Implementing successful clinical integration involves the facilitation and coordination of patient care across a variety of settings and situations.  The goal is to achieve care that is safe, timely, effective, efficient, patient-focused and affordable.  This track provided insights into improving clinical integration strategies and aligning incentives with behaviors for success.  Discussions covered a variety of timely clinical integration topics, including product standardization, collaboration and population health management.
1:00 pm – 2:15 pm          Panel:  Product Standardization:  Getting on the Same Page
                                               Moderator:  Richard Bagley, SCO Commercialization Director, Intermountain Healthcare
                                               Panelists:  Michael Louviere, System VP Supply Chain, Ochsner Health System; Barbara Strain, MA, CVAHP, Director of Value Management,
                                               University of Virginia Health; and Joe Walsh, EVP Operations, Pensiama-UPMC
In a few short years, clinical integration has gone from a relatively rare activity at leading-edge organizations to a vital component of health systems’ efforts to improve patient care and achieve economic rewards for efficiency. For supply chain, this means standardizing supplies and services to produce the best clinical outcomes for patients in addition to reducing inventory within a facility.
Activities around standardization include:
  • Value analysis teams focused on paring the number of devices, drugs and supplies to one or a few per category from dozens
  • Adding new technology to better manage supplies and utilization
  • Using clinical decision support tools to enforce use of standard drugs and devices
Learning Objectives:
       1.  Describe how to use product standardization to improve care and reduce costs.
       2.  Explain how to use product standardization to reach the goals of excellent and consistent care, patient safety, increased efficiency, while lowering costs at
             the same time.
       3.  Identify the tools needed to utilize informatics to better manage supply selection and processes.
2:30 pm – 3:45 pm          Supply Chain to Docs:  Let’s Talk
                                              Moderator:  Ed Hardin, Senior Vice President Supply Chain Management, Beaumont Health
                                              Presenter:  Suzette Bouchard-Isackson, MSN, RN, NEA-BC, Transformation Team Officer and Trinity Health Director, Perioperative
                                              Services, Trinity Health and Stephanie Falconer, MHA, BSN, CNOR, Contract Portfolio Director-Perioperative Services, Beaumont Health
Health reform and the myriad of changes in the practice of medicine have brought physicians into supply chain decision-making. As IDNs become more complex, finding techniques for improved collaboration between physicians and supply chain is a vital component in reaching the goals of improved patient outcomes and affordable care. Value analysis is one area where supply chain and clinical care intersect. Physician preference items are no longer the predominant way doctors get what they need to perform procedures. With more employed physicians and new clinical measures that target value, doctors are buying into comparative effectiveness reviews of devices and surgical tools.
Learning Objectives:
  1. Identify techniques for better physician-supply chain collaboration.
  2. Evaluate the unique role of physicians in the healthcare supply chain.
  3. Analyze how to best implement and leverage physician engagement in supply chain.
4:00 pm – 5:15 pm         Population Health Management and Its Impact on Supply Chain
                                              Moderator:  Nick Gaich, CEO, Nick Gaich and Associates
                                              Presenters:  Deborah Brown, RN, MSN, MBA, Associate Director, Healthcare, Navigant and Michael Williams, Director, Healthcare, Navigant
The shift from fee-for-service medicine to caring for populations of patients has vast implications for the healthcare supply chain. Basic contracting for medical supplies is the past. Bundled payments, accountable care organizations, value-based contracting and employer wellness programs all require clinical integration, standardization of care protocols and data-driven decisions on drugs and devices. The job of supply chain leaders is to support all these initiatives by delivering products, data and services across the care continuum that are of the highest quality, with proven efficacy and at the lowest possible price. Supply chain must have a seat at the leadership table, as well as within value analysis teams and new entities created to carry out population health initiatives.
Learning Objectives:
       1.  Analyze and discuss the current state of clinical integration, as well as where it is headed.
       2.  Formulate new strategies for evaluating medical devices and drugs for clinical efficacy and cost effectiveness.
       3.  Explain how big data is helping to predict where and when products and services will be needed and in what quantities.