Tuesday | January 30

  1. 1:30 PM – 4:30 PM

    Pre-Conference Workshop: Powerful Presentation Skills to guide your Professional Life

    Eleanor Roosevelt said, “Do one thing every day that scares you.” What would that look like for you? Would you find new ways to change? New opportunities for growth? New talents you didn’t know you had? Public speaking is something that many people fear, yet it’s a skill leaders need—especially in surgical services, where they’re often asked to present a case to invest in new equipment, new services lines, or other areas for revenue growth. The way such information is presented makes a lasting impression, and if it’s done effectively, it can be the best conversation of your life! Don’t struggle with how to put together a presentation. This workshop will provide the tools and techniques you need to become a confident public speaker.

    Learning objectives:

    • Identify the skills and tools needed for effective presentations.
    • Discuss how to put together verbal presentations and how to communicate in writing in a way that delivers the greatest impact.
    • Describe the behind-the-scenes communication techniques to ensure that the message you intended to deliver is the one that is received.

    Take Home Tool:

    Attendees will leave the presentation with a talk they have outlined during the workshop, and skills they can use to do something as simple as create their next email to staff, or present a business case to a board.

  2. 8:00 PM – 9:00 PM

    Alamo Private Group Tour *Separate ticket required

    Get some sight-seeing in before the show! Join your peers and colleagues on a private after-hours tour of the historic Alamo, the beautiful 300-year-old former Spanish mission turned fortress and home of the famous 1836 battle. Built before Texas was Texas!
    Tour group will leave the Marriott Rivercenter lobby promptly at 7:45 p.m. and walk together to the Alamo, a 0.3 mile/8-minute walk. (Tour members may also meet group at Alamo entrance if desired.) Tour will begin at 8:00 p.m. and last one hour. Tour tickets may be transferred to other attendee by notifying show management.

Wednesday | January 31

  1. 8:00 AM – 8:30 AM

    Continental Breakfast

    Sponsored by: Cardinal Health new.png
  2. 8:30 AM – 9:15 AM

    Strategies to Help Your Hospital Win at Value-Based Population Health Management

    US healthcare is shifting from a volume-based to a value-based system. How will hospital leaders adapt? Anticipated modifications to the Affordable Care Act, implementation of the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA), and other reimbursement changes are going to accelerate the impact on healthcare providers. We will discuss how these shifts will affect different systems at different times. To effectively manage clinical and financial risk, it will be crucial to integrate across healthcare sectors. The interdependencies and need for collaboration among hospitals, physicians, and payers will be greater than ever.

    Take Home Tool:

    Strategies to help move toward a value-based healthcare environment

  3. 9:30 AM – 10:30 AM

    First Come, First Served: Dynamic Scheduling Improves Utilization

    In 2015, Sacred Heart main ORs were 100% blocked. However, prime time utilization was only 65%. At any given time of day, 10 of the 30 rooms were empty. By implementing a First Come First Served (FCFS).

    Take Home Tool:

    Programming code for daily, monthly, and quarterly reports that will support your new dynamic management model.

    • Glenn Doherty, MPH, LSSBB, Director, Perioperative and Procedural Business Operations, Providence Health Care- Eastern Washington Region
  4. 9:30 AM – 10:30 AM

    Returns - The Problem That Keeps Coming Back

    In today’s cost-conscious healthcare environment, supply and instrument returns are a constant struggle because moving items from the central storage location to the OR and back leads to damaged and lost goods, wasted staff time, and wasted money. We implemented a unique tracking and reporting system to reduce the volume of supply and instrument returns. The use of commercially available, off-the-shelf technology and in-house staff helped reduce the volume of returns, which also reduced expenses and staff frustration.

    Participants will learn:

    • How to easily and quickly audit supply and instrument returns
    • How to employ existing technology to assign returns to individual cases
    • How to present returns data to nursing staff to allow meaningful preference card changes
    • How to calculate and value staff time dedicated to returns

    Take Home Tool:

    Participants will leave with an easy to use returns audit tool.

    • Mark Rosa, CRCST, CHL, Manager, CSPS Operations & Analytics, Massachusetts General Hospital
    • Stephen Spring, Senior Administrative Director - Perioperative Services, Massachusetts General Hospital
  5. 9:30 AM – 10:30 AM

    Time Management: Better Utilization Means Better Access to Care

    High utilization at one site and low utilization at two other sites were hampering patient access and frustrating staff at our organization. Administrators tackled the problem by updating booking policies and procedures, assisting physicians in booking cases, adding trauma blocks, implementing a SCOUT program to manage after-hours cases, and refining reports to gain a more accurate picture of utilization. Enforcement of these new policies improved utilization of surgeon blocks by 25% and overall OR utilization by 9%. Physician engagement and satisfaction also have improved.

    Take Home Tool:

    A list of elements of the policies and procedures that enabled better OR utilization, a suggested organizational structure to support policies, the description of the SCOUT program, and suggested analytical approaches for maximizing OR utilization.

  6. 10:30 AM – 11:00 AM

    Morning Networking Break

    Sponsored by: HCA.JPG
  7. 11:00 AM – 12:00 PM

    An Enterprise Surgical Council Designed to Live Long and Prosper

    Several years ago, the Cleveland Clinic formed an Enterprise Surgical Council (ESC) to optimize the surgical footprint across its system, which includes a 165-acre main campus, 10 regional hospitals, and 18 full-service family health centers throughout Northeast Ohio, as well as sites in Florida, Nevada, Toronto, and Abu Dhabi. The ESC evaluates the current state of surgical services and makes recommendations related to movements of surgical services and programs across the various locations. The ESC partners with surgical departments to analyze each proposed location on the basis of patient access, strategy, financial impact, and location and caregiver capabilities. Successful implementation hinges on a physician-led allocation committee and collaboration between physicians, nurses, and administrators.

    Take Home Tool:

    Organizational structures, including roles of members, for both surgical governance and allocation teams.
    Defined process, including a scorecard, to evaluate service line/program moves.
    List of analytics used to assess allocation changes along with key benchmarks.

  8. 11:00 AM – 12:00 PM

    Revamped PAT Process Helps Prepare Patients for Surgery

    To reduce perioperative risks, we formed a multidisciplinary team and standardized our preoperative screening to ensure that all surgical patients would be “touched” as part of a robust presurgical assessment process. A customized electronic assessment allowed us to identify patients who needed to be seen in the clinic because of higher comorbidities and more invasive procedures, and to confirm that all patients were optimized and clinically ready for the day of surgery. Before implementation of this initiative, 71% of our spine patients were seen in the clinic. Afterward, only 15% needed to come to the clinic, with 85% optimized virtually.

    Take Home Tool:

    Standardized anesthesia lab testing guidelines for patient preparedness and “My chart” questionnaire.

  9. 11:00 AM – 12:00 PM

    Domo Arigato Mr. Roboto—Making the Most of High-Cost OR Technology

    Robotic-assisted surgery proposes improved patient recovery, faster case lengths, greater precision, and enhanced dexterity, but how can this and other high-priced technology be most effectively supported by OR administration? We have tried to improve the scheduling, utilization, benchmarking, and economic impact of our robot so that our program is an asset to our patients and our organization. We will discuss the challenges of adopting this new technology and our improvement initiatives. Our learning objectives can be translated to any new high-cost technology, not just robotics.

    • Ryan Brumit, Program Manager, Pre-Procedure Systems, Massachusetts General Hospital
    • Stephanie Weilert, MBA, BS, Senior Manager of Perioperative Business Services, Massachusetts General Hospital
    • Sutton Murray, Financial Analyst, Massachusetts General Hospital
  10. 12:30 PM – 1:15 PM

    Keynote Luncheon: Turn Your Workplace into a WOWplace: 5 Rules for Leading Your OR Suite to Success

    Becoming a better leader involves the ability to recognize blind spots about one’s thoughts and behaviors. In this engaging and entertaining program, attendees will hear stories and gain insights to help them identify what their people won’t—and can’t—tell them about what they may be doing inadvertently to inhibit their effectiveness as a leader. Learn about The WOWplace® Rules: five categories of leadership behaviors that help create cultural consistency in the midst of human inconsistency and promote respect and compassion when human error occurs.

    Take Home Tool:

    Handout/poster of The WOWplace Rules.
    Leadership Bingo card (if included in the presentation).
    Sandy's book "Turning Your Workplace Into a WOWplace: 5 Rules for Going From OW to WOW!" may be purchased at a discount for all attendees.)"

  11. 1:15 PM – 1:45 PM

    Dessert Networking Break

    Sponsored by: Healthcare_IQ_Logo.png
  12. 1:45 PM – 2:45 PM

    Runway Rules for the OR: Lean Techniques for Optimal Air Traffic Control, Luggage Handling, and On Time Departures

    Proper planning for a successful day in the OR is critical to efficiency and satisfaction for patients, staff, and surgeons. Learn how to use Lean techniques to optimize your OR lineup (air traffic control), manage your supply and equipment rooms to facilitate efficient cart fills and supply management (luggage handling), set your team up for success each morning, and get patients to the OR as scheduled (on-time departures). This hands-on, interactive session will give you practical techniques and lean tools you can use to optimize your OR operations.

    Take Home Tool:

    OR 6S Checklist, Huddle Hero Helper and a Daily Dashboard for Success.

  13. 1:45 PM – 2:45 PM

    Systematic Supply Chain Management Scores High in Efficiency

    Mismanagement of inventory and variability in processes can lead to case delays, which in turn lead to increased costs, high turnover times, and the perception of suboptimal quality of care by patients and their families. Reducing process variability increases performance efficiencies and maximizes OR time. Accurate physician preference cards also enhance efficiency, improve inventory management, reduce clinical variation, and provide a way to measure profitability. We will discuss how supply chain process improvements can help improve inventory management and save on costs.

    Take Home Tool:

    Free healthcare supply chain assessment and a case study: inventory management and preference cards work done with South Nassau Communities Hospital.

  14. 1:45 PM – 2:45 PM

    Leveling the Schedule Tips the Scale Toward Satisfaction

    In 2016, we were asked to achieve an industry benchmark for perioperative lean staffing, and we targeted the 35th percentile as our goal. At the time, we had 31.5 full-time employees (FTEs) over the 35th percentile. We established appropriate staffing ratios and collaborated with nurse managers to build optimal staffing plans and fill vacancies within 4 months. A nurse manager committee was formed to fill anticipated vacancies. By early 2017, our FTE variance was reduced to the 35th percentile by 24 FTEs, and at this current rate our FTE expense will be reduced by $2 million annually. We have also reduced overtime and improved employee work-life balance by matching shifts with case duration.

    Take Home Tool:

    Industry benchmarks to determine staffing levels and an understanding of how to use staff turnover data and case duration data to develop schedules.

  15. 2:45 PM – 3:00 PM

    Networking Break

  16. 3:00 PM – 4:00 PM

    Ten Steps to Build an Effective Dashboard

    OR managers face a huge data influx—financial, clinical, efficiency data, utilization, quality, etc. Dashboards allow management of key operations metrics from a single, convenient page, helping managers to recognize trends rather than day-to-day fluctuations. Managers can use them to scrutinize performance trends, optimally resulting in a more efficient response to problems and opportunities. Use of dashboards—whether by service line, department, or provider—allow decisions to be based on concrete data rather than impressions.

    Take Home Tool:

    A 10-step process for building an effective dashboard, including key performance indicators, visual design principles, and graphic elements to communicate data.

  17. 3:00 PM – 4:00 PM

    Resilience: A Skill That Can Be Learned

    Burnout among OR nurses is escalating at an alarming rate, negatively impacting patient care and operational outcomes. As part of a 6-month resilience training program at our hospital, OR nurses and surgical technicians voluntarily participated in didactic sessions and used interventional tools designed to enhance resilience. Seventy-six staff (51%) completed both pre- and post-intervention surveys. Quality improvement outcome metrics showed statistically significant improvement in happiness and depression post intervention, as well as better work-life balance. The project was determined to be a low-cost intervention that may be transferable to other nursing specialties.

    Take Home Tool:

    Validated 3 Good Things Tool to enhance emotional well-being and Letter of Gratitude—both evidence-based activities known to enhance resilience among healthcare providers.

  18. 3:00 PM – 4:00 PM

    How many ORs is too many?

    We recently conducted an in-depth analysis to see whether we could close an OR resource unit. Using block utilization, ORs running by time of day, and other reports, we determined the feasibility of reducing capacity by four ORs. Learn to analyze data and labor costs to assess the profitability and capacity of your perioperative service. Discover how many ORs you really need, in the context of data and efficiency as well as future growth and medical staff structure.

    Take Home Tool:

    Reports used for data analysis.

    • Adam C. Messer, MPH, Associate Hospital Director/ VP Perioperative Services, Temple University Health System
  19. 4:00 PM – 4:30 PM

    Afternoon Networking Break

  20. 4:30 PM – 5:30 PM

    New Service Lines Can Spell Stability for the Future

    Specialty service lines help differentiate hospitals and healthcare systems by offering distinctive services for different types of patients. Exceptional programs require a customer-centered focus and the coordinated efforts of multiple providers. The development of a bariatric program and a microvascular plastic surgery program at our facility involved coordinating everything from navigation and registration to the synchronized service provided intraoperatively and postoperatively. Factors such as community needs assessment, strategic planning stages, implementation, budget, surgeon input, creating a smooth transition for staff, and patient safety will be discussed.

    Take Home Tool:

    Strengths, Weakness, Opportunity, and Threats analysis.

  21. 4:30 PM – 5:30 PM

    Demand Planning: The Next Big Thing in Inventory Management

    Many clinicians consider managing inventory a necessary evil—a dreaded chore and a cost generator. But the right approach can improve the financial picture. Replacing your par replenishment orientation with a future needs-based orientation can significantly reduce costs and inefficiencies, carrying costs, and back orders. It can also increase gross margins and improve the debt to equity ratio. Demand planning is revolutionizing non-healthcare industries’ supply chains, and several forward-thinking healthcare institutions are using this concept in conjunction with Lean processes to improve the financial picture and to help perioperative services staff provide better patient care.

    Take Home Tool:

    A demand planning model for streamlining and optimizing inventory.

  22. 4:30 PM – 5:30 PM

    Building the Case for a Perioperative Float Pool

    A staffing schedule that meets coverage needs and satisfies the demand for better work-life balance can be a hard nut to crack. Our perioperative services department built the case to provide experienced, flexible, and competent staffing to supplement our standard staffing model. We identified the data sets required to determine the number of full-time employees needed for an internal float pool. The float pool allowed some staff to reduce their hours yet maintain clinical skills, and also allowed the department to reduce costly incentive overtime.

    Take Home Tool:

    Handouts of the presentation and data tool examples.

  23. 5:30 PM – 7:30 PM

    Welcome Reception

Thursday | February 1

  1. 8:00 AM – 8:30 AM

    Continental Breakfast

  2. 8:30 AM – 9:15 AM

    Perioperative Business Service’s Contribution to Providing the Best Possible Experience for Patients

    Lehigh Valley Health Network has 12 locations where surgery is performed. Business Services is responsible for billing and scheduling for nine of those 12 places, and the business office is located remotely. The presenters will share their successes in building relationships with clinicians through easy-to-use measures and techniques.

    Take Home Tool:

    Learn how to apply Lean techniques and develop strong relationships with healthcare colleagues at all levels of the organization.

  3. 9:15 AM – 9:30 AM

    Networking Break

  4. 9:30 AM – 10:30 AM

    The Costly Reality of Bill-Only Implants

    Bill-only physician preference implants present some benefits but also a lot of challenges. In this presentation, we will follow the life cycle of these implants at the hospital, starting with ordering and continuing through compliance management, billing, and the purchase order process after implementation.

    Take Home Tool:

    A quick tip sheet on the top five issues of bill-only implants and a tool to help outline the hospital’s process and expenses for these implants.

  5. 9:30 AM – 10:30 AM

    Proactive Surgeon Onboarding Boosts the Bottom Line

    Surgeons joining an institution can represent significant operational challenges, and aligning new surgeons to existing processes is pivotal for facilities focused on value-based cost reduction projects. A proactive surgeon onboarding process can impact everything from material and equipment budgets to clinician satisfaction, urgent orders, stock outs, case delays, clinical engagement, contract adherence, and standards. We created a surgeon onboarding process to help contain costs, plan budgets, standardize products, and boost physician satisfaction and patient care.

    Take Home Tool:

    A surgeon onboarding checklist and a sample “welcome to the institution” letter used to set expectations.

  6. 9:30 AM – 10:30 AM

    Moneyballing the OR

    Traditional block scheduling can lead to under-utilization or, conversely, delayed case starts and unplanned staff overtime. A level schedule, driven from an optimized block allocation, prevents variances and can result in smoother transitions of patients to other units. Block optimization considers total provider needs, such as use of released and unassigned blocks as well as after-block minutes. By switching to block optimization, we increased our average number of cases from 13.5 to 16.2 cases per business day, decreased patient wait times, and increased OR revenue by 18%. We will describe our approach and the use of data-driven, targeted OR allocation.

    Take Home Tool:

    A case study will be distributed prior to the conference, and attendees will be asked to calculate the number of blocks needed to reach a preselected utilization target. Results will be discussed during the presentation.

  7. 10:30 AM – 11:00 AM

    Morning Networking Break

    Sponsored by: Owens&Minor_Logo_HighRes_BURGUNDYGRAY.jpg
  8. 11:00 AM – 12:00 PM

    Manage Block Scheduling Without Getting Fired or Losing a Surgeon

    We used an inexpensive software tool when we added a service line and had to figure out how to fit new surgeons into the existing block schedule. The tool helped forecast the training and/or hiring needs of the nursing staff as well, so we were prepared when the new surgeons arrived. We didn’t have to “rob Peter to pay Paul,” as had happened in the past. The tool costs just $10 per case.

  9. 11:00 AM – 12:00 PM

    Using RFID to Track Inventory From A to Z

    As part of a project to streamline supply management at our facility, we implemented a radiofrequency identification (RFID)-based inventory management system called Helios Inventory Management System (IMS) technologies. This system includes both a software application (Helios) and a RFID hardware infrastructure to support the application. Our goal was to create a single, integrated system and methodology to manage all consumable inventories from point of entry to point of use within the OR, and re-ordering of supplies. We will describe the steps involved, advantages gained with the new system, and how to incorporate the technology into your OR.

    Take Home Tool:

    Examples of reports and lessons learned.

  10. 11:00 AM – 12:00 PM

    Spreading Business Intelligence Across Surgical Services

    We are using a common business intelligence tool to improve understanding of complex issues and make informed decisions backed by objectivity. The use of data analytics has not only identified cost-saving opportunities, but also has helped to improve workflow, communication, transparency, decision making, and all aspects of staff education: clinical, operational, and financial. We will highlight changes to the surgical receipt presented at the 2017 OR Business Management Conference, sharing the successes of that program and how it is evolving into a tool for surgeons to cut costs.

    Take Home Tool:

    Surgical Receipt 3.0 sample.
    Cost per Case Reporting for Surgeons tool.
    Templates of data elements for materials management and education that should be integrated into any business intelligence tool.

  11. 12:00 PM – 1:15 PM

    Keynote Luncheon: Renovation Project? New Construction? How Far into the Future Should You be Thinking?

    Sponsored by: Getinge.png

    When planning an OR renovation or upgrade, it’s hard to predict how today’s design decisions will affect the future. Questions to consider include: Will we ever expand? Will changes in technology require facility upgrades? Will our design provide flexibility to shift procedural focus? How do I financially justify my proposal?

    This session will provide strategies to mitigate the risks associated with these questions. Experienced colleagues will describe how they combined robust facility planning and innovative product solutions to solve OR design challenges and prepare for what might come next. Their approach has had a dramatic impact on both their patients and staff.

    • Tonie Edwards Williams, Director Surgical Services, Spartanburg Regional Healthcare
    • Jason Head, Project Manager/General Contractor, Spartanburg Regional Healthcare
  12. 1:15 PM – 1:45 PM

    Dessert Networking Break

  13. 1:45 PM – 2:45 PM

    Dashboards on a Dollar: Create Robust Reports with Minimal Resources

    How do you create dashboards that help drive decisions and improve operations without creating a large analytics team? Over the past 2 years, we have used available analytical tools to develop dashboards focused on operational metrics, data-driven block allocation, supply cost comparisons, and anticipation of volume backlog. All surgical departments and executive leaders use the dashboards, which were created by our own subject matter experts in days, not months. We have reduced our surgical service full-time employees from the 44th to the 35th percentile compared to our benchmark and increased volume by two cases per day for a targeted service.

    Take Home Tool:

    A process for identifying and building effective OR reports and which metrics should be used.

  14. 1:45 PM – 2:45 PM

    Five Generations in the OR: Is your team communicating, flocking or collaborating? What it means for you and your patients!

    There can be as many as eight different generational cultures working alongside one another in your OR. What does this mean for you as a manager and for your patients? It means you are trying to communicate in essentially eight different language patterns! Generational diversity can be an opportunity for collaboration and rich communication, but it can also lead to miscommunication and misperceptions. To avoid this, you need to know the different generational culture traits and how to best communicate with each.

    Take Home Tool:

    A chart detailing the five generations with cohort information, basic traits, and assumptions and a chart detailing the alternative experiential assignment based on more recent research.

  15. 1:45 PM – 2:45 PM

    Data-Driven Databases Reveal Cost Variances

    Does your organization have trouble managing the vast amount of products that surgeons request for use in the OR? The ability to plan, build, and manage a functional database allows administrators to track product requests as they navigate through the system. Certain database reporting mechanisms can help simplify the OR product process, and provide tools to help determine cost variances between newly requested products and incumbent technology, identify product trial end dates, and track the status of product requests in the approval process.

    Take Home Tool:

    Building blocks to create an approved OR product database.

    • Stephanie Casanova, MBA, Senior Manager of Perioperative Business Services, Massachusetts General Hospital
    • Bethany Daily, MHA, BA, Executive Director, Perioperative Services and Healthcare Systems Engineering, Massachusetts General Hospital
  16. 2:45 PM – 3:45 PM

    Networking Break

  17. 3:00 PM – 4:00 PM

    Be a Ninja Warrior with Data: Base Decisions on Metrics

    Can you be nimble and responsive when making strategic decisions for surgical services? Can you interpret the story that your data are telling about operational efficiencies and surgical outcomes? This inventive session will assist you in becoming the master of your data when leveraging it for important financial and operational decisions. As an army travels on its belly, an OR advances with a command of its key operational data. Be the data and know the power of its persuasion!

    Take Home Tool:

    Sample surgical services dashboard and list of analytical approaches to improve outcomes data.

  18. 3:00 PM – 4:00 PM

    Making Your Preference Cards a Precision Instrument

    In an effort to reduce waste within our ORs, a multidisciplinary work group was established to improve the accuracy and cost-effectiveness of surgeon preference cards across the health system. Engaging clinicians in establishing effective preference card management infrastructure and processes will improve OR efficiency. This framework will give you the ability to adapt to value-based management and create scalability as health systems continue to grow. Sample strategies include targeting preference card updates based on case volume and variability, and redesigning preference cards to mirror OR and supply chain workflows.

  19. 3:00 PM – 4:00 PM

    Partnering With Your Surgical Team to Improve FCOTS

    Engaging the entire surgical department in the use of change management and Lean concepts helped improve our first case on-time starts (FCOTS). Previously, our hospital was in the bottom 5th percentile for FCOTS in all of Ontario. We held several staff engagement events, including grand rounds and unit meetings, to understand the systemic reasons for delay. Through observations and root cause analysis, we identified key factors, made small incremental changes, and used huddle boards to provide feedback to staff. To date, we have improved FCOTS from 65% to 86%.

    Take Home Tool:

    A unit huddle board that shows current performance and root causes (run chart, Pareto chart/fishbone diagram, action plan).

  20. 4:00 PM – 4:30 PM

    Afternoon Networking Break

  21. 4:30 PM – 5:30 PM

    Reducing Readmissions and Cancellations for High-Risk Patients

    Reducing risks for complications, readmissions, and same-day surgery cancellations is particularly challenging when it comes to high-risk surgical populations. The presentation will include how to identify high-risk surgical patients, how to optimize them prior to surgery, and how to create a clinic for these patients.

    Take Home Tool:

    Modifiable risk factors addressed by the optimization clinic and a guide to selling the project to the C-suite.

  22. 4:30 PM – 5:30 PM

    Developing new service lines in your operating room: challenges and opportunties

    Whether you’re adding a new service line or expanding an existing service line to include new technology, you’re bound to confront several challenges along the way. The presenter will explore how to identify opportunities, assess your internal readiness, develop a plan for growth, align with your physicians, and develop a comprehensive plan for implementation. Real-life examples will be shared.

    Take Home Tool:

    A handout with the basic steps to take for planning and evaluating the impact of a new service line.

  23. 4:30 PM – 5:30 PM

    How Staff Safety and Surveillance Can Improve Patient Outcomes

    As the nursing shortage continues, the ability to hire and retain experienced OR nurses has become more challenging. To be successful in this competitive market, nurse leaders must understand what drives staff engagement, and think critically about where to focus their limited resources. Proprietary, integrated, cross-domain analyses will be used to demonstrate that nurse workplace safety and surveillance capacity significantly impact nurses’ performance on key outcomes as well as their ability to nurture and sustain a culture of nursing excellence. Strategies for improvement in perioperative services will be offered.

    Take Home Tool:

    Actionable improvement strategies derived from data representing hospitals and systems across the country and tactics for pinpointing opportunities to address these components of care.

  24. 5:30 PM – 7:30 PM

    The San Antonio Experience

    Work hard, play hard! Our San Antonio ambassadors will be available on Thursday, February 1st at Registration to take all the guess work out of planning your perfect San Antonio evening. Our Ambassadors can make your dinner reservations, provide recommendations, offer exclusive discounts, and more! No extra cost, no ticket required.
    San Antonio River Walk is home to over 50 amazing restaurants, unique shops, and endless entertainment. It is the perfect city for a memorable evening with clients, colleagues, and friends. Take a trip to the Natural Bridge Caverns or enjoy some River Boat Dining down the famous River Walk.

Friday | February 2

  1. 8:30 AM – 9:30 AM

    Continental Breakfast

  2. 9:30 AM – 10:30 AM

    OR Renovation: Flip or Flop?

    In 2013, our organization recognized a need to create a recapitalization plan for maintaining and upgrading the physical integrity and core functionality of the ORs, as well as pre- and postoperative spaces. We created an objective scoring system that culminated in a 2-day perioperative “bus tour” that helped prioritize funding allocation for perioperative spaces (ORs, preoperative areas, and postanesthesia care units) across Northeast Ohio. The process has provided the data needed to request resources from leadership. Successful tactics that can be applied at any organization, as well as pitfalls, will be presented. Whether your system has 230 ORs or 23, this process creates an objective, multidisciplinary platform for future funding justification.

    Take Home Tool:

    Sample scorecard template that includes regulatory and compliance construction factors, as well as considerations for hospital preferences when designing perioperative spaces.

  3. 9:30 AM – 10:30 AM

    How to Achieve a 2% IUSS Rate Across Multiple Hospitals

    Immediate use steam sterilization (IUSS) was developed to quickly sterilize instrumentation in an emergent situation, but our organization had become complacent about using it on a daily basis. To reduce IUSS to 2%, we focused on collaboration, with daily huddles between the OR and sterile processing department (SPD) to critically discuss whether or not IUSS could be used. Frequent and open communication with service line leads in the OR and leadership in the SPD reduced the number of requests for IUSS. Discover how communication strategies and collaborative participation can successfully reduce IUSS.

    Take Home Tool:

    Communication tools to improve OR to SPD relationships facilitating proper sterilization and elimination of non-emergent IUSS.

  4. 9:30 AM – 10:30 AM

    Putting Surgeons in the Dashboard Driver’s Seat

    Good communication is the key to making any change effectively, and a surgical dashboard is one tool with which to improve the communication and data transparency between OR leadership and surgeons. We developed a surgical dashboard with surgeon input that shows actionable data. This dashboard will be presented along with a discussion of possible hurdles other sites might face in developing their own dashboards.

    Take Home Tool:

    A template of the surgical services dashboard and a flow sheet to identify the key metrics for a surgical services dashboard.

    • Carey Hart, MBA, Business Manager - Perioperative Services, Sisters of Charity of Leavenworth (SCL) Health - Good Samaritan Medical Center
    • Craig Simmonds, MD, Medical Director of Perioperative Services, Sisters of Charity of Leavenworth
  5. 10:30 AM – 11:00 AM

    Morning Networking Break

  6. 11:00 AM – 12:00 PM

    Blueprint for a Perioperative Surgical Home

    The perioperative surgical home (PSH) is an integrated, multidisciplinary patient care model that has been shown to reduce adjusted length of stay, readmissions, surgical site infections, and direct costs. We will illustrate and provide the tools needed for all phases of care: pre-, intra-, and postoperative, including postdischarge management. Our facility is a nonacademic institution with staffing and budget constraints. We will share the lessons we learned in PSH implementation that can help hospitals and ambulatory surgery centers build a good foundation for the next phase of accountable care, including bundled payments and capitated care.

    Take Home Tool:

    Surgical checklist for identifying PSH patients and risk assessment screening form for perioperative optimization.

  7. 11:00 AM – 12:00 PM

    Artificial Intelligence Plus Predictive Data Analytics Equal OR Efficiency

    Scheduling disruptions occur daily in the OR, and without timely alerts or problem-solving algorithms, clinicians are at a disadvantage to manage them. Artificial intelligence technologies and predictive data analytics can help resolve such issues, turning the unpredictable into the predictable. This panel discussion will speak to the pain points of healthcare providers and clinicians and recommend strategies to overcome them.

    Take Home Tool:

    Modeling checklist to access your organization’s readiness to adopt artificial intelligence and predictive data analytics tools, and a list of factors integral to the successful adoption of these tools.

  8. 11:00 AM – 12:00 PM

    Anesthesia Providers Hold Keys to Performance Improvement

    Anesthesia departments, when run properly, can significantly facilitate improvement performance. Anesthesiologists should be involved in steps ranging from the decision to have surgery to postoperative home care. They are responsible for ensuring the satisfaction of patients, surgeons, and hospital administrators throughout the process. The presenter will discuss how to work more seamlessly with the anesthesia team, develop metrics to hold them accountable, and ensure they are using best practices to deliver the best patient outcomes.

    Take Home Tool:

    An impact calculator to assess a facility’s OR staffing, on-time starts, and cancellations relative to those of other facilities and identify areas in need of improvement.

  9. 12:00 PM – 12:00 PM

    Adjourn


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