Chief Nursing Officer Summit 2018

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:

• Responded to challenges inherent in patient-care delivery
• Developed systems improvements to increase quality and safety and reduce costs
• Increased the research capacity
• Demonstrated mutual investment and commitment including a Memorandum of Understanding (MOU)
• Leveraged expertise from both the clinical and academic arenas
• Driven transformation and implemented change in a sustainable manner

It Takes a Village: Involving the Team to Recruit and Retain Nursing Staff

• Describe the departments/team needed to improve recruitment and retention strategies
• Describe tactics to recruit experienced nursing staff
• How do you improve first year new nurse turnover during recruitment
• Describe tactics for successful recruitment of international nurses
• Describe tactics that staff verbalize as retention strategies – and use them

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.

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).

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:

• Understand benefits of an active and engaged patient
• Discuss rounding programs that have shown to improve communication between patients and providers that also set clear expectations of an acute hospital stay
• Identify traits that innovative leadership should hold to be an effective rounding leader
• Examine all key stakeholders that should be communicated with when implementing leadership rounds
• Develop an action plan to implement effective rounding in your organization

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.

Luncheon

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:

• Explore educating the patient and family while in the hospital to have less readmission and greater prognosis
• Create a patient-family-centric environment from the bedside to the boardroom
• Illustrate innovative tactics to develop mutually beneficial partnerships and better collaboration

Outline a healthcare and service delivery format that includes the patient and family experience and perception of care

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:

• Introducing LEAN in a naïve environment
• Using daily huddles, Gemba walks, and real-time problem solving techniques to drive improvement
• Sustaining a LEAN culture with minimal resources.

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:

• How does the big picture (from HCAPS scores) to the minute detail (hand washing compliance for example) correlate
• How do you ensure employees at every level understand the effects of their decisions
• Best practices of a CBI road map to create a truly data-driven organization

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.

Closing Remarks

Cocktail Reception

Continental Breakfast

Opening Remarks

Resiliency in Nursing

•  Challenges of opening a full-service acute care community hospital in a last-to-market competitive environment
• Creating and sustaining high performing culture in a new hospital
•  Leadership recruitment for operational success
•  Staffing needs forecasting and partnership with HR for productivity effectiveness
•  Using standing operating procedures to ensure quality outcomes
• Physician training on practice and documentation impact on publicly reported quality data

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:

• Creating an open culture to share ideas, challenges, lessons learned and best practices
• Developing a “safe” environment for all demographics
• Understanding the challenges nurses have in your organization
• Building a plan to achieve personal and organizational goals

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:

• Conducting an organizational assessment of culture & strategy
• Determining the positives and challenges for your organization’s culture
• Understanding your culture’s demographics
• Improving nursing practice environment through implementing a just culture
• Learning to market to your employee base to build engagement internally
• Implementing a research/evidence-based practice Nursing Council
• Recognizing manners as to how you can take internal engagement to capture your patients’ attention and make their experience a happy one

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.

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.

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.

Chairperson’s Closing Remarks

Conclusion of Summit & Box Lunch Available