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Using a Best‐Practice Perioperative Governance Structure to Implement Better Block Scheduling
Author(s) -
Heiser Randy
Publication year - 2013
Publication title -
aorn journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.222
H-Index - 43
eISSN - 1878-0369
pISSN - 0001-2092
DOI - 10.1016/j.aorn.2012.10.007
Subject(s) - block scheduling , corporate governance , perioperative nursing , schedule , perioperative , scheduling (production processes) , advisory committee , operations management , executive committee , medicine , business , operations research , computer science , management , political science , surgery , engineering , psychology , public administration , operating system , economics , finance , mathematics education
Achieving, developing, and maintaining a well‐functioning OR scheduling system requires a well‐designed perioperative governance structure. Traditional OR/surgery committees, consisting mainly of surgeons, have tried to provide this function but often have not succeeded. An OR governance model should be led by an OR executive committee that functions as a board of directors for the surgery program and works closely with the surgery department medical director and an OR advisory committee. Ideally, the OR executive committee should develop a block schedule that includes a mix of block, open, and urgent or emergent OR access, because this combination is most effective for improving OR use and adapting to changes in surgical procedure volume.