ORMC Brochure May 2022 - 14

Monday, October 17 continued
BREAKOUT SESSIONS
2:00 - 3:00 pm
Maximize Your Staff: How to Develop and
Use Successful Surgical Float Teams
Float teams have long been a staple of nursing staffing plans but have
not been widely used in surgery. Come learn how Utah Valley Hospital,
a Level 6, Trauma One facility in Provo, Utah, developed float teams
over more than a decade honed a method to not just float nurses and
surgical technologists between SDS, PACU, and OR, but also float
between 5 geographically close hospitals. With a 15-year successful
track record, this model was adopted by other geographical areas
within Intermountain Healthcare in 2020 to maximize available staff in
surgical services during the pandemic. Come learn about recruitment,
orientation, and scheduling of this unique staffing model that is now
part of our ongoing strategy to maximize available staff during tight
staffing times.
Learning Objectives:
» Discuss the basic elements of a true surgical " Float Team " including
who, where, and how.
» Identify how to manage the float pool and attract and incentivize
candidates willing to " go anywhere. "
» Describe how to copy this model in a system-wide approach to meet
labor demands in a short-staffed world.
SPEAKERS:
Mary Anne Douglas, MSN, RN
Surgical Operations Nurse Executive Director
Intermountain Healthcare
Paul Brown, RN, BSN
Surgical Operations Nursing Director
Intermountain Healthcare
Implementation of LEAN Visual Management
Board Weekly Performance Huddles Results in
Ongoing Performance Improvement Success
Visual Management Boards provide the crucial communication of clear
processes and expectations necessary to engage and support staff.
Utilization of the visual management board provides an avenue for staff
to connect their work with performance expectations, view impact and
progress, identify where problems lie, determine solutions, demonstrate
team appreciation, and celebrate successes. This educational offering will
provide the learner with examples of communication components utilized
in perioperative visual management boards, demonstrate how the 20
minute weekly visual management board huddle meeting is conducted,
and describe our 3-year journey in creating a culture of continuous
improvement.
Learning Objectives:
» Describe communication components utilized in a visual management
board.
» Discuss how use of the visual management board engages and
supports staff.
» Discuss how use of the visual management board supports a culture of
continuous improvement.
SPEAKER:
Dawna Willsey, MSN, RN, CNOR
Clinical Director, Perioperative Services
Harbor-UCLA Medical Center
Is Your ASC Ready for a Compliance Audit?
Ambulatory surgery center (ASC) regulatory compliance may
seem daunting for many managers. ASC staff working to achieve
compliance must stay on top of the specific regulations impacting ASCs.
Attend this session to get the latest updates on Medicare surveys, new
regulations and options for compliance.
Learning Objectives:
» Describe one deficiency cited on recent Medicare surveys.
» Describe the impact of COVID-19 on the ambulatory surgery center
setting.
» Identify one area of focus on recent Medicare surveys.
SPEAKER:
Elethia Dean RN, PhD
CEO
ASC Compliance LLC
Implementing Process Change to Find the Real
Patient Safety Indicator Solutions
One academic medical center's (AMC) foundational plan and key steps
to address Agency for Healthcare Research and Quality (AHRQ) Patient
Safety Indicators (PSI 90), reduce clinical documentation variation,
and effectively target adverse events and in-hospital complications.
This session will discuss strategic team building, clinical and coding
differences, and documentation improvements. Collaborative teamwork
resulted in decreased observed/expected metrics in the Clinical Data
Base (CDB) for each of the focused PSI 90 categories: PSI 9 Perioperative
Hemorrhage or Hematoma Rate, PSI 11 Postoperative Respiratory Failure
Rate, and PSI 13 Postoperative Sepsis Rate.
The AMC administration purposefully selected AHRQ Patient Safety
Indicators (PSI 90) as an area for focused improvement in 2020, with
emphasis on reliability of processes and service line optimization to
reduce variation in clinical documentation.
A management guidance team (MGT) was developed. The MGT selected
the above PSI 90 categories due to higher observed/expected rates in
each category. Additionally, each of these PSIs effect both the quality
and accountability scorecard and the Centers for Medicare and Medicaid
Services Hospital-Acquired Condition Reduction Program. Tactical teams
consisting of surgeons, anesthesiologists, registered nurses, quality
management coordinators, data analysts, clinical documentation
integrity (CDI) and coding specialists, information technologists, and
performance improvement specialists were formed for each PSI.
Learning Objectives:
» Describe methods for focused improvement of PSI 90 cases.
» Compare the Management Guidance Team and Tactical Teams
stakeholders at this AMC to those within the learner's organization to
best leverage their resources.
» Identify process improvement areas for documentation and CDI/coding.
14
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ORMC Brochure May 2022

Table of Contents for the Digital Edition of ORMC Brochure May 2022
