engaging physicians for supply chain success michael hildebrandt
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Engaging Physicians for Supply Chain Success Michael Hildebrandt Associate Vice President-Supply Chain Scottsdale Healthcare. Disclosure of Financial Relationships. The Speaker Has Nothing to Disclose. Supply Chain Education Track Objectives. - PowerPoint PPT PresentationTRANSCRIPT
Engaging Physicians for Supply Chain Success
Michael HildebrandtAssociate Vice President-Supply Chain
Scottsdale Healthcare
Disclosure of Financial Relationships
• The Speaker Has Nothing to Disclose
Supply Chain Education Track Objectives
1. Identify better ways to implement and expand a sustainability program.
2. Identify leading practices around physician engagement and physician preference item contracting strategies.
3. Describe ways to identify and prioritize purchased services opportunities and the role of supply chain in purchased services
4. List how CEOs support, understand, recognize, and empower supply chain managers to be successful.
5. Explain how LEAN tools were utilized and deployed in order to achieve successful outcomes.
6. Describe how you can improve and better your team's performance through leadership.
7. Describe how effective use of trust and collaboration, change management skills, and leadership can help a supply chain executive elevate supply chain in his or her organization.
Additional Session Learning Objectives
1. Improve communication and collaboration with physicians as a Supply Chain customer
2. Successfully engage physicians in specific Supply Chain cost savings opportunities
3. Describe how the Bundled Payment Program may help to incentivize physicians
IntroductionAbout Scottsdale Healthcare
• Founded in 1962 – Celebrating 50 years!• Regional healthcare system serving Arizona’s Northeast Valley
three medical centers = 800+ bedsa variety of outpatient services including surgery centershome health services, research institute and a wide range of community health education and outreach
services• Among country’s first to achieve Magnet nursing status, one of
25 national “system” Magnet designations• Trauma Center• Cancer Center• Centers of Excellence for Orthopedics, Spinal Implants,
Cardiology, Pediatrics, and Women’s Services
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Recognition
.
In September 2010, SHC became Arizona’s first and only hospital
approved to join the federal Medical Reserve.
SHC Shea Medical Center was the first hospital in the
Southwest region to implant an MRI-safe pacemaker, a major
technological breakthrough for patients who need MRI
diagnostic scans
SHC Shea Medical Center is the only hospital in greater Phoenix to earn the 2009 Thomson Reuters 100 Top
Hospitals: National Benchmarks Award, which
recognizes facilities that deliver high-quality,
efficient care.
SHC Osborn Medical Center was among the first
U.S. hospitals to receive approval to perform a new
nonsurgical heart valve replacement procedure, the Transcatheter Aortic
Valve Replacement (TAVR).
SHC is the state’s only recipient of the 2010 Pioneer Award for
Quality from the Arizona Quality Alliance (AQA).
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SHC earned the Healthcare
Purchasing News 2011 Sure Award for Excellence in Supply
Chain Leadership
Surgical Cases = 41,210 Adjusted Patient Days = 294,094
Deliveries = 5,854 Net Revenue = $912,223,000
Emergency Visits = 177,688 Supply Expenses = $194,837,000
Patient Days = 169,153 FTE’s = 6,500
Volumes and Statistics
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• 1,800 physicians with medical staff privileges
• The overwhelming majority of physicians are in individual or group private practices
• Phoenix marketplace is extremely competitive
SHC Medical Staff Dynamics
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• Conduct physician satisfaction surveys and follow up with specific action plans
• Appoint physicians to be on The Board of Directors
• Created senior administration physician positions of Senior VP/Medical Affairs and Chief Medical Officer
• Formed the Scottsdale Academy for Leadership and Development with 60 physicians and SHC managers
SHC Organizational Physician Engagement Strategies
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• Select physicians to serve as Medical Directors and Service Line Leaders
• Empower physicians to lead and serve on medical section teams focusing on orthopedics, quality, anesthesia, cardiovascular, and perioperative
• Provide electronic medical record software and physician portal IT services
• Implemented a Scottsdale Healthcare Medical Staff Compact to improve communication, trust, and alignment
SHC Organizational Physician Engagement Strategies
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SCOTTSDALE HEALTHCARE – MEDICAL STAFF COMPACT PREAMBLE
In these changing times it is vital for Scottsdale Healthcare and the Medical Staff to unite in the common cause of facing and overcoming the challenge of limited resources. Recognizing that: – The health and welfare of our patients and our
community is paramount– Issues of trust have divided us in the past– The enemy is not each other, but the competition for
limited resources– Even in difficult times we seek to foster success for both
the hospital and physicians
SHC Organizational Medical Staff Compact
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Our Joint Commitment to our Patients and Community
• Design and implement the most effective clinical practices.• Demonstrate accountability for the escalating costs of healthcare
delivery.• Develop systems that support safe, high quality, efficient care.• Facilitate a collaborative approach to patient care by demonstrating
respect for and among hospital associates, physicians, and administration.
• Promote a healthy Scottsdale Healthcare-Medical Staff relationship by maintaining effective communication, transparent decision making, strong participative governance and a focus on understanding all points of view.
SHC Organizational Medical Staff Compact
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Our Commitment to Each Other• Best Clinical Practices• Succession Planning/Recruitment• Professional Growth and Development• Technologic Advances• Promoting Our Joint-Value• Communication• Citizenship• Alignment
Accountability to this CompactScottsdale Healthcare and the Medical Staff will hold each other accountable for fulfilling the obligations of this compact
SHC Organizational Medical Staff Compact
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SHC Supply Chain Physician Engagement Strategies
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• Establish credibility and trust between supply chain and physicians
• Involve physicians in all Physician Preference Item (PPI) product decisions
• Be transparent with pricing, proposals, and financial options
• Put yourself in the physician’s shoes• Anticipate the question: “What’s in it For Me?”
SHC Supply Chain Physician Engagement Strategies
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• Be flexible with your schedule• Expect to meet with physicians before and after
normal business hours• Volunteer to serve on medical staff and section
meetings• Provide supply chain updates and reports during
these meetings
SHC Supply Chain Physician Engagement Strategies
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AGENDAINVASIVE MEDICAL DIRECTORS
& CHAIRS OF CARDIOLOGY QUARTERLY JOINT MEETINGFebruary 21, 2012
7:00 a.m.
I. Process Improvement Abdul Mansour Cath Lab Turnaround Time Rob KarlovskyII. Supplies & Technology Mike Hildebrandt
VHA Update John DonofrioIII. D2B Brian McMullenIV. QES ACC Update Susie DuffyV. TPK Supervisor Transition Peggy/SandiVI. Capital Equipment update Peggy
H & V Update
Next Meeting: Invasive Medical DirectorsMarch 21, 2012
Next Quarterly Joint Invasive Medical Directors & Chairs of CardiologyApril 18, 2012
• Partner with GPO and Distributor to provide physician purchasing contracting and cost savings for physician practices
• Collaborate with quality process improvement to provide better start times, block schedules, and operational advantages for physicians
• Work with physicians to insure their capital equipment needs are met
• Entered into bundled payment program with physicians in the areas of orthopedics, spinal implants, and cardiac rhythm devices
• Engaged consulting company to implement bundled payment program on 3/12
SHC Supply Chain PhysicianEngagement Strategies
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• Established two-year realized cost savings target of $12.5 million dollars
• Documented and audited actual cost savings of $15, 461,934 in FY2010 and FY2011
• Implemented over 650 cost savings initiatives during this period
• Achieved cost savings with strong physician support in orthopedic implants ($1.1 million dollars), spinal implants ($1.8 million dollars), and cardiac rhythm devices ($1.2 million dollars)
• Recognized and celebrated those physicians who helped us achieve these cost savings
• Continue to build the trust, collaboration, and alignment between SHC supply chain and physicians
SHC Supply Chain PhysicianEngagement Strategies
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Questions?