Healthcare is one of the most important and rapidly growing sectors during this economic climate. With the move to value-based care models and a more consumer-driven healthcare environment, this vital industry must respond swiftly and strategically to the scarcity of resources, generational shifts in the labor force, and technological advancements. The Chief Nursing Officer will be instrumental in the execution of necessary changes while focusing on achieving the goal of The Triple Aim.
Strategies being debated include: Creating an environment that attracts talent and aggressively screening labor from alternative markets, as well as, developing curriculum and tools to enhance the skills of healthcare professionals where emerging technologies are being employed. These issues enhance quality patient care which is the key responsibility driving a CNO's success.
As a respected and valued member of senior management, the CNO must be skilled in communications while building and strengthening bridges between clinicians and management. The Chief Nursing Officer Summit will feature high-level strategy sessions discussing issues to effectively address the complications associated with hospital expansions, finding avenues for increased cooperation, building useful partnerships with educational institutions, extending shared governance and decreasing nursing documentation time.
Registration and Continental Breakfast
Get to Meet the CNOs Ice Breaker
Chairperson Opening Remarks
The Power Academic-Partnerships: The Stony Brook Experience
The Stony Brook University Hospital (SBUH) and the School of Nursing (SON) have solidified the foundation of an academic practice partnership since 2010. The SBUH-SON collaborative relationship was implemented to address issues through mutual-goal setting; sharing of risks, responsibilities, accountability; and sharing of resources. In this session, we will look at how this relationship has:
Lee Anne Xippolitos | Dean Stony Brook School of Nursing | Stony Brook University
It Takes a Village: Involving the Team to Recruit and Retain Nursing Staff
Pamela Bigler | CNO & SVP | Carle Foundation Hospitals & Physician Groups
Dynamic Demographics: The Changing Face of the Workplace
For the first time in history, four distinct generations comprise the American workforce. Understanding the key characteristics of each generation is key to optimizing performance and creating a workplace of choice. Successful organizations not only acknowledge the differences in values and mores but celebrate and leverage the diversity to ensure inclusiveness and engagement. This interactive session will outline strategies to assist leaders in designing the work culture of the future.
Kelly Edmondson | Chief Nursing Officer | Bon Secours Mary Immaculate Hospital
Morning Refreshment Break
Determining the Optimal Nurse-Doctor Relationship to make your Staff Effective
Long Island Jewish Forest Hills (LIJFH) is a 312-bed community hospital in Queens, New York. Each floor is overseen by a Nurse Manager and a Provider (physician, nurse practitioner, or physician assistant). An innovative Care Model was created that optimized and strengthened the Nurse Manger- Provider relationship. To begin, the Chief Nursing Officer and Medical Director engaged nurse leaders and providers in discussions to address communication barriers amongst the care team as well as opportunities to enhance a patient’s plan of care as they navigated through the healthcare continuum. To this end, LIJFH developed a care model that partnered a provider and a nurse leader on each unit and empowered them to co-manage the patient’s plan of care throughout their hospital course. The Co-Ceo’s had oversight of an interdisciplinary team and helped facilitate the patient’s return to the community. Outcomes to date support this model of co-leading nursing units. It facilitates communication among the care team, and this, in turn, influences quality outcomes (22% improvement), the patient experience (7% improvement) and financial outcomes (19% improvement in predicted excess days).
Mary Curran | Associate Executive Director/Chief Nursing Officer | Northwell Health, Long Island Jewish Forest Hills
Utilizing Leadership Rounding to Improve Patient Satisfaction and Employee Engagement
Successful leadership rounding has been shown to positively impact patient satisfaction while also improving staff morale and overall employee engagement of nursing staff. In this session we will share best practices in the implementation of rounding to increase satisfaction and look at such things as:
Marilyn Riley | VP & Chief Nursing Officer | IU Health
Pablo Vasquez | Associate Chief Nursing Officer | Houston Methodist The Woodlands Hospital
Catching Some ZZZZ’s – The Development of a Sleep Centric Nursing Unit
Getting a proper amount of quality sleep is important to everyone’s health and well-being. And, unfortunately time spent in a hospital is not always a restful one. There are many aspects of hospital/rehabilitation care that cam impact sleep, and until we fully understand how that can impact our patients’ sleep and recovery, we cannot begin to provide proper care. This session, will provide insight into the research that has driven Craig Hospital to create a sleep centric rehabilitation unit.
Jennifer Biggs | ACNO | Craig Hospital
Patient Centered Care – Redesigning How Healthcare Is Delivered
Empowering patients to be leaders in their healthcare delivery can provide cost-effective financial benefits to hospitals and be extremely rewarding for the patient. This session will:
Outline a healthcare and service delivery format that includes the patient and family experience and perception of care
Duke Lim | Associate Vice President – Nursing & Patient Services | University of Florida Health Shands
Infection Prevention and Trends in Hospital Acquired Infections
In this interactive roundtable discussion questions and topic areas discussed may include:
Alastair Monk | Vice President Medical Products | Cupron Inc.
Developing a Standardized Competency Framework
While we have made great strides in measuring nursing competence, we have not yet achieved standardization within our profession. The variation we see across the country contributes to professional and organizational risk, leading to costly mitigation efforts. Our need to tackle this issue has become far greater given a more transitional and multi-generational workforce. What steps can we take towards progress?
In this interactive roundtable discussion, we will discuss:
Integrating gamification to enable self-directed competency and career development
Trisha Coady I VP & General Manager of Clinical Development & Talent Solution | HealthStream
Personalized Patient Engagement
A discussion of strategies for taking a patient and family-centered approach to engage and empower patients in their health.
Tiffany McCauley I Nurse Executive I Elsevier
Contract Staffing – Strategic Solution or Necessary Evil?
In the Triage Staffing roundtable, we will discuss one of the hottest and hardest hitting topics affecting CNOs and Health Systems today. To better leverage Contract Staffing to your benefit, it’s important to define the current market landscape and understand how skilled labor dovetails into patient care and maximum reimbursements. We will explore how to balance patient care scores, workforce fatigue and overall quality in a high census but cost compressed healthcare marketplace. This discussion will entail open sharing of best practices, discussing tried and true solutions and brainstorming innovative new ideas.
Erik Mockelstrom | Director of Strategic Partnerships | Triage Staffing
Afternoon Refreshment Break
Using LEAN to Foster Shared Decision Making and a Culture of Accountability
LEAN tools, when embedded, in our daily work focuses frontline staff on identifying and solving problems where the work happens. Teamwork, interdisciplinary collaboration, and genuine engagement cultivate innovation and ownership toward achieving results. In this session, we will look at things such as:
Marian Chima | VP, Patient Care Services & Chief Nursing Officer | Lifebridgehealth/Levindale
Accelerating Improvement Results With Your Clinical Analytics Program
Widespread adoption of EMRs has resulted in the exponential growth of healthcare data; however the data collection by itself does not drive improved organizational performance. Utilizing a clinical business Intelligence (CBI) program turns data into insight and supports improved decision making; therefore, producing value. Within a healthcare organization, performance improvement potential can span from bedside to market level. A robust CBI strategy should be closely aligned with the overall strategic goals of the enterprise to ensure appropriate prioritization of projects and resource assignments. This interactive session will examine things such as:
Karen Knight-Frank | Clinical Nurse Specialist, Nursing Informatics | San Joaquin General Hospital
Transforming the Care Model: Tele-health Brings Big City Healthcare to Community and Critical Access Hospitals
Considering the implementation of tele-health services? Don’t miss this engaging session! Learn how one large integrated health system leveraged technology to bring specialty services to rural communities with scare resources. Discussion will include: night shift tele-health hospitalist coverage, specialist consults, connecting mom with newborns, and the growing need for RN competency with digital medicine. Two CNO’s share the journey of how their hospitals embraced innovation, built community and organizational acceptance, and enhanced relationships with IT and physician partners to successfully implement a new care delivery model.
Meleah Mariani | Chief Nursing Officer | Spectrum Health Gerber Memorial Hospital
Helen Johnson | Chief Nursing Officer | Spectrum Health Ludington Hospital
Resiliency in Nursing
Pablo Vasquez | Associate Chief Nursing Officer | Houston Methodist The Woodlands Hospital
Help Nurses Speak Up: Develop Your Leaders & Assist in Reaching their Goals
The Chief Nursing Officer (CNO) is a health care executive, but the status of the CNO varies between organizations. The status of all nurses in the organization mirrors that of the CNO. At best, nurses work collaboratively with all members of the team. At worst, they are dominated by other disciplines and the first to experience cutbacks in staff. This makes nurses vulnerable, as their jobs can depend on going along to get along. When nurses do speak up does the organization commit to resolve issues? In this session, we will discuss tools to teach your nurses it is “OK” to speak up and how this not only allows them to achieve their goals but also can create a better, more effective and profitable organization. We will look at such issues as:
Bonnie Pierce | Associate Director for Patient Care Services | Eastern Oklahoma VA Health Care System
Christopher G. Wilson | Chief Nursing Officer | Arbour Hospital/Universal Health Services, Inc.
Building an Environment that Creates Genuine Engagement
Creating an environment that focuses on engaging the entire network of care to support an individual’s health “journey” is a critical component of success. This means that an organization must work from the inside out and build a culture that focuses on health and wellness for their employees and that strives for an environment in which teamwork is praised and change is not something to run away from scared.
This interactive session will discuss issues such as:
Elizabeth Menschner | Associate Chief Nursing Officer | Temple University Hospital System
Morning Refreshment Break
Building Resilience in New Graduate Nurses
New graduate nurses experience many challenges when transitioning to practice (TTP). For many, the period of transition from student to nursing professional is less than optimal, with many still experiencing reality shock, cognitive dissonance, and theory-practice gaps. Many healthcare employers, including Magnet-designated hospitals, have incorporated formal residency programs to assist the new graduate nurse during this transition. However, much of the focus is on the continued development and enhancement of the knowledge, skills, and attitudes needed to function within the clinical environment. Very little has been done to support the new graduate nurse as he/she learns to cope and/or deal with transitions stress, which is often the cause of attrition and burn-out. The Stephens Model of Resilience was developed to address the unique issues faced by nursing students and new graduate nurses to assist them in developing healthy coping strategies to promote resilience. This model is the foundation of the RN P.R.E.P. (personal resilience enhancement plan), a supplemental program created to assist the new graduate nurse in confidently facing challenges encountered during TTP and successfully moving forward as nursing professionals. The purpose of this presentation is to describe the development and integration of the RN P.R.E.P. program into our new graduate residency program.
Patricia Hart | Associate Chief Nursing Officer | Medical University of South Carolina
Teresa Stephens | Associate Professor | Medical University of South Carolina
Tiffany McCauley | Clinical Executive | Elsevier
Forecasting Patient Volume and Aligning Staff Through Predictive Analytics
By utilizing predictive analytics to forecast patient volume and workforce analytics to align staffing sources with that demand, Geisinger’s Northeast Region has seen significant and immediate improvements in a number of key metrics that result in a better, more efficient method of delivering care. These metrics include a reduction of overtime hours by more than 50% for RNs, and more than that with other skill groups and fill rates of 91% in the most recent period, thanks in part to a volume prediction that was 96% accurate; significantly better then scheduling to max capacity, the previous method employed.
Additionally, the combination of predictive and workforce analytics has enabled Geisinger’s Northeast Region to reconcile their open positions and ensure they are focusing their recruitment efforts to the right areas. Additionally, this analysis uncovered a need to building regional float pools for specialized units across campuses and increase the number of FTEs within site-based float pools to ensure proper contingency resources are available to maintain fill rates.
Angelo Venditti | Chief Nursing Officer, Northeast Region | Geisinger
Alphabet Soup: MACRA, MIPS, QPP and APMs – Moving from Volume to Value
This session will examine the current payment reform models and what is expected to change in the near future. We will address the various alphabet soup of acronyms as we move on this Journey to Value and discuss what we will need to prepare for it.
Debra Harrison | Emeritus CNO | Mayo Clinic
Chairperson’s Closing Remarks
Conclusion of Summit & Box Lunch Available
Early Bird Rate
|*Long-term Healthcare Facilities, Outpatient Clinics, Healthcare Systems, Physician Group, Hospital, Government Employees||$695 (includes 2 nights' hotel stay) *based on availabilities||$895 (includes 2 nights' hotel stay) *based on availabilities|
Registration subject to approval. To qualify you must be currently employed by a non-vendor company. Eligibility will be verified by conference producer. Opal Group reserves the right to allocate places and to refuse applications.
*Health plans must be CMS approved as Medicare, Medicare Advantage or Medicaid health plans
Determining the Optimal Nurse – Doctor Relationship to Make Your Staff Effective
Challenges of Chief Nursing Executives in Small & Rural Hospitals
Bringing Family Engagement into the Patient Experience Formula
Optimizing Nurse Resiliency
Tackling Population Health & What it Means for Today’s CNO
Dynamics of a Multi-Generational Nursing Staff
Understanding the Numbers: Making a Budget Work
In support of improving patient care, this activity has been planned and implemented by Contemporary Forums and Opal Events. Contemporary Forums is jointly accredited by the American Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.
This activity awards 10.5 contact hours.
This course is approved by Contemporary Forums, California Board of Registered Nursing Provider #04516, for 12.6 contact hours.
Very organized and accommodating especially to the speakers. Love the flow with shorter than usual time frames for sessions! Thank You!RN
Getinge Group (sponsor)
Very organized and accommodating especially to the speakers. Love the flow with shorter than usual time frames for sessions! Thank You!Director of Nursing Informatics
UMC El Paso
The CNO Summit provided by the Opal Group was a great experience with great networking!CNO
Great Summit! Very informative and a great organization that put it on!RN
Getinge Group (sponsor)
Great educational/networking event tailored to the unique group of CNO’s. Please continue next year!CNO & VP Patient Care Services
Sinai Health System
The content presented by each of the speakers was priceless in regard to sharing best practices, healthcare challenges and meeting challenges through collaboration, communication in a consistent manner.Director Nursing Informatics
UMC El Paso