OR Executive Summit Agenda


 Online registration is closed. Register onsite at McCormick Place
Level 3 Concourse   

March 30 - April 1, 2014 | Chicago, IL

SUNDAY, MARCH 30, 2014 

7am-4:30pm:  OR Executive Summit™ Lounge (For OR Executive attendees only.  AORN thanks Ethicon, exclusive sponsor of the VIP Lounge.) 

7-7:45am: Breakfast & Networking   

 7:45-9am: Reliability Science and the Socio-Technical Model (1.0 CH)   

Kerry M. Johnson, MS/Healthcare Performance Improvement (HPI)  

 Large Scale Disclosure of Patient Harms (1.0 CH)   

David Sine, DrBE, ARM, CSP, CPHRM/Veterans Administration National Center for Patient Safety 

You will learn a process for determining the parameters for identifying who should be notified, tested, and psychologically supported. You will examine the ethical dilemmas presented in large scale exposure situations. The 'tipping point' of where to draw the line of who should be told, including public disclosure will be explored. You will also learn how to support the unprofessional team with ramifications and ethics of a large exposure.   

  • Review examples of patient mass-exposure situations caused by failed sterilization, a reuse of a medical device, a mass supply/drug contamination, or other source.
  • Describe the mechanics of a large scale disclosure effort.
  • Analyze the ethical implications of deciding how/when/what to disclose in a large scale exposure situation.
  • Identify steps to manage large scale disclosures, from patient communication to media interaction.

Navigating the Financial Rapids Ahead (1.5 CH) 

Keith Siddel, MBA, PhD(c), JD, CHC 

Achieving financial success in your OR while navigating the rapids of today’s health care revenue stream is no easy task. OR Leaders must understand the current reimbursement environment and how to optimize their charge structure. They must assign the right charge amount, minimize denials, and manage equipment, vendors, and staff all while avoiding the myriad of compliance risks. What are the financial strategies you should consider? What leadership approaches should you adopt to maintain the financial health of your department? Learn how to navigate the financial rapids ahead.  

12-1pm:  Lunch & Networking with Education-The Future of Google Glass: Half Empty or Half Full? (0.5 CH)  

Keith Siddel, MBA, PhD(c), JD, CHC 

Is the new wearable technology from Google a game changer or just a passing fad? What role could it or will it play in the OR? How is it changing health care delivery models? What lies ahead? Who is already using them and what do they think? See a live demonstration of how Google Glass technology works and what they can do.  

1-2:30pm:  AORN Surgical Conference & Expo Opening Ceremony & Chapter Awards (1.5 CH); or Preview Cine-med® Education Videos (1.5 CH); or Free Time 

2:30-4:15pm:  Networking Opportunity; or Award for Excellence Education Session (.5 CH); or AORN Surgical Conference & Expo General Session: Poetic Voice-Sekou Andrews (1.0 CH); or Free Time 

4:30-5:30pm: Seeking the "Holy Grail": Efficient Use of Time and Supplies as a Component of Value Based Medicine (1.0 CH)   

Suzzie Hobbins, BSN, RN, CNOR; Carol Pehotsky, MSN, RN, CPAN, ACNS-BC; SricharanChalikonda, MD/Cleveland Clinic  

As our country moves toward value based care, perioperative nurses are the key to ensuring optimal patient outcomes while being careful stewards of their organizations’ resources. This presentation will discuss ways nurses and nursing leaders can partner with surgeons to ensure the best use of surgical supplies. Having the correct supplies available when needed maximizes patient safety and increases surgeon and nurse satisfaction. Patient satisfaction is increased through minimizing delays caused by “idle” OR time. There is also a sizable financial impact. Accurate preference card data minimizes supply waste. Considering the average cost per OR minute is upwards of $100, minimizing supply “scavenger hunts” is the right thing to do both from an efficiency and a financial viewpoint. You will learn about the barriers and lessons learned during the process about a program developed to update preference cards, standardize supplies needed, and standardize supply location. Team members included nurses and surgeons to ensure full transparency and involvement in decision making. Evidence-based practices for developing and sustaining programs focused on supply organization will be discussed.    

  • Describe a program to maximize accuracy of physician preference cards and in-room supplies.
  • Describe evidence-based practices for establishing and maintaining supply organization in the perioperative setting.
  • Discuss the impact of supply availability and organization on nurse, patient, and physician satisfaction.
4:30-7pm: AORN Surgical Conference & Expo 2014 Exhibit Hall Opening Reception


MONDAY, MARCH 31, 2014 

7-6:30pm: OR Executive Summit Lounge (AORN thanks Ethicon, exclusive sponsor of the VIP Lounge for OR Executive attendees only)

7-8am: Breakfast & Networking 

8-9am: Jerry G. Peers Presentation: Extreme Change: Adapt, Overcome, and Win as One! (1.0 CH) (Part of AORN Surgical Conference & Expo)

Robyn Benincasa 

9am-4pm: AORN Surgical Conference & Expo Exhibit Hall   

12-1pm:  Lunch & Networking 

4-5pm:  Innovative Ways to Manage Block Scheduling Efficiently (1.0 CH)  

Jamie L. Sanchez-Anderson, MSN, MBA, RN; Debbie L. Hoffman, EMBA, BA, RN; Jane A. Kusler-Jensen, MBA, BSN, RN, CNOR/Deloitte & Touche As more health care organizations strive to cut costs and increase profits, they are looking for innovative ways to improve efficiencies in the OR. One key area to improve overall OR performance is through the management of block scheduling. Effective management of block scheduling has been proven to drastically improve overall OR performance and reduce utilization inefficiencies. To manage block scheduling effectively, guidelines must be established and enforced, and new innovative visual tools, such as surgeon scorecards and monthly dashboard, must be used to track and display OR performance metric, such as block utilization, first case on time starts (FCOTS), and turnover time (TOT).   

  • Identify key metrics within perioperative services – first case on time starts (FCOTS), block utilization, and turnover time (TOT).
  • Discuss guideline criteria for effective management of block scheduling.
  • Review innovative tools to visually manage block scheduling, including report out perioperative performance metrics.
  • Discuss case studies demonstrating increased perioperative performance with the implementation of block scheduling guidelines and effective visual perioperative performance management tools.

5:30-6:30pm:  Social Gathering  (AORN thanks Ethicon, exclusive sponsor of the OR Executive Summit™ Social Gathering)

6:30-7:30pm:  AORN Surgical Conference & Expo Managers' Reception 

TUESDAY, APRIL 1, 2014  

7-5pm: OR Executive Summit Lounge (AORN thanks Ethicon, exclusive sponsor of the VIP lounge for OR Executive Summit attendees only.)

7-8am: Breakfast & Networking  

8-9am:Beyond the Bundle: Effect of Real Time Feedback and Staff Engagement in Process Improvement Related to Surgical Site Infections for Joint Arthroplasties (1.0 CH)  

Rowena David, RN, CNOR; Madhuri Sopirala, MD/University of Cincinnati Medical Center The Institute of Healthcare Innovation (IHI) estimated in 2008 that 40% to 60% of surgical site infections (SSI) that occur in clean cases (Class I/Clean as defined by CDC) are preventable. The 25th and 75th percentile of national benchmark infection rates for these surgical procedures are 0.58% to 1.6% and 0.68% to 2.38% respectively; taking into account the patient's risk index. The State of Ohio joined the list of states in 2008 mandated to report SSI for total joint arthroplasties. In 2011, the University of Cincinnati Medical Center started following Surgical Care Improvement Project (SCIP) All-Or-None Bundle to improve surgical care, in addition to implementing enhanced SSI prevention bundle recommended by IHI. With only modest improvements in our SSI rates despite compliance with the bundle, we extended our reach beyond the bundle elements to develop an innovative approach to reducing SSI that actively engaged perioperative staff, infection control, and surgeons via real time and active feedback on SSI and certain processes in OR and perioperative areas. We will describe this project, how the real time and active feedback has affected our SSI rate, how processes beyond the bundle can affect SSI, and how this positive experience will be extended to other high risk, high volume surgical procedures in an effort to decrease SSI rates for these procedures.  

  • Compare baseline when the evidence-based bundle was implemented and post implementation (when perioperative staff and surgeon engagement through real time feedback) infection rates for planned total joint surgical procedures at an academic medical center.
  • Demonstrate how the real time feedback of SSI for total joint surgeries in a collaborative approach with physicians, perioperative staff, and clinical staff can be used to improve processes beyond the bundle that play a role in development of SSI.
  • Demonstrate how addressing the processes beyond the bundle play a role in the prevention of SSI.

9am-2pm: AORN Surgical Conference & Expo 
Exhibit Hall   

12-1pm: Lunch & Networking    

1:15-2:15pm: Clinical Effectiveness: Reducing Cost through Clinical Redesign (1.0 CH)   

Patrick E. Voight, MSA, BSN, RN, CNOR; Olive O'Rourke, RN; Noralyn Baluyot, MHA, BSN, RN/Deloitte & Touche Of the $2.7 trillion spent on health care in the US, it is estimated that approximately $800 billion is driven by inappropriate care and administrative waste, evidenced by the following examples: Only 55% of patients receive evidence-based care; a 2009 study estimated the incremental cost of treating potentially preventable conditions to account for more than 9% of total inpatient hospital cost. Up to 80% of re-admissions might be avoided through improved care by practitioners and/or better adherence to pre-dismissal instructions, and 13.9% of individuals (115.3 million) visit the ER each year with a “non-urgent care” condition, resulting in $14 billion of unnecessary spending. Traditional approaches to identify potential cost-reduction opportunities do not actively engage the physicians and nurses who are expected to comply with the subsequent recommendations many times in the midst of broken or damaged processes. A Clinical Effectiveness and Efficiency (CE2) approach to performance improvement turns the traditional cost reduction process on its side and engages clinicians in improving the activities which they control. Explore how a clinical effectiveness approach to performance improvement that turns traditional cost reduction process on its side and engages clinicians in improving the activities which they control in a DRG bundle approach. Physicians are engaged to understand the impact of clinical practice patterns on the use of drugs, supplies, and other resources driving costs, as well as the impact on quality outcomes.   

  • Explain the difference between traditional cost reduction approaches and the clinical effectiveness (CE) methodology

Can Lean Improvements Fuel Innovation in the OR? (1.2 CH) 

Tony Gorski, MBA; Jan Stull; Mary Jo W. Steiert, BSN, RN, CNOR/Vail Valley Medical Center Quality is today’s health care mandate. Yet, there is a dark cloud blurring the vision of many nurse executives today because Lean has had some false starts and stops in days gone by. Lean is one very useful tool for achieving quality that is easy off the tongue, but confusing to many. Ask ten staff members what the definition of Lean is and chances are you will get ten different definitions. However, with the right education, long-term focus for lasting change, and short-term ideas for easy wins, nurse executives can use Lean principles to change culture and the bottom line, making quality improvement a win-win for patients, the hospital, and the employees. Today, we work in broken processes that require excellent people to achieve average results. Many nursing processes are inherently setup to fail. Lean running hospitals think differently—focused on building excellent processes. The key is applying Lean in the right way. While 90% of hospitals are doing Lean, only 10% are “running” Lean. Case studies show us how health care systems are using Lean to increase quality and create measurable financial savings. Here are the keys to making Lean work for improved quality and fiscal health: A case study will be presented on how Lean Innovation was implemented in the OR. Vail Valley Medical Center has been on a Lean journey for over three years. After several starts and stops, it has found that the application of Lean – from a process focus and a tie to employee and physician staffing, has driven improvements in morale, productivity, and physician engagement. (Note: additional data measures will be presented). This presentation will focus on hard dollars and ROI. 

  • Describe how Lean principles increase quality and create measurable financial savings.
  • Describe and demonstrate a mobile leadership rounding application for patients, staff, and physicians.
  • Discuss how Lean innovation created a staffing skills matrix in the OR.

Closing Education Session (1.0 CH) 

Marshall Goldsmith, PhD  

5:30-6:30pm:  AORN Surgical Conference & ExpoAORN Foundation General Session
Dr. Peter J. Pronovost 


 Attend AORN Surgical Conference & Expo 2014  

Included in your OR Executive Summit Registration. Optional.  
OR Executive Summit runs concurrently with AORN Surgical Conference & Expo, as well as the business of the Association (Congress). As participants of the OR Executive Summit, attendees may also review Poster Displays for contact hours and attend education sessions on Wednesday, April 2, including the AORN Foundation General Session, concurrent education sessions, and the AORN Surgical Conference & Expo 2014 Closing Education Session and Closing Ceremony.
8-9am:  Concurrent Education Sessions (1.0 CH)  

9:15-10:15am: Concurrent Education Sessions (1.0 CH)    

10:30-11:30am: Concurrent Education Sessions (1.0 CH)  

1-2:30 pm:
Concurrent Education Sessions (1.5 CH)   

4-5pm: Closing Education Session: Plant Your Feet Firmly in Mid-Air: Lead Through Change (1.0 CH)  

What would happen if everyone in your organization saw the positives, not the problems, in current changes? What would it look like if people broke out of their molds, pushed their boundaries, and developed a new set of skills? Research indicates that 69% of the workplace is not fully engaged. How much time and money does this group cost an organization? How much time and energy would be saved if everyone learned a common language to identify and contain resistance? How much time and money would be saved if everyone became rekindled their passion, became fully engaged, and took daily and consistent action toward their own goals and the goals of the organization? Experience this high-energy, high-humor program and learn how to guide yourself and others through ambiguity and uncertainty in a positive and productive way. Learn to keep morale high to retain the best and encourage the rest. Develop the courage to face new obstacles and challenges with a strong forward momentum. Leave with a positive mindset open to change and opportunity and become more likely to take more personal responsibility and accountability for change to move yourself and your teams faster into the future. Learn to help others see the future more clearly and have the confidence that they can get there. Return to work with a renewed enthusiasm and spread it to those around you. “Change is a force to be feared, or an opportunity to be seized. The choice is yours.”

5-5:30pmClosing Ceremony 

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