OR Manager - February 2020 - 6

OR business
Continued from page 5
new technology. Attending conferences
and talking with colleagues can help OR
leaders track the effectiveness of new
technology.
Financial viability includes asking
questions such as: Will the new technology
help boost revenue, increase volume,
or gain market share? " You also
need to consider what you're leaving
on the table if you don't purchase the
equipment because that can help justify
the purchase, " McKenzie says.
What is the organization's strategic
New Equipment
& Technology
Process Map
plan? Investing in innovative treatments
to gain market share or establish a new
clinical program may be expensive up
front, but could enhance the bottom
line over time with additional patient
volumes in local, regional, and national
markets.
The entire cost of ownership must
be considered when assessing the return
on investment (ROI); that includes
the cost of service agreements, depreciation,
software upgrades, and staff
education for nurses, physicians, and
biomedical engineers. Other possible
additional costs include infrastructure
upgrades and needs such as special
power requirements.
" You also need to consider 'downstream'
effects, " Ulrich says, referring
to the impact on the patient care continuum.
For example, if a new clinical
program results in a surge of patients,
the hospital must be prepared to provide
enough resources for the increased
volume.
Staging implementation of new clinical
programs and innovative equipment
across multiple hospitals in a health
system can be complicated. It may be
strategic to implement new technology
at one hospital before rolling it out to
others.
In some cases, an organization may
move forward even in the face of financial
barriers if patients will benefit.
Many medical devices receive US Food
6
OR Manager | February 2020
Source: Duke University Hospital. Used with permission.
and Drug Administration approval before
insurers approve reimbursement
for care, but that may mean significant
out-of-pocket cost to the patient and
financial risk to the hospital. Hospitals
and device manufacturers need to work
closely with insurers to benefit patient
care.
Put the right people in place
It is not enough to have a committee
to review technology; the right people
must be at the table. " You need to
have people who are influential in the
areas they represent and can see the
bigger picture, not just their own departments, "
McKenzie says. At DUH,
clinicians who serve on the technology
committee-surgeons, nurses, and
anesthesia providers-are respected by
their peers and break down traditional
silos by having open, transparent discussions
and making tough decisions.
Administrators also sit on the committee
to provide a strategic perspective.
" They know the market-where
there is opportunity to grow, what our
competitors are doing, and where we
might be vulnerable, " McKenzie says.
Other members include the chief financial
officer, financial analysts, clinical
engineering/biomedical staff (who can
help evaluate whether they can service
the equipment or if a service agreement
is needed), administrative support staff
(for minutes and logistics), and information
technology (IT) staff.
" It's important to know how a new
device will integrate with existing ones,
and to determine if there are any firewall
issues, " McKenzie says. Procurement
staff help with negotiations and
ensure that contractual agreements are
in place.
Ad hoc members, such as staff from
infection prevention, communications,
or education, are included depending on
what expertise is needed, as are internal
review board representatives when research
devices are under consideration.
www.ormanager.com
New technology process map
The map below outlines the steps in evaluating new technology used at Duke University Hospital.

http://www.ormanager.com

OR Manager - February 2020

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