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Expense Report 0000469506Holly Mukina Empl ID: 00141848

Report Date: Status: Paid03/24/2015 1:09:39PM

Description: Management Conference

Business Purpose: Conferences

Nashville TNComment:

Date Expense Type Merchant Location Amount Currency

09/17/2012 Hotel/Lodging Gaylord Opryland Other - Location 1,329.600 USD

09/17/2012 Parking and Tolls Airport parking 66.000 USD

09/16/2012 Meals Dinner Other - Location 64.000 USD

09/14/2012 Meals snack Other - Location 4.920 USD

09/13/2012 Meals-Breakfast Other - Location 10.930 USD

09/17/2012 Meals meal at airport Other - Location 13.460 USD

09/12/2012 Meals lunch at airport Other - Location 11.690 USD

09/17/2012 Meals breakfast at airport Other - Location 5.660 USD

09/15/2012 Meals-Travel for UPMC Group

dinner 30.710 USD

09/17/2012 Baggage Fees US Airways 25.000 USD

09/12/2012 Baggage Fees Delta 25.000 USD

Expense Report Totals

Employee Expenses: Total Due Employee:1,586.970 USD 1,586.970 USD

Non-Reimbursable Expenses: Total Due Vendor:0.000 USD 0.000 USD

Prepaid Expenses: 0.000 USD

Employee Credits: 0.000 USD

Vendor Credits: 0.000 USD

Cash Advances Applied: 0.000 USD

I certify that the information provided above is an accurate record of expenses incurred.

Employee Signature Date

Approved By Date

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Expense Report | Expense Receipt

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3/24/2015https://myfincpprd.upmc.com/psc/pafin/EMPLOYEE/ERP/c/ADMINISTER_EXPENSE_...

2012 Nursing Management Congress

2012 Planning Panel

Richard Hader, RN, Ph.D., FAAN, CPHQ, CHE, NE, BC Conference Chairperson; Editor-in-Chief, Nursing Management journal

Senior Vice President, Chief Nursing Officer Meridian Health

Wall, NJ Financial Disclosure/Conflict of Interest: None

Jeff Doucette, MS, RN, CEN, FACHE, NEA-BC Vice President, Emergency Services

Bon Secours Health System Hampton Roads, VA

Financial Disclosure/Conflict of Interest: None

Kirsten Drake, MSN, RN, OCN, NEA-BC Director Med/Surg, Renal/Oncology Services

Harris Methodist Fort Worth Hospital Fort Worth, TX

Financial Disclosure/Conflict of Interest: None

Ashley Hodo, MSN, RN Nurse Manager Palliative Care Interim Manager Harris 8 Renal

Texas Health Harris Methodist Hospital Fort Worth, TX

Financial Disclosure/Conflict of Interest: None

Pamela Hunt, BS, MSN, RN Vice President of Patient Services/Chief Nursing Executive

The Indiana Heart Hospital Indianapolis, IN

Financial Disclosure/Conflict of Interest: None

Karen Innocent, MS, CMSRN, APRN,BC, CRNP Operational Director Continuing Education and Conferences

Wolters Kluwer Health/Lippincott Williams & Wilkins Ambler, PA

Financial Disclosure/Conflict of Interest: Yes. Husband is employed by Merck

Rosanne Raso, RN, MS, NEA Senior Vice President, Nursing

Lutheran Medical Center Staten Island, NY

Financial Disclosure/Conflict of Interest: None

Janet S. Thomas, MS, RN-BC Continuing Education Manager

Wolters Kluwer Health/Lippincott Williams & Wilkins Ambler, PA

Financial Disclosure/Conflict of Interest: None

Anne Dabrow Woods, MSN, RN, CRNP, ANP-BC Chief Nursing Officer

Publisher, American Journal of Nursing (AJN) Wolters Kluwer Health/Lippincott Williams & Wilkins

Ambler, PA Financial Disclosure/Conflict of Interest: None

In accordance with the ANCC Standards for Commercial Support, all potential conflicts of

interest have been resolved through a peer-review process.

2012 Continuing Education Information

CONTINUING EDUCATION PROVIDER INFORMATION

Purpose As a nurse leader attending Nursing Management Congress2012, you'll be able to network with colleagues, have discussions with faculty and industry experts, and visit numerous exhibits that

provide alternatives and strategies for improving the quality and cost-effectiveness of care delivery and nursing practice in your healthcare setting. In addition, you can accrue contact

hours.

Objectives

By the end of the Congress, you'll be able to:

Develop creative approaches to nursing practice that enhance quality patient care in a cost-effective manner.

Influence the practice of nursing through communication, mentoring/precepting and inspiring peer practice of nursing.

Foster development through seeking out professional growth opportunities, supporting professional certification, and technological advancement.

Influence and inspire others to achieve higher levels of responsibility. Network with faculty and colleagues to maintain and grow relationships.

Accreditation Statement

Lippincott Williams & Wilkins (LWW), publisher of Nursing Management journal, will award up to 17 contact hours (main conference only) for this continuing nursing education activity (a maximum of 31 contact hours can be earned inclusive of a 2-day pre-conference workshop).

Lippincott Williams & Wilkins is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center’s Commission on Accreditation.

This activity is also provider approved by the California Board of Registered Nursing, Provider Number CEP 11749 for 17 contact hours and up to 31 contact hours inclusive of a 2-day

preconference workshop. LWW is also an approved provider of continuing nursing education by the District of Columbia and Florida #50-1223.

The ANCC's accreditation status of Lippincott Williams & Wilkins Department of Continuing Education refers only to its continuing nursing educational activities only and does not imply

Commission on Accreditation approval or endorsement of any commercial product.

 

 

 

Agenda 

September 12, 2012 

010‐Day1 New Manager Intensive  

020‐Day1 NE/NEA Prep Course  

Back to Top 

 

September 13, 2012 

Please note – preconference workshops will have their own handouts available and will be distributed in 

the sessions. You will not need to pre‐print any materials for preconference workshops – they will be 

provided on‐site. 

010‐Day2 New Manager Intensive  

020‐Day2 NE/NEA Prep Course  

030 HR 101: Partnering to Get ‐ and Keep ‐ The Right People  

040 Are You Ready to Lead in the New Healthcare Arena?  

101 Nurse Managers: Adding Value in a Time of Volatility  

102 Grand Opening of Exhibits/Posters/ Reception  

 

September 14, 2012 

103 Ignite Your Life!  

111 Your Patient's At Risk: Preventing Complications (Executive Track)  

112 Effective Teambuilding: The Key Four Steps  

113 Looking Beyond Your Unit  

114 Stop the Revolving Door  

121 Healthcare Apps: Integration of Applications into Practice (Executive Track)  

122 Pressure Ulcer Essentials for Nurse Managers  

123 Professional Licensure: Misconceptions that Compromise Careers  

124 Career Planning: What's Your Next Step?  

131 Using Evidence to Support the Magnet Journey (Executive Track)  

132 EHR: Journey to Clinical Transformation  

133 Bullying, Harassment, Aggression...Workplace Violence  

134 You'd Better Keep Your Eye on Retention  

141 Emerging Role of the CNIO in the Future (Executive Track)  

142 Critical Thinking and Patient Safety: Evidence‐Based Strategies for Clinical Managers  

143 Hope as a Leadership Strategy During Complex Times  

144 Journey to World Class: Improving HCAHPS and Employee Engagement  

151 Networking Session: Creating Accountable Care Organizations  

 

September 15, 2012 

201 Evidence Through the Eyes of the Patient  

211 Internal Consultants: Using Prophets in their Own World (Executive Track)  

212 Why Don't They Just Do What They're Supposed to Do? Creating a Culture of Accountability  

213 How to Get Out in Eight  

214 Understanding Nurse Malpractice Exposure  

221 Nurse Political Power — Advocacy Impacting Policy (Executive Track)  

222 Live It...Don't Pretend It  

223 Appreciative Inquiry: An Alternative to Traditional Problem Solving  

224 Managing Diversity in the Worksplace  

231 Scholars at the Bedside (Executive Track)  

232 Moral Leadership in Nursing  

233 Dealing With Difficult People: How to Manage the Bullies, Gossips & Pot‐Stirrers  

234 "We're Not Getting Any Younger": Bedside Implications of Our Aging Profession  

241 The New Leadership Team for Improved Outcomes  

 

September 16, 2012 

301 Dedication, Pride and Commitment: The Story of Black Hawk Down  

302 Leadership Lessions from the Slopes  

303 Live Out Loud...Laugh Out Loud  

 

Posters 

01 We A3 do you?  

02 Nurse Manager Learning Assessment  

03 Improved Satisfaction and Clinical Outcomes through Proactive Care Delivery  

04 Composing a New Score: An Outcomes‐ Based Performance Evaluation Tool for Bedside Registered 

Nurses  

05 Annual Competencies Completed Via Simulation Based Learning  

06 How a Novice Educator Can Become an Effective Mentor  

07 Incorporating Empathy & Collaboration to Achieve Sustainable Patient Satisfaction  

08 Awakening Caritas Consciousness to allow Caring Science to Flourish  

09 Collaboration + Mobilization = Freedom from Ventilation: A Multidisciplinary Approach to Ventilator 

Weaning  

10 A Value Added Approach to Nursing History  

11 Implementation of a Nursing Peer Review process in a pediatric hospital system  

12 Decreasing Medication Administration Errors: Bedside Nursing Involvement is the Key!  

13 The Use of Debriefings with Caregiver Stress  

14 Improving the Patient Experience through a New Model of Care Coordination  

15 Improving Transitions from Acute Care to the Extended Care Setting  

16 Striving for Excellence: The Patient and Family Experience  

17 Nursing Resource Pools to the Rescue  

18 Improving Patient Discharge Communication, Comprehension, and Compliance  

19 Maximizing Autonomy & Efficiency: Redesign of System Nurse Manager Meetings  

20 Renovating Patient Care Space: Staff Nurse Participation in Decisions to Optimize Workflow, 

Efficiency and Safety.  

21 Creation and Implementation of a Hospital Based Nursing Care Assistant I Progam  

22 Digital Photography in the Electronic Medical Record as an Adjunct to Documentation  

23 The Nurses Float to engage and empower nurses world‐wide.  

24 Patient Safety Strategy: Patient Safety Executive Rounds  

25 Increasing nurses experience of meaningfulness of work  

26 Surgical Safety  

27 Developing an Automated Rounding Process to Improve Patient Care Experience and Increase 

Rounding Efficiency  

28 Nurse Leader On‐Boarding: An Initiative to Support Success in Leadership During the First 90 Days  

29 The Daily Metric Board: A Lean Approach To Performance Improvement  

30 Creative Academic/Practice Partnerships: the Meridian Health Experience for New Nurse 

Recruitment  

31 Creating an Active Learning Experience: Incorporating Simulation‐ Based Education  

32 Creating a Culture of Safety in the ED: Training on Teamwork  

33 Hospital‐Acquired Conditions and Hospital Compare: The Need for Nursing Education  

34 Residency Program for Critical Care Float RNs  

35 A Patient Flow Action Plan For A Pull Through Approach  

36 Restoring Health and Independence by avoiding unnecessary Foley Catheter Use  

37 A Case Study of the implementation of Bedside Report  

38 We Rocked The Boat So We Didn't Have To Float  

39 Successful Implementation Evidence Based Practice in a Rural Hosptial  

40 Overcoming Obstacles to achieve Baby Friendly Designation  

41 We CAN get satisfaction in the waiting room  

42 Setting the Path for Success: The First 90 Days of the New Nurse Manager  

43 Fundamental Omissions of Care  

44 Enhancing Professionalism through Nursing Certification  

45 Multidisciplinary Turn Teams: Reducing the Risk of Skin Breakdown  

46 Multidisciplinary Pain Rounds: A Proactive Approach to Addressing the Acute Pain needs of the 

Chronic Pain Patient  

47 Center Based Maternal Fetal Transport Program  

48 RN Drives MD Round: Real Nurse Drives Multidisciplinary Round  

49 The Everyday Manager A,B,C's  

50 Wiki Works! The use of web‐based education to increase certification  

51 The Right Combination Can Reduce Readmissions  

52 The Relationship Between Spiritual Well‐being and Years of Practice in Nurses Delivering End‐of‐Life 

Care  

53 Improving communication between patient and provider using a patient‐centered problem‐focused 

communication approach and other quality improvement strategies: Focus health care providers  

54 Using Simulation to Increase Critical Thinking and Competency  

55 Nurse Manager Mentorship Increases Staff Professional Development and Participation in Evidence‐

Based Practice Projects  

56 Yellow Belt Training Provides Insight into Delays of Timely Colonoscopies  

57 Navigating Obstacles Unique to Women Along Their Journey to Leadership  

58 What Your Nurse Preceptors Really Need!  

59 The Power of Team: Utilizing a Multi‐faceted, Interdisciplinary Approach to Reducing Central Line 

Associated Blood Stream Infections  

60 Building from Within: Secrets to a Successful Nursing Per Diem Program  

61 Achieving Professional Excellence in Nursing: Perceptions of Practicing Nurses and Implications for 

Nurse Leaders  

62 What You Can Do with a Positvie Attitude  

63 Patient Safety...A Shared Responsibility  

64 From STOP‐BANG To STOP‐BAGN: OSA in Acute Care is "Risky Business"  

65 Management of Family Health Services: field for Nurses in Brazil  

66 A Snapshot View of the Healthcare System in the United Kingdom  

67 The Patient Lounge ‐‐ One Solution to ED Overcrowding  

68 Respect to the Core!  

69 A Hospital Pharmacy Concierge Service: Nursing and Pharmacy Working Together for Medication 

Management and Patient Safety  

70 Implementation of Comprehensive Unit‐Based Safety Program (CUSP) on a Cardiac Care Unit (CCU) 

decreased indwelling urinary catheter days and Catheter Associated Urinary Tract Infections (CAUTI).  

71 Neonatal Products Committee  

72 Implementing the Role of an Evidence‐based Practice Mentor to Support Staff Nurses to Reduce 

CAUTIs in a Long‐term Acute Care Hospital  

73 Bedside Shift Report: Patient/Staff Engagement Improves Overall Communication, Satisfaction and 

Outcomes  

74 United States and Nigeria: A Contrast in Healthcare Economics  

75 Delegation: A Critical Skill in Nursing Orientation  

76 Design and Implementation of New Psychiatric Patient Classification System for Cincinnati Children's 

Hospital  

77 Decrease the duration and increase the efficiency of shift to shift report: An innovative way for 

hospitals to increase staff satisfaction and save money!  

78 Nurses' Experience in Attending Nurse Model in a Private Hospital, Bangkok,  

79 The Study of Level of Ethical Behavior, Professional Ethics, and the Awareness of Patient' s Rights of 

Registered Nurse, Private Hospital Bangkok, Thailand  

80 The Effects of Attending Nurse Model Based Nursing Assignment in a Private Hospital: Bangkok, 

Thailand  

81 Critical Incident Stress Management Team: Creating a Magnetic Environment Through Staff Support 

and Satisfaction  

82 Heart Failure: Aligning Best Practices  

83 Accountability Management: Strategies to Create a Health Care Reform Model of Care to Reduce 

Nusing Sensitive Readmissions  

84 Workplace Violence Against Nurses in A Training Hospital  

85 EVALUATION OF PATIENT SAFETY CULTURE IN A TRAINING HOSPITAL  

86 DETERMINATION OF MALPRACTICE TENDENCY OF NURSES WORKING IN AN EDUCATION AND 

RESEARCH HOSPITAL IN TURKEY  

87 Reducing Central Line Infections in an ICU using B.E.A.D.S.  

 

HCAHPS

Holly Mukina, RN,BSN,CENAmy Beckman,RN-BC, BSNBeth Cancilla, RN,BSN,ONC

Nursing Management Congress 2012September 14 – 17, 2012

• We attended the Nursing Management Congress in Nashville, TN

• We had the pleasure to sit in on a variety of sessions:

o ** Journey to World Class-Improving HCAHP and Employee Engagement

o * Nurse Managers: Adding value in Time of Volatility

o * Why Don’t They Just Do What They’re Supposed to do?

o * Dedication, Pride and Commitment: The Story of Black Hawk Down

o * Effective Teambuilding: The Four key Steps

o * Live Out Loud, Laugh Out Loud

o * Ignite Your Life

Sessions Attended

2

o Creating a Culture of Accountabilityo Career Planning-What’s Your Next Step?o You’d better Keep Your Eye on Retentiono Evidence Through the Eyes of the Patiento Live It Don’t Pretend It!o Moral leadership in Nursingo The New Leadership Team for Improved Outcomeso Leadership Lessons from SlopesCritical thinking and patient Safety: Evidence-Based

strategies for Clinical managerso Appreciative Inquiry: An Alternative to Traditional Problem Solvingo Healthcare Apps-Valuable Apps and Ones that will Help Transform Your Role (Executive

Track)o Dealing with Difficult People: How to manage Bullies, Gossips and Pot-Stirrerso The New Leadership Team for Improved Outcomeso Bullying…Harassment…Aggression…Workplace Violence

Sessions Attended

3

HCAHPS has 7 Domains:

1. Communication with Nurses

2. Communication with Doctors

3. Responsiveness

4. Communication about Medicines

5. Pain Management

6. Discharge Information

7. Hospital Environment (Cleanliness and Quietness)

HCAHPS: Hospital Consumer Assessment of Healthcare Providers and Systems

4

• In 2002, CMS partnered with the AHRQ to survey patient satisfaction• AHRQ carried out a rigorous scientific process.• CMS implemented the HCAHPS survey in October 2006• First public reporting of HCAHPS results occurred in March 2008• The HCAHP Survey is the first national, standardized, publicly reported survey

of patients’ perspectives of hospital care• The tool is a 27-item survey instrument and method for collecting data which

measures a patient’s perception about their hospital experience• The objective of HCAHPS is threefold:

1. Objective comparison of patient care experiences between different hospitals2. Public reporting of these experiences or HCAHPS results to encourage hospitals to

improve their quality of care3. Public reporting creates a sense of accountability and trustworthiness on the part of

the hospital to the consumer

HCAHPS cont

5

• Public reporting → VBP• Linking hospital payments to

improved performance• This form of payment holds

health care providers accountable

• Improve quality• Identify and reward the best-

performing providers

HCAHPS & Value-Based Purchasing

6

• We obtained a copy of the “HCAHP Best Practices Toolkit” from Jeffrey Doucette• Jeff is the VP of Patient care Services and the CNO at Bon Secours Mary

Immaculate Hospital in Newport News, Virginia• Jeff was a very dynamic and engaging speaker at the conference • The toolkit is very informative and includes evidence- based best practices that

prove to be effective in improving the patient’s perception of care for both clinical and ancillary areas

• The toolkit booklet is 33 pages and it will be placed on the share drive if you would like to read it or make your own copy. It offers several ideas and handouts that you can use to create your own action plans

HCAHPS TOOLKIT

7

BENEFITS

• Evidence- Based Best Practice

– Suggests that involving management and administration in a patient’s stay will increase patient satisfaction

• Will increase staff satisfaction and productivity

– Staff will be able to identify senior administration (putting a face to a name)

– Staff will feel like part of a team

• Magnet Status

HCAHPS TOOLKIT

8

ROUNDING

• CEO AND Senior Leaders/Administration:– Round on individual units accompanied by

Unit Director/Clinician/Charge Nurse– Identify to staff who they are and their job title– “Rounding Hour”- where senior executives

block off 1 hour a day, uninterrupted time with no meetings or phone calls to focus on the staff.

• Unit Level:

– Unit Director/Clinician/Charge Nurse:– Round on every patient and/or then round on

patient’s admitted the previous day.– Check with staff to ask if there are any

patients that would be a priority to be seen and spoken with.

HCAHPS TOOLKIT

9

QUALITY• Aim at reducing patient falls, pressure ulcers and call light

interruptions

• Reduce patient anxiety and improve the understanding and compliance of patient’s plan of care.

• Build a trusting relationship with patient /family.

• At UPMC Hamot we are using white boards, hourly rounding and bedside reporting.

• Will allow for timely feedback for process improvement

HCAHPS TOOLKIT

10

EFFECTIVE COMMUNICATION

There are multiple levels of communication:

– Senior Executive to Unit Director– Unit Director to Clinician and Staff– Doctor to Nurse– Doctor to Patient– Nurse to Patient/Family– Staff to Staff– Nurse to Ancillary

** All of these could ultimately affect the patient’s stay and outcome**

HCAHPS TOOLKIT

11