Huntsville Hospital

Pat Jackson

Healthcare Engagement Leader

Pat Jackson is the Director of Patient Experience and Advocacy at Huntsville Hospital, with a demonstrated history of working in the hospital and healthcare industry. She is skilled in management, project management, customer service, patient experience (HCAHPS), patient satisfaction, curriculum development and training, employee engagement, and strategic planning. Jackson holds a Bachelor of Science (B.S.) in Marketing/Marketing Management and an MBA with a focus on Project Management, both from the University of North Alabama.

The Journey Continues: From Retail to Healthcare

I began my career in retail management, working for one of the largest retail chains for eight years. This experience laid the foundation for my expertise in customer service, particularly after I was promoted to manage a low-performing store. I trained my team to create a welcoming experience for customers, which transformed the store—elevating it from the bottom to the top within a year and a half. This achievement earned me the Regional Manager of the Year award out of 100 stores.

Eventually, I joined the Huntsville Madison County Chamber of Commerce, where I applied my leadership skills in team motivation, sales targets, data analysis, and customer retention. By building relationships with members and planning events, I managed a significant portion of the budget. I also coordinated trade shows and networking events, working with CEOs, senators, congressmen, and mayors to foster business connections.

In my current role at Huntsville Hospital, I collaborate with senior leaders, department heads, and key stakeholders to develop action plans, monitor data, and improve processes to enhance patient experience. I also partner with HR for events such as Hospital Week, leading employee engagement activities and providing meals for thousands of employees. It has been an exciting journey, and I still love what I do—helping people and driving meaningful change.

Key Strategies to Improve Patient Experience

One of our most important recent initiatives has been improving our HCAHPS survey results, specifically focusing on communication in the medication domain. For months, we consistently received a three-star rating, with occasional increases to four stars. My goal was to make that four-star rating a consistent achievement. A report from our survey vendor indicated that improving medication communication could significantly boost our star rating.

To identify the four lowest-performing units, I collaborated with two pharmacy directors and enlisted a pharmacy resident. We established a baseline and developed a medication tip sheet incorporating input from unit directors and educators. This patient-friendly, educational resource focused on the purpose of medications and potential side effects—areas where we had previously lacked clarity

We implemented the plan in two surgery units and two medical-surgical units, ensuring pharmacists attended staff meetings and huddles to train nurses on presenting the tip sheets to patients. After a quarter of monitoring, our results were clear: three of the four units showed improvement, with one achieving a 20 percent increase. The key differentiator was leadership—one unit’s leader actively trained nurses and followed up with charge nurses, resulting in significant improvement. The unit that showed no progress had merely placed the sheet in admission folders without engaging staff or patients.

“True success in healthcare comes from clear leadership, intentional collaboration and always prioritizing compassionate care for both patients and staff.”

This experience reinforced an invaluable lesson: communication and accountability are critical for success. Moving forward, we will refine our strategy based on the successful implementation and expand it across our 14-hospital system. Once fully implemented, we anticipate a one-point increase in our star rating for this domain, with even greater improvements over time.

The Hidden Crisis in Healthcare Management

The biggest challenges we currently face are staff shortages and competitive pay. We are competing with other industries that offer higher wages, making it difficult to attract and retain healthcare workers—including doctors, nurses, and support staff. For instance, a technician can earn more at retailers like Target or McDonald's than in a healthcare setting. Similarly, travel nurses often receive significantly higher wages than our full-time staff, making retention even more challenging. This talent shortage directly impacts patient care and outcomes.

Another growing concern is the increasing demand for mental health services. While our behavioral health unit serves approximately 1,700 patients annually, our emergency departments are overwhelmed with psychological cases, making it difficult to provide quality care. Financial constraints and shifting regulations also create additional challenges, constantly moving the goalposts in healthcare. Despite these difficulties, I believe that through collaboration, we can develop innovative solutions and continue improving patient care.

The Role of Technology in Elevating Healthcare

Technology plays a vital role in enhancing the patient experience. Electronic health records improve information access, helping patients make informed decisions and achieve better outcomes. Similarly, telemedicine offers a convenient care option, particularly benefiting elderly or disabled patients by improving health equity and allowing them to receive services remotely.

Recognizing the challenges in scheduling patient appointments, we are exploring scheduling software with automated reminders to enhance workflow efficiency. During a recent snowstorm, employees struggled to manually alert patients about rescheduling. In such situations, automated systems would streamline communication and prevent patients from traveling in hazardous conditions

We also leverage data analytics to track performance metrics, identify trends, and use predictive analytics to anticipate patient needs and improve service delivery. Additionally, we are exploring communication tools such as an engagement platform for staff, similar to Facebook, where employees can celebrate birthdays and milestones, fostering better workplace engagement.

To stay informed and enhance decision-making, we integrate technology into training and education. Online courses, virtual simulations, and remote learning opportunities have become essential, particularly in the wake of the COVID-19 pandemic, which underscored the need for adaptable, accessible education. Our digital transformation efforts aim to improve efficiency, communication, and support for both patients and caregivers.

Advice for Healthcare Professionals

As a 20-year veteran, my advice to healthcare professionals is to ensure senior executive buy-in. Without alignment from leadership, success can be difficult to achieve. It is essential to have everyone working toward the same goals, setting clear standards, and creating actionable plans. We regularly meet with leaders to develop strategic action plans focused on patient experience and advocacy, ensuring intentional and measurable progress.

Building strong relationships with leadership is crucial because patient experience and advocacy involve both clinical and nonclinical staff. A collaborative, interdisciplinary approach fosters inclusion and drives better outcomes. Currently, we are implementing compassionate training programs to remind staff why they chose healthcare—it is not just about the paycheck but about a passion for helping people. Through advisory councils, we prioritize patient and family involvement, ensuring our decisions align with their needs.

While continuous staff training is essential, patience is equally important. Meaningful progress takes time— sometimes a year or more—but with persistence and dedication, sustainable improvements can be achieved.