The Value Analysis Program - PowerPoint Presentation

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Slide1

The Value Analysis Program

The Seven Pillars Model

The Seven Pillars:

Are higher level elements that differentiate successful programs from unsuccessful programs.

Serve as a foundational structure for successful program building.

Focuses leadership on the organizational elements required to build a successful program.

Are transferable from program to program.Help healthcare leaders become successful by building a useful skill-set that produces better quality, improved utilization and cost savings.

2Slide3

The Seven Pillars

Purpose:

Understanding why

our program exists.

Engagement: Motivating stakeholders to achieve success.Communication: Educating and learning through mutual feedback loops.Infrastructure:

Building a strong foundation for effectiveness and sustainability.Accountability: Ensuring responsibility through informed governance.

Leadership:

Building trust in competent and inspirational

leaders.Performance Improvement: Getting better through intentional effort.

3Slide4

Purpose

4Slide5

Purpose

identify the most cost effective supply solution.

develop the resources, financial reserve and skill sets needed to improve clinical operations and care delivery. To find the right balance between quality and cost that will lead

to the delivery of excellent patient care, and a great work environment for those who provide that care.

evolve into a Value Analysis Program that will become fully

integrated into population health management. In summary, it is because a formal organized approach to value analysis produces better outcomes at a lower cost compared to not having a program.

5Slide6

Engagement

6Slide7

Ten Rules for Physician Engagement

Rule #1: If you want physician engagement, then avoid behaviors and language that are known to disengage them.

Rule #2:

If you want physician engagement, then proactively mitigate the effects of unavoidable actions that are considered disengaging to physicians.

Rule # 3: If you want physician engagement, then start with what they are already engaged in doing.

Rule #4: If you want physician engagement, then help them solve a problem they are already attempting to solve.Rule #5: If you want physician engagement, then appeal to their sense of fairness and what is right for the sustainability of their practice, their service line or even the hospital in which they practice.

7Slide8

Ten Rules for Physician Engagement

Rule #6: If you want physician engagement, then appeal to their interest and passion for science.

Rule #7:

If you want physician engagement, then appeal to their competitive spirit.

Rule #8: If you want physician engagement, then empower them to create their own solutions.Rule #9: If you want physician engagement, then listen to them when they are upset, because they are already maximally engaged and may be harboring ideas worth considering.

Rule #10: If you want physician engagement, then communicate with words that positively reflects the things they value.

8Slide9

Communication

9Slide10

Communication: Language

The Language of Supply Chain

Volume & Market Share

Loss Aversion

Price Point & Fair Market PriceBulk Buys, Rebates & BundlingGroup Purchasing Organizations (GPOs) & Local ContractingSole Source, Dual Source, All Play & Capped Pricing Model Strategies

Stock Keeping Units (SKUs)Physician Preference Items (PPIs)

10Slide11

Communication: Stakeholders

Value Analysis Committee

Agenda & Meeting Minutes

Medical Staff

Utilize Medical Staff Services & NewsletterC-Suite & Senior ManagementConsistent message as with Medical & Nursing Staff

Nursing & Ancillary StaffUtilize system process already in place

11Slide12

Infrastructure

12Slide13

Infrastructure

Infrastructure is the foundation on which any program will be

built.

Infrastructure

refers to all the people, process, technology and cultural elements that are required for the successful implementation, management and sustainability of a program.The specific elements are categorized according to people, process, technology and culture.

13Slide14

Infrastructure: People

Physician LeadSupply Chain Services Lead

Nursing Representative

Contracting Representative

Data AnalystResearch AnalystMultidisciplinary RepresentativesAdministrative Assistant

14Slide15

Infrastructure: Process

Regular Meetings

Maintain Agenda and Meeting Minutes

Established Reporting Structure

Communication PlanData ReviewGoal SettingWork-flow

15Slide16

Infrastructure: Technology

Inventory Management System

Electronic Medical Record

Risk-adjustment & Benchmarking Capability

Centralized Storage for DocumentsTele-conferencing Capability

16Slide17

Infrastructure: Culture

Quality Improvement Program

Recognition Awards

Truven, Baldridge, Gartner, ECRI, etc.

17Slide18

Accountability

18Slide19

Accountability

Which Model?

Centralized Model

Pros: Scale, Negotiating clout, Inventory management

Cons: Legal issues with coordinating facilities in holding companies, May not be supported by independent medical staffsDecentralized ModelPros: Appeals to more independent medical staffs, May be more desirable for communities with specialized needs

Cons: Less impact on scale and negotiating clout.Best model is the one that creates real results and achieves your purpose.

19Slide20

Value Analysis Work-flow

Is this product a commodity item and up for contract renewal?

Yes

Is this a request for a new product for an established service line or support function and is not considered a

“

preference item

”

“

strategic

”

Yes

TRC

Is this a request for a product (new or existing contract renewal) which is a physician or clinician preference item?

Yes

Is this a request for a product to be added to the Supply Formulary?

Yes

SEPC

VAT

Is this a request for a product that impacts strategy or population health?

Yes

VAC

Slide21

Leadership

21Slide22

Leadership: Expectations

Physicians

Value patient care, scientific method, autonomy.

They want a say in

what products they will be using and be informed in a timely manner about change.AdministrationWill be held accountable for the success of the business operations.Define and shape their expectations of success in specific terms

in a manner that appeals to all stakeholder groups.NursingValue patient care & will be accountable to administration.

Understand their incentives and align goals whenever possible.

Conflict Resolution

Value Analysis CommitteeData is a great starting point, since everyone is usually interested in seeing it.

22Slide23

Performance Improvement

23Slide24

Performance Improvement

ContractingStart with your contract

alendar

Determine impactable spendBreak down contract calendar by committees determined in work-flowRank list from highest to lowest annual spendPrioritize projects

UtilizationDevelop idea centerScreen ideas for high impact and high probability of successScale up ideas from department/facility to region/system

24Slide25

Performance Improvement

SMART Goals

Specific

Measurable

AchievableRealisticTime Bound

25Slide26

DashboardSlide27

QUESTIONS

Please contact Dr. Terry Loftus at

TerryLoftusMD@gmail.com