Operating Room Leadership and Perioperative Practice Management

Alan David Kaye is Immediate Former Vice Chancellor of Academic Affairs, Chief Academic Officer, Provost, Pain Fellowship Program Director and Tenure Professor in the Department of Anesthesiology and Pharmacology, Toxicology and Neurosciences at Louisiana State University Health Sciences Center in Shreveport. He is also Vice Chairman of Research and Tenured Professor in the Department of Anesthesiology and Pharmacology, Toxicology, and Neurosciences at the Louisiana State University School of Medicine. Richard D. Urman is the Jay J. Jacoby Professor and Chairman in the Department of Anesthesiology at The Ohio State University and Wexner Medical Center and Chief of Anesthesiology for the Health System. He is a Fellow of the Association of Anesthesia Clinical Directors (FAACD), serving as its Board member and Treasurer, and is also a member of the Board of Governors of the Society for Perioperative Assessment and Quality Improvement (SPAQI). Charles J. Fox III Professor of Anesthesiology at Louisiana State University School of Medicine in Shreveport and System Chief Medical Officer for Ochsner/LSU Health.

• Operating room leadership and management; Part I. Leadership and Strategy: 1. Leadership principles; 2. The path to a successful operating room environment; 3. Strategic planning; 4. Decision making: the art and the science; 5. Implications of emotional intelligence and collaboration for operating room leadership and management; 6. Operating room culture change; Part II. Economic Considerations, Efficiency, and Design: 7. Disruptions in surgery; 8. Influence of operating room staffing and scheduling on operating room productivity; 9. Operations management and financial performance; 10. Reengineering operating room function; 11. Operating room design and construction: technical considerations; 12. Operating an ambulatory surgery centre as a successful business; 13. Influence of patient- and procedure-specific factors on Operating Room efficiency and decision making; 14. Operating room management in future perioperative medicine models of care; 15. Non-operating room locations; 16. Efficiency and scheduling; 17. The role of artificial intelligence in transforming operating room perform; 18. Operating room budgets: an overview; Part III. Surgical and Anesthesia Practice Management: 19. Preoperative evaluation and management; 20. Identifying bottleneck constrains to improve the preoperative evaluation process; 21. Anesthesia practice management; 22. Defining the anesthesia value proposition; 23. Anesthesia billing, coding, and compliance; 24. Surgical vendor contract management; 25. Postanesthesia care unit management: building a safe and efficient service; 26. Pain practice management; 27. Office-based surgery practice; 28. The future of perioperative medicine; Part IV. Nursing: 29. Operating room metrics; 30. Training, certification and career development; 31. Instrumentation management; 32. Operating room staffing guidelines; 33. Resource management (re-write/new); Part V. Safety, Standards, and Information Technology: 34. The joint commission, CMS, and other standards; 35. State licensing, medicare certification, and accreditation processes; 36. Hospital accreditation; 37. Safety of operating room personnel; 38. Procedural sedation: clinical and safety considerations; 39. AIMS (Anesthesia Information Management System) for the out-of-the-OR; 40. Simulation as a tool to improve patient safety; 41. Education in operating room management; 42. Organizations dedicated to and current overview of enhanced recovery after surgery; 43. Checklist utility in the perioperative care environment; 44. Anesthesiology disaster management and emergency preparedness.