Jodi Bigness, Hospice Manager at Partners in Care, has been named to the Frontline Honors Awards Class of 2025 by Hospice News.
To become a Frontline honoree, an individual is nominated by their peers. The candidate must be:
- A dedicated, high-performing frontline worker who delivers exceptional experiences and outcomes
- A passionate worker who knows how to put their vision into for the good of their respective industry, the patients and residents they serve, and their families
- An advocate for their industry and their fellow colleagues
Hospice News recently caught up with Bigness to discuss her time in the hospice & palliative care industry.
HSPN: What drew you to this industry?
Bigness: I was first introduced to hospice when an agency nurse suggested I might be a good fit as a certified nursing assistant (CNA). I was hesitant at first — I had never experienced hospice care personally or professionally, but after my interview, something clicked and I knew immediately this was where I was meant to be.
The compassionate, patient-centered approach of hospice felt like a natural extension of how I wanted to care for people. Along the way, I was fortunate to be guided by incredible nurse mentors who saw potential in me and encouraged me to continue growing. I became a nurse because of them, and I’ve stayed in hospice because it continues to feel like meaningful, purpose-driven work every single day.
HSPN: What’s a misconception you had about this work before you started – and how has reality differed?
Bigness: Before I started in hospice, I had heard many of the common misconceptions — that choosing hospice means giving up, that we don’t allow patients to eat or drink, or that we simply give morphine until someone passes.
What I’ve learned is that hospice is the opposite of giving up. It’s about focusing on comfort, dignity, and quality of life. We follow each patient’s wishes, support their ability to eat and drink as they choose, and use medications thoughtfully to ease symptoms, not hasten death.
The reality is that hospice is deeply compassionate, individualized care. It’s about helping people live as fully and comfortably as possible in the time they have.
HSPN: Was there a moment in your career when you realized, “This work really matters”? What happened?
Bigness: For me, it hasn’t been one single defining moment, but rather many small, quiet ones over the years. It’s in those everyday interactions — sitting with a family in their grief, easing someone’s physical pain, or simply offering a reassuring presence — that I’m reminded how meaningful this work truly is.
At the end of a day, when I can reflect and know that I helped ease someone’s suffering, whether physical or emotional, I’m reminded why this work matters. Those moments, woven together, are what make this work so important to me.
HSPN: What’s the most valuable skill you’ve developed on the front lines that people often overlook?
Bigness: The most valuable skill I’ve developed is the ability to slow down, sit with my patients, and genuinely get to know them. In hospice, every person’s goals, fears, and hopes are different, and taking the time to understand who they are allows us to create care that truly honors their wishes. It’s a quiet skill — listening deeply, building trust, and partnering with patients and families — but it makes all the difference in helping them reach the goals that matter most in the time they have left.
HSPN: What’s one decision leaders make that has a bigger impact on frontline workers than they might realize?
Bigness: Staffing decisions — even the small ones — have an enormous impact on frontline workers. Often staffing decisions are based on census, which can fluctuate daily, and that creates challenges that leaders outside this space don’t always see.
For small nonprofit hospice agencies, the margins are especially tight, so every staffing adjustment affects workload, team morale, the ability to respond quickly, and ultimately the quality of care at the bedside. Thoughtful, transparent staffing decisions help frontline teams feel supported, valued, and able to give patients the time and presence they deserve.
HSPN: What’s a simple change – policy, tool, or mindset – that would make frontline work more effective?
Bigness: Flexibility. Frontline work changes by the hour, especially in hospice, where patients’ needs, family dynamics, and care plans can shift quickly. Having a mindset — and organizational culture — that supports flexibility allows teams to reassess, pivot, and create a new plan when needed.
HSPN: What gives you optimism about the future of this industry, despite its challenges?
Bigness: What gives me the greatest optimism is seeing new nurses enter the field. Their excitement and curiosity are infectious, and that energy is something our industry deeply needs.
Today’s graduates are coming in with a stronger foundation in wellness, self-care, and professional boundaries — skills that weren’t always emphasized in the past, but are essential for maintaining resilience and preventing burnout. Watching them bring fresh ideas, renewed passion, and a healthier approach to the work makes me confident that the future of hospice and frontline care is in good hands.
