42 00:01:39,375 --> 00:01:40,915 the staff would would say to me, 43 00:01:40,915 --> 00:01:41,995 you know, you're really good at this. 44 00:01:42,055 --> 00:01:43,395 You should, you should think about, you know, 45 00:01:43,395 --> 00:01:44,555 being the manager one day. 46 00:01:44,615 --> 00:01:46,435 You know, we really like it when you're here and, 47 00:01:46,435 --> 00:01:48,435 and you keep things controlled and you're calm. 48 00:01:49,295 --> 00:01:52,435 And you know, back then I was like, yeah, you know, 49 00:01:52,915 --> 00:01:54,235 whatever, this is great, but I'm, 50 00:01:54,255 --> 00:01:56,275 I'm gonna be a critical care nurse, you know, forever 51 00:01:56,275 --> 00:01:57,715 because I love this so much. 52 00:01:58,415 --> 00:01:59,915 And actually, uh, 53 00:01:59,945 --> 00:02:03,675 Guthrie restructured their nursing leadership about a few 54 00:02:03,675 --> 00:02:05,355 years after I was in the ICU 55 00:02:06,335 --> 00:02:09,195 and a position came up for an assistant manager on one 56 00:02:09,195 --> 00:02:10,595 of the trauma med surg units. 57 00:02:11,295 --> 00:02:12,675 And I thought, Hmm, 58 00:02:13,105 --> 00:02:16,355 this is an opportunity I never really thought about 59 00:02:16,415 --> 00:02:19,035 for myself, but I had some life changes. 60 00:02:19,275 --> 00:02:21,915 I had just had, um, my first, my first child 61 00:02:22,135 --> 00:02:24,955 and the 12 hour shifts weren't working great for us anymore. 62 00:02:25,375 --> 00:02:27,955 So I thought, you know, let me give this a try 63 00:02:28,015 --> 00:02:29,115 and, you know, I went for it. 64 00:02:29,115 --> 00:02:30,595 And, and I got the position. 65 00:02:31,295 --> 00:02:33,635 And after being in that position for six months, 66 00:02:33,795 --> 00:02:37,075 I was actually promoted to the manager of that unit, uh, 67 00:02:37,075 --> 00:02:39,155 because, you know, I was so successful 68 00:02:39,185 --> 00:02:41,195 with forming relationships with the staff, 69 00:02:41,195 --> 00:02:43,675 improving engagement and staff satisfaction. 70 00:02:44,455 --> 00:02:48,115 Um, after doing that for about a year, they decided 71 00:02:48,335 --> 00:02:49,595 to give me another unit. 72 00:02:49,695 --> 00:02:52,595 So I had a total of 60 med surg, uh, beds. 73 00:02:53,015 --> 00:02:54,395 And I had an assistant manager 74 00:02:54,395 --> 00:02:55,915 and an educator that worked with me. 75 00:02:56,175 --> 00:02:58,635 And we were very successful as a team, again, 76 00:02:58,635 --> 00:03:00,045 improving staff engagement 77 00:03:00,065 --> 00:03:03,125 and patient outcomes, um, throughput. 78 00:03:03,585 --> 00:03:05,165 Uh, we did, we did very well. 79 00:03:05,465 --> 00:03:09,445 And when the chief nurse position came open at Corning 80 00:03:09,685 --> 00:03:12,405 Hospital, which is a smaller hospital compared to 81 00:03:12,405 --> 00:03:15,965 where I was at, I thought, you know, I never thought 82 00:03:15,965 --> 00:03:17,725 of myself as being a chief nurse, 83 00:03:17,865 --> 00:03:20,805 but this is an opportunity that's coming at the right time 84 00:03:20,945 --> 00:03:22,285 and I think I'm gonna go for it. 85 00:03:22,705 --> 00:03:24,125 And they took a chance on me 86 00:03:24,345 --> 00:03:26,885 and I started in this job, you know, right. 87 00:03:27,275 --> 00:03:28,885 Kind of in the middle of the pandemic. 88 00:03:29,465 --> 00:03:32,205 And it was stressful and we struggled a bit, 89 00:03:32,345 --> 00:03:33,605 and I've learned so much. 90 00:03:34,185 --> 00:03:37,325 But it has been, um, it's been a wild ride. 91 00:03:37,325 --> 00:03:38,925 It's been a very successful ride. 92 00:03:39,505 --> 00:03:42,525 And in April of this year, Guthrie decided 93 00:03:42,545 --> 00:03:43,885 to do some restructuring 94 00:03:44,225 --> 00:03:47,125 and they joined their VP of operations 95 00:03:47,125 --> 00:03:48,325 with the chief nurse role. 96 00:03:48,825 --> 00:03:51,445 And I was, I was awarded that role at Corning. 97 00:03:51,665 --> 00:03:54,925 And, you know, it has, it has been great so far, 98 00:03:55,485 --> 00:03:59,165 learning more of the operation side, how, you know, EVS, 99 00:03:59,165 --> 00:04:02,645 food and nutrition rehab, all those services fit in 100 00:04:02,645 --> 00:04:03,885 with nursing operations. 101 00:04:04,305 --> 00:04:05,445 Uh, it makes sense. 102 00:04:05,825 --> 00:04:08,605 And, uh, it, yeah, like I said, it's, it's going very well. 103 00:04:08,665 --> 00:04:11,525 And right now in my career, I'm just open to seeing 104 00:04:11,755 --> 00:04:14,205 what opportunities continue to come along for me. 105 00:04:15,505 --> 00:04:16,675 - Yeah, absolutely. Well, 106 00:04:16,675 --> 00:04:18,715 congratulations on all your success. 107 00:04:18,935 --> 00:04:22,315 I'm sure you have worked very hard to achieve all of it. 108 00:04:22,935 --> 00:04:25,475 Um, for the next question I wanted to ask you is, 109 00:04:25,495 --> 00:04:27,395 can you tell me about your most successful project 110 00:04:27,495 --> 00:04:28,955 or initiative from the last year? 111 00:04:29,225 --> 00:04:30,875 What issues were you trying to solve? 112 00:04:30,975 --> 00:04:32,515 And also what drove the success? 113 00:04:33,945 --> 00:04:36,915 - Yeah, so I think during the pandemic, um, you know, 114 00:04:37,355 --> 00:04:39,715 hospitals came across a lot of challenges 115 00:04:39,715 --> 00:04:41,755 that maybe they didn't face, uh, prior. 116 00:04:42,495 --> 00:04:44,195 And one of the things that, 117 00:04:44,225 --> 00:04:47,435 that happened here at Corning was an increase, a major 118 00:04:47,995 --> 00:04:50,715 increase in hospital acquired infections, especially during, 119 00:04:50,815 --> 00:04:53,075 uh, the year E 2022. 120 00:04:53,175 --> 00:04:55,755 That's really when the region that 121 00:04:55,945 --> 00:04:57,915 that we're in upstate New York started 122 00:04:58,055 --> 00:05:00,995 to see a rise in the covid positive patients. 123 00:05:01,415 --> 00:05:04,195 Now, Corning Hospital is a 65 bed community hospital, 124 00:05:05,335 --> 00:05:07,115 and one thing we saw 125 00:05:07,115 --> 00:05:09,155 through the pandemic is an increase in acuity. 126 00:05:09,335 --> 00:05:11,195 You know, we got sicker patients, patients 127 00:05:11,195 --> 00:05:12,915 that we were unable to transfer out 128 00:05:12,915 --> 00:05:14,475 because their, the bed availability 129 00:05:14,935 --> 00:05:16,195 wasn't there in the community. 130 00:05:16,455 --> 00:05:20,435 So we had to, you know, adapt and be flexible 131 00:05:20,695 --> 00:05:23,435 and bring more resources in to, to care for these patients. 132 00:05:23,455 --> 00:05:26,795 But with sicker patients, along comes with the chance of 133 00:05:27,305 --> 00:05:29,875 more hospital acquired infections, more falls, you know, 134 00:05:29,875 --> 00:05:32,115 it really impacts your quality outcomes. 135 00:05:32,495 --> 00:05:36,875 So during 2022, we saw a major rise in our , 136 00:05:37,695 --> 00:05:40,075 our C diff and our CLABSI rates, 137 00:05:40,975 --> 00:05:44,915 and just not something that we ever really had to deal with. 138 00:05:44,975 --> 00:05:46,795 We, we never really had a lot of patients 139 00:05:46,795 --> 00:05:48,795 with Foley catheters or central lines. 140 00:05:49,615 --> 00:05:52,035 So I did some research 141 00:05:52,535 --> 00:05:54,995 and I thought about how can we, 142 00:05:55,295 --> 00:05:57,925 how can we handle this differently than we used to? 143 00:05:57,945 --> 00:05:59,805 We, we need more awareness around 144 00:06:00,485 --> 00:06:01,565 hospital acquired infections and 145 00:06:01,565 --> 00:06:03,285 around the lines that we have here. 146 00:06:04,065 --> 00:06:07,205 So in March of 2022, I started, um, 147 00:06:07,205 --> 00:06:09,565 something called a daily device huddle. 148 00:06:10,425 --> 00:06:14,525 And what we do in this is, is each morning our nurse leaders 149 00:06:15,035 --> 00:06:18,565 have a safety huddle on their unit where they talk 150 00:06:18,565 --> 00:06:20,245 with their staff, the frontline nurses, 151 00:06:20,935 --> 00:06:22,525 which patients have a central line, 152 00:06:22,575 --> 00:06:24,405 which patients have a Foley catheter, 153 00:06:25,145 --> 00:06:29,125 and which patients, um, may have AAC diff order 154 00:06:29,125 --> 00:06:30,405 that we still haven't collected. 155 00:06:31,025 --> 00:06:33,845 And they talk about why is the line in, 156 00:06:34,235 --> 00:06:35,245 when can it come out, 157 00:06:35,475 --> 00:06:37,325 what are the barriers to it coming out? 158 00:06:37,465 --> 00:06:39,405 Are there alternative devices 159 00:06:39,475 --> 00:06:42,045 that we can use external catheters so we can, 160 00:06:42,345 --> 00:06:43,885 we can get these out earlier. 161 00:06:44,545 --> 00:06:46,405 And then they come to this device huddle. 162 00:06:46,745 --> 00:06:50,005 And what's unique about device huddle is the presence 163 00:06:50,005 --> 00:06:51,565 of the executive leadership team. 164 00:06:51,745 --> 00:06:54,245 So I'm there, our president 165 00:06:54,245 --> 00:06:57,045 of the hospital attends our chief medical officer, 166 00:06:57,385 --> 00:07:00,765 our infection preventionist, and the nurse managers come 167 00:07:00,765 --> 00:07:02,245 and they report out on, you know, 168 00:07:02,365 --> 00:07:03,805 I have a Foley in this room. 169 00:07:03,915 --> 00:07:07,445 It's in because of this, it's gonna come out on this day 170 00:07:07,705 --> 00:07:09,845 or it can't come out because, 171 00:07:10,745 --> 00:07:13,205 and we have conversation, we ask questions. 172 00:07:14,185 --> 00:07:17,085 And when there's barriers presented, that's where 173 00:07:17,225 --> 00:07:18,765 as the executive leadership team, 174 00:07:18,865 --> 00:07:20,725 we can help remove those barriers. 175 00:07:20,905 --> 00:07:25,725 So for example, you know, maybe we have a catheter that, 176 00:07:25,915 --> 00:07:27,125 from the nursing's point of view, 177 00:07:27,225 --> 00:07:29,725 it can come out the patient's ready, um, 178 00:07:29,785 --> 00:07:32,765 but maybe the provider is not there yet. 179 00:07:32,765 --> 00:07:34,885 They say, no, I wanna keep it another day or two. 180 00:07:35,065 --> 00:07:38,125 That's where myself or my partner, my chief medical officer, 181 00:07:38,265 --> 00:07:39,845 we can step in and just have a conversation 182 00:07:39,845 --> 00:07:42,765 with the provider of, you know, what's in the, 183 00:07:42,765 --> 00:07:44,325 what's in the best interest of the patient. 184 00:07:44,945 --> 00:07:47,405 Um, so long story short, 185 00:07:48,305 --> 00:07:50,325 we are now over a year later, 186 00:07:50,665 --> 00:07:54,925 and we have been successful in reducing all cau, clabsi 187 00:07:54,925 --> 00:07:57,445 and c diff rates to less than one. 188 00:07:58,825 --> 00:08:01,165 And when we talk about an n you know, the number, 189 00:08:01,465 --> 00:08:02,805 so in the past year 190 00:08:02,805 --> 00:08:05,685 and a half, we've had one CAU in one c diff. 191 00:08:06,705 --> 00:08:11,405 And what's unique about this is it actually has, uh, been 192 00:08:12,265 --> 00:08:14,125 spread out to our other five 193 00:08:14,265 --> 00:08:17,605 or four sister hospitals throughout Guthrie, 194 00:08:18,105 --> 00:08:19,685 and they have all been able 195 00:08:19,705 --> 00:08:22,565 to maintain their hospital acquired infection rates 196 00:08:22,745 --> 00:08:24,005 to less than one as well. 197 00:08:25,225 --> 00:08:29,325 And not only has this, you know, driven improved outcomes 198 00:08:29,385 --> 00:08:31,085 for our patient, 'cause that's what it's about. 199 00:08:31,145 --> 00:08:32,285 We want our patients to know 200 00:08:32,285 --> 00:08:34,405 that they're safe when they come to get care here. 201 00:08:34,975 --> 00:08:37,405 We've also really shifted our culture of safety. 202 00:08:38,255 --> 00:08:41,685 We've empowered our caregivers to say, um, 203 00:08:41,985 --> 00:08:43,005 you know, I need help. 204 00:08:43,325 --> 00:08:44,965 I need to escalate this 205 00:08:45,345 --> 00:08:47,885 and, um, have ownership over these lines. 206 00:08:47,885 --> 00:08:49,725 These are really, you know, 207 00:08:49,755 --> 00:08:53,365 nursing driven quality indicators, nurses drive 208 00:08:54,215 --> 00:08:56,125 decreasing these hospital acquired infections 209 00:08:56,225 --> 00:08:57,485 and getting these lines out. 210 00:08:57,985 --> 00:09:01,485 Um, so I think, you know, that really has been my, 211 00:09:01,545 --> 00:09:04,045 my most successful project over the past year. 212 00:09:04,065 --> 00:09:07,005 And we continue to, to maintain that success. 213 00:09:07,105 --> 00:09:08,925 And we've also seen, you know, 214 00:09:09,005 --> 00:09:10,925 a shift in our engagement scores and our, 215 00:09:10,945 --> 00:09:14,645 and our satisfaction scores along with, you know, improved, 216 00:09:14,905 --> 00:09:16,165 um, culture of safety. 217 00:09:17,685 --> 00:09:18,935 - Wonderful. Thank you so much 218 00:09:18,995 --> 00:09:20,815 for giving us all that insight. 219 00:09:21,355 --> 00:09:24,375 Um, the clinical workforce has changed a lot in the last few 220 00:09:24,375 --> 00:09:26,295 years, as I'm sure you are well aware. 221 00:09:26,645 --> 00:09:28,055 What challenges are you still facing 222 00:09:28,055 --> 00:09:29,855 and how do you see the clinical workforce evolving? 223 00:09:30,895 --> 00:09:33,465 - Yeah, I think this is a, there, 224 00:09:33,495 --> 00:09:34,825 there's a lot to this question. 225 00:09:35,005 --> 00:09:39,345 So, um, the clinical workforce changes daily, monthly. 226 00:09:40,625 --> 00:09:45,025 I think one thing we can't deny is there are not enough 227 00:09:45,715 --> 00:09:48,065 caregivers to care for the number of patients. 228 00:09:48,845 --> 00:09:52,665 And, you know, specifically speaking in my, in my area, 229 00:09:52,765 --> 00:09:55,145 you know, the biggest focus is on, 230 00:09:55,285 --> 00:09:56,945 on having enough registered nurses. 231 00:09:57,965 --> 00:10:02,865 Um, so I think that we as uh, nursing leadership 232 00:10:02,885 --> 00:10:04,785 and hospital leadership in general, we have 233 00:10:04,785 --> 00:10:07,385 to start thinking differently about how we're gonna care 234 00:10:07,405 --> 00:10:10,585 for patients and how we're gonna continue to give quality 235 00:10:10,645 --> 00:10:14,025 of care, um, than we, you know, differently than we used to. 236 00:10:15,295 --> 00:10:17,835 One of the things that we're doing here 237 00:10:18,095 --> 00:10:20,715 and throughout the Guthrie system is changing to a, 238 00:10:20,875 --> 00:10:22,115 a team nursing model. 239 00:10:22,535 --> 00:10:24,195 So this was a model that was, you know, 240 00:10:24,265 --> 00:10:25,715 dumb back in the eighties, 241 00:10:25,895 --> 00:10:27,435 but we're kind of bringing it 242 00:10:27,435 --> 00:10:28,715 back, but doing it differently. 243 00:10:28,855 --> 00:10:31,555 And what it really involves, it involves bringing RNs 244 00:10:31,555 --> 00:10:34,475 and LPNs and care partners together 245 00:10:34,815 --> 00:10:38,315 and bringing LPNs back into inpatient care when, you know, 246 00:10:38,355 --> 00:10:40,275 a few years ago when we did primary nursing, 247 00:10:40,345 --> 00:10:42,515 they were pushed back out to the clinics. 248 00:10:42,935 --> 00:10:45,355 So we're bringing them back into inpatient care 249 00:10:46,455 --> 00:10:48,035 and we put 'em in a team format. 250 00:10:48,095 --> 00:10:49,635 So you've got an rn, an LPN, 251 00:10:49,635 --> 00:10:52,115 and a care partner taking care of a group of patients. 252 00:10:52,505 --> 00:10:55,395 What this allows us to do is really increase the number 253 00:10:55,575 --> 00:10:58,275 of hands available to care for patients, 254 00:10:58,735 --> 00:11:01,995 and it allows each individual to work at the top 255 00:11:01,995 --> 00:11:03,915 of their license, um, 256 00:11:03,975 --> 00:11:06,835 and allows the RN to delegate appropriately. 257 00:11:08,135 --> 00:11:11,955 And it allows increased amount 258 00:11:11,955 --> 00:11:14,565 of time at the bedside with the patient. 259 00:11:14,785 --> 00:11:17,765 And I think, you know, we've done this on our nursing units 260 00:11:17,825 --> 00:11:19,045 and we've been successful 261 00:11:19,045 --> 00:11:21,165 and we've been able to improve outcomes, 262 00:11:22,225 --> 00:11:25,725 but I can see how it applies to other areas as well. 263 00:11:25,905 --> 00:11:28,205 So I think as leaders, we're gonna have to continue 264 00:11:28,205 --> 00:11:31,765 to be proactive about areas where there are going 265 00:11:31,765 --> 00:11:35,645 to be shortages such as, uh, respiratory therapy, um, 266 00:11:36,325 --> 00:11:37,765 physical therapy, ot, 267 00:11:39,225 --> 00:11:41,365 and then how can we be creative with those care models 268 00:11:41,625 --> 00:11:43,085 so we can continue again 269 00:11:43,085 --> 00:11:44,965 to provide high quality care to patients. 270 00:11:45,145 --> 00:11:47,085 You know, we look at respiratory therapists, 271 00:11:47,385 --> 00:11:49,725 so maybe we need to add some more techs 272 00:11:49,945 --> 00:11:52,405 or to the respiratory therapy team, you know, 273 00:11:52,405 --> 00:11:55,805 and have RT techs that can break down equipment 274 00:11:55,825 --> 00:11:59,565 or put equipment together, clean equipment, um, so 275 00:11:59,595 --> 00:12:03,325 that our respiratory therapists can work more at the top 276 00:12:03,325 --> 00:12:05,245 of their license, um, 277 00:12:05,505 --> 00:12:07,805 and handle the patient care that they need to handle. 278 00:12:08,465 --> 00:12:11,205 And it's always gonna be different upon in each region, 279 00:12:11,545 --> 00:12:13,165 you know, what, what your shortage is. 280 00:12:13,465 --> 00:12:16,005 But I think that it's really about being ahead 281 00:12:16,425 --> 00:12:18,045 of what's happening in the workforce 282 00:12:18,505 --> 00:12:22,365 and being proactive about how are we going to 283 00:12:23,065 --> 00:12:26,885 be ready to face this so that our patients don't feel 284 00:12:27,425 --> 00:12:29,645 any difference in, in, in their care, 285 00:12:29,755 --> 00:12:31,045 that they're getting the quality 286 00:12:31,045 --> 00:12:32,365 of care that we've always given. 287 00:12:33,625 --> 00:12:36,485 So I just, I wanted to mention as well, um, 288 00:12:36,555 --> 00:12:40,365 virtual virtual care, virtual care is still up and coming 289 00:12:40,625 --> 00:12:42,005 and, and it's expanding. 290 00:12:42,425 --> 00:12:44,845 Um, but I think this is gonna continue 291 00:12:44,845 --> 00:12:47,165 to be very important in the inpatient world 292 00:12:48,105 --> 00:12:51,485 and using our technology to provide virtual support. 293 00:12:52,185 --> 00:12:56,765 So we're talking about virtual sitters, um, telemetry techs, 294 00:12:56,955 --> 00:13:01,485 virtual ICU nurses, virtual med surg nurses, people 295 00:13:01,485 --> 00:13:06,165 that can provide extra support, uh, to the inpatient staff 296 00:13:06,165 --> 00:13:08,285 that are hands-on and support in the way 297 00:13:08,285 --> 00:13:09,765 that they can do documentation. 298 00:13:10,225 --> 00:13:12,445 You know, when, when here at Guthrie we look at 299 00:13:12,465 --> 00:13:15,765 how many hours a day a nurse spends just documenting, 300 00:13:16,675 --> 00:13:20,285 it's really quite, it, it opens your eyes, right? 301 00:13:20,345 --> 00:13:21,765 And we need people to be able to, 302 00:13:21,765 --> 00:13:24,525 at the bedside providing physical care to patients. 303 00:13:25,225 --> 00:13:26,765 And that's one thing we've already started 304 00:13:26,765 --> 00:13:27,885 doing here at Guthrie. 305 00:13:27,885 --> 00:13:30,005 So we actually have virtual ICU nurses 306 00:13:30,265 --> 00:13:32,685 and virtual med surg nurses, um, 307 00:13:33,105 --> 00:13:35,245 and they can pop right in through cameras 308 00:13:35,465 --> 00:13:37,765 and patients' rooms and they can document turns 309 00:13:38,345 --> 00:13:40,045 and they can document admissions 310 00:13:40,105 --> 00:13:42,685 and discharges, they can talk with families. 311 00:13:43,385 --> 00:13:45,965 Um, and this is also huge 312 00:13:45,965 --> 00:13:48,965 because it provides a support, especially 313 00:13:48,965 --> 00:13:51,965 to our newly licensed nurses just coming out of school. 314 00:13:53,025 --> 00:13:55,005 You know, that's where our biggest pipeline 315 00:13:55,005 --> 00:13:56,965 of new nurses is coming anymore is, 316 00:13:56,985 --> 00:13:58,245 is our new grads every year. 317 00:13:58,465 --> 00:14:01,685 And having these experienced nurses virtually 318 00:14:01,695 --> 00:14:03,845 where they can just ask them questions 319 00:14:03,905 --> 00:14:06,205 or they can pop in, you know, through cameras in the rooms 320 00:14:06,225 --> 00:14:09,925 and help help these nurses, um, I think that's gonna be huge 321 00:14:09,945 --> 00:14:11,565 for recruitment and retention. 322 00:14:12,265 --> 00:14:14,045 And I, you know, I'm really proud to say 323 00:14:14,045 --> 00:14:16,205 that Guthrie is ahead of the game in this area. 324 00:14:17,445 --> 00:14:19,255 - Yeah, it certainly sounds like it. 325 00:14:19,395 --> 00:14:21,935 So thank you so much for sharing all that insight. 326 00:14:22,475 --> 00:14:24,415 And before I let you go, the last thing I wanted 327 00:14:24,415 --> 00:14:26,215 to ask you is, what is your best advice 328 00:14:26,555 --> 00:14:28,415 for aspiring physician nurse leaders? 329 00:14:30,155 --> 00:14:31,415 - So, my best advice, 330 00:14:31,515 --> 00:14:33,775 and I think what has gotten me, um, 331 00:14:33,835 --> 00:14:37,175 the farthest in my career is to be authentic. 332 00:14:38,315 --> 00:14:41,895 Be you know, your values and stay true to them. 333 00:14:42,755 --> 00:14:47,335 And when you are an authentic leader, it is, it makes it 334 00:14:47,335 --> 00:14:50,255 that much easier to make real connections with people. 335 00:14:50,835 --> 00:14:54,045 And I have found that ha relation, my relationships 336 00:14:54,075 --> 00:14:58,885 with others has really, uh, helped me in inspiring 337 00:14:59,465 --> 00:15:03,205 change and, um, moving initiatives forward. 338 00:15:04,225 --> 00:15:07,845 And I think another really important component is practicing 339 00:15:07,845 --> 00:15:10,725 self-awareness, knowing yourself 340 00:15:11,905 --> 00:15:14,365 and recognizing when you're wrong 341 00:15:14,745 --> 00:15:17,405 and being, being okay with admitting that. 342 00:15:17,865 --> 00:15:21,645 One of my mentors, I think, um, one of her greatest pieces 343 00:15:21,665 --> 00:15:25,725 of advice to me was, you know, the, the two best attributes 344 00:15:26,035 --> 00:15:29,525 that a leader can have is humility and vulnerability. 345 00:15:30,145 --> 00:15:34,765 Um, because when the people you work with can, can see 346 00:15:34,765 --> 00:15:38,045 that you are human too, and you make mistakes 347 00:15:38,345 --> 00:15:41,445 and you can admit it, you know that that goes a long way 348 00:15:41,445 --> 00:15:44,485 with people and really valuing yourself, 349 00:15:44,625 --> 00:15:46,605 taking breaks when you need it, right? 350 00:15:46,665 --> 00:15:48,125 The pandemic taught us anything. 351 00:15:48,125 --> 00:15:51,965 It taught us that, uh, healthcare workers in general, we, 352 00:15:52,265 --> 00:15:54,885 we burn out easily and we need to be aware of that. 353 00:15:55,705 --> 00:15:57,805 And then lastly, you know, network 354 00:15:58,105 --> 00:16:01,445 and take advantage of opportunities when they come along. 355 00:16:01,745 --> 00:16:04,245 Um, I think that, you know, during my career, 356 00:16:05,605 --> 00:16:08,565 things have come along and they felt right at the right time 357 00:16:09,025 --> 00:16:10,925 and I was able to take advantage of that. 358 00:16:11,465 --> 00:16:13,165 And, um, you know, we should, 359 00:16:13,165 --> 00:16:14,645 we should always have our eyes open 360 00:16:14,825 --> 00:16:16,325 and be ready for the next thing. 361 00:16:18,245 --> 00:16:19,545 - Yes, I completely agree. 362 00:16:19,545 --> 00:16:20,985 Thank you so much for those final thoughts. 363 00:16:21,055 --> 00:16:23,945 This has been an amazing and informative discussion. 364 00:16:24,005 --> 00:16:25,305 So again, I wanna thank you so much 365 00:16:25,305 --> 00:16:26,505 for coming on Becker's Healthcare. 366 00:16:26,565 --> 00:16:27,745 We really do appreciate it, 367 00:16:27,925 --> 00:16:29,705 and I look forward to connecting with you again soon. 368 00:16:30,395 --> 00:16:32,825 - Thank you. And again, I really appreciate the opportunity. 369 00:16:33,325 --> 00:16:37,185 - Of course, - It's so important for leaders at the top 370 00:16:37,185 --> 00:16:39,265 of organizations to keep learning, stay sharp, 371 00:16:39,455 --> 00:16:42,745 grow their networks, help our audience better do this in a 372 00:16:42,745 --> 00:16:45,105 more simplified, personalized, and meaningful way. 373 00:16:45,665 --> 00:16:48,105 Becker's Healthcare has launched my BHC, 374 00:16:48,615 --> 00:16:50,585 it's your trusted Becker's healthcare experience 375 00:16:50,585 --> 00:16:52,785 and more with content, connections, events 376 00:16:52,845 --> 00:16:53,865 and learning opportunities. 377 00:16:54,575 --> 00:16:55,625 Join the community free 378 00:16:55,625 --> 00:17:00,425 of charge@www.my dot becker's hospital review.com 379 00:17:00,525 --> 00:17:01,425 and we'll see you there.