Resource Management

October 15, 2013 by Admin

1.  What determines the order of the PPI (Physician Preference) projects throughout the year?

The intent is to consider the respective project concurrently with the release of the new upcoming Premier award in accordance with the contract calendar.  In addition, we realize based on local needs and/or strategies, assistance may be beneficial throughout the year on an as-needed basis. In turn, efforts are made to provide assistance to the individual member at that time.

2.  What source is utilized when providing benchmark analytics?

Through our partnership with Premier, customized benchmarking which incorporates actual spend patterns to include product level detail is provided for those members who also utilize “My Spend” as part of their association with Premier.

3.  What source is utilized as a resource while investigating evidence or potential quality measures around products/devices and their potential related to benefits and/or outcomes?

A variety of sources are referenced while investigating the aspects of potential products, devices, and/or procedures.  Largely referenced is Pub Med which incorporates citations of publications within the holdings of the U.S. National Library of Medicine.  In addition, other publicly available online resources are considered during the investigative process.

 

4.  Are there opportunities for members to become involved and network with other members?

Absolutely. Through the Resource Management program, Capstone currently offers two collaborative opportunities for members.

First is the Value Analysis Workgroup. This workgroup is comprised of any member who holds a role within the supply chain at their respective organization.  The workgroup usually meets by conference call every other month and is led by both the Capstone Resource Manager and member co-chairs that act in a liaison capacity to the membership as a whole.  The topics in this workgroup are intended to explore cost containment and/or utilization improvement considerations to traditional nursing or med surge type supplies/products.  As a large portion of the individual organizations have some method of value analysis in place, the intent is to discuss and explore areas that may be applicable on a broad scale.  This is also a great opportunity to exchange ideas, ask questions, and further network with other members within the alliance.

Second is the Surgical Services Workgroup which brings together perioperative directors, managers, and leaders within the supply chain and clinic who concentrate their practice in the Perioperative space.  The Surgical Services Workgroup is also led by member co-chairs and meets quarterly either by conference call or via webinars to discuss and explore issues related to cost containment, savings opportunities, utilization, and education.  The workgroup is guided largely by principles established and recommended by the national AORN body (The Association of Operating Room Nurses) with a goal to provide excellent patient care in accordance with stewardship throughout the supply chain.  Members are invited on the calls to exchange not only success stories, but also discuss methods to overcoming the challenges faced in the overall operation of the pre-op, operative, and post-op areas of the Perioperative care course as well as the challenges faced in the day-to-day business operations.

 

5.  Are there onsite services that are offered to complement a potential member’s practices at the facility level?

Upon invitation by the member, the Resource Manager accompanied by your account manager is available to “sit in” during a value analysis meeting and offer any suggestions on the goals set by the individual facility around their internal value analysis team(s) or processes.

In addition, a popular service offered is an onsite product utilization walkthrough performed by the Resource Manager.  Members are strongly encouraged to take advantage of this opportunity as the Resource Manager has practical experience clinically as an operating room technologist, surgical R.N., vendor representative, contract administrator, and implementation manager.  The encounter will include, but is not limited to, identifying potential alternatives for items being used that may: 1. Reside on contract, 2. Contrast the costs of acquiring versus any evidence to actually support clinical benefit, 3. Identify waste, and 4. Observe practices in accordance with lean strategies intended to maximize efficiencies.  This service is offered on a complimentary basis to our members to support their overall operation. 

 

 

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