Monday, January 27

11:00 am - 8:00 pm

Registration Open

Sponsored by:
2:00 pm - 5:00 pm
Pre-Conference Workshops

Pre-conference Workshop: Business Case Formation: Surgical Service Line

Cindi Goddard, MPH, BSN, RN, Senior Managing Consultant, Health Care Performance Advisory Services, BKD
Kevin A, Rash, Director, Health Care Performance Advisory Services, BKD
Eric Rogers, MAEd, RT, Director, Health Care Performance Advisory Services, BKD
In this hands-on workshop, participants will learn the steps needed to assess market analytics, including primary service area, service line volume, and market share. The speakers will share their experience in building assumptions for future volume to help attendees better understand payments expected, control cost, and utilize case/care management. Using claims data and a sample spreadsheet to evaluate market share, Rash, Goddard, and Rogers will guide participants in developing a business case designed to ensure a return on investment (ROI) from service line(s).
Learning Objectives:
  • Discuss importance of market analytics to assist in data-driven decisions for a business case ROI. State necessary key cost controls and mechanisms.
  • Describe key stakeholders involved in contract payments. Establish why and how to add care/case management to surgical services.
  • Identify key performance metrics of current financials to assist in forecasting financials. Determine their business case ROI.

Take-home tool:
Attendees will leave with a sample spreadsheet to assist with calculating ROI in their own facilities in addition to a market analytics checklist to identify market share.

2:00 pm - 5:00 pm
Pre-Conference Workshops

Pre-conference Workshop: The Big Four: Key Components to Optimizing Your Perioperative Business Savvy

Paul Rhodes, RN, Consultant, AuditMed
Being a perioperative business leader requires you to blend innovation, new technology, and business elements into your day-to-day operations. Join Paul Rhodes, former OR Business Management Conference Chair, to learn about the best practice of "functional integration"- achieve a thorough understanding of how expenses, utilization, operations, and revenue work together while developing skills to transform how you perform daily activities in your facility.

Take-home tool:
Rhodes will provide attendees with a worksheet to help identify perioperative business competencies: ability to understand expenses based on supply chain integration and alignment; utilization components; three operational and cross-departmental ways to counter declining profit margins; and key elements for optimizing revenue from payer contract negotiations.

Tuesday, January 28

7:30 am - 6:30 pm

Registration Open

Sponsored by:
7:30 am - 8:00 am
Networking

Networking Breakfast

8:00 am - 9:00 am
Keynotes

Opening Keynote: No Margin, No Mission: Maximizing Your Profit Margins with a Focused Approach

David Wildebrandt, MHA, Managing Director, BRG - Berkeley Research Group, LLC
Creating the right portfolio of services entails prioritizing service line opportunities and developing a platform for service line strategies. There are specific ways to formulate growth initiatives, alter management, and measure structures efficiently. During his presentation, David Wildebrandt, MHA, will discuss the importance of understanding a service line strategy, how to define which markets you serve, and how to identify service line characteristics. You'll leave excited and motivated to return to your OR with new strategies for reconfiguring growth initiatives, management structures, and key performance indicators for successful execution.
Learning Objectives:
  • Discuss the importance of service line strategies.
  • Identify ways in which traditional service line thinking must evolve from volume to value.
  • Describe the essential components of a service line evaluation and how to prioritize opportunities.
9:00 am - 10:00 am
Finance/Data & Analytics

A Sustainable OR Can Exist: Utilizing Data for Efficiency and Throughput

Cindy Kildgore, MSHA, BSN, RN, CNOR, Perioperative Services Director, Vanderbilt University Medical Center
Justin Young, Operation Improvement Black T, Operations Engineer III, Vanderbilt University Medical Center
How can data analytics be used to create algorithms that determine efficiency and throughput for perioperative services departments, including holding rooms, the postanesthesia care unit, and ORs? Leaders at Vanderbilt University Medical Center had long struggled with how to improve their first case on-time starts, turnover times, and wheels in to wheels out in the holding room--as well as how to track and show improvement. LEAN processes and data analytics have helped them develop ways to improve throughput and efficiency, and to track and show sustainability. During this presentation, Cindy Kildgore and Justin Young will share the steps taken and processes implemented to lead their OR to sustainability.

Take-home tool:
Attendees will receive a PowerPoint presentation to include tools that can be used at their own facilities.

9:00 am - 10:00 am
Supply Management

Re-engineering 'Spaghetti' Supplies in the OR

Maurice Francis-Wilson, MBA, BSN, RN, Senior Director, Nursing, Inova Health - Mount Vernon
Aimee M. Watson, MS, CMRP, Senior Manager, Healthcare Services, St. Onge Company
Gaining trust between supply management staff and the OR is at the core of change management. The use of data analytics and supply reconfiguration can help improve staff productivity and replenishment paths, supply par management, and procurement frequencies. Leaders from Inova Health and St. Onge will share how they achieved increased visibility and accessibility in both the supply and OR staff by creating one primary location within each designated OR space (slot map). Join them as they shed light on the concept of "replenishment with purpose" and explain how, through consolidation, they were able to reduce inventory by $250,000 within 6 months.
Learning Objectives:
  • Identify supply consolidation opportunities.
  • Discuss how to engage staff in new standard operating procedures.
  • Describe how to improve the quality, frequency of delivery, and unit of issue from a central supply/core area.

Take-home tools:
Speakers will share a methodology for identifying candidates for consolidation and a standardized approach for the slotting map location identifier and replenishment methods. Attendees will be equipped with expiration management tools and key performance indicators.

9:00 am - 10:00 am
Performance Improvement/Quality

Under Pressure! How to Reduce Perioperative Pressure Injuries

Diane B. Kimsey, MSN, MHA, RN, CNOR, Clinical Educator, Einstein Medical Center Montgomery
Reducing pressure injuries is a goal in many healthcare organizations. Within a 2-year time frame, Einstein Medical Center Montgomery implemented a quality improvement project that led to a 100% reduction in surgically related pressure injuries. That statistic was sustained over the next 24 months and saved an estimated $174,000 in treatment costs. Join Diane Kimsey as she shares how these results were achieved through the work of a multidisciplinary team and the use of an evidence-based prevention protocol, communication about risks and injuries, staff education, compliance audits, root cause analysis, and wound team follow-up. She will also discuss the full bundle, implementation strategy, and keys to sustained compliance.

Take-home tool:
A PowerPoint presentation outlining the points of the pre-, intra-, and postop bundle will be distributed to attendees.

10:00 am - 10:30 am
Networking

Morning Networking Break sponsored by HCA

Sponsored by:
10:30 am - 11:30 am
Finance/Data & Analytics

Surgeons Seeking Savings: Tales of Transparency

Jessica Gruendler, DNP, MSN, RN-BC, CPHQ, Empiricist Vice President, Empiric Health
Carole Inlaw, MBA, BSN, RN, CNOR, Integrated Business Operations Manager for Perioperative Services, John Muir Health
Lisa Lambros, MSN, MBA, RN, Executive Director, Surgical Services, John Muir Health
Surgeons will seek the information necessary to decrease their individual cost per case when presented with data that ensures their outcomes will not be negatively affected. Using targeted data, transparency, and physician-led collaborations, John Muir Health has implemented practical solutions to reduce variation in care and ultimately make high-quality care more affordable. Join the leaders who implemented this change as they discuss how to provide supply cost transparency to surgeons, collaborate with supply chain staff, and use outcomes data to drive positive change, which will result in significant savings.

Take-home tool:
Attendees will receive a 10-step plan to initiate surgeon engagement, including resource card review, quick wins, and presentation tips to track savings.

10:30 am - 11:30 am
Performance Improvement/Quality

Show Me the Money: Incentivizing Productivity

Chris Bejil, MSN, RN, CENP, CNOR, CSSM, NE-BC, Director of Perioperative Services, Midland Memorial Hospital
An incentive program that was used at Midland Memorial Hospital bettered teamwork and efficiency by improving first case on-time starts by 10%, decreasing turnover time from an average of 38 minutes to 17 minutes, and improving last-case out times from 1823 to below 1700 consistently. Just how did they do this? Attend this presentation to find out! Upon returning to you OR, you'll be equipped to implement your own performance improvement project to increase revenue via cost avoidance, and, despite the cost of the incentive, deliver a return on investment.
Learning Objectives:
  • Describe how an incentive program can positively affect OR productivity and revenue.
  • Discuss the return on investment of an incentive program designed to improve teamwork and productivity in the OR.
  • Explain how to implement an incentive program.

Take-home tools:
A sample return on investment statement and next steps for implementation will be shared with participants.

10:30 am - 11:30 am
Leadership/Operations

Blow Up Your Block

Matt Ruby, Business Operations Director, Surgical Services, Northwestern Medicine
Ashley Saenz, MHA, Business Manager, Northwestern Medicine
Most block owners have held their time for years and are not aware of how well they do or do not use it. Variables may or may not be included when calculating block allocation, and even after intense scrutiny, it can be hard to change the block schedule. At Northwestern Memorial Hospital, they "blew up" their existing block schedule and started from scratch. Join leaders of Northwestern Memorial Hospital's perioperative suite as they discuss their process, its politically sensitive nature, and the nuts and bolts of OR block utilization, effective communication, and management.

Take-home tools:
Speakers will share the methodology for calculating and reassigning block time in addition to a process for reviewing the schedule and communicating with surgeons.

11:30 am - 12:45 pm
Keynotes

A 20/20 Vision of the Business Manager's Role

Jeffry Peters, MBA, Surgical Directions
An increasing number of OR leaders are working with a business manager, according to the annual OR Manager Salary/Career Survey. New payment models, the rise in procedures being performed in outpatient settings, and advanced but costly technology make the business manager the strategic engine of the OR. Successful business management hinges on anticipating trends in surgical procedures and navigating complex financial data. In this luncheon address, Jeff Peters, CEO of Surgical Directions, will highlight the key attributes of successful business managers, sharing insights about the skills and strategies needed to ensure an efficient and competitive surgical services department.
Learning Objectives:
  • Understand how the role of the business manager is evolving.
  • Anticipate the key trends impacting ORs today and in the near future.
  • Discuss process and technology enhancements to meet challenges presented by these key trends.
Sponsored by:
12:45 pm - 1:45 pm
Finance/Data & Analytics

Reap the Benefits of Creating Dedicated Length-of-Stay Rooms

Nicholas Schwerin, MS, Manager of Business Operations, Advocate Aurora Health
Katie Stalter, MSN, RN, CNOR, Executive Director, Advocate Aurora Health
Managing surgical throughput and optimizing the schedule can be challenging in an OR setting, particularly those with a lot of inpatient add-ons as well as urgent and trauma cases. As Stalter and Schwerin discuss the implementation and benefits of dedicating specific ORs on a daily basis to length-of-stay management, orthopedic trauma, and trauma surgical cases, you will learn how a multidisciplinary workgroup manages the block schedule. Take their lessons learned to manage your block schedule through analytics, block utilization review, crucial physician conversations, and strategic change management.

Take-home tools:
Attendees will be equipped with strategies for a block redesign in addition to project management tools to ensure productivity at a committee level.

12:45 pm - 1:45 pm
Supply Management

Evolution or Revolution? Creating a Perioperative Expense Reduction Team

Abigail Caudle, MD, MS, Executive Medical Director of Perioperative Services, Breast Surgical Oncology, University of Texas MD Anderson Cancer Center
Steven L. Drone, BBA, Associate Director, Finance Perioperative Services, University of Texas MD Anderson Cancer Center
Elizabeth P. Ninan, MBA, PA-C, Director, Perioperative Services, University of Texas MD Anderson Cancer Center
Lower reimbursement rates have spurred efforts to reduce healthcare costs, and hospitals increasingly are looking for ways to cut non-labor expense, especially in supplies. During this presentation, Ninan, Drone, and Caudle will discuss the development of their perioperative expense reduction team, what they have coined the "PERT" team, and how a dedicated team like this can leverage stakeholders from many different areas to meet cost reduction goals.
Learning Objectives:
  • Discuss how to form a perioperative expense reduction team, including team structure, meeting cadence, metrics, and goal alignment.
  • Describe ways to engage the sourcing contract team, materials team, and frontline procurement specialists.
  • Develop procedures to ensure buy-in from physician leaders and the Value Analysis Team Committee.

Take-home tool:
The speakers will share a customizable metrics dashboard for your perioperative expense reduction team.

12:45 pm - 1:45 pm
Leadership/Operations

Compass & Key: Planning for and Navigating Through Your Next OR Expansion

Allyson Silver, MPH, FACHE, Hospital Executive Director, Surgical Services, Stony Brook Medicine
An expansion or redesign is an ideal way to reduce inefficiencies, improve staff and physician involvement, and become a surgical leader in your market. Planning for an OR expansion requires an analysis of where you are today, where your institution is growing, and how your surgical service lines can support that future state. Silver will outline how the design phase encompasses technology, capital, and operational flow, and ways in which the operational plan, including the need for additional staff and expenses, will support the initiative and complete the proposal. Join her as she explains how to implement each of these steps in your next expansion, including examples, pitfalls, and lessons learned.

Take-home tools:
Attendees will be given planning tools to help identify the necessary stakeholders, analytics, and operational plan to meet their expansion goals.

1:45 pm - 2:15 pm
Networking

Afternoon Networking Break sponsored by Healthcare IQ

Sponsored by:
2:15 pm - 3:45 pm
Finance/Data & Analytics

The Art of Sharing: Maximizing Perioperative Equipment Utilization

Ronald Loo, MD, Chair, Kaiser Permanente Inter-Regional Chiefs of Urology and Physician Co-Lead, Kaiser Permanente
Todd Rothenhaus, MD, Chief Executive Officer, Cohealo
US health systems spend $45 billion per year on surgical equipment that sits idle up to 90% of its useful life. At the same time, equipment must often be rented to handle last-minute cases or a surge in procedure volume. Kaiser Permanente (KP) leveraged the sharing economy to share expensive equipment across facilities, improving utilization while decreasing costs. Listen to Ronald Loo of Kaiser Permanente and Todd Rothenhaus of Cohealo as they depict just how they utilized sharing to lower overall rental volume by 64% and identify $19.6 million in savings.
Learning Objectives:
  • Discuss how to gain buy-in for adopting an equipment sharing model.
  • Identify the internal resources needed for an equipment sharing pilot.
  • Explain the return on investment model developed by KP for sharing equipment.

Take-home tools:
The speakers will supply attendees with an ROI model and a white paper on equipment for sharing and how to reduce the risk of breakage.

2:15 pm - 3:15 pm
Leadership/Operations

Advancing OR Optimization: Implementation Supercharge

Jane A. Wagner, MHA-INF, BSN, RN, CENP, Executive Director of Nursing, Perioperative Services, Yale New Haven Health
At Yale New Haven Hospital there are four distinct pavilions divided into separate cost centers with dedicated ORs, anesthesia and support staff, charge nurses, and management staff for each unit. In order to reduce the silo mindset created by this structure, a "Super Charge RN" role was created to manage surgical case add-ons across all pavilions and to ensure staff clinical expertise for surgical volumes across the departments. Attend this session to understand how to relocate cases across pavilions to decrease delays, increase efficiencies, and decrease overtime.
2:15 pm - 3:15 pm
Technology

Tech Tips for Innovating in Your Perioperative Suite

Jonathan Puncochar, MBA, BSIE, Surgical Services Program Director, HCA, Inc.
When it comes to finding technological solutions for OR problems, there can be language barriers because of the different backgrounds of business leaders and technology specialists. Wouldn't it be great if they could understand each other and build solutions that are easy to use, instead of looking at each other and saying they didn't understand a word of what was just said? It can take hours to forge a path through the technology mumbo jumbo. Learn alongside Jonathan Puncochar and your colleagues to identify the technology basics that apply to every discussion. You will leave prepared to find common ground for implementing the technology that best serves your patients and providers.

Take-home tools:
Examples of how OR lingo relates to the tech world will be provided, along with tips for initiating meaningful discussions between OR leaders and technology specialists.

3:30 pm - 5:30 pm
Networking

Build-a-Wheelchair® sponsored by GETINGE

Sponsored by:
5:30 pm - 7:00 pm
Networking

Welcome Reception

Wednesday, January 29

7:30 am - 5:30 pm

Registration Open

Sponsored by:
7:30 am - 8:00 am
Networking

Networking Breakfast

8:00 am - 9:00 am
Keynotes

Morning Keynote Presentation

9:00 am - 10:00 am
Finance/Data & Analytics

Do It Right the First Time--Exploring the Benefits of Eliminating Tray Errors

Stephen Kucinski, BA, Clinical informatic Specialist for Perioperative Services, Thomas Jefferson University Hospital
Stephanie R. Landmesser, MSN, RN, CNOR, CCNS, Clinical Nurse Specialist, Thomas Jefferson University Hospital
Monica Young, DNP, MBA, RN, CNOR, NEA-BC, FACHE, Vice President Perioperative Services, Thomas Jefferson University Hospital
Preventable instrument tray errors cause unnecessary risk to an organization. Instrument tray errors can also contribute to OR room delays, case cancellation, and--when bio-burden is present--breakdown of the sterile field and wasted supplies. The average cost of processing one instrument tray is roughly $58, so it can be costly when a tray is not prepared correctly and cannot be used. During this session, the speakers will share how improving the process for surgical instrument preparation can reduce cost and how you can adopt this process for use in your OR.
Learning Objectives:
  • Describe how to use data analytics to trend instrument tray errors and associated costs.
  • Identify how to apply LEAN Six Sigma principles to create a highly reliable department.
  • Discuss lessons learned when instituting sustainable change.

Take-home tools:
Sterile processing story boards and a relational database will be shared with attendees through Microsoft Access.

9:00 am - 10:00 am
Supply Management

Fear Isn't Free: Reduce Waste and Save Through Physician Preference Card Standardization

Cassidi Linnenkugel, MSN, BSN, RN, CNOR, Assistant Surgery Business Manager, UMC Health System
Marc Lopez, MSHA, CMRP, Surgery Business Manager, UMC Health System
In an effort to reduce expenses in their perioperative suite, Lopez and Linnenkugel took on standardization of physician preference cards. Join them as they share the process they used, first standardizing the laparoscopic appendectomy and laparoscopic cholecystectomy cards for their six acute care surgeons, which saved their OR $91,000 per year. Since implementation, they have expanded to four other general procedures and additional service lines. During this presentation, they will describe their process for standardizing physician preference cards, including what worked, what roadblocks were faced, and how they conquered fear of change in the OR.

Take-home tools:
Attendees will be provided a standard format for how to present case cost data and preference cards to surgeons. An example of how to determine which cases are ideal for standardized preference cards will also be shared.

9:00 am - 10:00 am
Performance Improvement/Quality

A LEAN Approach to Eliminating Waste

Judith Seltzer, MS, BSN, RN, CNOR, Clinical Director, Surgical Services, Molnlycke Health Care
Many hospitals mistakenly focus on reducing the cost of supplies and labor without considering inefficiencies and associated collateral costs. As a proven model across industry, LEAN is an innovative strategy that helps continuously enhance processes to eliminate waste and achieve quality of care objectives, improve patient and worker safety, quicken delivery of medical services, and lower costs. Taking all of this into consideration, Seltzer will discuss how to evaluate OR practices and quality to identify waste generators and value-add opportunities through LEAN implementation.

Take-home tool:
The speaker will provide a step-by-step algorithm, with product specificity, that explains the initial steps for LEAN implementation and how to eliminate waste will be shared with participants.

10:00 am - 10:30 am
Networking

Morning Networking Break

10:30 am - 11:30 am
Supply Management

Thinking Outside the Box to Efficiently Manage Supply Chain

Burdette Brown, BS, Northfield Hospital and Clinics
Scott Edin, Vice President and Chief Financial Officer, Northfield Hospital and Clinics
Opening minds to not only think outside the box, but get rid of the box altogether can create efficiencies in supply chain management. Using 2 bin/Kanban, along with RFID and RPA, eliminates time that has been needed for stocking and figuring out what has been used in a case--getting rid of what is a "have to" and moving to a "need to." People often focus so much on product cost; they forget about the costs that go into getting the product into the OR. Take home the tools necessary to reduce those costs in your perioperative suite and to offset the costs of the "must have" products physicians often demand.
Learning Objectives:
  • Discuss how to reduce human interaction in the supply chain process and improve accuracy.
  • Identify how to better manage stocking times in an OR where no 2 days are alike.
10:30 am - 11:30 am
Leadership/Operations

Gains Over Pains for Instrument Standardization

Carol Pehotsky, DNP, RN, CPAN, ACNS-BC, NEA-BC, Associate Chief Nursing Officer, Surgical Services and Senior Director, Surgical Nursing, Main Campus, Cleveland Clinic
Mark Taylor, MD, FASE, Chairman of Enterprise Surgical Operations, Cleveland Clinic
Rebecca Urban, M.Ed, Project Manager, Cleveland Clinic
Hospitals nationwide have thousands of unique instrument trays that take up valuable real estate on their shelves. Trays are cluttered with rarely used instruments that are placed "just in case" they are needed. Such excess wastes time in terms of table setups and instrument reprocessing, and it has a domino impact on OR and sterile processing department budgets. Across our multiple locations in northeast Ohio, we process more than 50,000 instruments daily, and up to 50% of these instruments were going unused during surgical procedures. We developed a "team of teams" approach that led to one setup per procedure for an enterprise of more than 15 hospitals/ambulatory surgery centers. Join us to discover improved outcomes related to cost avoidance and efficiency.
Learning Objectives:
  • Identify why it’s important to standardize instrument trays.
  • Describe the analytics and operational changes needed to standardize instrument trays.
  • Discuss the challenges, barriers, and best practices to overcome stakeholder resistance.

Take-home tool:
Our take home tool will outline a roadmap of best practices for sites to standardize their trays.

10:30 am - 11:30 am
Technology

Value to the MAX: Improving Your Service Contracts

Brian McLaughlin, MS, MBA, CCE, Perioperative Clinical Engineering Manager, Massachusetts General Hospital
Ramakrishna P. Parchuri, MS, Clinical Engineer-Systems Lead, Massachusetts General Hospital
"Would you like the protection plan with your purchase?" From toasters to tomography, service contracts come in as many flavors as the devices they cover. Their value to the healthcare organization can be equally varied. Determining that value takes into consideration many variables beyond cost, such as risk of downtime, noncovered expenses, and service alternatives. Join team members from Perioperative Clinical Engineering at Massachusetts General Hospital as they discuss how they manage $4.5 million annually in equipment service contracts using various tools and techniques to maximize value and meet customer expectations.
Learning Objectives:
  • Identify different types of service coverage, benefits and risks of each, and how to select options with greatest value.
  • Discuss the use of historical data to negotiate high-value contracts.
  • Understand the spectrum of resources available for supporting clinical equipment.

Take-home tool:
Attendees will receive a tool for analyzing level of coverage of service contracts, alternatives for equipment support, and key things to look for in contract terms and conditions.

11:30 am - 12:45 pm
Keynotes

Keynote Luncheon & Award Presentation presented by GETINGE

Sponsored by:
12:45 pm - 1:45 pm
Finance/Data & Analytics

Big Things Start Small: How Profitable Service Lines Flourish in a Community Hospital

Shane Doherty, Perioperative Services Materials Manager, Manager of Contract Procurement, Heywood Healthcare
Rozanna Penney, CRNA, MSNA, CRNA, Director of Perioperative Services and Chief CRNA, Heywood Healthcare
Community hospitals present unique challenges for perioperative leaders charged with developing, growing, and sustaining profitable service lines. For example, limited analytical resources can hamper the ability to make informed, data-driven decisions; limited purchasing power can curtail the ability to force cost-cutting concessions from vendors; and the small number of ORs and available staff can constrain growth strategies. Nonetheless, growth and profitability in the community setting can be achieved. In this session, you will learn how a small community hospital increased case volume by 33% increase while simultaneously reducing materials expenses by 6% and nursing overtime expenses by 7%.

Take-home tool:
The speakers will provide a list of data metrics necessary for financial and operational modeling of service lines as well as cost-saving initiatives and clinician engagement strategies.

12:45 pm - 1:45 pm
Supply Management

Sustainable Gains Follow Meaningful Change in Supply Management Mindset

Thomas Redding, BS, Managing Director, Healthcare, St. Onge Company
Betty Jo Rocchio, MS, BSN, CRNA, CENP, Mercy Hospital
Expectations for providing high-quality care despite reimbursement reductions require perioperative services leaders to think differently about their systems and make meaningful changes to meet demands but also allow flexibility. A broader, more holistic approach to a clinically integrated supply chain, as opposed to a symptomatic, siloed method that only focuses on immediate needs, is imperative to your organization's success. Join Betty Jo Rocchio and Thomas Redding as they present real-world case studies to illustrate how thoughtful, integrated change can lead to sustainable gains.
Learning Objectives:
  • Identify key obstacles to change and approaches to overcome them.
  • Discuss lessons learned through the process.
  • Describe the impact of a holistic approach on cost, quality, and outcome.

Take-home tools:
The presenters will share case studies to illustrate lessons learned and how attendees can successfully drive meaningful change in their organizations.

12:45 pm - 1:45 pm
Performance Improvement/Quality

A New Vision of Sterilization: How a Different Pathway Can Conquer Resistant Pathogens

Susan Klacik, BS, CRCST, CIS, SHL, ACE, FCS, Clinical Educator, International Association of Healthcare Central Services Materiel Management (IAHCSMM)
Research has shown that some pathogens are resistant to high-level disinfection (HLD). Additionally, processing semi-critical devices in HLD has resulted in infectious outbreaks. As such, an alternative means of microbial destruction is needed. Some industry leaders recommend transitioning semi-critical items from HLD to sterilization when possible. Shifting to a greater level of quality typically comes with a high cost, but this advancement may not come with a high price tag and may reduce labor time. During her presentation, Susan Klacik, BS, CRCST, CIS, SHL, ACE, FCS, will discuss how transitioning from HLD to sterilization will improve patient care.

Take-home tool:
Klacik will share a checklist to help determine if a semi-critical medical device can transition to sterilization.

1:45 pm - 2:45 pm
Finance/Data & Analytics

Power and Perils of Data Analytics

Vikram Tiwari, Assistant Professor of Anesthesiology, Director Surgical Analytics, Vanderbilt University Medical Center
Does having more data and information help make better decisions? Data on case volumes, utilization, turnover, surgical yield, cancellation rates, delay reasons, and scheduling inaccuracy are now instantly available in most organizations. However, decision makers are often unable to use these reports to identify areas for improvement. The second level of analysis that is needed for informed decision making is either unmet or produces analytical results that are unverifiable and therefore unusable. This presentation, using real-life examples, will highlight the value as well as pitfalls of analytics.
Learning Objectives:
  • Discuss common misinterpretations when making decisions based on averages, and how to avoid those mistakes.
  • Describe the power of visual analytics.
  • Identify the value of control charts and managing by exception.

Take-home tool:
Tiwari will provide attendees a customizable MS-Excel template that calculates the optimal hours of staffing for ORs at different facilities.

1:45 pm - 2:45 pm
Performance Improvement/Quality

Keeping Up with Perioperative Change: Understanding and Evaluating Evolving Safety and Quality Indicators

Julie Classen, MSN, RN, Manager, Clinical Advisory Services, Press Ganey
Adam Higman, MS, BS, DHA, FACHE, Partner, Press Ganey
Increasing regulatory requirements and organizational pressure to improve performance within surgical and interventional services make surgical quality reporting more important than ever before. Growth in ambulatory volume and patient comorbidities, along with a drive toward zero harm, have increased attention on quality reporting and actionability for healthcare organizations nationwide. Classen and Higman will provide strategies for improving your organization's quality measures and diagnostics, including ensuring their relevance to operational and financial goals.
Learning Objectives:
  • Discuss trends in organizational and regulatory surgical quality measure reporting.
  • Describe criteria for developing the best surgical quality dashboard.
  • Identify tactics for demonstrating the impact of quality measures on financial and operational performance.

Take-home tools:
Speakers will share sample quality dashboards from other healthcare clients and a decision tree for determining appropriate metrics.

1:45 pm - 2:45 pm
Leadership/Operations

Value-Based Education for Clinicians

Claire Everson, RN, CNOR, CCAP, Education Coordinator, SurgeryDirect, LLC
Everyone in perioperative services--leaders, supply chain managers, business office staff, and clinical staff--needs to understand value-based purchasing. Many find the concept confusing because they struggle with the notion that healthcare is a business. Effective mentoring can help bridge gaps in understanding, and new ways of presenting information to staff can facilitate learning. During this presentation, these educational approaches will be discussed along with the many resources available to you.

Take-home tools:
Everson will share a list of online resources for leadership and staff to use as part of their review and a sample presentation using PechaKucha.

2:45 pm - 3:15 pm
Networking

Afternoon Networking Break

3:15 pm - 4:15 pm
Finance/Data & Analytics

How Nimble Is Your Staffing Model?

Megan E. Sanders, BS, Business Manager, Penn Medicine--Pennsylvania Hospital
Frances J. Strauss, MSN, MBA, MHA, RN, CNOR, NE-BC, Clinical Director, Penn Medicine--Pennsylvania Hospital
Staffing to a block duration can be inefficient. Uncontrolled variables such as increased case complexity and unexpected staff absences can cause chaos. Leaders from Penn Medicine--Pennsylvania Hospital used data analytics to measure the efficiency of matching staffing against an optimized OR schedule, which allowed them to predict staffing hours to case hours and determine a productivity score. By matching staff to case demand, they realized a 6.4% labor savings and improved productivity. Learn how you can do the same at your facility!
Learning Objectives:
  • Identify a standardized way to calculate predicted against actual staffing hours to case hours in determining a productivity score.
  • Discuss the process of using the productivity score to match staff to case demand for the elective schedule.

Take-home tool:
Speakers will share a personalized tool including inputs of call out, PTO, case hours, and room utilization and a process for OR leadership to compare predicted against actual staffing needs to identify gaps.

3:15 pm - 4:15 pm
Performance Improvement/Quality

Family Plan Optimization Block

Elizabeth J. Casey, MSN, RN, CNOR, Vice President of Surgical Services, Baystate Medical Center
The Baystate Medical Center had poorly utilized blocks and realized something needed to be done. As such, they redesigned their processes by using "family" block innovative concepts, which increased utilization by 22% within 3 months of implementation. Join these leaders as they discuss their move from an antiquated block system to this new design, and learn how you can adopt a similar model.
Learning Objectives:
  • Describe the importance of block schedule redesign and horizontal movement of full-time equivalents.
  • Discuss how innovative influence can improve OR utilization using tiered scheduling resources.
  • Identify expectations for outcomes and potential barriers to adopting the new model.

Take-home tools:
A sample block schedule template and sample dashboard template to assist with outcome measurements will be shared. The speakers will also provide attendees with talking points to use in presenting the “family” block redesign concept to surgical and senior leadership. Take home FAQ examples to prepare and anticipate questions asked and concerns anticipated during redesign.

3:15 pm - 4:15 pm
Leadership/Operations

A Success Story: Joint Bundles

Kathleen Gillespie, MBA, RN, NE-BC, Assistant Vice President, Orthopedic Service Line, Virtua Health
Christine Gordon, MBA, BS, Director of Reimbursement, Virtua Health
Virtua Health has been participating in the Centers for Medicare & Medicaid's voluntary bundle payment program since April 2015. Through physician gain sharing, care redesign, and management of post-acute services, more than $20 million has been saved and clinical outcomes have improved. Case studies will be shared during this session to demonstrate individual processes, scenarios, and lessons learned that can be implemented upon return to your facility.
Learning Objectives:
  • Describe the physician gain sharing model.
  • Discuss a multidisciplinary approach to care redesign.
  • Identify strategies to coordinate care and reduce costs in the post-acute setting.

Take-home tool:
Attendees will receive copies of the session slides, which will include tools used by the speakers.

4:30 pm - 5:30 pm
Finance/Data & Analytics

A Surgeon's Take on Case Receipts

Kevin Kaplan, MD, Team Physician Orthopedic Surgeon, Jacksonville Jaguars/Baptist Medical Center
Blake Stock, MBA, CPM, Director, Product Management, OrHub
A few years ago, Dr. Kevin Kaplan implemented a surgical case receipt initiative at the University of California San Diego. During this presentation, Dr. Kaplan and Blake Stock will outline just how this development impacted five general surgery procedures at the Baptist Medical Center and the Jacksonville Orthopaedic Institute. Join them as they discuss adoption of a surgical case receipt from the viewpoint of a surgeon. Dr. Kaplan will explain how the surgical case receipt resulted in cost savings, enhanced communications, and improved the culture.

Take-home tools:
Speakers will share with attendees a template for building a surgical case receipt and a guide for launching a case receipt program.

4:30 pm - 5:30 pm
Supply Management

Loan Star: A "How To" Guide

Ryan Brumit, MBA, Program Manager, Pre-Procedure Systems, Massachusetts General Hospital
Meaghan Gray, Director, Sterile Processing, Massachusetts General Hospital
Massachusetts General Hospital strives to improve the timeliness and accuracy of its loaner request-to-fulfillment process. By channeling existing loaner instrument requests to a proactive vendor inventory management system, OR leaders there are able to track accountability, regulate the loaner sets that are delivered, and streamline communication. Join Meaghan Gray and Ryan Brumit as they discuss implementation of their loaner instrument program and the improvement initiatives that have made their process and assets work for them.
Learning Objectives:
  • Discuss how to map current-state processes to identify gaps in workflow and data.
  • Describe how to connect multiple systems and drive information to stakeholders.
  • Discuss ways to bolster accountability for all touch-points in the loaner request-to-fulfillment process.
4:30 pm - 5:30 pm
Performance Improvement/Quality

Use of A3 Methodology Improves Performance

Gloria M. Collura, MSN, RNC, Senior Administrative Director ll, Northwell Health
James Rudy, Director of Industrial Engineering, Northwell Health
Michelle Williams, MSN, ANP-BC, Manager, Northwell Health
A structured problem-solving approach called A3 Methodology was used to improve performance in a presurgical testing department. To make this happen, a patient-friendly scheduling system for providers was developed to increase staffing efficiency and productivity as well as enhance the patient experience. By doing this, the speakers were able to reduce patient wait times by 50%, and both operational production and staffing efficiency increased in a practice that has 20,000+ yearly visits. Hear their success story as they discuss a step-by-step approach for using the A3 Methodology to meet your departmental and organizational goals.

Take-home tool:
Leaders from Northwell Health will share a copy of the A3 Methodology tool that attendees can adapt for use in their own facilities.

Thursday, January 30

7:30 am - 11:00 am

Registration Open

Sponsored by:
7:30 am - 8:00 am
Networking

Networking Breakfast

8:00 am - 9:00 am
Keynotes

Breakfast Keynote presented by LeanTaaS

Sponsored by:
9:00 am - 10:00 am
Finance/Data & Analytics

DATA, DATA, DATA--So What?

Rebecca Klungreseter, MSQSM, MAEd, BSN, RN, CNOR, CPAN, CAPA, NEA-BC, Perioperative Consultant, Whitman Partners
Sheila Stein, CNS, RN, FNP-BC, RNFA, Surgical Services Interim Director, Cayuga Medical Center
Common targets for increased efficiency include improvements in block utilization, scheduling, first case on-time starts, turnaround times, and preference card accuracy. However, collecting data points does not necessarily translate to using them effectively to change processes. Leaders must be able to identify the purpose of the data points, what information they provide, and what else might be needed that isn't currently being collected. The leaders of this presentation will share how to do that while interpreting data. Join them as they examine data collection methods and how to develop dashboards with the data that are most necessary for process change.
Learning Objectives:
  • Identify methods of collecting data.
  • Discuss potential hazards of collecting information without value.
  • Describe how to develop a dashboard with decision data points that are most valuable to an organization.

Take-home tools:
A spreadsheet template will be shared with attendees to assist them in evaluating block and OR utilization. Participants will also gain access to dashboard examples with instructions for design and development.

9:00 am - 10:00 am
Performance Improvement/Quality

Turnover? And I Don't Mean Pastry!

Susan A. Johnson, MSN-NL, RN, NEA-BC, RN Director, Banner Health
Rosemarie Roesler, MSN, RN, CNOR, CSSM, Senior RN Manager, Banner Health
In 2017, Rosemary Roesler and Susan Johnson of Banner Health placed performance indicators for orthopedic turnover times. By doing this, their leadership team was able to highlight the goal of improved orthopedic turnover and efficiencies among all specialties in the service line. They found that engaging the team in perfecting turnover time quickly became a fun competition for the teams to see who could do it faster, better, and more safely. During this presentation, the speakers will discuss the skill set needed to remove barriers and change the "business as usual" perception of many surgeons and anesthesiologists.

Take-home tools:
Roesler and Johnson will share their PowerPoint presentation with attendees, along with examples of competition boards.

9:00 am - 10:00 am
Leadership/Operations

The Revolving Door: RN Retention

Mary J. Haines, MHA, BSN, BS, Director of Surgical Services, Froedtert Hospital
Froedtert Hospital recently completed a building project that transformed and expanded OR capacity. Current case volumes increased substantially, along with the number of fill-time equivalents (FTEs) to support growth. Take their lessons learned to decrease RN staff turnover by redesigning your onboarding process, developing OR-specific initial preceptor training, and creating a structure to identify the emotional and learning needs of new employees.
Learning Objectives:
  • Describe the impact of RN first-year turnover on preceptors, staff, and physicians.
  • Discuss the cost savings achieved by reducing turnover.
  • Identify three first-year reduction tactics translatable to all institutions.

Take-home tools:
Participants will leave with an outline of an interview and job shadow process, tactics to redesign onboarding, and a formula for calculating first-year turnover costs.

10:15 am - 11:15 am
Finance/Data & Analytics

Decode the Mystery of Block Scheduling: Align Block Time to Financial Performance

Jessica M. Goldbeck, MHA, Director, Perioperative Business Operations, Northwell Health
Block time traditionally has been allocated based on legacy "ownership," historical case volume, and utilization metrics. These metrics are often reviewed quarterly or semi-annually, but what if they were examined more often? Jessica Goldbeck, MHA, will discuss a framework for reviewing block utilization monthly and a tool she used to align block allocation with budgeted volume expectation. She will also share a methodology for right sizing blocks as well as how block performance relates to utilization, mission, and margin. You'll leave this session prepared to create synergies between your block committee and clinical, service line, and financial leaders.

Take-home tools:
Attendees will bring the following tools back to their OR: scorecard templates for utilization information, a framework to integrate the block committee with finance and service line leadership, and a block allocation algorithm.

10:15 am - 11:15 am
Supply Management

Cost Control: Understanding the Hidden Cost of Implants

Karen Kiefer, MSN, RN, Director, Texas Health Resources
Girard Senn, MS, RN, Director, Pinnacle Healthcare Consulting
Rising supply chain costs and perpetual new implants make it hard to control costs. At the same time, new reimbursement models are putting pressure on hospitals to reduce expenses for high-volume, high-cost procedures in such areas as cardiology, orthopedics, and neurosurgery. Many healthcare leaders do not manage physician preference items (PPIs) effectively because the team lacks the time, staffing, or knowledge to oversee the hundreds of PPIs under its purview. During this session, the speakers will reveal loopholes that can lead to price increases and offer cost control strategies for you to implement in your perioperative suite.
Learning Objectives:
  • Explain the critical terms and conditions needed in purchase agreements to minimize pricing loopholes.
  • Describe the advantages and disadvantages of using an implant formulary to manage product price and utilization.
  • Discuss ways to manage pricing and expense.

Take-home tool:
Attendees will leave with a checklist outlining the critical business terms and strategies to consider when managing procedure margins.

10:15 am - 11:15 am
Performance Improvement/Quality

Measure to Manage Quality Vendor Services

Patricia McMeen, BSN, RN, CNOR, Director Surgical Services, Erlanger Health System
Knowing how to justify, operationalize, and leverage a vendor partnership is key to upgrading sterile processing procedures and departments. In this session, you'll learn how to justify capital expenditure for a non-revenue-producing department to meet immediate use sterilization standards. McMeen will identify the components of the quality management system you need to plan, implement, evaluate, and continuously improve an outsourced sterile processing department.

Take-home tool:
A quality management tool to help ensure quality goods and services from vendor partners will be shared with attendees.

Early Bird Rates Expire: