Watch the webinar on youtube: https://youtu.be/rNaU_P2mHXE The transition to value-based care models has increased pressure to deliver high quality and cost effective care. The medical home concept has gained traction in the primary care setting, and now, the perioperative surgical home has the potential to improve patient satisfaction, outcomes, and cost-effectiveness in the acute setting. Dr. Zeev Kain, Chancellor’s Professor of Anesthesiology and former Associate Dean of Clinical Operations at University of California at Irvine Health, will share challenges and lessons learned implementing their Joint Replacement Surgical Home to provide more coordinated, standardized care. What you’ll learn: – An overview of the Perioperative Surgical Home model, and how it can improve outcomes while reducing cost – Lessons learned from UC Irvine’s implementation of a Joint Replacement Surgical Home – Considerations for implementing a Perioperative Surgical Home in your organization About the Speaker: Zeev N. Kain is a Chancellor’s Professor of Anesthesiology & Pediatrics & Psychiatry and the Chair of the Department of Anesthesiology & Perioperative Care at UC Irvine Health. Dr. Kain completed residency training in Pediatrics and Anesthesiology, a fellowship in Pediatric Anesthesia and was received an MBA from Columbia University. After 19 years at Yale University he joined UC Irvine Health in 2008. Dr. Kain has had continuous NIH funding since 1996 and had published over 200 publications in the peer-reviewed literature. His main research focus was stress in children undergoing surgery and invasive procedures. Dr. Kain established the annual summit on the Perioperative Surgical Home and is a member of the steering committee of a 43 hospital collaborative on this topic. His training in Lean Six Sigma and his MBA and his management background have enabled him to embark on the quest to make the Perioperative Surgical Home ubiquitous at UC Irvine Health and to help bring this care model to institutions nationally.

1. 8/26/16
1
The Perioperative
Surgical Home
Chancellor’s Professor ofAnesthesiology & Pediatrics & Psychiatry
Department ofAnesthesiology & PerioperativeCare
ExecutiveDirector, Center for Stress & Health
UC IrvineSchool ofMedicine
President, American CollegeofPerioperativeMedicine
DISCLOSURE: I serve as a health care consultant to a variety of entities including: hospitals, health
systems, clinicians, states and the US government. This presentation does not contain information or
services for which I could derive a financial benefit.
8 /2 6 /1 6
“The Americanhealthcaresystemis a dysfunctionalmess.” (Ezekiel
Emanuel, MD, Chair oftheDepartment ofBioethicsat the ClinicalCenter of the NationalInstitutesof
Health)
60
70
80
90
100
110
65
71 71
74 74
77
80
82 82
84 84
90
93
96
101
103 103 104
110
Preventable Deaths* per 100,000 Population
in 2002-2003 (19 Industrialized Nations,
Commonwealth Fund)
(* by conditions such as diabetes, epilepsy, stroke, influenza,
ulcers, pneumonia, infant mortality and appendicitis)
As muchas 30% of healthcarecosts (over $700billion per year)couldbeeliminated
without reducingquality
Moody's US not-for-profit healthcare outlook: 2016
Ø Moody's cautioned that uplift while likely to persist over next 12-18 mos:
Ø Hospitals are investing heavily in population health management,
Ø Spending large amounts of capital to build lower-acuity care settings,
Ø Buy physician practices
Ø Upgrade their health information technology systems.
Ø Goals of population health are to decrease utilization, particularly for higher-
cost services
Ø Healthcare providers also are becoming more reliant on government
insurers. Medicaid now represents 15% of revenue, up from 11.9% in 2009,
according to Moody's. Commercial health plans, in contrast, account for
30.5% of revenue, down from 35.8% in 2009.

2. 8/26/16
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© 2 0 1 6 Stead HealthGroup, Inc.
Value-Based Payment (VBP)
Acceleration of Timeline
• HHS Secretary Burwell announcedin January that
30% of payments from traditional Medicare benefits
will be tied to alternative payment models suchas
bundled payments, ACOs, medical or specialty
homes by 2016.
• 50% of Payments will shift from FFS to Value-base
payments by end of 2018.
• Secretary Burwell also outlined a goal for 85% of all
Medicare fee-for-service payments tobe tied to
quality or value payment incentives by 2016, and
90% by 2018.
6
© 2 0 1 6 Stead HealthGroup, Inc.
Value-Based Payment (VBP)
Acceleration of Timeline
The Health Care Transformation TaskForce, whose
members include six of the nation’s top15 health systems and
four of the top25 health insurers, challenged other providers
and payers to join its commitment to put 75percent of their
business into value-based arrangements that focus on the
Triple Aim of better health, better careand lower costs by
2020. www.hcttf.org
– Aetna will rapidlyexpand beyond its current30%VBP
– United Health Groupwill increase VBParrangements to $65 billion
by the end of2018
– AnthemwhichoperatesBlue Crossplansin 14states,recently
stated its value-based contracts arecurrentlyworth $38 billion
– CIGNA – over 100 ACOsand focuson Bundled Payments
h ttp ://www.fo rb es.co m/sites/b ru c eja p sen /2 0 1 5 /0 2 /0 4 /a etn a-ca n t-e sca p e-f ee -fo r-s ervic e- m ed icin e-fa st- en o u g h /7
© 2 0 1 6 Stead HealthGroup, Inc.
30%
20%30%
20% 25% 25%
10%
40%
FY 2016
30%
70%
Value Based Payments: Movement
Toward Outcomes And Efficiency
7
30%
45%
25%
Clinical process Patient experience Outcomes Efficiency
FY 2013 FY 2014 FY 2015
Hospitals’ VBP payment will increasingly be based
on their performance on outcomes/effi cie nc y
Active Performance Period
Provider organizations are pursuing different models to gain experience in risk assumption. These
models are substantial transformation efforts as they evolve established ways of delivering care.
Providersare using strategic “on-ramps” to take on performance
risk
National
Systems
Regional
Systems
Academic
Medical
Centers
Community
Hospitals
Physician
G roups
PerformanceRiskBearingProviders
Clinical
Integration &
Performance
Risk
AssumptionVehicles to develop
core competencies
Medical Home
Bundled
Payments
Physician
Alignment
P4P/P4Q/VBP1
Self -I nsur ed
Employee AC O
Medicar e
Advant age
C MS AC O
Payers
Life Sciences
1
Pay f or per f or mance, pay f or qualit y, and value based payment s

3. 8/26/16
3
50%
15%
10%
25%
MACRATrack 1: MIPS Program and MeasuresWeighting
45%
15%
15%
25%
2019 2020 2021
30%
30%
15%
25%
Merit-Based IncentivePayment System (MIPS) adjustments
2019
+/ - 4%
2020
+/ - 5%
2021
+/ - 7%
2022 & beyond
+/ - 9%
Track1
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Quality — Phy sicianQuality ReportingSy stem measures
Cost — Value-basedPaymentModifier measures
Advancing Care Information(ACI) — EHR
inc entivepaymentmeasures (replacedMeaningfulUse)
Clinical practice improvement activities —
Ex pandedac cess,populationmanagement,carec oordination,
beneficiary engagement,patients afety, andalternativ epay ment
M I PS
M easurement
peri od
Rec ommends use of
Qualified
Clinical Data
Registry (QCDR)
• Sets performance targets
in advance
• Sets performance
threshold
• Considers achievement
and improvement
models. © 2016 PREM IER, INC.
9
Courtesy of Dr. M. Schweitzer
• Nearly 700 Commercial and
Medicare ACOs now operating
• 7.8 M Medicare lives are covered
• For first time in decades the
Medicare per capita growth was
below GDP growth
• CMS Bundled Payment initiative:
• Model 1: 12 Participants
• Model 2: 2,180 Participants
• Model 3: 4,727 Participants
• Model 4: 17 Participants
• 42 state Medicaid/Chip programs
planning/implementing PCMH
• 27 states making medical home
payments
• 18 involved in multi-payer pilots
Value-based payment programdevelopment accelerating
nationwide – Medicare,Medicaid, and Commercial
ACO – Account able Car e Or ganizat ion, GDP –Gr ossDomestic Pr oduct © 2016 PREM IER, INC.
10
Courtesy of Dr. M. Schweitzer
Result of Medicare shift to value based payment
2 3 .6% 2 4 .2%
2 5 .6% 2 7 .5% 2 9 .1% 3 0 .9%
3 3 .3%
0 .0 % 0 .4 %
6 .5 % 7 .7 % 9 .2 %
1 4 .4%
1 5 .6%
7 6 .4% 7 5 .4%
80. 0%
6 7 .9 %
6 4 .8%
6 1 .7%
5 4 .7%
5 1 .1%
0. 0%
10. 0%
20. 0%
30. 0%
40. 0%
50. 0%
60. 0%
70. 0%
2010 2011 2012 2013 2014 2015 2016
MA
ACO
Trad
Trend: Fee for service Pop healthmanagement
90. 0%
© 2016 PREM IER, INC.
11
Courtesy of Dr. M. Schweitzer
12
CCJR
ASA| Oct ober 2015

4. 8/26/16
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13
WSJ 04-01-2016
ASA| Oct ober 2015 14 ASA| Oct ober 2015
15 ASA| Oct ober 2015
© 2 0 1 6 Stead HealthGroup, Inc.
LOS+30
Medicare Spend Per Beneficiary
(MSPB) Episode = “Efficiency”
1
6
Pre- Acut e
Care
Community-Based Care
Post - Acut e
Care
✓3 0 -Day Readmissions
✓IP Rehab
✓OP Rehab
✓SNF
✓Home Care
✓Hospice
Post-Acute CareAcute Care
Hosp ital
Courtesy of Dr. M. Schweitzer
60 Days After
Hospital Discharge
3 Days Prior to
Index Admission
Physicians, Of f ices and
Tr ansit ion
Physicians, Of f ices and
Tr ansit ion
Acute Episode – pre, intra and post admission

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© 2 0 1 6 Stead HealthGroup, Inc.
Collaborators, Gain sharing, Penalty Sharing
17
ü Hospitals permitted to partner with Collaborators
ü Surgeons,SNFs, HHAs, rehab facilities, therapy providers
ü Collaborator Agreements include Sharing Arrangements for sharing gains and
penalties
ü Medicare CJR gain sharing is limited to shared savings payments from Medicare
(i.e. excludes internal costsavings)
ü Medicare stipulates that hospitals can only share 50% ofgain or loss
ü Hospitals can’tdistribute more than 25% ofgain or loss with any one
doctor/supplier
18
19
Voice of the Customers (Patients, Hospital Staff, Physicians)
High Perioperative
Care Cost
(Est. 60% Hospital
Expense)
Fragmented
Continuum of Care
(Hospital, Clinic,
Labs & Physician
Services)
Patient Care
Centered
on Hospital
Reimbursement
Outdated Surgical
Culture and
Tradition
Process Variability
due to lack of
Standardize
Perioperative
Experience, Skills,
& Training
Variability for
ordering Consults
& Labs
Post-Op Care often
Disorganized,
Highly Variable, &
Skilled Labor
Dependent
Poor
Accountability
Systems
Preventable
Complications
Preoperative Pre-Admission Inpatient Post Discharge
Patie nt Inconsistent Prehabilitation and
limited education.
Inconsistent care and lack of
evidence-based care.
Poor pain control, delayed
mobilization, poor satisfaction.
Poor discharge planning,
delayed discharge, poor follow-
up.
Surge on Patients not ready, delays,
cancellations.
Variability and inconsistent
outcomes.
Transition of care gap, medical
complications.
Readmissions.
Hospital Unable to plan, increased cost and
LOS.
Variability, more complications,
greater cost.
More complications, greater LOS,
higher costs, less satisfaction.
Readmissions.
Putting These Across the Perioperative Continuum

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© 2 0 1 6 Stead HealthGroup, Inc.
1. Cultural Alignment – Relationship & Trust
2. Economic Alignment – the Contract
3. Clinical Alignment – mutually beneficial quality,
safety, service, and cost effectiveness goals)
Clinicians– Hospital Alignment Strategies
21 |
Provider
Health
From Triple to Quadruple Aim: Care of the Patient Requires Care of the
Provider, Bode nhe ime r, Annals of Family Me dicine , Nov-De c 20 1 4
Quadruple
Aim
The PSH is a patient-centered, physician-led multidisciplinary,
and team-based system of coordinated care for the surgical
patient.
o The PSH spans the entire surgical experience from decision for the
need for surgery up to 30 days post discharge from a medical facility.
o PSH aim is to reduce variabilityin the perioperative care process.
o The goal of the PSH is to enhance value and help achieve the Triple
Aim: a better patient experience, better health care, at a lower cost.
• Accountable Care Organization (ACO) Model
Medical
Homes
Hospitals
Medical
Homes
Food Mart
Specialty Clinics
Food Mart
Specialty Clinics
Medical
Homes
Hospitals
Clinic
Clinic
Accountable Care Organization
Health Plan
Medical
Homes
Hospitals
Medical
Homes
Food Mart
Specialty Clinics
Food Mart
Specialty Clinics
Medical
Homes
Hospitals
Clinic
Clinic
Accountable Care Organization
Health Plan
Sur gical
Home
Medical
Homes
Hospitals
Medical
Homes
Food Mart
Specialty Clinics
Food Mart
Specialty Clinics
Medical
Homes
Hospitals
Clinic
Clinic
Accountable Care Organization
Health Plan
Quality Improve me nt Database
Intraoperative
• Evidencebased
protocols
• Operations
management
• Reducedvariation
• GDT
• ERAS
Postoperative
• Evidencebased
protocols
• Team management
• Right levelofcare
(NNTV)
• Prevention of
complications
• Reducedvariation
Post-discharge
•Transitionto
appropriate level of
care
•Educationof patients
and caregivers
•Rehabilitationand
return to function
•Reducedvariation
Preoperative
• Patient Centric
• Optimiz ation( not
cl eared & hi gh ri sk id)
• Evidencebased
standardprotocols
• Patient education
• Care plan
Supporting Microsystems*
IT Decision Support Case Management Pharmacy Blood Bank
Dietary Human Resources Patient Education Physical Therapy

7. 8/26/16
7
PHYSICIANS
PAT IENT
EXPERIENCE
HUMAN
RESOURCES ANEST HESIOL OGY
PERIOPERATIVE
SERVICES
HOSPIT AL
L EADERSHIP
NURSING CRIT ICAL CARE
CASE
MANAGEMENT
DECISION
SUPPORT /
F INANCE
IT / INFORMATICS PHARMACY
QUAL IT Y/ SAFETY BL OOD BANK ER
PHYSICAL
T HERAPY NUT RITION
BUSINESS
PL ANNING
25
PERIOP
NURSING
QUAL IT Y
Step II: Build a Guiding Team & Choose a Project
Ran
Schwarzkopf
Laur a
Br uzzone
Alice IssaiRanjan Gupta Zeev Kain
Choose the right Project:
Increasing Threat to Joint Replacement Profitability
Depart m ent of Anest hesiology & Perioperat ive Care, UC I rvine | May 1, 2015
200
300
400
500
600
700
800
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Thousands
Knee Replac ements
Sour ce: HCUP Nat ionwide I npat ient Sam ple ( NI S) ; 1
Obr em skey, W. T. , et al. , “Value- based Pur chasing of Medical
Devices”
Orthopedic Procedures GrowingRapidly
88%
34%
Hip Replacem ent s
132%
27%
Cos t of Total
Hip Implant
Medic are
Reimburs ement
Procedure Costs Outpace
Medicare Reimbursement Rates
Volume(thosansds)
Year $215,600
$218,500
$226,500
$229,100
$234,900
$236,900
$241,000
$278,200
$333,400
$355,000
$455,600
$756,800
$770,100
$1,168,000
Major Small & LargeBowelProcedures (221)
Other Vascular Procedures(173)
COPD (140)
Other Pneumonia (139)
Rehabilitation(860)
PercutaneousCardioProceduresw/o AMI(175)
Cervical SpinalFusion(321)
Heart Failure (194)
Normal Newborn or Neonate(640)
Hip Joint Replacement(301)
Sepsis (720)
Knee Joint Replacement (302)
Dorsal & Lumbar Fusion Procedure(304)
Vaginal andCesareanDelivery (540& 560)
Prioritizing Care Variation in Joint Replacement
Depart m ent of Anest hesiology & Perioperat ive Care, UC I rvine | May 1, 2015
PotentialHospital-wideChargeSavingsbyReducingVariationinCommonDRGs1
2
Sour ce: Cr im son Cont inuum of Car e dat a and analysis;
Physician Execut ive Council int er views and analysis.

8. 8/26/16
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© 2 0 1 6 Stead HealthGroup, Inc.
30-day Hospital Readmission Rates
2
9
Condition
Hospitals
Reporting
Median
HRRs
Medical 303 15.6%
CHF 295 20.7%
AMI 251 17.6%
Pneumonia 293 15.3%
Surgical 303 11.7%
Source: The Revolving Door:, RWJ Feb 2013, Table 1, pg 10
Onein six patients returned to the
hospital withina month ofleaving
thehospital after receiving medical
care.
Onein eight Medicarepatients were
readmitted to thehospital within30
days ofbeing released after surgery in
2010.
PERCEPTION
TECHNOLOGY INFRASTRUCTURE MANAGEMENT
OF CHANGE
PERCEPTION
TECHNOLOGY
REALITY
INFRASTRUCTURE
MANAGEMENT
OF CHANGE
PERI OPERATI VE SURGI CAL HOME
CULTURE OF I NNOVATI VE EXCELLENCE

9. 8/26/16
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• Lean Six Sigmastarts with thecustomers and Patients View ofservicevalue.
• Reducingprocess variationwith SixSigma,combinedwith
• Eliminatingwaste andimprovingspeed withLean Techniques canhelp
achievemajor goals of processimprovementin healthcare:
• Quality(outcomes),
• Efficiency(costs),and
• Patient Satisfaction.
Improve Projectand Program Effectiveness
RapidCycle Projects
• GB Project Completion90 – 120 Days
• Expand use of KaizenEvents
De fine
Me asure
Analyze
Improve
Control
120
Da
ys
34
35
Working as a TEAM
Depart m ent of Anest hesiology & Perioperat ive Care| August 26, 2016
Kick Off Meeting
uMeeting objective
uAgenda-Planned topics and speakers
§ Sponsor –commitment to the project
§ Champion and project manager-
Communicate the vision
uDocumenting action items
uDate of next meeting
uPost minutes within 24 hours

10. 8/26/16
10
Stakeholder
uCreate a stakeholder roster- usually not published
uStakeholder analysis using a authority-interest grid to determine the level of
involvement in the project
Low interest
high power
High interest
high power
Low interest
high power
Low interest
low power
Interest
Power
High
High
Low
Low
Keep Satisfied Manage Closely
Monitor Keep Informed
38
Build a Business Plan
Table of Contents
Staffing
Workflow/Training
Communication/Edu
cation
Sustainability
Accountability
Risks/Challenges
Implementation
Timeline
Conclusion
References
Table of Contents
Executive Summary
Service/Program
Description
Goals/Benefits
Situation Analysis..
Current State vsFuture
StakeholderAnalysis
Pilot Assessment Results
ExternalAnalysis
Financial
Considerations.
Patient Volume
Cost Savings
39
Plan: Joint Surgical Home Implementation Team…
Depart m ent of Anest hesiology & Perioperat ive Care, UC I rvine | May 1, 2015
Six WorkingGroups
Joint Surgical Home Steering
Committee
• Anes thes iologis ts, Orthopedic
Surgeons
• Nurs es , Pharmac ists, Phys ic al
Therapis t
• Cas e Manager,
Soc ial Work er
• IT Ex perts
• Proc es s Champions : Chairs of
Anes thes ia,Orthopedic s, and
COO
Preoperativ e
Admis s ions
Intraoperative
Immediate
Pos toperative
Pos toperativ e
Dis c harge
Quality
As s uranc e and
Performanc e
Improv ement
Res earc h
All team leaders receive LEAN
Six Sigma training

11. 8/26/16
11
Preoperative Period
Prehabilitation
•Smoking
cessation
•Coaching
•Fitness
Diabetes
control
•HTN control
•Compliance
to Medication
Patient Centric
•Patient
engagement
•Decreased
Optimization
•Clinical
Pathways
•Best evidence
•Anemia
RiskCalculator
•Used to
inform
patients
•Shared
decisions
making
•Falls,
delirium, 30
day discharge
Optimization Patient
Engagement
Improved
Outcome
Depart m ent of Anest hesiology & Perioperat ive Care, UC I rvine | May 1, 2015
64 Depar t ment of Anest hesiology&Per ioper at iveCar e|J une8,2014
Goal Oriented Milestones
Moveup theTimelines
• Early Mobilization
• Early Fluids
• Early Nutrition or no Break in
Nutrition
• Early FoleyOut
• Early NGTOut or No NGT
• Early Drains Out or No Drains
ProactivePONV Control Protocols
GDTacross thecontinuum
Multi-Modal Pain Management Protocols
• Opioid Tolerant
Coordinating Postoperative Care
Perioperative Surgical TeamEnsures
Adherence WhileCoordinating Care
• Care coordinated by Senior Anesthesia
Resident and Anesthesiology Faculty
• PSH team closely monitors patients for
adherence to protocol, oversees patient
care
• Orthopedic surgeons contacted by cell
phone for joint decision making when
needed
StandardizedPostoperative
Care Pathway
• Protocols emphasize early
mobility in the first 24 hours:
– All patients receive two
physical therapy sessions
– All patients are weight bearing
• Multimodal pain management
protocols emphasize oral
medication and opioid avoidance
• Early intervention protocols
when care deviates from
planned recovery goals
• Discharge readiness
© 2 0 1 6 Stead HealthGroup, Inc.
Perioperative Care Clinic (PCC)
Pre-op Clinics can expand to Post-Discharge TransitionalCareClinics
Using Project RED,Project Boost,and/or LACETool
Preoperative
• Patient engagement
• Assessment & triage
• Optimization
• Evidence based
protocols
• Education
• Transitional care plan
Long Term Recovery
• Coordination of
discharge plans
• Education of patients
and caregivers
• Transition to
appropriate level of care
• Rehabilitation and
return to function
• Reduced variation
PCC

12. 8/26/16
12
Aligning Disparate Data Sources to Improve Patient Care
Information Technology is Critical for Success
How Metrics Are Collected Example Metrics
Clinical Proce ss Me asure s
• Cancellation within 2 4 hours
of planned procedure
• Lowest post-op hemoglobin
level
Safe ty Outcome Me asure s
• Calculation of frailty index
• Incidence of surgical
infection
Nurs ing Flow
Sheets
Patient
Feedbac k Forms
Monthly/Quarterly
Progress Metrics
Allow PSH leaders to
unders tand progres s,
identify potentialquality
improv ement opportunities
Daily Patient Progress
Metrics
Enables team totrack
patients as they progres s
through the PSH and
ens ure adherence to
protoc ols
Preoperativ e
Tes ting
Perioperative Surgical Home
Data Mart
Order Sets
Ac c es s a full list of
metric s from the UC
Irv ine HealthJ oint
Replac ement Home at
adv is ory .com
Depart m ent of Anest hesiology & Perioperat ive Care, UC I rvine | May 1, 2015
Post-Operative Care
Depar t m ent of Anest hesiology & Per ioper at ive Car e, UC I r vine | May 1, 2015
Total Joint PSH: A Cost Analysis

13. 8/26/16
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© 2 0 1 6 Stead HealthGroup, Inc.
Kaiser Baldwin Park, CA –TKA over two years
ü 94% SNF bypass rate
ü Reduced LOS (1.9±0.6 days)
ü POD #1 discharge (43%)
ü Potential savings > $1 million in 1 year
St. Francis Community Hospital Roslyn, NY –Total
Joints in first 3 Q’s
ü Readmissions within 30 days decreased from
7.4% to 1.8%
ü Patient Satisfaction with Physician increased
from 77 to 86%
University of California Irvine, CA –Success in
complication reduction
ü 0% Major Complications
ü 0% Intraoperative blood transfusions
ü 9.8% Postoperative transfusions (Hip)
ü 4.2 % Postoperative transfusions (Knee)
ü Readmissions within 30 days: 0% Hip, 1.1%
Knee
PSH Improved Quality & Reduced Costs
The c omplic ations c aptured inthenumerator areidentifiedduringthe index
admis s ion or ass ociatedwith areadmis s ion up to90days post date ofindex
admis s ion, dependingon the complic ation.Thefollow-upperiod for c omplications
from date of index admis s ion is as follows :
1) Mechanical complications – 90 days
2) Wound infection/Periprosthetic joint infection (PJI) – 90 days
3) Surgical site bleeding with Incision & Drainage – 30 days
4) Pulmonary embolism – 30 days
5) Death – 30 days
6) AMI – 7 days
7) Pneumonia – 7 days
8) Sepsis/septicemia/shock – 7 days
NQF #1550
PSH Impact on ROI
Est.$1.6 Million
Total
Operational
Cost Savingsby
YR 2014
+
Est 190 Plus
OpportunityDays
Gained by
YR 2014
50Depart m ent of Anest hesiology & Perioperat ive Care, UC I rvine | May 1, 2015
Depart m ent of Anest hesiology & Perioperat ive Care, UC I rvine | May 1, 2015
8 /1 6 /1 6 ,2 :1 5 P M
Al exandr i a, VA, Sept ember 17-18, 2016
PERIOPERATIVECAREBOOTCAMP
Per i oper at i ve Sur gi cal Home | Enhanced Recover y Af t er Sur ger y
“Gr asp t he act ual nut sand bolt sneeded t oi mpl ement the PSH and
ERAS m odel s at your hospit al ”
Z eev K ain , MD ,MB A
F o u n d er: P erio p erativ e S u rg ical H o m e S u m m it
A n im m ersio n w eek en d w ith tw o g o als in m in d .T h e first is to teach clin ician s th e
n ecessary actio n step s th at are req u ired to start a P S H o rE n h an ced R eco v ery A fter
S u rg ery m o d el. T h e seco n d g o al is to ach iev e p ro ficien cy in th e reco g n itio n an d
m an ag em en t o fco m m o n m ed ical p ro b lem s en co u n tered th ro u g h o u tth e
p erio p erativ e jo u rn ey .
In stru ctio n b y a sm all, select cad re o ftran sd iscip lin ary ed u cato rs/clin i c ian s . T h e
facu lty rep resen t m u ltip le d iscip lin es an d h av e b een sp ecially ch o sen fo r th eir ab ility
to co m m u n icate effectiv ely , th eir k n o w led g e an d en th u siasm fo r th e area an d p rio r
ex p erien ce w o rk in g w ith th e P erio p erativ e S u rg ical H o m e an d E n h an ced R eco v ery
A fter S u rg ery m o d els.
2 6 fast-p aced & co n cise 3 0 -m in u te p resen tatio n s. A refresh in g b reak fro m lo n g
lectu res, to p ics are p resen ted co n cisely in rap id seq u en ce to m ax im ize o n e’s
atten tio n an d reten tio n o fin fo rm atio n .
8 q u estio n & an sw er sessio n s w ith th e facu lty . R eceiv e clarificatio n an d ex p an d ed
R E G IS T E R
V IE W A G E N D A
T R A V E L & H O T E L
D O WN L O A D B R O C H U R E
Suppor t ed By
2Days
26Topi cs
9Facul t y
20Hour s
Speaker s
h ttp s://p erio p m ed .o rg / P ag e 5 2 o f4
Locat i on Exhi bi t or s Sponsor Cont act
J oint Com m and:
Taking “Triple
Aim ” at
Ort hopedic
Bundled Payment s
J anuar y 21- 22,
2016
Newpor t Beach
January 2 1 -2 2 , 2 0 17 , Ne wport Be ach, California
He re ’s Why You Should Come to the Summit:
üTo be successful in a bundle model, you have to apply the triple
aim approach This conference has 20 speakers in 3 parallel tracks.
Speakers include Orthopedic surgeons, Hospitals Executives,
Anesthesiologists, CRNAs, Hospitalists, Nurses, Gain Sharing
experts.
Regist r at ion Agenda Speaker s Locat ion Exhibit or s Suppor t er sA m erican C o llege o f P erio p erative Med icin e
Interdisciplinary Summit on Orthopedic Value Based Care:
Ort hopedic Bundle Paym ent s * Perioperat ive Surgical Hom e * Enhanced Recovery