1. careers
2. nursing

2015
February 15-18, 2015
Hilton Orlando
Orlando, Florida
The premier conference on business management of the surgical suite
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2015
The premier conference on business management of the surgical suite
A Message From the Conference Chair
Dear Colleague,
Revolutionary changes in healthcare laws and delivery expectations have intensified the internal and external scrutiny of the
efficiency and cost-effectiveness of operating room management. Today’s OR leaders must balance evaporating budgets and
resources with increasingly complex surgical procedures that require highly competent staff and expensive equipment. Finding the
optimal balance between excellent quality of care and effective business management is more challenging than ever because of
skyrocketing costs for resources, overhead, professional fees, and other variables of patient care.
The OR Business Management Conference is designed to provide targeted education that will augment OR directors’
and business managers’ skill sets so they can make the best use of the resources available to them. This intensive, interactive
conference will focus on critical skills needed to drive effective business practices for surgical services regardless of size, acuity or
scope.
In its fourth year, the OR Business Management Conference offers more than ever before. In addition to three full
days of sessions, a Preconference Workshop will provide a deep-dive experience into targeted elements of OR business
management. The three days of the conference sessions offer several content experts who will help attendees develop and enhance
their analytical/critical thinking skills and gain a better understanding of cost components and financial strategies to further
streamline OR operations. Our program also offers practical tips for its very diverse audience.
Throughout this lively, information-packed event, attendees will learn from both expert speakers and peers. Attendees will also have
the opportunity to work on projects during group breakout sessions, solve problems, and cultivate strategic planning skills.
Topics to be covered include:
PMapping transformational change
PMaximizing the positive patient experience
PRecruitment and retention that works
PData management for decision making
POperational efficiencies
PPhysician report cards and benchmarking
PThe continued role of Lean methodology in the OR
PAnd more!
The 2015 OR Business Management Conference will take place February 15-18 at the Hilton Orlando in Orlando,
Florida. Attendees will also receive contact hours for their attendance. See you there!
Best Regards,
Dana Crompton, MHA
Conference Chair
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February 15-18, 2015 | Hilton Orlando | Orlando, Florida
Sunday, February 15
1:00 p.m. – 4:30 p.m. | Preconference Workshop
Start the week off right by attending the first-ever Sunday Preconference Workshop worth an additional 3.5 CEUs, giving you the opportunity to
earn 24.5 total CEUs while in Orlando. The Preconference Workshop is designed to give a clinical update to the non-clinician to help you become
a better resource to your staff.
Safety, Quality, and Compliance in Perioperative Services: Understanding the Processes, Drivers, and Potential Pitfalls
Andi Dewes, BSN, RN, Director of Clinical Solutions, Surgical Information Systems
Amy Smith, MSN, RN, NEA-BC, President, Accelerate Healthcare Management
The perioperative department provides the most complex care in a hospital because it is delivered by the largest number of clinical providers
across the widest array of departments in a time-compressed environment. As the business leader, what do you need to know to support the
clinical providers and help them ensure safe, high-quality care? We will walk you through the perioperative care continuum, discuss clinical safety
and quality protocols, and describe regulatory compliance requirements. We will equip you with the strategies and tools needed to support an
optimal clinical workflow and high-quality care.
Learning objectives:
• Understand how to optimize communication among perioperative team members through effective use of existing systems and technologies
as well as innovative new technologies.
• Obtain information related to the reporting and compliance requirements of groups such as the Centers for Medicare & Medicaid Services, The
Joint Commission, and the Anesthesia Quality Institute.
• Understand how to track and measure clinical performance and how to communicate that information to engage clinical teams in process
improvements.
4:00 p.m. – 7:00 p.m. | Registration Opens and Exhibitor Move In
Monday, February 16
100% standardization vs reducing fragmentation of market share), clinician
and provider involvement, data needs, market assessment, effective methods
of evaluation, and implementation of change. Practicing clinicians and nurse
leaders will learn to recognize the importance of effective project selection and
implementation to their overarching goal of improved patient care. Participants
will receive templates for Likert scale-based product evaluations.
7:00 a.m. – 7:00 p.m. | Registration Opens
7:00 a.m. – 8:00 a.m. | Continental Breakfast in the
Exhibit Hall
8:00 a.m. – 9:15 a.m. | Opening General Session
The Evolution of Healthcare and the Quest for Excellence
Keith Siddel, PhDc, JD, MBA, CHC, Healthcare Attorney
Changes in healthcare delivery are coming from all fronts,
and providers must understand the changes and adapt their
processes and systems to ensure compliance with new
regulations, meet patient safety standards, and maintain a high
level of service. In this dynamic keynote presentation, Siddel will walk the
audience through the latest Medicare requirements, the pros and cons of new
technology, changes in patients’ expectations, and how to manage the impact
of potentially lower reimbursement. Drawing on his extensive experience in
regulatory compliance and with revenue cycle issues, he will explore the most
important changes in healthcare reform and delivery and offer a vision of the
future.
9:30 a.m. – 12:30 p.m. | Concurrent Morning Workshops
Implementing Change: Physician and Clinical
Preference Items
Elizabeth Mayo, BA, RN, CNOR, Value Analysis Nurse, MaineHealth
Kerry LePage, MBA, BSN, RN, CNOR, Staff Nurse, Maine Medical Center
This presentation will address project selection, identifying project goals (eg,
Learning objectives:
• Identify the difference between physician and clinical preference items.
• Identify effective strategies for gaining end user support.
• Identify resources in the supply chain applicable to project implementation.
• Discuss the benefits of market share aggregation.
• Identify ways to use data mining to illustrate potential opportunities and
project success.
• Identify potential savings projects.
• Identify components of a quality evaluation tool.
• Recognize the facets of a well-designed clinical trial.
• Discuss strategies for positive and successful implementation of clinically
supported change.
Going Beyond Measuring Cost & Quality: The Formula for
Perioperative Success
Jeanne Parkes, MA, BS, CEO and Cofounder, The J2 Group, Inc.
Ken Cyr, BS, Senior Consultant, the J2 Group, Inc.
There is a direct link between the quality of your master procedure file, your
master supply item file, and the clinical documentation for each case. In this
session, we will examine the information you need to optimize system design
and content and the impact on production of accurate reports (case costing
reports in particular).
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2015
The premier conference on business management of the surgical suite
Learning objectives:
• Become familiar with the pillars of effective system design.
• Know the standards that should be accommodated within any information
system.
• Understand the requirements for multidisciplinary cooperation and
effective clinical results.
Mapping Perioperative Services Transformation
Veronica Petersen, MSN, NE-BC, RN, CNOR, Assistant Vice President, System
Perioperative Services, North Shore LIJ Health System
Sudhi Rao, RN, Managing Director, FTI Health Solutions
Roberta L. Dell’Omo, BSN, RN, Director, FTI Health Solutions
The presentation will focus on improving processes, quality, and outcomes
while decreasing costs through multidisciplinary collaboration involving
hospital leadership, physicians, nurses, supply chain and materials
management staff, department heads and finance leaders. Topics will include
managing available capacity based on throughput and efficiencies and using
tools such as scorecards and dashboards for more accurate case forecasting,
which leads to service line growth and cost savings. How to develop a strategic
vision, governance, and common platform for technology and tools, and how to
maximize economies-of-scale while maintaining and improving management
for perioperative care delivery will be discussed.
Learning objectives:
• Recognize challenges faced when strategically enhancing perioperative
services and the value of improved collaboration between physicians,
leaders, and end users.
• Identify appropriate levels of local and system control to increase efficiency
and improve outcomes through an effective governance structure.
• Discuss how leveraging data with customized tool sets enhances
governance and policy effectiveness and improves financial and
operational performance.
12:30 p.m. – 1:30 p.m. | Keynote Lunch
Navigating the Generations in the Workplace
Mary Jane Edwards, RN, CNOR, FACHE, Director, Deloitte
Consulting Healthcare
A four-generation workplace presents challenges and rewards for
employers and employees alike. Whether one is a Traditionalist,
Baby Boomer, Generation X, or Generation Y (aka Millennial), it
is important to recognize generational differences and support positive crossgenerational interactions so that everyone can thrive. During this special lunch
presentation, attendees will learn about the distinguishing traits and learning styles
of each generation, the need for flexible schedules that allow them to balance their
professional and personal lives, the impact of technology on communication, and
how to recognize and reward employees across different age groups.
1:30 p.m. – 2:00 p.m. | Networking Break in Exhibit Hall
2:00 p.m. – 3:30 p.m. | Concurrent Afternoon Breakout
Sessions
Decreasing Length of Stay in the PACU
Veronica Petersen, MSN, NE-BC, RN, CNOR, Assistant Vice President, System
Perioperative Services, North Shore LIJ Health System
Maureen McCarthy RN, BSN, Nurse Manager, Anesthesia Care Unit, North
Shore LIJ Health System
Ellen McNoble, RN, BSN, Nurse Manager, SDA/Ambulatory Surgery Unit, North
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Shore LIJ Health System
Length of stay in the postanesthesia care unit (PACU) Phase I/Phase II influences
patient throughput, staff nurse satisfaction, and financial expenditure. To
determine if reeducation of nursing staff would decrease the length of stay
(LOS) in Phase I PACU, nursing staff received instruction on ASPAN guidelines
for patient care in Phase I and Phase II PACU. In addition, a presurvey of the
nurses captured their knowledge of the ASPAN standards and their perceptions
of the work environment. Phase I LOS data was collected for patients undergoing
cystoscopy with stent implantation and hernia repair before and after staff
education. Results of this reeducation were decreased OR hold time and
improved patient throughput and nurse satisfaction. Higher scores on the patient
satisfaction survey after the educational initiative were an unanticipated result.
Learning objectives:
• Identify the transformational leadership competencies needed to
implement a culture change to improve perioperative throughput, patient
satisfaction, and environment of care.
• Discuss how perioperative throughput benefits from a program that
incorporates the reeducation of ASPAN standards for transfer of care of the
PACU patient and a shadow experience for PACU Phase I/ Phase II RNs.
• Discuss the goals achieved when two complementary units in a tertiary
perioperative department change their culture and collaborate to improve
nursing practice.
Technology and Teamwork to Maximize Efficiency and
the Patient Experience in the OR
Gail Avigne, MSN, RN, BA, CNOR, Principal Consultant, Press Ganey
Associates, Inc.
Maggie Morris, BSN/BSc, Lead Product Analyst, Press Ganey Associates, Inc.
Efficiency problems in the OR have a serious impact on patients, surgeons, OR
staff, and downstream nursing units. Bumping of scheduled elective cases,
extended waiting for urgent/emergent cases, congestion in the postanesthesia
care unit, and uneven census levels in downstream nursing units create
expensive problems that negatively impact the patient experience and staff
satisfaction. The speakers will describe the use of a powerful approach
integrating technology and analytics (“hard science”) and teamwork (“soft
science”) to anticipate and address these problems.
Learning objectives:
• Describe the use of rigorous analytic methods in OR optimization.
Integrated tools supporting standard analytics, queuing analysis,
optimization, simulation modeling, business intelligence, and location
intelligence are used to selectively identify and resolve critical problems
within the framework of a customizable solution platform.
• Describe the role of teamwork and collaboration using the mathematical
tools to enhance and sustain operational, cultural, and behavioral changes
in the perioperative environment.
Using Microsoft Excel to Manage Surgical Staffing
Robin Main, MHA, Business Manager, University of Florida at Shands,
Gainesville
University of Florida at Shands struggled with high overtime rates while
experiencing shifts where we were understaffed. Management teamed up with
our management engineering department to create a tool that allowed them to
schedule staff to meet the demands by day of week and hour of day. The tool
showed when the department was overstaffed and understaffed. It also was
used to present to administration the need for additional full-time employees.
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February 15-18, 2015 | Hilton Orlando | Orlando, Florida
Learning objectives:
• Learn how to compare the number of rooms running by hour of day and
day of week to the number of staff that is scheduled during that time.
• Learn how to measure the effectiveness of your staffing plan.
• Learn how to hold the gains.
3:30 p.m. – 4:00 p.m. | Networking Break in Exhibit Hall
4:00 p.m. – 5:30 p.m. | Concurrent Afternoon Breakout
Sessions
Reduction of Bioburden in a Surgery-Based Processing
Department
Virginia Cosgriff, MS, BS, Lean Specialist, Mayo Clinic Health System
Franciscan Health
Karen Caballero Mathis, MSN, BSN, ADN, Director of Patient Care Surgery,
Mayo Clinic Health System Franciscan Healthcare
Bioburden was found multiple times within the same day, sometimes reaching
the sterile field and the patient, so we sought to eliminate bioburden on
surgical instruments. Using Lean management processes, we determined
the scope of the problem and defined methods for improvement. An
interdisciplinary team was formed, and the A-3 problem resolution tool was
used to create job breakdown instruction sheets with clear directions for
total joint replacement instrumentation pans. The reporting method was
standardized through an online risk management tool that identified “problem”
instruments and assisted with coaching staff. As a result, we have developed
an optimal staffing plan and reliable processes to eliminate bioburden.
Learning objectives:
• Identify tools to problem solve, standardize, and communicate quality
improvement projects.
• Review the importance of event reporting and mobilizing the data to affect
change.
• Identify the key team composition to optimize an efficient quality
improvement project.
Using Physician Report Cards to Decrease Case Cost and
Improve Block Time Utilization
Tracy Hoeft-Hoffman, MSN, MBA, RN, CASC, Administrator/Business Office
Manager, Fremont Health Surgical Center
The physician report card compares case cost for each physician to case cost
for the same procedure for service line as a measure to decrease cost. Block
time utilization, late start percentages, and patient satisfaction by physician
compared to total patient satisfaction are included. The leadership team and
the physician quality improvement team use these report cards to work with
physicians individually to improve these measures. In this session, the steps
for developing physician report cards, how to use information on report cards
to reduce cost, and the process to share the report card information will be
discussed. Attendees will receive a sample physician report card.
Learning objectives:
• Identify and describe the elements in a physician report card.
• Explain how to compile a physician report card for each provider.
• Demonstrate how to use the elements in the physician report card to
discuss case cost and block time utilization.
Lean Is a Journey, Not a Destination
Hope Johnson, MSN, BSN, NEA-BC, RN, CNOR, Director of Perioperative
Services, Lehigh Valley Health Network’s Cedar Crest Campus
Jodi Koch, BSN, RN, Director of Perioperative Services, Lehigh Valley Hospital
Muhlenberg
The Lean journey within perioperative services at a Magnet hospital has proven
successes across a multisite system within both the clinical and nonclinical
settings. Achievements have included a 15% increase in on-time first case
starts, a 50% reduction in immediate-use sterilization, and >75% reduction in
OR hold times. In addition, Lean methodologies and tools have been applied
to redesign the care pathway and reduce length of stay for pediatric patients,
increase preoperative throughput and reduce lead time by 45 minutes, and
foster a problem-solving culture supported by team engagement.
Learning objectives:
• Identify key principles of Lean methodology and tools for continuous
improvement.
• Demonstrate examples of how the application of Lean methodology and
tools increase efficiencies, improve the patient experience, and drive
culture change.
• Identify opportunities to apply Lean tools to current process improvement
initiatives at your facility.
5:30 p.m. – 7:00 p.m. | Welcome Reception
Tuesday, February 16
7:00 a.m. – 5:30 p.m. | Registration Opens
7:00 a.m. – 8:00 a.m. | Continental Breakfast in Exhibit Hall
8:00 a.m. – 9:15 a.m. | General Session
Balancing Your Staff’s Life At Work and Away
Susan Bailey, BSN, RN, CNML, CNOR, Clinical Director,
Perioperative Services and Medical Center Laser Safety Officer,
Kaiser Permanente Baldwin Park Medical Center
Stress can be both positive—producing an energizing effect—
and negative, causing physical and psychological problems:
headaches, backaches, exhaustion, anxiety, and depression, to name some.
Research has shown that job-related stress costs American organizations more
than $150 billion annually, with a large percentage of US employees reporting
moderate to high levels of stress at work. Hardiness, however, can alter one’s
perception of stress. Hardiness is composed of commitment, control, and
challenge—concepts that can be taught to your staff and promoted through
encouragement of creativity and risk taking. Everyone has a different level
of hardiness that can be measured using the Dispositional Resiliency Scale
(DRS-15). Hardiness can be directly correlated to, and a predictor of, immunity.
During this presentation, you’ll gain some insights into the physiologic effects
of stress and techniques for developing hardiness, both for your staff and
yourself.
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2015
The premier conference on business management of the surgical suite
9:30 a.m. – 12:30 p.m. | Concurrent Morning Workshops
A Perioperative Services Optimization Plan to Increase
Efficiencies, Margin, and Capacity
Christinia Lashmett, MBA, Business Manager, Perioperative Services,
Missouri Baptist Hospital
Changes in healthcare are putting a magnifying glass on the business operations
of perioperative services. Labor expense, supply expense, revenue accuracy,
volume growth, procedure mix, and capital needs are among the issues to
consider on a daily basis. How do you prioritize these issues to ensure focus on
the areas with the greatest return on investment (ROI)? Finding the right balance
of resources spent on revenue integrity vs expense management, and between
labor expense control vs supply management is a daunting task. This session
will provide tools for prioritizing to achieve maximum results as well as tools
to highlight opportunities, engage staff and physicians, communicate to senior
hospital and corporate leadership, and track results.
Learning objectives:
• Know how to apply data-driven analysis to create a prioritization checklist
for the greatest ROI.
• Understand how to bridge the operational and cultural gap between
perioperative services and finance, as well as how to work successfully in
a matrixed environment with an emerging corporate influence, particularly
in supply chain and finance.
• Obtain engagement and communication tools and the knowledge to use
these tools in the most effective manner.
The Income Statement: The New Leader’s Role in
Revenues & Expenses
Sue Tetzlaff, MHA, FACHE, RHIA, RN, Cofounder, Capstone Leadership
Solutions
Jane McLeod, MSN, RN, Cofounder, Capstone Leadership Solutions
Many healthcare leaders are promoted to their leadership positions from a
clinical role and lack the formal training, education, and experience needed to
manage multimillion dollar budgets. We must be stewards of our organization’s
revenues and expenses; and as leaders, we must be accountable for achieving
great results, including financial results. Even experienced healthcare leaders
can be misled by misinterpretations of financial reports. This session will
explore important principles of income statements and the leader’s role in
managing revenues and expenses. High-performance work practices for
improving a leader’s success in financial management will be shared.
Learning objectives:
• Describe seven roles that leaders have related to revenues.
• Describe seven roles that leaders have related to expenses.
• Describe three high-performance work practices that improve financial
results.
Top 25 Key Data Points Correlated to Perioperative Supply
Management Decision Making
Ned Turner, Senior Vice President, North America, Perioperative Supply
Management Consulting Services, Medline Industries
Surgical services departments typically spend more than 50% of their budget
just on supply acquisition costs, and that does not include managing inventory,
case pick, preference cards, room turnover, space utilization, computer
systems, cost/charge capture, surgeon satisfaction, and more. Supply
management for surgery is a significant and critical challenge for one of the
largest revenue and cost centers of a healthcare institution. Key data-driven
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statistics for surgical services are critical to help with supply management
decisions. Understanding the various stakeholders (administration, physicians,
materials management, and staff) and how they interpret the critical data may
also play a significant role in the decision-making process.
Learning objectives:
• Identify and understand the most critical data points relative to the
business of running surgery.
• Understand how to use Lean thinking/principles correlated to key data
points to eliminate waste.
• Link the critical data points to key decisions related to OR supply management.
Systems Thinking and Lean Transformation: An
Integrative Model for the Operating Room
Robert D. Redlinger, MSN, RN, Senior Director, Perioperative Services and
Administrator, Bryn Mawr Ambulatory Surgery Center, Nemours A.I. duPont
Hospital for Children
Sharon Udy-Janczuk, MSN, RN, CNOR, Operating Room Nursing Manager,
Nemours A.I. duPont Hospital for Children
Dee Tinley-Strong, PhD, MA, Process Engineer, Perioperative Services,
Nemours A.I. duPont Hospital for Children
Two years ago, Nemours/A.I. duPont Hospital for Children began integrating
Lean principles into OR operations to improve quality of care, patient safety,
and satisfaction, and to create a perpetual basis for cost reduction. Ensuring
that improvements are sustained requires integrating Lean principles into the
healthcare’s systems thinking model. Our Integrated Lean Systems Model
transformed our efforts into a high-performing and results-producing initiative.
This new systems approach enabled the inclusion of multidisciplinary teams as
the champions for and owners of process improvements that thus far include:
40% reduction in sterile processing errors with a 62% increase in volume;
30% reduction in flash sterilization; 33% reduction in surgery wait time;
55% reduction in day of surgery case cancellations; standardized procedures
leading to elimination of costly redundancies; and cost reductions of nearly
$1.5 million. In this session, we will describe our process and how it evolved
over time to produce sustainable process improvements.
Learning objectives:
• Understand the essential components of the Integrated Lean Systems
Model and the implementation challenges within the operating room
• Understand the impact of high-performance, multidisciplinary teams on
the ability to produce continuous improvements in quality, safety, service
delivery, and cost
• Learn how to sustain gains through Visible Senior Leadership, a Daily
Management System, and application of the P-D-C-A techniques.
12:30 p.m. – 1:30 p.m. | Keynote Lunch
Lateral Hostility: Preserving our Profession
Kathleen Daw, BSN, RN, ADN, CNOR, Assistant Department
Administrator for Perioperative Services, KPOC, Irvine Medical
Center
Toxic behavior in the workplace has gone beyond “dealing with
difficult personalities”—not only does it undermine effective
teamwork, it can alienate staff and sometimes result in their leaving, and it can
increase the possibility of errors, potentially leading to sentinel events. The Joint
Commission takes lateral violence seriously and supports implementation of
zero-tolerance policies across the organization. To move toward this goal, all
staff, managers, leadership, and administrators must be educated to recognize
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February 15-18, 2015 | Hilton Orlando | Orlando, Florida
the signs and symptoms. Mentorship programs are important to have in
place for new staff—especially nurses new to the profession—to increase
recruitment and retention. Leaders must lean toward transparency, cultivating
trust between staff and managers. Learn how to recognize hostility and change
your organization’s culture to cultivate a productive, collaborative team across all
departments. Empowering nurses will ultimately diminish lateral hostility in the
workplace.
1:30 p.m. – 2:00 p.m. | Networking Break in Exhibit Hall
2:00 p.m. – 3:30 p.m. | Concurrent Afternoon Breakout ns
Optimize OR Orientation with OR Nursing Intern and OR
Fellowship
Tandi Toone, BSN, RN, CNOR, Clinical and Business Manager, Main and
Neuroscience Operating Rooms, St. Luke’s Hospital of Kansas City, MO
Cheryl Fisher, BSN, RN, System Clinical Education Specialist for Surgical
Services, St. Luke’s Health System
Operating room nursing is not at the forefront of most nursing programs today.
This makes it hard to find good recruits and leads to a lengthy orientation.
Saint Luke’s Health System has initiated a multiphase program to optimize RN
orientation to the OR. The program produces nurses with a broader knowledge
base within a shortened amount of time. During the OR Nursing Intern Program,
nursing students work full time in the OR starting the summer before their
senior year. They are trained in the scrub role and function as PRN scrub staff
throughout their senior year. During the OR Nurse Fellowship Program, new
graduate nurses and nurses new to the OR receive didactic education and
hands-on training outside of the clinical arena. After completing the fellowship
training nurses are then streamlined through orientation to all specialties with
in the OR.
Learning objectives:
• Discuss the benefits of a streamlined orientation process.
• Discuss the role of the nurse intern and nurse fellow along with the
process for orientation.
• Identify methods for effective precepting and evaluation.
There Is No OR Nurse University
Jim Stobinski, PhD, RN, CNOR, Director of Credentialing and Education,
Competency and Credentialing Institute, Denver
The Institute of Medicine’s Report on the Future of Nursing has spurred
changes in the practice patterns of advanced practice nurses, and it
encourages nurses to attain baccalaureate-level education. The IOM report
also recommends that nurses engage in lifelong learning, that there should
be meaningful competency assessment programs in the workplace, and
that nurse residency programs should be implemented. In this session, we
will examine the current education and training processes (subspecialty
training) used in perioperative nursing. We will discuss the demographics of
the perioperative nursing workforce and recent literature on perioperative
nursing subspecialty education. Patricia Benner’s Novice to Expert Theoretical
Framework will be applied to perioperative nursing practice with an emphasis
on the first 3 years of practice. Characteristic behaviors of nurses entering the
profession will be examined in light of Benner’s theories.
Learning objectives:
• Describe the current state of perioperative nursing subspecialty education.
• Examine the relationship between commonly observed, familiar behavior
and the precepts of Benner’s Novice to Expert Theory.
• Identify the Institute of Medicine findings relevant to perioperative nursing.
Common Physician Contract Pitfalls and How to
Overcome Them
Adam Higman, BS, Consultant, Soyring
It is imperative in the modern healthcare marketplace for large hospital
groups, private practices, critical access centers, and large multiple-provider
outpatient centers to produce quality contracts that provide for the health of
the organization and meet the needs of the providers. Often, contracts that fall
short fail to properly prepare for downstream pitfalls. They benefit the provider
excessively without a mechanism for the business to remain successful,
or they provide for the business interests and do not give concessions that
facilitate provider satisfaction. A good contract finds balance and effectively
communicates the shared responsibility and benefit within the verbiage. This
presentation will focus on four ways to find balance for both the business and
the providers, as well as practical alternatives to consider.
Learning objectives:
• Evaluate quality and productivity metrics best suited for the physician and
organization
• Establish considerations for various physician relationship types and
specialties
• Acquire tips for establishing both short- and long-term contract and
relationship goals
3:30 p.m. – 4:00 p.m. | Networking Break in Exhibit Hall
4:00 p.m. – 5:30 p.m. | Concurrent Afternoon Breakout
Delivering High-Quality Health Care for Low Cost:
Rethinking the Way We Look at Supplies in the OR
Ann Z. Putnam, MSN, BSN, CNOR, SPRING Project Manager, Intermountain
Healthcare
Jeannette L. Prochazka, MSN, RN, ACNS-BC, Clinical Operations Director,
Surgical Services Clinical Program, Intermountain Healthcare
Surgical Pricing Reduction Initiative and New Growth (SPRING) is a project
with achieved savings of more than $15 million in 2013 and a goal of $25
million in 2014 throughout a 22-facility system. Achieving these savings is
actualized by developing the right resources: reports, dashboards, an enhanced
doctor preference card update process, and culture change. Empowering
stakeholders, both physicians and staff, to understand how their choices
impact patient costs often has immediate influence on a change in practice
within the operating room. This process change encourages the entire
perioperative team to feel responsible for their impact on the bills patients are
receiving. In this session, we will discuss the results achieved with SPRING and
explain how it can be implemented in facilities of any size.
Learning objectives:
• Determine key data points and procedure inclusion criteria in order to
establish meaningful and accurate cost per case data.
• Describe the process of developing a program that provides staff and
surgeons with supply cost information.
• Identify strategies for creating culture change related to cost savings and
sustained high-quality healthcare.
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2015
The premier conference on business management of the surgical suite
Using Lean for Supply Chain Management
Lucy Duffy, MA, BSN, RN, CNOR, Manager of Perioperative Areas, Overlook
Medical Center, Atlantic Health System
Rita Lanaras, BS, RN, CNOR, Nursing Coordinator and Clinical Analyst,
Overlook Medical Center, Atlantic Health System
Karen Memory, MS, MBA, BS, Six Sigma Black Belt, Manager – Organization
Effectiveness, Atlantic Health System
Tuesday Networking Events
6:00 p.m. - 7:00 p.m. | Yoga Smoothie Smash Event ($10.00)
The main operating room at Overlook Medical Center, Atlantic Health System,
implemented a multidepartment project in April 2014 to improve supply chain
management processes using a Kaizen approach. The focus is on developing
a consistent and accurate par leveling of supplies kept in the central sterile
supply department. Department layout routes are under review to maximize time
and resource efficiencies. Kaizen events are being used for other perioperative
inventory areas. The team incorporates 16 core members from the OR, central
sterile supply, the central distribution center, and corporate strategic sourcing,
along with a group of extended members. The goals are to increase process time
efficiency, improve par leveling, reduce total cost, and improve staff satisfaction.
Learning objectives:
• Define Lean systems applicable to Operating Room Supply Chain
Management (Kaizen, 5S and Visual Management)
• Describe the processes used to achieve a successful LEAN OR Inventory
Management implementation
• Share success stories and illustrate Lean tools using an interactive
demonstration.
Wednesday, February 18
Stretch away the day at our rejuvenating Yoga Smoothie Smash by the
poolside lawn for an hour of invigorating Yoga for beginners and experts alike.
Our experienced instructor will lead you through a series of movements and
poses to balance and exhilarate your body and mind. Stick around afterwards
for some well-deserved mingling and fun with tropical smoothies in your very
own souvenir tumbler!
6:00 p.m. - 7:00 p.m. | Sleuth’s Mystery Theater
Networking Dinner ($10.00)
7:00 a.m. – 1:00 p.m. | Registration Opens
7:00 a.m. – 8:00 a.m. | Continental Breakfast in Exhibit Hall
8:00 a.m. – 9:30 a.m. | Concurrent Morning Breakout
Sessions
Sessions Sponsored by
Staffing to Demand to Improve On-Time Starts, Case
Length, and Turnover Times
Alecia Torrance, MBS, BS, RN, CNOR, Senior Vice President of Clinical
Operations, Surgical Directions, Chicago
Some hospitals flex nurses off on slow days and moderately staff up on the
busiest days to reduce labor cost, but this approach creates dissatisfaction
among nurses and hampers efficiency. Some perioperative leaders are
eliminating both a reduction in hours through flexing and overtime hours by
“rightsizing” the number of rooms running and types of procedures performed
per day. Developing a predictable and balanced operative schedule and
staffing according to a rational demand are strategies for running an efficient
OR. As a first step, surgeons and anesthesiologists are key to developing and
implementing an effective block schedule and with ample number of ORs for
add-on procedures. During this session, the foundation for creating a rational
and balanced OR schedule through physician governance will be laid, and
a staffing tool will be demonstrated and provided to attendees to help them
8
Step into a world of comedy where you become the detective during the
Sleuth’s Mystery Networking Dinner! Mingle and network with your fellow OR
Business Management industry professionals while laughing and dining the
night away. You will enjoy an evening of chock full of food, desserts, unlimited
beer and wine, and side splitting laughter with some outrageous characters.
www.ormanager.com/managementconference
February 15-18, 2015 | Hilton Orlando | Orlando, Florida
balance staffing with demand in their facilities.
Learning objectives:
• Define a process to determine the appropriate number of rooms to run per
day based on historical inpatient and outpatient case volume.
• Organize a team consisting of surgeons, anesthesiologists, and senior
leadership to redesign the OR’s block and open room scheduling to meet
the needs of clinicians and the organization.
• Create a staffing plan that matches clinical, material, and equipment
resources to support the demand while increasing efficiency and reducing
overall costs.
From Care Coordination to Coding: What OR Business
Managers Need to Know About Reimbursement
Jeannie Kelly, MHA, BA, LHRM, RN, Soyring Consulting
Coding and billing for surgical procedures is an area of increasing concern
as the ICD-10 coding deadline looms and reimbursement becomes more
complicated and value-based. The slightest error in coding or electronic billing
can cause denials and tie up precious resources to research them. This session
will focus on tips to quell postsurgical financial issues, understanding proper
team makeup to oversee data accuracy and completeness, and an in-depth
look at the OR business manager’s role in the coding process.
Supply and Implant Cost Management: Using Data to
Engage Surgeons, Circulators, and Administrators in
Optimizing Value
David Reynolds, MA, Executive Vice President, Syús, Inc.
This session will present results of a year-long effort at a busy, urban health
system to assemble and share the data necessary to engage surgeons,
circulators, and administrators in optimizing the value of supplies and implants
used. The speakers will share their experiences in identifying the sources
of data, cleaning and preparing the data, presenting the data in interactive
mobile and desktop tools for direct access by end users, and engaging
stakeholders in using the information to drive value-based utilization and
selection modifications. Key lessons learned include the value of presenting
nonjudgmental comparisons of surgeons’ costs by procedure and case type
and making it easy for surgeons to modify their selections. Participants will be
provided with tools and best practices to use at their facilities.
Learning objectives:
• Identify largest target opportunities for financial improvement.
• Describe useful categorization of supplies and implants.
• Create effective visualization of utilization and/or cost variation.
• List facilitation points needed to inform surgeons of choices.
Learning objectives:
• Understand documentation requirements to establish medical necessity for
surgical procedures
• Be able to review medical records for accuracy and completeness
• Understand how to manage denials and reimbursement issues
11:30 a.m. - 1:00 p.m. | Concurrent Morning Breakout
9:45 a.m. – 11:15 a.m. | Concurrent Morning Breakout
Sessions
Pamela Photiadis, RN, DNP(c), CNOR, Director of Perioperative Services,
Norton Hospital, St. Mathews; Director, OR Matrix, Norton Healthcare System
Teresa Vincent, MSN, BSeD, CNOR, Assistant Nurse Manager, Gynecology and
Robotic Surgery, Norton Hospital, St. Mathews
Sessions Sponsored by
The OR Supply Chain – Taking It to the Next Level
William J. Bailey, Surgery Supply Chain Consulting Division, Sullivan
Healthcare Consulting, Inc.
Maximizing the effectiveness of the OR supply chain program is a challenging
task. How do you avoid overstocking vs. running short of supplies, which can
compromise patient safety and lead to surgeon dissatisfaction? How do you
achieve the proper balance between efficiency and effectiveness? How do
you engage clinicians and other stakeholders? This session will discuss the
elements of the effective OR inventory program. Examples of implementation
activities, cost savings, and inventory program improvements achieved at
specific hospitals and health systems will be presented.
Learning objectives:
• Identify and understand the roles and collaborative interactions necessary
for a successful perioperative supply chain program.
• Understand the principles for effective surgical inventory management and
supply distribution, and how they apply to both manual and technologically
supported inventory systems.
• Identify the metrics critical for managing and monitoring the effectiveness
of the perioperative supply chain program.
Reducing OR Supply Cost per Case by Implementing an
Open When Needed (OWN) Program
The pressure to lower overall supply expense and cost per case in surgical
procedures is at an all-time high. Decreasing reimbursements, continued influx
of new technology, and the need to keep surgeons on board to prevent “facility
shopping” is forcing surgical services leadership to rethink case preparation
and setup functions. Our facility committed to a supply cost reduction
(excluding implants) of $240,000 in 2014 through the OWN (open when
needed) program. In this session, we will describe use of the DMAIC (Define,
Measure, Analyze, Improve, and Control) model for process improvement.
Staff education and buy-in, creation of an audit tool for preference card
maintenance, and the techniques used to monitor the financial impact of the
open/unused supply cost initiative will be discussed.
Learning objectives:
• Get an overview of the redesign of surgical case preparation and setup
using the DMAIC process.
• Discuss the financial tracking tools developed to monitor the program’s
success.
• Describe leadership commitment and actions, including development of the
case preparation audit tool.
Utilizing Demand Planning to Manage the Inventory in
Perioperative Services
William H. Saphir, MBA, MA, BS, Change Management Consultant, William H.
Saphir, LLC
Demand planning is a tool to manage and optimize the OR’s inventory,
www.ormanager.com/managementconference
9
2015
The premier conference on business management of the surgical suite
reduce supply cost expenses per procedure, improve operating processes,
and increase revenues. Demand planning currently is being practiced in the
consolidated service centers (CSCs) of several prominent integrated delivery
networks, and between the CSC and its suppliers. This presentation will walk
through the supply information flow from the patient scheduling system,
preference card maintenance, and historic and seasonal utilization, and show
how it can be integrated into the materials management information system to
purchase supplies and manage the inventory for future procedures; and then
transfer that information to CSCs or suppliers, directly reducing stock outages.
It will also show how the cost of vendor-managed inventory, like implants, can
be reduced through demand planning.
Continuing Education
Learning objectives:
• Identify the concept of demand planning.
• Understand how demand planning can be utilized in an OR environment
• Understand how demand planning can reduce costs, waste, and improve
operating processes.
At the conclusion of the 2015 OR Business Management
Conference, you will receive a CE certificate listing the sessions you
attended and the contact hours you earned.
1:00 p.m. | Conference Adjourns
Certificate of Contact Hours
This certifies that
Erin Gately
RN License No:
26NR00123400
has completed the offering entitled:
State:
MD
OR Manager Conference (17.7 hours)
September 17-19, 2014
Long Beach, CA
Program/Offering
Held
September 17-19, 2014
which has been approved for
17.7 contact hour/s
Access Intelligence is approved as a provider of continuing education by the California Board of Registered Nursing, provider #15831.This certificate must be retained by the licensee for a
period of four years after the course ends.
Access Intelligence LLC � 4 Choke Cherry Road, 2nd Floor � Rockville, MD � 20850 � www.ormanagerconference.com � info@ormanagerconference.com
You have the opportunity to earn 24.5
total contact hours during the
full conference in the preconference
workshop, breakout sessions,
conference workshops, and general
sessions. Access Intelligence is
approved as a provider of continuing
education by the California Board of
Registered Nursing, provider #15831.
General Information
WHO SHOULD ATTEND:
Participants will include business managers, OR directors, OR managers, and
others involved in the business decisions that drive the OR’s economic, quality,
technical, and program development.
VENUE:
Hilton Orlando | 6001 Destination Parkway | Orlando, FL 32819 |
Tel: +1 407-313-4300 | www.thehiltonorlando.com
HOTEL RATE:
A special room rate of $239/night is available for attendees and exhibitors
through January 16, 2015.
Housing at this hotel will be in high demand, so we strongly
recommend making your reservations early.
DRESS/ATTIRE:
Business casual is recommended for the 2015 OR Business
Management Conference. Since the temperature in meeting rooms
tends to be cool, please bring a jacket or sweater for your comfort.
SPECIAL REQUIREMENTS:
If you require special accommodations to fully participate, please attach a
written description of your needs with your registration form. Specific questions
can be directed to clientservices@accessintel.com or 1-888-707-5814.
GROUP REGISTRATION:
2+ people = 15% off additional registrations.
Thank you to our Sponsors and Exhibitors
Please contact:
As a sponsor of the 2015 OR Business Management Conference, you will align your company as a market leader in front
of a highly influential audience. Interested in becoming a sponsor of the 2015 OR Business Management Conference?
10
www.ormanager.com/managementconference
DANIEL CHASE
Account Executive
P: 301-354-1673
E: dchase@accessintel.com
February 15-18, 2015 | Hilton Orlando | Orlando, Florida
CONTACT INFORMATION:
• For questions regarding content of the conference, please contact:
Elizabeth Wood, Editor, at 301-354-1786 or
ewood@accessintel.com.
• For questions regarding registration, contact Client Services at 888-7075814 or clientservices@accessintel.com.
• For questions regarding exhibition/sponsorships, please contact Daniel
Chase, Account Executive, at 301-354-1673 or dchase@accessintel.com
CANCELLATIONS:
All cancellations are subject to a $300 service fee (per attendee). Before
January 23, 2015, you will receive a refund of your payment minus the service
fee. After January 23, 2015, your payment will be credited toward a future OR
Manager event, minus the service fee. Registrants who fail to attend and do not
cancel prior to the event are not entitled to a credit or refund of any kind. There
are no exceptions.
• Additional questions can be directed to Elana Lilienfeld, Marketing
Associate, at 301-354-1715 or
elilienfeld@accessintel.com
Registration Form
1. CONTACT INFORMATION
FOUR EASY WAYS TO REGISTER
Mail this completed form to:
Client Services
OR Business Management Conference
4 Choke Cherry Road, 2nd Floor
Rockville, MD 20850
Name
Title
Facility
Address
City
Web: www.ormanager.com/managementconference
State/Province
Zip/Postal Code
☎
Country
Phone
Ext
Phone: 1-888-707-5814
Fax this completed form to: 301-309-3847
Fax
When faxing or mailing, please photocopy
the form for each registrant.
Email
(Required to confirm registration)
2. REGISTRATION & FEES
Package
Early Bird (January 16, 2015)
YOUR RATE
Regular Rate (February 16, 2015)
OR Business Management Conference PLUS
• Sunday Pre-Conference Workshop
• 3-Day Full Conference Access
$1,190
$1,090
$1,390
OR Business Management Conference ONLY
• 3-Day Full Conference Access
$995
$895
$1,095
OR Business Management Pre-Conference ONLY
• Sunday Pre-Conference Workshop
$595
$495
$695
Register as part of a group of 2 or more and save 15% on additional registration (applies to early bird and regular rate)
Breakfasts, lunches, and reception included in registration fees.
3. PAYMENT INFORMATION
Check Enclosed
Credit Card:
Visa
MasterCard
American Express
Discover
VIP CODE:
PO/Bill Me
Card Number
Signature
Expiration Date
Name as Shown on Card
Access Intelligence Federal Tax ID#: 52-2270063
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11
February 15-18, 2015 | Hilton Orlando | Orlando, Florida
Preconference Workshop: February 15 | Conference: February 16-18
www.ormanager.com/managementconference
PO Box 8927
Gaithersburg, MD 20898
Register with
Your VIP Code:
2015
The premier conference on business management of the surgical suite.
February 15-18, 2015 | Hilton Orlando | Orlando, Florida
Preconference Workshop: February 15 | Conference: February 16-18
Register with your VIP code to save an extra $100!
www.ormanager.com/managementconference