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AORN Works: Providing OR Expertise
AORN Works: Providing OR Expertise The AORN subsidiary offers assistance with interim management and quality assurance. Kimberly Retzlaff, Editor, AORN Journal
In an ideal world, health care facilities have consistent and strong leadership, OR teams function cohesively, infection control procedures are followed, and sentinel events never occur. This may not always be the case, however, which is where AORN Works can help. The mission of AORN Works is to provide customers with expert resources and solutions grounded in AORN standards and recommended practices that will enhance safe patient care and support optimal outcomes in the perioperative setting. “No one knows the OR better,” said Vicki Faas, MSN, RN, general manager of AORN Works, which was launched in 2003 as a for-profit entity of AORN under the name AORN Management Solutions. “As a subsidiary of AORN, we have the inside track on perioperative standards and recommended practices. We offer quality, expertise, and credibility.” The company, which was renamed in 2008, is divided into three segments and provides placement of interim and full-time leadership positions and consultation services. The People segment of the company helps facilities fill interim and full-time management positions; the Systems segment provides facilities with expert consultation services; and the Tools segment offers services to surgical manufacturers including market research services, education development, and clinical consultants. PEOPLE The People segment of AORN Works is focused on filling management positions in perioperative departments in all clinical settings. These positions may be interim or permanent. “Our interim directors are carefully screened, and they have experience in the position,” Faas explained. “Interim directors can keep an OR running and help it move forward. We also can send specialists for projects.” Typical interim positions begin with a three-month contract, according to Claudia Mlynski, RN, BSN, an interim director for AORN Works. Her first interim assignment was to act as a surgery and pain center director at a Massachusetts-based institution. The assignment lasted for 14 months and carried with it varied responsibilities, including day-to-day management, budgeting, and scheduling. “Some days I come in and I have to go back in the OR and help out and see what’s going on. Other days, I come in and do rounds and have to go to meetings,” Mlynski explained. “Every day is different.” Institutions that are seeking interim directors may need someone to help keep business running smoothly as well as a way to improve their efficiencies. In fact, interim candidates may be seen as consultants of sorts, who are chosen because of their past experiences, Mlynski said. “In my case, it’s because I have a lot of knowledge and like the opportunity to visit other institutions and use the knowledge that I have to help other people in terms of daily operations, different processes, different ways of managing the staff, scheduling,” she added. The process of recruiting and placing an interim candidate begins with talking to the interim placement recruiter. The recruiter works with both the facility and the candidate to ensure that there is a good match between the facility’s requirements and the candidate’s skills and areas of interest. The initial contract is for three months; however, contracts are typically extended. SYSTEMS In addition to providing interim directors and full-time managers, AORN Works also offers perioperative consulting services. Consultants arrive on site and assess the environment, provide feedback to managers, and develop an action plan for the S118 •AORN JOURNAL
VOL 90, NO 6S, OR PRODUCT DIRECTORY
© AORN, Inc, 2009
Retzlaff
facility to implement. Consulting engagements include operational assessments, infection control, sentinel event evaluations, management development, education development, design, and construction, materials management, sterile technique, central sterile supply, physician relations, and efficiency. “Our consultants include physicians and master’sprepared nurses who have at least 10 years of experience in leadership positions,” Faas said. AORN Works consultants can help health care managers key in on areas for improvement by clarifying or assisting with the Centers for Medicare & Medicaid Pay for Performance guidelines. Their expertise can be valuable during a facility renovation to help with patient flow issues, or, if nursing leaders are in short supply, consultants can mentor nurses who show leadership potential. Overall, however, there are three key reasons a facility may want to contract AORN Works to provide consultation, Faas said. “First, to be proactive—for a set of fresh eyes to look at operations; second, to confirm what they already know—if there is a problem and they need a third party to verify that so that the problem can be addressed; and third, when something bad has happened, like a sentinel event or a never event.” Although health care facilities have their own experts and can often handle issues on their own, sometimes having a third-party expert can be helpful, according to Vickie Condon, BSN, MPA, the assistant administrator of patient services and nurse executive at Providence Seaside Hospital in Seaside, Oregon. “We have our own clinical nurse leaders and clinical nurse specialists, and we have a variety of specialists in our organization, and sometimes that level of consultation works well,” she explained. “But, there are times when you need experts from a different level.” Condon brought an AORN Works representative into her facility to address a specific issue with her OR staff members. The visit began with an all-staff meeting with the AORN Works consultant and a representative from the State Board of Nursing. The consultant gave a basic presentation about AORN standards and recommended practices, and the state representative talked about the standards as they related to the state Nurse Practice Act, the laws that regulate nurses and nursing assistants. After the presentations, there was a question-and-answer session so staff members could ask for clarification on any points that were unclear. “That was basically what we brought [the consultant and the representative] out for,” Condon added. “To have that dialog so people would be able to walk away with clarity about the issue, and that is what occurred.” The process for having a third-party consultant come to a health care facility begins with a phone conversation with Faas. Then she arranges a conference call with the consultant and the facility manager to develop a proposal
VOL 90, NO 6S, OR PRODUCT DIRECTORY
with goals and objectives for the consultation. After the contract is written and signed, a time for the consultation is scheduled. In urgent scenarios, a consultant can be to the facility within a week, Faas added, but the schedule depends on the facility. On-site, the first step is to hold a conference between the consultant and key management personnel at the facility. This meeting is an opportunity to go over the consulting objectives, discuss expectations, and review the process. One to three consultants typically go to a facility, depending on the complexity of the request. The average time they spend on-site is approximately two to five days. After the consultation, there is a closing conference with a verbal report and PowerPoint® presentation of the findings and recommendations. A written report and action plan are then sent to the facility. TOOLS AORN Works collaborates with surgical manufacturers to facilitate market research activities, develop clinical education, and provide clinical consultants. Because of the response from market research at Congress 2009 in Chicago, Illinois, surgical manufacturers have requested AORN Works’ assistance with market research throughout the year, Faas said. To facilitate this, AORN Works created a database at www.aornworks.org for nurses who are interested in participating in market research activities. “All perioperative nurses working in a clinical setting are encouraged to go to our web site and sign up,” Faas added. “When a request comes in from an industry partner, we match the nurses’ backgrounds with the client’s need.” Additionally, AORN Works provides perioperative nurse experts on a project-by-project basis to develop training and educational tools for industry partners. “We can also help companies source the best talent for full time clinical nurse educators,” Faas added. “It takes the right person to travel to different client sites every week and deal with different customers.” M ISSION Whether it is to offer leadership, consultation, or market research services, AORN Works’ mission is to help health care facilities make a difference for their patients. “We’re part of their organization, and we’re there for patient safety—like they are,” Faas said. “We partner with facilities to help them move ahead. We can help operations from a productivity standpoint—such as scheduling and efficiency, which helps generate revenue—as well as a risk management standpoint, which can help prevent never events. Contracting with AORN Works is an investment in the future of the OR.” Editor’s note: PowerPoint is a registered trademark of Microsoft Corp, Redmond, WA. AORN JOURNAL • S119
In an ideal world, health care facilities have consistent and strong leadership, OR teams function cohesively, infection control procedures are followed, and sentinel events never occur. This may not always be the case, however, which is where AORN Works can help. The mission of AORN Works is to provide customers with expert resources and solutions grounded in AORN standards and recommended practices that will enhance safe patient care and support optimal outcomes in the perioperative setting. “No one knows the OR better,” said Vicki Faas, MSN, RN, general manager of AORN Works, which was launched in 2003 as a for-profit entity of AORN under the name AORN Management Solutions. “As a subsidiary of AORN, we have the inside track on perioperative standards and recommended practices. We offer quality, expertise, and credibility.” The company, which was renamed in 2008, is divided into three segments and provides placement of interim and full-time leadership positions and consultation services. The People segment of the company helps facilities fill interim and full-time management positions; the Systems segment provides facilities with expert consultation services; and the Tools segment offers services to surgical manufacturers including market research services, education development, and clinical consultants. PEOPLE The People segment of AORN Works is focused on filling management positions in perioperative departments in all clinical settings. These positions may be interim or permanent. “Our interim directors are carefully screened, and they have experience in the position,” Faas explained. “Interim directors can keep an OR running and help it move forward. We also can send specialists for projects.” Typical interim positions begin with a three-month contract, according to Claudia Mlynski, RN, BSN, an interim director for AORN Works. Her first interim assignment was to act as a surgery and pain center director at a Massachusetts-based institution. The assignment lasted for 14 months and carried with it varied responsibilities, including day-to-day management, budgeting, and scheduling. “Some days I come in and I have to go back in the OR and help out and see what’s going on. Other days, I come in and do rounds and have to go to meetings,” Mlynski explained. “Every day is different.” Institutions that are seeking interim directors may need someone to help keep business running smoothly as well as a way to improve their efficiencies. In fact, interim candidates may be seen as consultants of sorts, who are chosen because of their past experiences, Mlynski said. “In my case, it’s because I have a lot of knowledge and like the opportunity to visit other institutions and use the knowledge that I have to help other people in terms of daily operations, different processes, different ways of managing the staff, scheduling,” she added. The process of recruiting and placing an interim candidate begins with talking to the interim placement recruiter. The recruiter works with both the facility and the candidate to ensure that there is a good match between the facility’s requirements and the candidate’s skills and areas of interest. The initial contract is for three months; however, contracts are typically extended. SYSTEMS In addition to providing interim directors and full-time managers, AORN Works also offers perioperative consulting services. Consultants arrive on site and assess the environment, provide feedback to managers, and develop an action plan for the S118 •AORN JOURNAL
VOL 90, NO 6S, OR PRODUCT DIRECTORY
© AORN, Inc, 2009
Retzlaff
facility to implement. Consulting engagements include operational assessments, infection control, sentinel event evaluations, management development, education development, design, and construction, materials management, sterile technique, central sterile supply, physician relations, and efficiency. “Our consultants include physicians and master’sprepared nurses who have at least 10 years of experience in leadership positions,” Faas said. AORN Works consultants can help health care managers key in on areas for improvement by clarifying or assisting with the Centers for Medicare & Medicaid Pay for Performance guidelines. Their expertise can be valuable during a facility renovation to help with patient flow issues, or, if nursing leaders are in short supply, consultants can mentor nurses who show leadership potential. Overall, however, there are three key reasons a facility may want to contract AORN Works to provide consultation, Faas said. “First, to be proactive—for a set of fresh eyes to look at operations; second, to confirm what they already know—if there is a problem and they need a third party to verify that so that the problem can be addressed; and third, when something bad has happened, like a sentinel event or a never event.” Although health care facilities have their own experts and can often handle issues on their own, sometimes having a third-party expert can be helpful, according to Vickie Condon, BSN, MPA, the assistant administrator of patient services and nurse executive at Providence Seaside Hospital in Seaside, Oregon. “We have our own clinical nurse leaders and clinical nurse specialists, and we have a variety of specialists in our organization, and sometimes that level of consultation works well,” she explained. “But, there are times when you need experts from a different level.” Condon brought an AORN Works representative into her facility to address a specific issue with her OR staff members. The visit began with an all-staff meeting with the AORN Works consultant and a representative from the State Board of Nursing. The consultant gave a basic presentation about AORN standards and recommended practices, and the state representative talked about the standards as they related to the state Nurse Practice Act, the laws that regulate nurses and nursing assistants. After the presentations, there was a question-and-answer session so staff members could ask for clarification on any points that were unclear. “That was basically what we brought [the consultant and the representative] out for,” Condon added. “To have that dialog so people would be able to walk away with clarity about the issue, and that is what occurred.” The process for having a third-party consultant come to a health care facility begins with a phone conversation with Faas. Then she arranges a conference call with the consultant and the facility manager to develop a proposal
VOL 90, NO 6S, OR PRODUCT DIRECTORY
with goals and objectives for the consultation. After the contract is written and signed, a time for the consultation is scheduled. In urgent scenarios, a consultant can be to the facility within a week, Faas added, but the schedule depends on the facility. On-site, the first step is to hold a conference between the consultant and key management personnel at the facility. This meeting is an opportunity to go over the consulting objectives, discuss expectations, and review the process. One to three consultants typically go to a facility, depending on the complexity of the request. The average time they spend on-site is approximately two to five days. After the consultation, there is a closing conference with a verbal report and PowerPoint® presentation of the findings and recommendations. A written report and action plan are then sent to the facility. TOOLS AORN Works collaborates with surgical manufacturers to facilitate market research activities, develop clinical education, and provide clinical consultants. Because of the response from market research at Congress 2009 in Chicago, Illinois, surgical manufacturers have requested AORN Works’ assistance with market research throughout the year, Faas said. To facilitate this, AORN Works created a database at www.aornworks.org for nurses who are interested in participating in market research activities. “All perioperative nurses working in a clinical setting are encouraged to go to our web site and sign up,” Faas added. “When a request comes in from an industry partner, we match the nurses’ backgrounds with the client’s need.” Additionally, AORN Works provides perioperative nurse experts on a project-by-project basis to develop training and educational tools for industry partners. “We can also help companies source the best talent for full time clinical nurse educators,” Faas added. “It takes the right person to travel to different client sites every week and deal with different customers.” M ISSION Whether it is to offer leadership, consultation, or market research services, AORN Works’ mission is to help health care facilities make a difference for their patients. “We’re part of their organization, and we’re there for patient safety—like they are,” Faas said. “We partner with facilities to help them move ahead. We can help operations from a productivity standpoint—such as scheduling and efficiency, which helps generate revenue—as well as a risk management standpoint, which can help prevent never events. Contracting with AORN Works is an investment in the future of the OR.” Editor’s note: PowerPoint is a registered trademark of Microsoft Corp, Redmond, WA. AORN JOURNAL • S119