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Keynotes

Performance Improvement/Quality

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Leadership

Supply Management

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Sunday | January 27

11:00 AM – 8:00 PM
Bayview Foyer
Registration
Sunday | January 27
Registration Opens
2:00 PM – 5:00 PM
Harbor Island 1
Pre-Conference Workshops
Sunday | January 27
Pre-conference Workshop: CSSM® Exam Prep
ADD-ON TICKET REQUIRED

Earning the CSSM credential is a pathway for today’s perioperative nurse leaders to advance their careers and improve operational performance. In this workshop, attendees will learn about the exam and how to prepare for it. In-depth review will be given to two challenging exam subject areas—financial and operational management. Attendees will receive expert guidance on test question format and benefit from reviewing exam-formatted practice questions. Confidence and preparation are essential elements of exam prep, and this session provides both.

Attendees will be eligible for 6 contact hours of continuing nursing education upon successful completion of the workshop, including completion of a pre-reading assignment and a post-course evaluation.
Learning Objectives:
- Identify the elements of a multiple-choice, one-correct-answer exam question.
- Identify the basic steps involved with developing various perioperative budgets (eg, capital, operating).
- Discuss methods of monitoring operational and financial performance in the perioperative setting. Identify guiding principles in effective inventory management. Describe the differences between regulatory and accrediting agencies. Discuss coordination of standards and recommendations for implementation.
- Brandon Bennett, DNP, RN, CNS, CNOR, CNS-CP, CSSM, CEN, NE-BC, Competency and Credentialing Institute
2:00 PM – 5:00 PM
Harbor Island 2
Pre-Conference Workshops
Sunday | January 27
Pre-conference Workshop: Slice and Dice Data to Improve Performance and Patient Outcomes
ADD-ON TICKET REQUIRED

The business of perioperative care delivery is changing. The need to combine clinical, financial, and operational acumen has never been greater. Along with that comes the need to analyze data to assess performance and identify areas for improvement. It can be a daunting task, but OR business managers can take on a leadership role by leveraging data to support the care delivery mission. Join the perioperative leadership team from Mercy as they explore how to define OR profitability, the financial impact of service lines, what to consider when crafting contracts, and how supply chain supports all of these goals. This will be an interactive workshop, so come prepared to engage!
Learning Objectives:
- Discuss the Mercy team’s process for assessing their financial performance and how they applied their findings to bundled payment models.
- Describe the critical cross-functional tasks needed to engage clinicians in specific service lines and the data that helped surgeons understand their role in managing costs.
- Define the data elements needed to support an understanding of device use and how to use this information to negotiate solid contracts.
- Moderator - Nancy Pakieser, Senior Director, Industry Development, TECSYS Inc.
- Matthew Mentel, CMRP, Executive Director, Integrated Performance Solutions, Mercy Hospital
- Betty Jo Rocchio, MS, CRNA, Mercy Hospital
- Jessica Bader, BSN, RN, OR Manager, Mercy Hospital
- Ryan Steele, Mercy / Mercy Hospital / Mercy Clinic / Mercy Health Foundation
4:30 PM – 6:30 PM
Bayview Foyer
Reception
Sunday | January 27
Champagne Kick Off at Registration!
Attendees are welcomed with champagne at registration! Kick off the OR Business Conference off right on the right foot.
Sponsored by:
6:00 PM – 8:00 PM
Sunday | January 27
Exhibit Set Up

Monday | January 28

8:00 AM – 4:30 PM
Bayview Foyer
Registration
Monday | January 28
Registration
8:30 AM – 9:00 AM
Grand Ballroom
Monday | January 28
Networking Breakfast
Sponsored by:
9:00 AM – 9:45 AM
Grand Ballroom B
Keynotes
Monday | January 28
Opening Keynote: Business Intelligence—The Intersection of Analytics and Operations
Perioperative leaders can access immense amounts of information, but rarely do they understand how best to use it. Becoming intelligent requires accessing the right information and applying it effectively. By learning to ask different questions about our business at Vanderbilt, we got better information that opened an avenue for business development that was rarely interconnected with operations. David Wyatt, MPH, RN, CNOR, NEA-BC, associate operating officer/associate nursing officer at Vanderbilt University Hospital and Clinics, will discuss how synergizing discussions with analytics and operations leaders changes how leaders think and drives more effective business decision making and strategy.
Learning Objectives:
- Describe three ways in which integration of analytics and operations improves business intelligence.
- Identify three new perspectives on the business of perioperative services.
- Describe two strategies for improving business intelligence in perioperative services.
- David Wyatt, PhD, RN, NEA-BC, CNOR, Associate Operating Officer, Perioperative Enterprise and Associate Nursing Officer, Surgery Patient Care Center, Vanderbilt University Medical Center
10:00 AM – 11:00 AM
Harbor Island 2
Performance Improvement/Quality
Monday | January 28
Implementing Enhanced Surgical Recovery: The Future Is Yesterday
Enhanced Recovery After Surgery (ERAS) has been linked with better outcomes and reduced costs, but not everyone knows how to implement and sustain such a program. We implemented ERAS at Presbyterian Novant Medical Center in May 2016 in colorectal surgery and rapidly expanded it to bariatric, urologic, gynecologic/oncologic, gynecologic, and hepatobiliary patients. Our projected patient participation grew from 159 patients in 2016 to more than 2,000 in 2018, and we reduced cost per case and length of stay in colorectal and bariatric surgery patients. We will discuss how to achieve collaboration among all the stakeholders and develop a successful, sustainable ERAS protocol.
Learning Objectives:
- Describe the elements of ERAS and how they improve patient outcomes.
- Identify the stakeholders and ways they can collaborate in implementing ERAS.
- Describe essential steps to program implementation and change management. Identify the resources needed to create an ERAS protocol.
Take-home tool:
A diagram mapping out the steps of the implementation of enhanced recovery and the elements needed in each step.
- Vicki Morton, DNP, MSN, AGNP-BC, Director of Clinical and Quality Outcomes, Providence Anesthesiology Associates
10:00 AM – 11:00 AM
Harbor Island 3
Finance/Analytics
Monday | January 28
Successful Guide to Requesting Perioperative Capital
When requesting a capital equipment purchase, regardless of whether it’s for the newest, greatest technology available or simply a replacement of outmoded equipment, it can be daunting to compile all the supporting documentation. We will share strategies and tips to help you succeed in getting all of your capital requests approved by your CEO. We will also discuss the importance of creating a 5-year capital plan and maintaining an updated inventory of your OR equipment.
Learning Objectives:
- Describe how to compile and analyze supporting data to help justify your request.
- Identify benchmarking services to save on costs.
- Discuss tips for negotiating with vendors.
Take-home tool:
Capital Request Checklist—the UFHealth Shands checklist can be customized to fit the needs of each individual organization.
- Robin Main, MHA, UF Health Shands
- Tatiana Leach, BSA, UF Health Shands
10:00 AM – 11:00 AM
Harbor Island 1
Leadership
Monday | January 28
How Perioperative and Procedural Services Can Collaborate to Improve Patient Care
Massachusetts General Hospital (MGH) is a 1,035-bed quaternary medical center in Boston that performs nearly 100,000 procedures annually across 91 procedural rooms. These rooms, which include ORs, the endoscopy suite, electrophysiology lab, cardiac catherization lab, and interventional radiology suite, increasingly have had more crossover and similar challenges. To address concerns around sterile processing, inventory, quality and safety, and regulatory and policy matters, a hospital-wide Procedural Services Committee (PSC) was formed that brought together leaders from across the procedural areas. These multidisciplinary teams focus on ways to improve patient care, increase efficiency, and reduce costs. Addressing these shared challenges will provide for maximum benefit as previously separate and distinct areas will need to further collaborate in the coming years.
- Bethany Daily, MHA, BA, Executive Director, Perioperative Services and Healthcare Systems Engineering, Massachusetts General Hospital
- Mark Seelen, MBA, MPH, Massachusetts General Hospital
11:00 AM – 11:30 AM
Grand Ballroom
Monday | January 28
Morning Networking Break
Sponsored by:
11:30 AM – 12:30 PM
Harbor Island 3
Performance Improvement/Quality
Monday | January 28
Teamwork Makes the Dream Work
A culture of collaboration, engagement, and trust is what surgical teams need to start and finish strong. At the Cleveland Clinic, we have expanded our core team of nursing, surgeons, and anesthesia providers to include administrators, finance, and analyst professionals. This has helped break down silos and enhance relationships with clinicians. Having leadership roles of surgical chairman and vice chairmen at the core of the team has helped us maintain a holistic approach. We will discuss the importance of making the team accessible and accountable to one another, and how doing so has improved our communication and workflow.
Learning Objectives:
- Describe the structure of an enhanced leadership model for surgical operations.
- Discuss the ways in which partnership throughout the department fosters trust, communication, efficiency, and effectiveness.
- Discuss the impact of cultural changes on overlapping surgery, service line movements, and block optimization.
Take-home Tool:
Tip sheet to develop a multidisciplinary structure for governance for facilities of any size.
- Natalie Bright, MBA, MSM, RN, CNOR, Cleveland Clinic
- Carol Pehotsky, DNP, RN, CPAN, ACNS-BC, NEA-BC, Associate Chief Nursing Officer, Surgical Services and Senior Director, Surgical Nursing, Main Campus, Cleveland Clinic
- Alyssa Ciccozzi, MBA, Cleveland Clinic Foundation
11:30 AM – 12:30 PM
Harbor Island 2
Finance/Analytics
Monday | January 28
The Mayo Clinic Approach to OR Growth and Modernization
In 2015, the Mayo Clinic in Rochester, Minnesota, was faced with the need to expand surgical capacity and modernize existing ORs. A surgical facilities master plan was created that enabled facility leaders to add approximately 8,000 surgical cases to their annual 57,000 cases and to modernize ORs without any extended decreases in capacity due to downtime. We will outline best practices for master planning, budgeting, and design process to interrelate maintenance and growth while modernizing an existing OR facility.
Learning Objectives:
- Discuss the importance of a facilities master plan.
- Describe how to interrelate maintenance and growth.
- Identify steps needed to move from budget call to occupancy.
Take-home tool:
Tool to calculate OR capacity required to accommodate growth.
- Chris Nelson, PE, LEED, AP BD+C, Mayo Clinic
- Beau Tordsen, MS, BBA, Mayo Clinic
11:30 AM – 12:30 PM
Harbor Island 1
Leadership
Monday | January 28
Developing a Robust Staffing Model for Postanesthesia Care Units
When Cleveland Clinic leaders challenged managers across all units to work at the 35th percentile, we found that productivity in the postanesthesia care unit (PACU) fell short of this goal. By analyzing census data across all PACUs down to the half hour and for each day of the week, as well as other aspects of our workflow, we identified staffing changes that were needed. Since revamping both staffing needs and shifts, we have maintained our 35th percentile productivity goal, cut nursing costs, and increased efficiency by 10%.
Learning Objectives:
- Discuss the concept of our 35th percentile productivity goal.
- Describe how our model was created.
- Identify at least one measure of success stemming from implementation of the Cleveland Clinic model.
Take-home tool:
A tool to help calculate historical turnover to determine proactive hiring needs.
- Jackie Bates, MSN, CMSRN, NE-BC, Cleveland Clinic
- Cory Guy, CPA, MBA, Cleveland Clinic
12:30 PM – 1:45 PM
Grand Ballroom BC
Keynotes
Monday | January 28
Keynote Luncheon: How Does the Business Management of the OR Need to Change?
Perioperative services are still the driver of profitability for better-performing hospitals and health systems, but 80% of all surgical procedures are performed on an outpatient basis, and perioperative services are managed differently in hospitals vs outpatient centers. As advances in technology and pain management increase the number of surgeries done in ambulatory settings, hospitals will be caring for primarily high-acuity patients.

To meet the needs of these rapidly evolving care models, OR business professionals need to:
o understand emerging trends
o identify and focus on core specialties
o establish a competitive advantage
o obtain necessary capital for technology investments
o manage profitability as costs shift between surgical platforms
o leverage predictive analytics to help manage resources
o adopt new strategies to identify emerging technologies and surgical approaches
- Jeffry Peters, MBA, Surgical Directions
Sponsored by:
1:45 PM – 2:45 PM
Harbor Island 1
Performance Improvement/Quality
Monday | January 28
Riding Out the Storm: Managing Operations in the Wake of Disaster
During a 6-month period, our institution was hit with Hurricane Harvey, a winter storm, and an unexpected computer crash during business hours. We coped with flooding of our sterile processing and materials management units, storms impacting staff availability, and losing accessibility to electronic medical records while image-guided surgery was in progress. We will share our hard-earned lessons on disaster management for the perioperative environment, including tips for damage control, recovery, prioritization, and communication.
Learning Objectives:
- Discuss how to assess damage and find alternatives that allow operations to proceed.
- Describe how to prioritize recovery efforts based on patient urgency and resource availability.
- Develop communication frameworks that allow for quick exchange of critical information.
Take-home tool:
Guidelines for creating crisis management protocols within perioperative services.
- Abigail Caudle, MD, MS, Executive Medical Director of Perioperative Services, Breast Surgical Oncology, University of Texas MD Anderson Cancer Center
- Lisa McMillian, University of Texas MD Anderson Cancer Center
1:45 PM – 2:45 PM
Harbor Island 2
Finance/Analytics
Monday | January 28
Procedure-Based Budgeting
Budgeting in times of reduced reimbursement, increasing costs, and vendor consolidation can be difficult and stressful. We will demonstrate a method of budget development that accounts for not only OR costs, but also institutional margin by procedure. Using this method allows OR managers to defend expense budget increases by demonstrating an improved margin for the institution, inclusive of the additional expenses. Using historical procedure mix and projected volume, participants will learn how procedure-based budgeting can improve the budget process.
Take-home tool:
Information on how to acquire historical procedure volume and convert institutional margin analyses into budget justifications.
- Stephanie Casanova, MBA, Massachusetts General Hospital
- Stephen Spring, BA, Massachusetts General Hospital
1:45 PM – 2:45 PM
Harbor Island 3
Leadership
Monday | January 28
The New Grad RN Millennial—Staffing the OR for the Future!
One way to compensate for the nursing shortage is to “grow your own” by fostering an environment for new graduates to learn the ropes. We will show you how to adopt a training and onboarding model that will interest the new RN graduate and integrate the needs of a Millennial learner into a multigenerational OR team. Building a workforce with these future leaders will help you reduce reliance on agency nurses and save on costs, and using Periop 101 to structure their education will empower them with the skills they need to succeed.
Learning Objectives:
- Discuss the cost benefit of the grow-your-own process.
- Describe how to recruit the right candidates, conduct interviews, and facilitate onboarding.
- Describe how to get buy-in from tenured OR staff who will need to work with the younger generation.
Take-home tool:
Peer-based interview questions and scenarios to identify the right candidates for hire.
MOU and you!—the commitment plan for the new RN graduate.
- Jerry Criswell, MSN, BSN, RN, CNOR, USPI-Tenet HealthCare
- Laura F. Sittler, MBA, BSN, RN, CNOR, NEA-BC, USPI-Tenet HealthCare
2:45 PM – 3:15 PM
Grand Ballroom
Monday | January 28
Afternoon Networking Break
Sponsored by:
3:15 PM – 4:15 PM
Harbor Island 2
Performance Improvement/Quality
Monday | January 28
A Continuous Improvement Approach to Turn Around Time (TAT)
Striving to create a culture of improvement in the Neurosurgical operating rooms at the Cleveland Clinic has led the team to focus on improving turnaround time. We will discuss the continuous improvement systems, tools, and behaviors that led to improving these ORs’ performance. Learn how a team of surgeons, anesthesia, nursing, and support services utilized A3 thinking to improve turnaround time.
Learning Objectives:
- Discuss how to empower caregivers to drive improvements.
- Identify processes for identifying what matters most to improve OR throughput and key drivers.
- Describe the A3 approach to improve turnaround time.
Take-home tool: Template for Visual management of performance and tracking misses.
- Kelly Greer, BSN, RN, CNOR, Nurse Manager, Neurosurgical ORs, Cleveland Clinic
- Ryan Gusching, MSA, Continuous Improvement Specialist, Cleveland Clinic
3:15 PM – 4:15 PM
Harbor Island 1
Performance Improvement/Quality
Monday | January 28
How to Manage and Sustain a Multidepartmental Robotic Program
How do you build and maintain a growing robotics program within a defined block-allocated space? A creative algorithm for case placement allowed our multidepartmental services to use four robotic rooms. We will explore methodology used and the collaboration needed to bring about this dynamic scheduling of robotic cases within a non-flexible space. We will also discuss the business case for creating a specialized robotics team and the ability to incentivize this work.
Learning Objectives:
- Describe the current state of a robotics program.
- Identify the changes needed within your program.
- Discuss how to track progress to ensure a progressive future state.
- Sonja Walsh, RNFA, BSN, CNOR, CSSM, Assistant Director, Centennial Medical Center
3:15 PM – 4:15 PM
Harbor Island 3
Supply Management
Monday | January 28
Super-Sized Inventory? Take Control of Your Instruments
Matching reusable instrument supply with increasing OR demands is a common problem. To streamline our inventory and reduce costs, we launched a comprehensive, multidisciplinary project involving surgeons and OR nursing. We evaluated instrument set inventory, contents, and other information to reduce same-day turnover and improve accountability as well as our tracking system accuracy. We’ve achieved significant cost savings, even in the early phases. For example, a sub-service with 17 instrument sets was reduced to 10; 3 existing instrument sets were combined into just 1; and the contents of the largest, most used instrument set were reduced by 40%.
Learning Objectives:
- Identify inventory categories and determine maximum instrument set usage vs booked procedure usage.
- Describe how to involve clinical users in modifying inventory.
- Discuss how to plan and meet the demands of ongoing changes to volume, growth, and procedure change.
Take-home tool:
A template of how we tracked changes and progress for each service.
- Jacob Flaherty, CRCST, Massachusetts General Hospital
- Mark Rosa, BS, CRCST, CHL, Massachusetts General Hospital
4:15 PM – 4:45 PM
Grand Ballroom
Monday | January 28
Speed Networking
Networking…with a twist! Join us before the welcome reception to accelerate your contacts. Through this structured and fast-paced event, you’ll meet many new peers, colleagues, and friends. Don’t forget your business cards!
4:45 PM – 6:15 PM
Bayview Lawn
Monday | January 28
Welcome Reception

Tuesday | January 29

8:00 AM – 5:30 PM
Bayview Foyer
Registration
Tuesday | January 29
Registration
8:30 AM – 9:00 AM
Grand Ballroom
Tuesday | January 29
Networking Breakfast
Sponsored by:
9:00 AM – 9:45 AM
Grand Ballroom B
Keynotes
Tuesday | January 29
Opening Keynote: Thinking Outside the Box: Seeing What’s Possible
Everyone wants us to think outside the box, but very few people show us how. As a magician and mentalist, Michael Karl makes his living by thinking differently and making the impossible possible. His interest in human behavior and how people can influence others led him to develop his skills as a psychological illusionist, or mentalist. He has shared insights with Fortune 500 companies including MARS, Indeed, AT&T, Hilton, and Priceline. In this presentation, he will demonstrate magic and reverse engineer his illusions to help you rethink your everyday problem solving. Attendees will gain a different perspective that will enable them to actually think outside the box.
- Michael Karl, Influence Your Audience
10:00 AM – 11:00 AM
Harbor Island 1
Performance Improvement/Quality
Tuesday | January 29
What Sets Successful Partnerships Apart?
There is a fundamental disconnect between what most people believe is the path to successful partnerships with clinicians and what actually leads to a healthy, supportive, and effective partnership. While there is certainly no "one size fits all" approach, focusing on certain behaviors will improve an individual leader's chance of success.
Learning Objectives:
- Demonstrate responsible decision making and personal accountability.
- Discuss critical and reflective thinking abilities.
- Describe a range of skills and abilities to help leaders develop partnerships with clinicians.
- John Polikandriotis, PhD, MBA, MPH, FACHE, CMPE, Vail Summit Orthopaedics
10:00 AM – 11:00 AM
Harbor Island 3
Finance/Analytics
Tuesday | January 29
Weight Matters in OR Reimbursement
Designing an optimized surgery charging structure can be challenging, but doing so is essential to an organization’s surgery revenue capture and bottom line. This presentation will detail how we used unique data analytics and creative innovation to revamp the surgery charge structure in a rural community hospital. We maximized reimbursement by basing charge on CPT code weights instead of procedure levels.
Learning Objectives:
- Discuss the current landscape of healthcare reimbursement and the need to change how surgery charges are captured.
- Describe a method for improving the capture of surgical revenue based on weighted CPT codes.
- Discuss the pros and cons of changing your surgery charge capture process.
Take-home tool:
Strategies for implementing the changes in OR pricing. The specific tools the team used to produce the final results will be available for review and discussion.
- Jackie Hinderks, FHFMA, Carris Health, Rice Memorial Hospital
- Kris Lingle, MSN, RN, CNOR, Carris Health, Rice Memorial Hospital
10:00 AM – 11:00 AM
Harbor Island 2
Leadership
Tuesday | January 29
Phase X: Creating a Nimble Staffing Pattern to Case Volume
In an active perioperative setting, it’s often hard to ascertain a staffing pattern that moves with the case volume. Phase X (X being the unknown factor, which is case volume) is a process by which the business manager, OR director, and service line managers measure case volume and rooms running. Staffing patterns and shifts are then discussed and put into place. These are measured at 6-month intervals, and staffing is flexed to meet the case volume.
Learning Objectives:
- Describe an adaptive electronic tool to provide system viewing for staffing.
- Discuss creative staffing solutions driven through data metrics.
- Discuss lessons learned, including future opportunities. Describe financial opportunities for cost reduction in overtime and incentive pay categories
Take-home tool:
Staffing tool for assessing the staffing need to case volume.
- Cindy L. Kildgore, MSHA, BSN, CNOR, Perioperative Services Director, Vanderbilt University Medical Center
- Sonja Walsh, RNFA, BSN, CNOR, CSSM, Assistant Director, Centennial Medical Center
11:00 AM – 11:30 AM
Grand Ballroom
Tuesday | January 29
Morning Networking Break
11:30 AM – 12:30 PM
Harbor Island 2
Performance Improvement/Quality
Tuesday | January 29
Crew Resource Management for Your OR Team
Crew resource management (CRM) training is not a new concept, but it’s a proven way to improve communication and patient safety. After we identified poor communication as a consistent root cause of adverse events at St. Claire HealthCare, we conducted CRM training via a scenario-based training course that focused on team communication in a variety of practice settings. To measure the outcome, we developed a questionnaire for participants. Results showed that staff perceived improvements in patient safety, team communication, and mutual support after CRM training.
Learning Objectives:
- Describe the communication and cultural flaws that can impede patient safety.
- Discuss how to engage the medical staff in culture change.
- Identify ways to sustain the culture change in the OR.
Take-home Tool:
Quick tip sheet and a sample training agenda will be distributed for attendees to adjust to their own setting.
- Riki Watts, MSN, RN, NE-BC, CNOR, St. Claire Healthcare
11:30 AM – 12:30 PM
Harbor Island 3
Finance/Analytics
Tuesday | January 29
Seven Winning Strategies for Equipment Negotiation
Does your team fully understand best practices for negotiating healthcare equipment purchases? We will share seven best practices based on data gathered from thousands of transactions and hundreds of hospitals, using case studies to illustrate these concepts. You will learn not only how to work better with suppliers but also your own supply chain and finance teams.
Learning Objectives:
- Discuss the optimal organizational design for supply chain and OR collaboration.
- Identify how to set an anchor early in supplier negotiations.
- Describe how to prepare for equipment negotiations, establish a BATNA, and leverage the benefits of multiparty negotiations.
Take-home tool:
Framework for optimal organizational design, best practice outline for the capital equipment responsibilities for both OR and supply chain teams, and a guide to the seven best practices in equipment negotiation, with how-to instructions and a case study for each best practice
- Tom Derrick, OpenMarkets
11:30 AM – 12:30 PM
Harbor Island 1
Supply Management
Tuesday | January 29
Look Before You Leap: Assess Current State vs Future Need for Inventory Management System
The Inova Fairfax Medical Campus has 62 ORs and is looking to expand services and upgrade technology. To improve supply chain operations and reduce overall supply costs, we first conducted a thorough assessment. This allowed us to identify and prioritize improvement opportunities, gain consensus on the value of a well-defined supply chain, and prepare a request for proposal for a new OR inventory management system. The hardest part of doing an assessment is thinking through the details to prioritize the team's time. We will discuss our methods, which we believe can help others in assessing their current state vs future needs.
Learning Objectives:
- Identify the framework needed for conducting an OR supply chain assessment.
- Identify key obstacles and approaches to overcome them.
- Discuss the lessons learned through the process.
Take-home tool:
OR supply chain checklist.
- Tom Redding, Managing Director, Healthcare, St. Onge Company
- Kevin Youmans, Inova Health System, Fairfax Medical Campus
12:30 PM – 1:45 PM
Grand Ballroom BC
Keynotes
Tuesday | January 29
Keynote Luncheon/Award Presentation: Perioperative Innovation
In today’s fast-paced and dynamic healthcare marketplace, it is more important than ever to innovate in order to stay relevant. Nurses and healthcare leaders play a major role in creating a culture of innovation. In this session, we will discuss disruptive innovations and the skill set needed to more effectively create innovative solutions. Knowing how to do this will enable perioperative leaders to optimize their resources, increase efficiency, and deliver better, safer care to their patients.
Learning Objectives:
- Describe the new skills healthcare providers need to be effective innovators.
- Discuss examples of healthcare disruptive technologies.
- Describe how customers’ beliefs and unmet needs are critical elements of any innovation. Discuss the importance of medical device companies partnering with providers to innovate methods of safer care.
- Judy Pins, RN, BSN, MBA, President, Pfiedler Education
Sponsored by:
1:45 PM – 2:45 PM
Harbor Island 3
Finance/Analytics
Tuesday | January 29
Why and How to Create a Perioperative Surgical Home
Value-based care requires providers to improve quality of patient care while reducing costs. Coordination of care is the key to success and the foundation of the perioperative surgical home. New technologies, tools, and techniques for driving increased productivity and improved patient care must span the entire surgical encounter, from first appointment to postoperative care. Common problems and potential solutions will be discussed for each aspect of the continuum of care for surgical patients: electronic health record documentation; coordination and efficiency among surgical office staff, anesthesia providers, and the surgical team on the day of surgery; and patient engagement pre and post procedure.
Learning Objectives:
- Describe how to justify adoption of a perioperative surgical home model of care.
- Identify ways to overcome resistance to change.
- Discuss how to form a high-performance team and provide the tools to get the job done.
Take-home tool:
A current state/future state issue and opportunity mapping tool, a project charter and action planning tool, and a financial benefit calculator.
- Sakinah Abdullah, RN, LifeBridge Health/ Sinai
- Mark Stega, MD, Optimium Health, Inc.
1:45 PM – 2:45 PM
Harbor Island 2
Leadership
Tuesday | January 29
Three R's of Staff Efficiency: Right Staff, Right Time, Right Place
Labor costs represent a hospital’s largest expense and account for more than 50% of the total operating revenue. Healthcare executives are holding department directors and managers accountable for managing a worked hours per unit of service (WHPUOS) statistic. To analyze labor productivity, it’s essential to establish a unit of measurement. Central Florida Health implemented WHPUOS to measure and better analyze how labor expenses affect total margins and target goals. We will discuss how we implemented a WHPUOS goal and collaborated with key players and hospital staff to achieve and sustain our WHPUOS targets, which led to significant savings.
Learning Objectives:
- Identify a worked hours per unit of service (WHPUOS).
- Describe how to calculate a daily WHPUOS.
- Discuss staffing to volume trends. Discuss the actions needed to reduce labor costs. Describe the tools used to achieve and sustain a WHPUOS target.
Take-home tool:
A method for what to include in your WHPUOS and how to calculate it. Examples of before and after implementation of the staffing-to-demand tool.
- Laurie Harsh, MSM, RN, CNOR, Leesburg Regional Medical Center
- Virginia (Ginger) Martin, MSN, BSN, RN, CNOR, Berkeley Research Group
1:45 PM – 2:45 PM
Harbor Island 1
Supply Management
Tuesday | January 29
Looking Through a Clouded Lens: Consignment Agreements
Consignment is viewed as the saving grace of inventory management in OR settings. But consignment inventories can become a significant liability to organizations on a financial and operational level if they’re not managed correctly. In this session, we will discuss elements that will make consignment an advantage to your OR, identify what to include in your consignment agreements, and develop strategies to maximize value in your product categories that are managed through consignment arrangements.
Learning Objectives:
- Identify which elements of consignment agreements will benefit your organization.
- Develop processes to control consigned products and create efficiencies for OR and supply chain managers.
- Describe how to implement consignment agreements in a way that minimizes liability and ensures the accountability of appropriate parties.
Take-home tool:
Checklist of terms and conditions to include in consignment agreements.
- William P. Stitt, CMRP, FAHRMM, Principal and Chief Operating Officer, Credibility Healthcare, LLC
2:45 PM – 3:15 PM
Grand Ballroom
Tuesday | January 29
Afternoon Networking Break
3:15 PM – 4:15 PM
Harbor Island 1
Performance Improvement/Quality
Tuesday | January 29
Create Innovation Ramps, Not Roadblocks, to Speed Review of New Devices and Procedures
Historically, a Value Analysis Team has assessed the financial benefit of new products, but not their safety. We established an algorithm for all new products or procedures that integrates the Value Analysis Team’s review with an assessment by a Continuous Quality Improvement Team to determine how these can safely be put into practice. Surgeons were concerned about stifling innovation or delaying implementation. However, this new structure decreased the time between a device request to availability from 124 to 51 days, and to date there have been no device-associated safety events of procedures or devices that have gone through this review.
Learning Objectives:
- Define the difference between innovation and research.
- Describe the appropriate implementation plan for new devices and procedures.
- Discuss the need for integration of financial and safety reviews of innovations.
Take-home tool:
Algorithm that helps triage the appropriate implementation plan for new devices or procedures.
- Tom Aloia, MD, University of Texas MD Anderson Cancer Center
- Abigail Caudle, MD, MS, Executive Medical Director of Perioperative Services, Breast Surgical Oncology, University of Texas MD Anderson Cancer Center
3:15 PM – 4:15 PM
Harbor Island 2
Leadership
Tuesday | January 29
Building Blocks: How to Calculate Your Optimal Schedule
As children, when we put building blocks together, we had to estimate and calculate the relative size and number of things we needed. The same principles hold true for perioperative block utilization; we need to know number of rooms, staff, cases per day, type of procedure, individual productivity, and patient logistics. At VA San Diego, we are using real-time perioperative analytics to determine room utilization, surgical specialty use of assigned block time, surgeon-specific operating time by CPT code, add-on caseloads, and staffing and case distribution. Using this information, we can optimize and predict perioperative schedules.
Learning Objectives:
- Describe which data provide the most insight for building OR schedules.
- Discuss how to size blocks to meet clinician, patient, and procedure requirements.
- Discuss actionable steps VA San Diego took to optimize perioperative efficiency.
Take-home tool:
Sample dashboard reports that highlight the data required to develop an optimal perioperative schedule, with examples of schedules optimized for procedures, patients, and individual clinicians.
- William Ardill, MD, FACS, VA San Diego Medical Center
3:15 PM – 4:15 PM
Harbor Island 3
Supply Management
Tuesday | January 29
So You Think You Understand Supply Chain Management
Gain an understanding of the cross-departmental initiatives necessary for successful results with managing and charging surgical supplies. Rhodes will present the “pyramid” supply chain process, showing each sequential layer of the process and explaining how they interface for optimal management of the ordering and charging process.
- Paul Rhodes, RN, Consultant, AuditMed
4:30 PM – 7:30 PM
Tuesday | January 29
Exhibit Break Down and Move Out
4:30 PM – 5:30 PM
Harbor Island 1
Performance Improvement/Quality
Tuesday | January 29
Mind the Gap: Find the Internal Capacity to Grow and Add New Service Lines
Massachusetts General Hospital has increased OR case volume without building new rooms. How do you plan for strategic growth and the addition of a new service line? What changes in staffing, equipment, instrumentation, and education are necessary to sustain this growth and provide optimal patient care? How do you evaluate equipment and instrument constraints and restrictive processes related to booking, inventory, and staff competencies? How do you assess costs to remove bottlenecks and consider staff changes? Conducting a retrospective analysis can help you determine growth opportunities in your surgical schedule and identify the steps needed to grow that additional volume or service.
Learning Objectives:
- Identify excess capacity in your ORs.
- Describe strategies for increasing volume.
- Discuss operational details for adding service lines and growing volume.
Take-home tool:
A list of steps needed to conduct a retrospective analysis of the surgery schedule, tips on how to present data to stakeholders, and a framework for planning additional case volume and service line growth.
- Meaghan Gray, BS, Director, Sterile Processing, Massachusetts General Hospital
- Mark Seelen, MBA, MPH, Massachusetts General Hospital
4:30 PM – 5:30 PM
Harbor Island 3
Finance/Analytics
Tuesday | January 29
Bridging FTE & Staffing: A Rosetta Stone for Nurses and Budget Offices
Nursing leaders and budget office staff use different terminology when discussing staffing: full-time equivalents, or FTE (budget) vs unique staff bodies (nursing leaders). Such differences can cause friction in determining proper staffing levels. We will explore the fundamental differences in perspective, review the AORN staffing recommendation model, and then deconstruct that model to show how we built a model to staff for six outpatient ORs. Our insights will help attendees understand the productive and paid FTE as well as unique staffing bodies that are needed to ensure proper staffing levels.
Learning Objectives:
- Outline a staffing model of responsibilities and strategy for Perioperative Services
- Establish synergy of a method for calculating staffing requirements between Perioperative Leadership and Budget Department
- Build a Perioperative staffing template in a multi-dimensional spreadsheet to assess staffing and cost
Take-home tools:
A spreadsheet calculator allowing a user to plug in number of rooms, hours of operation, days a week, and number of breakers, to determine needs for productive FTE, paid FTE, and staff count.
A spreadsheet calculator allowing a user to plug in a staffing model by hour of day and day of week, which will determine productive hours, paid hours, and staff count.
A staffing model spreadsheet where RN leadership can enter the number of staff present by hour of day and day of week to determine FTE and staff count.
- Paul Rhodes, RN, Consultant, AuditMed
- Blake Stock, MBA, OR Hub
4:30 PM – 5:30 PM
Harbor Island 2
Leadership
Tuesday | January 29
Relationship Mastery for the Healthcare Professional
OR business managers are sometimes the only non-clinician in the room, the newest member of the team, or the least experienced person at the table, which puts them at a disadvantage for developing collegial relationships with clinicians. They may compensate by being overly formal or working around people instead of building rapport. According to the Social Style model, there are four basic styles in which people typically act, think, make decisions, and relate to others. Understanding these behavioral styles can help business managers improve working relationships by raising awareness of their own style and those of their colleagues.
Learning Objectives:
- Identify the four Social Styles and how to flex behavior to increase interpersonal effectiveness.
- Discuss how to develop and nurture strong relationships with mentors, healthcare colleagues, and non-healthcare allies, both at work and outside of work.
Take-home tool:
A working model of the Social Style, including assessments of team members’ and clinician partners’ social styles.
- Edwin Ibay, JD, MHA, College of Public Health, University of Oklahoma Health Sciences Center
6:00 PM – 8:00 PM
Grand Ballroom BC
Tuesday | January 29
Build-a-Wheelchair® Charity Networking Activity
ADD-ON TICKET REQUIRED

From 6:00 p.m. – 8:00 p.m., following the last session on Tuesday, January 29, GETINGE is sponsoring a Build-a-Wheelchair® networking activity born out of a desire to help American veterans and others with various mobility challenges. In this fun and rewarding program, groups use teamwork skills and activities on iPads to earn the materials necessary to assemble, test, and decorate wheelchairs for donation.

In order to facilitate a fun, energetic and engaging experience, spaces are limited to the first 100 registrants who add-on this option to their registration.
Sponsored by:
6:00 PM – 9:30 PM
Tuesday | January 29
San Diego Dine Around
Called one of "America's best cities for foodies," by Travel & Leisure magazine, San Diego’s culinary scene is a burgeoning, vibrant mix of locally inspired flavors, from delightfully simple to sophisticatedly artful. The city's proximity to the ocean and Mexico has greatly influenced both the local cuisine and culture. As a conference attendee, you can hop on a complimentary, round-trip shuttle from the Sheraton San Diego Hotel & Marina Lobby to the lively downtown neighborhood of the Gaslamp District.

Wednesday | January 30

8:00 AM – 11:00 AM
Bayview Foyer
Registration
Wednesday | January 30
Registration
8:30 AM – 9:00 AM
Grand Ballroom
Wednesday | January 30
Networking Breakfast
9:00 AM – 10:00 AM
Harbor Island 1
Performance Improvement/Quality
Wednesday | January 30
Navigating the Transition: What It's Like To Be Acquired
In July 2013, after more than 100 years as an independent facility, UPMC Altoona merged with the University of Pittsburgh Medical Center (UPMC) health system. We had to overcome resistance and gain support to manually recreate more than 1,000 preference cards, implement a new surgical documentation system, change many high-volume consumable products, adopt all new policies, and educate surgeon offices on the new processes that would impact them. You'll gain valuable insight into how to seamlessly manage the transition to a new culture during an acquisition.
Learning Objectives:
- Identify the stages in transitioning from a stand-alone hospital to becoming part of a larger network.
- Describe the actions needed to shift your perioperative suite from worst to first.
- Discuss how to prepare for the inherent challenges of an acquisition.
Take-home tool:
A preference card tracking sheet, on-time start metrics, and noncompliance letters for physician tardiness.
- Dana M. Kopera, MBA, BSN, RN, CNOR, UPMC Altoona
- Barbara E. Nosek, MHA, UPMC Supply Chain Management
9:00 AM – 10:00 AM
Harbor Island 3
Finance/Analytics
Wednesday | January 30
A Look in the Rearview Mirror: Paving the Way for Future Cost Avoidance
A look into the past can often predict our future. It can also assist in changing our future by analyzing what the data are telling us. This presentation will look at perioperative issues that have been persistently repeated in the top 10 patient safety concerns and top 10 technology hazards for healthcare organizations since 2010. By correlating your own data to the identified issues, you can develop strategies to drive your quality and safety initiatives. Eliminating or mitigating risks can result in improved reimbursement and significantly lower costs associated with adverse events.
Learning Objectives:
- Describe persistent challenges to patient safety and quality and the hazards inherent in the increasing adoption of technologies in the perioperative area.
- Describe strategies for implementing evidence-based practices to mitigate or eliminate the risks of patient harm.
- Identify effective tools to drive quality and patient safety initiatives.
Take-home tool:
Examples of which data elements to analyze and how to identify quality and safety initiatives most likely to lower costs and improve delivery of care.
- Gail M. Horvath, MSN, RN, CNOR, CRCST, ECRI Institute
- Catherine Pusey, MBA, BSN, RN, ECRI Institute
9:00 AM – 10:00 AM
Harbor Island 2
Leadership
Wednesday | January 30
Busy vs Productive: How to Meet OR Labor Benchmark Goals
Have you been told to make staffing changes in order to meet a benchmark percentile goal? Are you struggling to understand and believe the benchmark data you were provided? Gain an understanding of the variables used in creating labor benchmarks; how you can address the data, statistics, and definitions of OR-specific benchmark data; and how to meet or even exceed benchmark goals. Labor represents approximately 55% expenses in the acute care environment. Learn how proper financial management and strategies to maximize productivity can help right-size staffing for your OR case load.
Take-home tool:
An OR Benchmark Variable Worksheet that defines OR-specific labor benchmark variables explains how to map departments and compare groups and statistics.
- Sharon K. Ulep, MBB, CMCA, CPHQ, Plante Moran
10:15 AM – 11:15 AM
Harbor Island 2
Leadership
Wednesday | January 30
Decreasing OR Turnover Time: A Resource-Neutral Initiative
Can room turnover time be reduced without using additional resources? A process improvement initiative at our facility involving data collection and workflow analysis showed that it can. The initiative included one surgeon’s patients who had total joint replacement with spinal anesthesia. We saw opportunities to improve workflow for the anesthesiologist, circulating, and postanesthesia care nurses. From a baseline turnover time of 37 minutes, we achieved a 10% reduction to 33 minutes by changing patient flow with no additional human or capital resources. The time saved allowed us to add one case per day, Monday through Friday, potentially increasing revenue.
Learning Objectives:
- Define operative and non-operative time, and turnover time as a component of non-operative time.
- Describe the change in staff workflow and tasks that reduced turnover time.
- Identify needs related to managing change in an interdisciplinary group.
- Carolyn Millen, DHA, MSN, RN, NE-BC, Northwest Hospital and Medical Center, UW Medicine
10:15 AM – 11:15 AM
Harbor Island 1
Supply Management
Wednesday | January 30
What Is That Central Sterile Department Doing?
A 3-year journey (2015 to 2018) turned a failing central sterile department (CSD) into a highly reliable, quality focused department in the Altru Health System. Through a calculated investment in the CSD infrastructure, education, and quality testing products, we achieved a reduction in immediate use steam sterilization rates from 15% to 4%, and an increase in complete assemblies of instrument sets from 88.8% to 95.4%. In addition, the CSD has centralized all high-level disinfection and endoscope reprocessing, and relationships between CSD and OR staff have improved.
Learning Objectives:
- Describe how CSD analytics drive changes in patient safety initiatives and quality metrics.
- Identify specific CSD analytics data points that affect cost savings in the OR setting.
- Discuss an interdisciplinary team and analytics approach to the relationship between the CSD and OR.
Take-home tool:
List of analytic points to consider in optimizing the relationship of the CSD and OR, including CSD-specific analytics and a case for developing analytic positions for surgical service lines.
- Jenni Gibbs, BS, Altru Health System
- Matthew Strand, Altru Health System
11:15 AM – 11:15 AM
Wednesday | January 30
Adjourn

Agenda

Agenda

Sunday | January 27

Registration Opens

Pre-conference Workshop: CSSM® Exam Prep

Pre-conference Workshop: Slice and Dice Data to Improve Performance and Patient Outcomes

Champagne Kick Off at Registration!

Exhibit Set Up

Monday | January 28

Registration

Networking Breakfast

Opening Keynote: Business Intelligence—The Intersection of Analytics and Operations

Implementing Enhanced Surgical Recovery: The Future Is Yesterday

Successful Guide to Requesting Perioperative Capital

How Perioperative and Procedural Services Can Collaborate to Improve Patient Care

Morning Networking Break

Teamwork Makes the Dream Work

The Mayo Clinic Approach to OR Growth and Modernization

Developing a Robust Staffing Model for Postanesthesia Care Units

Keynote Luncheon: How Does the Business Management of the OR Need to Change?

Riding Out the Storm: Managing Operations in the Wake of Disaster

Procedure-Based Budgeting

The New Grad RN Millennial—Staffing the OR for the Future!

Afternoon Networking Break

A Continuous Improvement Approach to Turn Around Time (TAT)

How to Manage and Sustain a Multidepartmental Robotic Program

Super-Sized Inventory? Take Control of Your Instruments

Speed Networking

Welcome Reception

Tuesday | January 29

Registration

Networking Breakfast

Opening Keynote: Thinking Outside the Box: Seeing What’s Possible

What Sets Successful Partnerships Apart?

Weight Matters in OR Reimbursement

Phase X: Creating a Nimble Staffing Pattern to Case Volume

Morning Networking Break

Crew Resource Management for Your OR Team

Seven Winning Strategies for Equipment Negotiation

Look Before You Leap: Assess Current State vs Future Need for Inventory Management System

Keynote Luncheon/Award Presentation: Perioperative Innovation

Why and How to Create a Perioperative Surgical Home

Three R's of Staff Efficiency: Right Staff, Right Time, Right Place

Looking Through a Clouded Lens: Consignment Agreements

Afternoon Networking Break

Create Innovation Ramps, Not Roadblocks, to Speed Review of New Devices and Procedures

Building Blocks: How to Calculate Your Optimal Schedule

So You Think You Understand Supply Chain Management

Exhibit Break Down and Move Out

Mind the Gap: Find the Internal Capacity to Grow and Add New Service Lines

Bridging FTE & Staffing: A Rosetta Stone for Nurses and Budget Offices

Relationship Mastery for the Healthcare Professional

Build-a-Wheelchair® Charity Networking Activity

San Diego Dine Around

Wednesday | January 30

Registration

Networking Breakfast

Navigating the Transition: What It's Like To Be Acquired

A Look in the Rearview Mirror: Paving the Way for Future Cost Avoidance

Busy vs Productive: How to Meet OR Labor Benchmark Goals

Decreasing OR Turnover Time: A Resource-Neutral Initiative

What Is That Central Sterile Department Doing?

Adjourn

My Agenda

January 27-30, 2019

Sheraton San Diego Hotel & Marina San Diego, CA

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