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OR Manager presents a bundle of eLearning courses created from popular sessions at the 2015 OR Business Management Conference, pre-approved for up to 12 total contact hours. Each eLearning course below was presented by expert speakers and instructors from the conference.
The Income Statement: The New Leader's Role in Revenue & Expenses: 3CEs
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.
Delivering High-Quality Health Care for Low Cost: Rethinking the Way We Look at Supplies in the OR: 1.5 CEs
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.
Top 25 Key Data Points Correlated to Perioperative Services Supply Chain Management Decision Making: 3 CEs
Surgical services departments typically spend more than 50% of their budgets 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 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.
Staffing to Demand to Improve On-Time Starts, Case Length, and Turnover Times: 1.5 CEs
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 OR(s) 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 balance staffing with demand in their facilities.
Beyond Fame and Shame: “Nudging” Your Surgeons to Better Performance: 1.5 CEs
The use of the "wall of fame" and the "wall of shame" to motivate surgeons is well-intentioned but leaves out a better alternative - providing surgeons with good information and guiding them gently to improvements. Recent scientific studies of the brain and behavior have pointed the way toward an approach to using small "nudges" to drive behavior change. Surgeons are naturally self-motivated, driven and competitive, otherwise they never would have made it this far. You can tap those qualities, as well as their scientific training, curiosity, visual orientation and love of data to engage them in their own improvement. You can also use a few simple approaches and tools to guide them with clear, data-driven pathways to mutually beneficial improvements. Join us to move beyond street-brawling and finger pointing to elegant judo. Attendees will receive tools to use right away to improve block performace communication by calculating and detailing clear improvement paths.
Technology and Teamwork to Maximize Efficiency and the Patient Experience in the OR: 1.5 CEs
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.
This eLearning course bundle was created from session recordings from the 2015 OR Business Management Conference. Access Intelligence is approved as a provider of continuing education by the California Board of Registered Nursing, provider #15831. CEUs: 12 contact hours
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