It is vital for VA professionals to learn what is important to clinicians , be it data , patient outcomes , input around procurement ( clinical preferences ), and clinical initiatives that require support .”
— Barbara Strain , MA , CVAHP , SM ( ASCP )
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advises VA professionals ask themselves the following questions : Did the procurement improve clinical outcomes such as reducing infection rates ? Were the projected savings achieved ? Were financial goals met ? Are the products and devices sustainable ? Are the products and devices actually being used ? Have staff been properly trained on how to use them ? Graham pointed to a situation at one hospital ’ s orthopedics department where a cast saw was not functioning properly , creating problems for staff and patients ; Graham explained that upon closer investigation by the VA professional with the clinicians and the manufacturer ’ s representative , it turns out that the saw blade just needed to be adjusted . This is the kind of issue that VA professionals are especially equipped to handle for their institutions , Graham said .
In the healthcare value analysis model , a sweet spot can be found where purchasing / finance , clinicians , and the supply chain intersect , Graham emphasized , noting that VA bridges all areas and helps everyone navigate the process better . Graham reminded those listening to her webinar presentation that all VA processes
Sue Barnes , RN , CIC , FAPIC ,
is an independent clinical consultant , boardcertified in infection prevention and control ( CIC ), a fellow of APIC ( FAPIC ) and co-founder of the National Corporate IP Director Network . She currently provides marketing and clinical consultation to select industry partners who seek to support infection prevention with innovative products .
Learn more about her services at : www . zeroinfections . org must be patient-centric and strategic in nature , with clear goals and objectives defined at the outset and with a firm evidence base enterprise-wide that helps decision-making and ultimately achieves the outcomes desired .
To help with that , Graham said a steering team is essential , essentially setting the tone of the VA program , providing leadership and organizational oversight of institutional goals , as well as providing overall support to the team ’ s efforts . The VA team must be individualized based on the needs and challenges of the healthcare organization , Graham said , and there should be strong advocates on the team that can help engage key stakeholders such as clinical staff , infection preventionists , biomedical personnel , health and safety professionals , and supply chain staff . The common barriers to overcome , Graham noted , are communication challenges , securing and sustaining hospital leadership support , procuring the appropriate resources , and overall time management . Critical for success are a standardized process , the right tools for the job , as well as institutional leadership approval and support .
That ’ s just the beginning , emphasized Barbara Strain , MA , CVAHP , SM ( ASCP ), a founding member and past-president of AHVAP , who presented a session at the AHVAP virtual conference , “ Value Analysis 201 .” The value continuum extends to contracting , commitment and utilization , said Strain , who is also principal of Barbara Strain Consulting LLC , and formerly director of value management at the University of Virginia Health System . This methodology was frequently used in the early- to mid-2000s , but there now exists the VA maturity curve , driven by demand , very much like what has been seen this year during the COVID-19 pandemic .
Strain explained the formula of value equals quality ( safety , services , outcomes ) divided by costs , and pointed to an example of healthcare-acquired pressure ulcers ( HAPUs ). One institution had a system of standardized soaps , lotions and peri-anal care products that were developed with care practices as a bundle of best practices ; this bundle was presented to the chief nurse officer and essentially presented the case where all products cost X , quality reduced clinical challenge Y , and for every dollar spent , two dollars were saved .
Like presenting the bundle to the CNO , Strain said engagement with key clinicians is essential . She advocated engaging them as subject matter experts ( for devices , technology and research ), as well as partnering with them around standardization , reduction of variation , utilization , and the elimination of waste . Also , these key clinical stakeholders can help VA professionals with implementation and maintenance , on-boarding and clinical staff education . Finally , Strain said , these stakeholders may also be of great help when it comes to negotiation with suppliers for the best-case scenarios when it comes to quality and cost of the products and devices to be procured .
At the same time , Strain said it is vital for VA professionals to learn what is important to clinicians , be it data , patient outcomes , input around procurement ( clinical preferences ), and clinical initiatives that require support . “ Listen to them carefully , understand their pain points and root causes , and always be sure to follow through with them , be there to help , be flexible , and always communicate .”
Reverse engineering value analysis can come to the rescue here , in that this concept recommends beginning with the problem at hand , uncovering the real needs behind it , creating solutions , and then calculating value , never forgetting that the patient should be at the center of every process , Strain emphasized .