2022 OR Management Summit
Improving Operating Room Efficiency, Utilization, Safety and Patient Experience

February 24-25, 2022 * Caesars Palace * Las Vegas, NV

February 24-25, 2022 * Caesars Palace * Las Vegas, NV








COVID-19 Advisory: BRI Network holds above all else, the health & safety of our attendees and their families. Currently this event is scheduled as an in-person event. We will however, continue to monitor and follow recommendations regarding capacity from CDC and other health agencies.
When it comes to improving hospital productivity, operating rooms are of top priority. Consider the fact that surgeons are often some of a hospital’s best-paid specialists and that a single surgical procedure can pull dozens of hours from physicians, assistants and nurses. And that’s just the workload. Surgeries ultimately account for half of all hospital revenue. Operating rooms are one of the most costly – and important areas of a hospital. Thus, any improvements made in operating rooms can pay enormous dividends and yield the most impressive impact on a hospital’s bottom line.

As a cost-intensive environment, the OR must be managed efficiently. This conference will explore operating room organizational structure, financial management, accounting principles, inventory control, operations management, and more. Detailing the elements necessary for the efficient functioning of the operating room, this program is designed to help OR managers and hospital staff who are actively engaged in day-to-day operating room management or who have broad administrative or fiscal responsibilities for the operating room suite.

Who Should Attend?
From Hospitals/Outpatient Surgery Centers/Ambulatory Centers/Community Hospitals

  • CEO’s
  • CFO’s
  • COO’s
  • Administrators
  • OR Managers
  • Directors
  • Surgical Services
  • Nursing Directors
  • Director, Perioperative Services
  • Surgical Director, Spine & Joint
  • Anesthesiologists
  • Medical Director
  • Medical Information Officer
  • Clinical Solutions
  • Operations Director
  • Billing
  • Marketing
  • Business Manager
  • Finance
  • Patient Safety
  • Equipment Planner
  • Compliance
  • Chief Nursing Officer
  • Director of Preadmissions

Also of interest Vendors/Medical Equipment Suppliers/Solution Providers

Conference Agenda

Day One - Thursday, February 24, 2022

7:15am – 8:00am

Conference Registration & Networking Breakfast

8:00am – 8:15am
Chairperson’s Opening Remarks 

8:15am – 9:00am
OR Management Strategies

ORs incur high costs and considerable amount of hospitals revenues. Demand for OR and procedural facilities appears to be increasing due to aging population and developments in surgery. The conventional solution has been to build new facilities. Building them and, of course, staffing them adequately is increasingly expensive. By contrast, committing to increase the productivity of existing facilities seems to be a wiser strategy. This session will examine proper OR management strategies and optimizing the whole process or chain of processes involved in the treatment of a patient. Topics to be discussed will include:

  • Setting clear goals for OR management
  • Improving productivity and efficiency while maintaining high-quality care at all times
  • Motivating personnel and teamwork in every step of the patient care process
  • Working smarter, not faster

9:00am – 9:45am
Trends in Evolving Technologies in the Operating Room of the Future

Technology has much to offer the surgical disciplines. However, teamwork, open communication, and a willingness to adapt and adopt new skills and processes are critical to achieving improved clinical outcomes.

Business changes in healthcare have arisen because of, among other factors, advances in IT, and increased awareness and concern for patient safety. As a result, these changes have created an OR environment in which surgical teams work with a multitude of technology under increased uncertainty. The introduction of new technology has improved the technical performance of surgical procedures, but it has also led to unexpected interactions within the surgical team and new forms of errors, further contributing to levels of uncertainty. Present-day ORs are inefficient and overcrowded, and the turnover between cases is often lengthy and variable. New technologies and devices are often introduced haphazardly into an already technologically complex environment. Patient data are not well integrated or displayed in a timely fashion. This lack of integration further strains the system, resulting in further reductions in efficiency. This, in turn, potentially impacts patient safety and costs. Improved integration of high technology, along with teamwork and enhanced communication and coordination among services, providers, and staff, is essential to improve efficiency, enhance safety, and reduce the cost of care. Despite these daily realities, the traditional OR is being transformed as new technologies and paradigms are being introduced into the clinical environment. This session will examine some of the current trends in patient management and developing technologies that are likely to continue to impact the OR environment and the OR of the future.

9:45am – 10:15am
Networking & Refreshments Break 

10:15am – 11:00am
Improving Patient Satisfaction in the OR

The number of surgeries in the U.S. on an annual basis is staggering. For the patient, any surgical experience is an encounter ranking high for anxiety and potential risk. Many surgeries carry inherently high risk of negative outcomes, and it is reasonable to believe that the accompanying stress level and apprehension the patient and his or her family experience are proportional. the hospital provider, the sheer volume provides incredible opportunities for healthcare professionals to study and improve upon patterns and policies concerning patient satisfaction in the OR. Delivering patient-centered care in the OR, for example, is an intrinsic element of a quality healthcare system and important for hospital profitability. This session will examine how to improve OR efficiency, lower wait times and improve patient experience.

11:00am – 11:45am
Key Metrics to Improve OR Utilization

When it comes to making lasting improvements in OR utilization, are you where you want to be? Operating rooms are the proverbial heart of a hospital. Flow of patients through the OR impacts all departments from the ED or ICU and beyond. Surgeries are a major event in the life of patients and their families and their experience in the OR a major driver of patient satisfaction. Financially, ORs account for 40-70% of revenue for a typical hospital. They also represent a significant amount of investment as well as operating cost. A well-managed OR can make all the difference in financial stability of the organization. This is why there is such an emphasis on running an efficient operating room at most hospitals. But what operating room efficiency metrics should you look at? How can OR leaders measure these metrics? What benchmarks can be used to see how an organization is doing? This session will explore how data analytics can be used to improve the metrics that drive your success in the OR, including:

  • OR utilization and scheduling accuracy
  • Pre-admission testing and case cancellations
  • Case start timeliness
  • Staffing

11:45am – 12:00pm
Patient Safety in the OR

Ensuring patient safety in the OR begins before the patient enters the operative suite. This session will examine efforts to improve operating room safety, for both the patient and the working personnel. Improving patient safety is an increasing priority for surgeons and hospitals as sentinel events can be catastrophic for patients, caregivers and institutions. Topics to be discussed will include reporting, analysis and prevention of medical errors that often lead to adverse healthcare events.

12:00pm – 12:45pm
Protocols for Operating Room Preparedness During a Pandemic

The worldwide spread COVID-19 presents a challenge for emergency operative management. The transmission and virulence of this pathogen has raised concern for how best to protect operating room staff while effectively providing care to the infected patient requiring urgent or emergent surgery. Establishment of a clear protocol that adheres to rigorous infection control measures while providing a safe system for interfacility transport and operative care is vital to a successful surgical pandemic response. While emergency protocols must be rapidly developed, they should be collaboratively improved and incorporate new knowledge as and when it becomes available. These measures combined with practice drills to keep operating room personnel ready and able should help construct processes that are useful, easy to follow, and tailored to the unique local environment of each health care setting. This session will explore protocols for OR preparedness during a pandemic.

12:45pm – 1:45pm
Lunch Break 

1:45pm – 2:30pm
Improving OR Scheduling and Capacity Planning

Rising costs and diminishing reimbursements require hospitals to continually find ways to improve efficiency and productivity. The OR is a cost-intensive environment requiring efficient and effective management. The power of performance of the OR is crucially dependent on the cooperation of the surgical, anaesthesia, nursing and allied health professionals involved. As cost centers, ORs must be scheduled and run efficiently because they reflect on the financial health of the institution as a whole. Admission rates, OR utilization, and hospital census depend on a mix of surgical specialties and unimpeded access to surgical facilities. From minimizing operating room costs to creating an easier scheduling process to maintaining open communication with staff, this session will examine ways you can improve operating room efficiency.

2:30pm – 3:30pm
Panel: How COVID-19 Changed the OR

For many hospitals, OR traffic control has rapidly transformed from being a long-term goal to an urgent need. The need to conserve PPE and limit exposure to infectious disease without compromising patient care or staff safety is now of paramount importance. Minimizing unnecessary traffic within and around the OR can help reduce the spread of germs and risk of spreading infection, this is especially important during high activity, such as setting up and patient prep. Every time the door to the OR is opened, the air quality and positive pressurization is reduced, thus increasing the risk of infection. Minimizing unnecessary traffic also reduces room interruptions that can have a distracting effect on intraoperative personnel. This panel will discuss how they have changed the way they manage their ORs as a result of COVID-19. 

3:30pm – 4:00pm
Networking & Refreshments Break 

4:00pm – 4:45pm
Elevating OR Supply Management

OR Managers are always working with counterparts at other facilities to make the best use of resources and be efficient. OR supply management and point of use capture in the OR continues to be an important one as healthcare organizations look to improve supply chain visibility and reduce costs. This session will explore the impact of a clinically integrated supply chain in the OR and how it’s beneficial to the OR Manager role and to patients. 

4:45pm – 5:30pm
Reinforcing Infection Prevention in the Operating Room

The operating room is a prime breeding ground for harmful pathogens to spread, resulting in surgical site infections. Infection control interventions are important for containing surgery-related infections. Surgical site infections are a frequent complication of surgical procedures and one of the most common forms of hospital acquired infection. For this reason, the OR should have well-developed infection control policies. infections. This session will examine the role of the infection preventionist, together with OR staff, in crafting policies and processes to cut down on these infections and ensure patient safety during surgical procedures.

End of Day One

Day Two - Friday, February 25, 2022

7:15am – 8:00am
Networking Breakfast 

8:00am – 8:15am
Chairperson’s Recap 

8:15am – 9:00am
Artificial Intelligence in the Operating Room

The use of artificial intelligence in conventional operating rooms will help hospitals address inefficiencies and clinical challenges physicians face when performing surgery. Some of these solutions can help determine the risk of complications even before a patient is wheeled into the operating room so that doctors can pre-empt those, and ensure smoother surgeries, and faster recovery. Having an AI solution supporting surgeons only enhances their skill set further, meaning patients have improved outcomes. Benefits such as fewer complications, re-admissions, or need for corrective surgeries and earlier recoveries also mean healthcare costs go down. This session will examine how all this, in effect, helps achieve the quadruple aim of healthcare: enhanced patient experience, increased provider satisfaction, improved outcomes, and lower costs.

9:00am – 9:45am
Managing Complexities in the OR

Clinical work in the OR is considered challenging as it is complex, dynamic and often time- and resource-constrained. Important characteristics for successful management of complexities include adaptations and adaptive coordination when managing expected and unexpected events. However, there is a lack of research addressing what makes things go well and how OR staff describe how they do when responding to challenges and compensating for constraints. This session will explore how complexities are best managed operating room nurses, registered nurse anesthetists, and surgeons, and how these professionals can adapt to create safe care in the OR. 

9:45am – 10:15am
Networking & Refreshments Break 

10:15am – 11:00am
How to Reduce Operating Room Waste

While ORs generate the highest revenue, these are also where most waste and supply costs come from. About 20 to 30 percent of hospital waste comes directly from the OR. Waste materials vary and are comparable to what’s disposed by different industries. Apart from surgical waste, disposal is needed for facility operations-related waste, office disposables and food or drink items; but these are not easily thrown away, like waste products found in dumpsters or landfills. There are laws in place, at the state and federal levels, when it comes to medical waste disposal. These cost 10 or 15 times more than the usual waste disposal processes. Apart from the financial aspect, medical and environmental concerns needs to be addressed. There is risk for infection and contamination when blood, fluids, clothing and materials used in ORs are not properly disposed. This session will examine the benefits of reducing waste in the OR.

11:00am – 11:45am
Interventions in Leadership, Operational Management and Process Improvement

Surgical services are typically the most profitable area for a hospital. With revenues often exceeding two-thirds of a hospital’s total, these services have become the lifeline sustaining hospitals in this turbulent healthcare market. Unfortunately, the culture and management structure in many hospital-based settings for surgical patient care have not changed much over the past 100 years. This slow progress has made it difficult for many hospitals to adapt to current value-based payment models and do more to overcome current financial woes. Some of the improvements in surgical care have exacerbated challenges facing surgical services. Noninvasive surgical technology, improved patient-centric care and revenue gain-sharing have fueled the continued out-migration of surgery from the hospital. Hospitals are left with an increasingly sick and aging surgical population, worsening payer mix and demanding surgeons who ask for costly technology and better access. Meanwhile, the hospital must maintain its urgent care and emergency services, putting additional strain on both its staff and budget. So, how should hospitals address these issues? Some are engaging in relatively radical transformation that starts with the surgeon’s office and extends across the patient’s entire surgical care continuum. This transformation requires a new and novel collaborative process that includes interventions in leadership, operational management and process improvement.

11:45am – 12:30pm
Optimizing the Operating Room

Caring for patients in traditionally designed, large hospitals is often frustrating. Attempts at decreasing internal costs and inpatient length of stay are universally undertaken in order to address dwindling reimbursement, and patient care becomes more specialized and fractionated. These attempts have proven to be myopic, at best, and injurious to patient care and professional job satisfaction, at worst. This session will examine operational processes of the operating room as well as suggestions for operational improvements that can be applied to all hospitals.

Conference Concludes

Workshop – Friday, February 25, 2022

12:45pm – 2:45pm
Developing an Effective Working Relationship with Other Hospital Staff and Departments

OR management structures and interrelationships both within the operating suite and with other departments in the hospital can be extremely complex. Different departments often have infrastructures of their own that may compete or conflict with the OR’s management hierarchy. Often, there really is little actual management of the operating suite as an entity. Because the units must interact effectively to provide a high level of patient care, it is important that areas of conflict be resolved. Many problems can be averted by implementation of specific policies and procedures, after appropriate action by the medical staff outlining operating room goals and objectives, and the establishment of realistic lines of authority and communication. More important than the actual structure of the management components in developing an efficient and successful OR is the ability of key management personnel to understand the dynamics of people and situations as they evolve. Management must also continually monitor and objectively evaluate the system so that areas of deficiency of conflict may be identified and policies or procedures adapted to adequately meet the changing needs of staff and patients. This session will explore how OR managers can develop effective working relationships and communication with other hospital staff and departments.

Caesars Palace Las Vegas
3570 Las Vegas Blvd. South
Las Vegas, NV 89158

** Mention BRI Network to get the discounted rate of $179/night **

Sponsors and Exhibitors



Are there group discounts available?

  • Yes – Register a group of 3 or more at the same time and receive an additional 10% off the registration fee

What is the cancellation policy?

  • Cancellations received 4 weeks prior to the event will receive a refund minus the administration fee of $225. Cancellation received less than 4 weeks prior to the event will receive a credit to a future event valid for one year.

Can the registration be transferred to a colleague?

  • Yes – please email us in writing at info@brinetwork.com with the colleague’s name and title

Where can I find information on the venue/accommodations?

  • Along with your registration receipt you will receive information on how to make your hotel reservations. You can also visit individual event page for specific hotel information. The conference fee does not include the cost of accommodations.

What is the suggested dress code?

  • Business casual. Meeting rooms can sometimes be cold so we recommend a sweater or light jacket
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