2023 Nursing Leadership Summit

7:15am – 8:00am
Conference Registration & Networking Breakfast 

8:00am – 8:15am
Chairperson’s Opening Remarks 

8:15am – 9:00am
Nurse Leadership During a Crisis: Ideas to Support You and Your Team
Crisis leadership requires communication, a clear vision and values, and caring relationships. During a crisis – such as the current coronavirus pandemic – these are essential parts of nurse leaders’ roles. This session will examine the existing evidence about each of these themes and suggest ways in which nurse leaders can support themselves and their teams. We’ll also discuss the implications for training and the future opportunities that arise as a result of a crisis.

Genean Grant, MHA, BSN, RN, NE-BC
Clinical Executive Leader
AMN Healthcare/BE Smith

9:00am – 9:45am
Evidence-Based Practices to Reduce Nurse Burnout and Turnover
We are in the midst of another nurse staffing crisis due to burnout, increased turnover and fatigue and mental trauma due to Covid. I will be presenting some of the interventions that can be utilized at the individual, unit, and organizational levels to help reduce burnout and turnover in the nursing staff. There will be an emphasis on evidence-based interventions and a discussion of the ROI of various interventions.

Gideon Strich, MD, FACR, BCC
Clinical Professor of Radiology
University of California Irvine 

9:45am – 10:15am
Networking & Refreshments Break 

10:15am – 11:00am
Nursing Leadership in our New Reality
The COVID-19 pandemic disrupted every aspect of the healthcare systemand challenged almost every belief that we as healthcare leaders held, including how care is delivered and by whom; how quickly we canrespond to the changed environment; and how to develop structures and processes to optimize practice settings. As we move forward in our recovery, we need to adopt new tools and skills in order to continue to be effective healthcare leaders. Some of these which I will discuss are:

• Building resiliency among clinicians
• Leading interprofessional teams
• Rethinking skill mix and models of care delivery
• Identifying and developing emerging leaders.

Carl Balcom, DNP, MBA, RN, NEA-BC, CHE, FACHE
Transitional Leader
HCA Healthcare 

Mary Menafra, MSN, RN, CEN
Transitional Leader
HCA Healthcare

11:00am – 11:45am
Utilizing Real-Time Demand Capacity to Manage Patient Flow Post-COVID
For hospital leaders managing unexpected surges in patient demand, the ability to foresee and adapt to rapidly changing circumstances has become critical for hospital operations. While COVID-19 has highlighted hospital capacity and exacerbated these challenges, the problem is historical and universal. Emergency departments (EDs), Intensive care units (ICUs), Post-anesthesia care units (PACUs), hospital transfers, procedural areas, and direct admits are all access points seeking the few available beds. Patient boarding, hallway beds, long delays, canceled surgeries and denial of transfers are the result – causing frustration, anxiety, and potentially harmful outcomes in patients while adding to the pressure on staff. Is the solution more beds? More staff? What if we could predict potential bottlenecks in patient flow in real-time – and prevent them before they occur? Explore how one healthcare organization tackled this challenge by better-predicting demand and capacity and managing beds.    

Pamela Douglas-Ntagha, DNP, JD, MBA, MSN, RN
Director, Patient Resources
University of Texas MD Anderson Cancer Center 

11:45am – 12:30pm
The Impact of a Nurse Manager Development Program
Nurses are commonly promoted to the role of nurse manager based on clinical competency rather than managerial skill or operational knowledge. The nurse manager is well positioned to influence organizational goals, patient outcomes, and healthy work environments within an assigned area. The clinical nurse stepping into a managerial role may take up to seven years to develop the competency required to confidently perform in their new role. The transition from clinician to leader and manager requires a structured approach. Nurse managers, with less than seven years of managerial experience in the hospital setting, completed a nine-week structured development program; A pre- and post-competency was measured, using the AONL Nurse Manager Skills Inventory Tool assessing three domains: the art of leading people, the science of managing the business, and the leader within. The results reflected improved competency in all domains.

Carina Menjivar, MSN, MBA, RN, NEA-BC, CPHQ
Quality Department Manager, Quality Management
Pomona Valley Hospital Medical Center

12:30pm – 1:30pm
Luncheon 

1:30pm – 2:15pm
TBD 

2:15pm – 3:15pm
Panel: Patient Experience: A Call to Action for Nurse Leadership
Healthcare organizations recognize that it is difficult to achieve consistent excellence in patient experience. Nursing leaders cannot underestimate the importance of the role they play in efforts to improve the patient experience. This session will explore actions for nurse leaders to consider reframing the patient experience as a focal point for the entire organization's strategic approach and tactics. This involves facilitating a dialogue about the organization's patient experience definition; building a strong, positive organization culture; creating processes to ensure the engagement of all voices; ensuring a focus across the continuum of care; and addressing the key drivers of patient experience excellence.

Panelists:

Pamela Brewer
Manager, Patient Experience
Dignity Health - St. Rose Dominican Hospital 

Kathy Matson, DHA, MSN, RN, NE-BC
Nurse Administrator, Nursing Resources
Mayo Clinic 

Carol Rajchel, MBA, RN
Director of Operations Center
Dignity Health - St. Rose Dominican Hospital 

Ryan Ribeira, MD, MPH
Assistant Professor
Medical Director, Adult Emergency Department
Department of Emergency Medicine
Stanford University School of Medicine 

3:15pm – 3:45pm
Networking & Refreshments Break 

3:45pm – 4:30pm
Improving Nursing Staff Workplace Satisfaction
Ask any nurse about workplace satisfaction and the response will likely be the same: Nursing is a demanding profession but is also very fulfilling. Some of the most rewarding parts of a nursing career include making a difference in people’s lives and positive relationships with patients. Dissatisfaction in the workplace is linked to lower-quality patient care, productivity and staff engagement, among other things. Nurse leaders have an opportunity to make the job even more rewarding by increasing workplace satisfaction and reducing staff stress. This session will explore steps for nurse leaders to increase workplace satisfaction.

Joshua Martin, DBA, MHA, BSN, RN, NE-BC
Director of Critical Care Services
HCA Florida Osceola Hospital 

4:30pm – 5:15pm
Innovations in Capacity Management
In the current environment, everyone is struggling with capacity.  Managing these strategies requires close collaboration with leadership across the hospital.  In this presentation we will review the strategies and collaboration approach implemented at Stanford Healthcare and discuss best practices for managing increasing capacity across the country.

Ryan Ribeira, MD, MPH
Assistant Professor
Medical Director, Adult Emergency Department
Department of Emergency Medicine
Stanford University School of Medicine 

5:15pm
End of Day One

7:15am – 8:00am
Networking Breakfast 

8:00am – 8:15am
Chairperson’s Remarks 

8:15am – 9:00am
Leadership Strategies to Improve Nurse Retention
The nursing shortage and high turnover rates are a problem in the healthcare industry. Nurse leadership has the most significant influence when it comes to nurse retention and keeping nursing staff satisfied. Predicting nurse turnover is essential for nursing leaders to avoid expensive costs and an increase in staff loss. Multiple issues can impact nurse turnover rates. Turnover can stem from nurse managers' treatment, leadership styles, potential biases they may show, or benefits given to specific staff and not others. Amid an increasing nursing shortage, nurse leaders must find the best way to recruit and retain staff. This session will explore leadership strategies that hospital senior nurse managers use to improve nurse retention.

Fadia Mustafa, BSN, RN
Nurse Manager
UH St. John Medical Center 

9:00am – 9:45am
Developing Nurse Leaders
Nurse leaders are essential to the advancement of healthcare because of their ability to bridge the gap of knowledge between clinical practice and the business of healthcare. Developing nurse managers is imperative to the future of nursing given their influential role in healthcare. This session will examine the importance of effective leadership for nurses, as well as how nurse leaders can develop their skills.

Kathy Matson
Mayo Clinic 

9:45am – 10:15am
Networking & Refreshments Break 

10:15am – 11:00am
Nursing liability and Lessons for Nurse Leaders
This session will address scope of practice and liability for nurses. Case studies and claims trends and data will be presented involving nurses. From this information, attendees will have better understanding of what are the risk issues and risk mitigation strategies to avoid being involved in a medical malpractice lawsuit. Nurse leaders will be able to use the information to share with nursing staff and educate staff on best practice strategies to limit their liability risks.         

Arlene Luu
Senior Clinical Risk Consultant
MedPro Group 

11:00am – 11:45am
Patient Safety Culture: The Nursing Leader’s Role
Discussions about a culture of patient safety abound, yet nurse leaders continue to struggle to achieve such a culture in today’s complex and fast-paced healthcare environment. This session will examine the concept of a patient safety culture, including leadership, evidence-based practices, teamwork, communication, and a patient-centered culture. Nurse managers will learn practical examples illustrating how they can help their teams establish a culture that offers patients quality care in a safe environment.

Cathy Knorzer
Chief Nursing Officer
University Hospitals

11:45am
Conference Concludes

12:45pm – 2:45pm
Workshop
Leading a Multigenerational Nursing Workforce: Issues, Challenges and Strategies
Today’s nursing workforce is made up of staff and nursing leaders from four different generational cohorts. Generational diversity, including workforce differences in attitudes, beliefs, work habits, and expectations, has proven challenging for nursing leaders. The session will assist nursing leaders to reframe perceptions about generational differences and to view these differences in attitudes and behaviors as potential strengths. Developing the skill to view generational differences through a different lens will allow the leader to flex their leadership style, enhance quality and productivity, reduce conflict, and maximize the contributions of all staff. We’ll provide an overview of the generational cohorts and presents strategies which nursing leaders can use to coach and motivate, communication with, and reduce conflict for each generational cohort of nurses.

Patti Artley, DNP, CPN, NEA-BC
Chief Nursing Officer
Medical Solutions