Randy Rowell [email protected] 614-507-5067 · 2017. 4. 27. · 8 Inter-departmental Operational...
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Transcript of Randy Rowell [email protected] 614-507-5067 · 2017. 4. 27. · 8 Inter-departmental Operational...
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IntegratingHealth Care
& Healthcare
Business Relationship Management
Lowering costs while achieving Compliance Requirements,
Patient Safety Objectives, and Security Protocols.
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Supply Chain Strategic ConnectionReport (released December 26, 2016)
As healthcare continues to transition to all-inclusive community based platforms, Supply Chain is adapting.
Total Patient Visits:➢ 3-5% occur at the Acute Care Level.
➢ 95-97% occur at Ancillary Services or Continuum of Care.
Supply Chain and Materials Management:➢ Strategic Sourcing (Integrated, Interoperable Systematic.)
➢ PPI introduction typically occurs at the Physician Practice Level.
➢ 1 Integrated Business Relationship Management System.
Value Analysis: Evidence Based and All-Inclusive.
Common Denominators.Same/Similar Healthcare Industry Companies.Same Companies provide different departmental representatives that focus on Ancillary Services.
Universal “Community Based, Shared Services” Platforms.
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Standardized
and
Sustainable
Integrated and
Interoperable
Universal
HealthCare
Collaborative Approach➢ Common Denominators➢ Neutral Data➢ Standardized Platform➢ IDN/HCO Neutral➢ GPO Neutral
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Health CarePatient Perspective
Integrated Community BasedAccess. Quality. Safety.
HealthcareIDN/HCO Perspective
Integrated Shared ServicesCost. Quality. Outcomes.
Service Delivery
Provider HCIC
Procurement
Provider HCIC
Contracting Phase
Provider HCIC
Evidence Based Value Analysis
Provider HCIC
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Information
Information
Information
Information
Healthcare Industry Companies➢ Multiple GPOs & Providers➢ Proprietary Pricing Info.
GPOs and Providers➢ Same Information➢ Corporate Compliance➢ Supplier Diversity➢ Authorized Rep Info.➢ Patient Safety and Security
Provider Specific➢ Vendor Policies (Rules of Engagement).➢ Security Access Control➢ Reporting and Tracking (Audit)
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Business Relationship Management➢ 1 Integrated Solution.➢ “Top-Down” Driven.➢ Community Resources➢ Shared Service Environment➢ Increases Compliance Initiatives➢ Increases Patient Safety Objectives➢ Increases Security Protocols
Community Resources/Shared Services
GPO
IDN/HCO
IPA
Acute Care Continuum of Care
Community Resources/Shared Services Environment
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Inter-departmental Operational Variances and Gaps.
Similar Information:
IT Department Medical Staffing Office Human Resources Education Research
➢ Federal Contracting Requirements➢ Supplier Diversity➢ Corporate Compliance Structure➢ Corporate Contracting Contacts➢ Authorized/Vetted Rep Information
Utilization of Any 3rd Party Products, Services and Representatives creates Risk.
Top Tier Information needed:
Holistic: Collaborative all-inclusive approach identifying all factors associated with Evidence Based Value Analysis. (Triple AIM/CQO)
Lean approach addressing all costs including inter-departmental operational needs centered around Patient Experiences and over-all Continuum of Care.
Systematic: Addressing Variances and creating Economies of Scale.
◦ Meaningful use platforms to provide resources that entice acceptance. “Buy In”.
How is the information communicated to Healthcare Industry Companies and Representatives that support the over-all healthcare delivery system?
◦ Integrating Value Analysis Departmental Templates during the “RF” Process?
“Does the HCIC culture promote the specific needs of Healthcare”?◦ Obtaining information based on Company Structure, Performance, and Commitment
to Patient Safety and Security.
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Value Analysis Operationalized
4/14/2017www.opaccess.com
A “top down” approach to view Corporate Profiles, Products and Services and authorized/vetted Representative Profiles.
View information, track performance, and streamline security.
Compliance. Performance. Commitment.
CQO Initiatives, Patient Safety, and Security.
Community Based/Shared Services Information. Federal Regulations and Contracting Information◦ Company Demographics, Type, Certifications, and Products/Services.◦ Company Personnel, Compliance Officers, Human Resource,
Managers, and Vendor Representatives.
Provider Specific Information Strategic Sourcing, Value Analysis, and “RF” Process.◦ RFQ Component that integrates with Contract Management.◦ HCIC Compliance, Rep Performance, and Facility Access Logs.
Accreditation Guidelines: Obtaining Facility Specific Information◦ Patient Safety, Infectious Disease, Disaster Protocol.◦ Security and Access Control.
4/14/2017www.opaccess.com
When a 3rd party representative requests access; representative specific information is needed and a system for access control.
Information Confirmation from the company that the
individual is company authorized. Confirmation that the company has properly
vetted and trained their representative. Representative has accepted Policies. Legitimate reason for entry.
Facility Access Control Capabilities Automated and generates a Daily ID Badge Entry based on Company and Representative
Compliance Status Reporting Capabilities
4/14/2017www.opaccess.com
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Wasteful Spend. Redundancies. Financial Barriers. Interruptions.
$1.8 VCO Industry➢“Bottom UP” Approach➢ Repetitive Process HCIC ➢ Disconnects HCIC and HCIR➢ Financial Barriers Impede Objectives➢ Labor Intensive for Providers➢ Fragmented System (30-40% HCIR Pop.)➢ Acute Care ONLY
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HCIC managed authorized/vetted Representative Profiles. Clinical/Non-Clinical: Sales, Service, Delivery, Continuum of Care,
Contracted, and Students.
Say Goodbye✓ Lobby Meetings✓ Cold Calls✓ Expired Documents✓ Non-Compliant Representatives✓ Vendor/Staff Push Back✓ “One Time” Passes✓ Delays in Service Delivery
Transparent. Streamlined. Collaborative.
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Automated/Manual. Compliant. Security.
Daily Photo ID
✓ Company Compliance✓ General Liability Insurance
✓ Representative Compliance✓ Policy Acceptance✓ Credential Requirements✓ Meeting Approval
Provider Location
Systematic guide : Implementation of an effective Compliance, Risk Management, and Security platform.◦ Compliance Worksheet and Guide.◦ Template Excel Spreadsheet for A/P Roster, General
Ledgers, and Cost Centers.◦ Departmental Introduction of Compliance Program.
Should Vendor Risk Management be the sole responsibility of the MM/SC Department?
Communication, Integration, and Utilization. ◦ How to engage, entice, and integrate Physicians and Ancillary
Services into utilization and standardization of Health System's selected Business Partners, Purchased Services, and Products.
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BRM vs. VCO?
Differences between Vendor, Supplier, Business Affiliate, and Continuum of Care Provider?
Combating PPI Introduction at Physician Level.
Conversion Costs and Implementation Time Frame?
Additional Questions and Talking Points?
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