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Message from the President - October 2016

Posted By Administration, Tuesday, October 18, 2016
Gloria Graham

The opportunity to be President of AHVAP has afforded me such an amazing experience, which I will be forever grateful.  As I begin to collect my thoughts for the last newsletter of this year, I would first like to take the opportunity to express my sincere gratitude for all of the hard work and dedication by so many over the past nine months. Your tireless efforts have been inspiring and it has truly been an honor and privilege to work a long side each and every one of you.

As the summer season comes to an end and the earth begins cooling off to slowly prepare for the upcoming fall and winter season, there is an excitement building around the colorful transformation on the horizon.  Soon the trees will be crowned with vibrant hues of crimson, gold and glowing orange that will shortly fall from their branches dancing among the crisp autumn air.  Samuel Johnson said, “No man can taste the fruits of autumn while he is delighting his scent with the flowers of spring”.  It is these seasonal changes that provide the ability to survive during the freezing winter months that rapidly follow autumn. 

So in your pursuit of value for your organization, are you prepared for the ever evolving seasonal changes within the landscape of healthcare? In order to survive the ongoing budget reductions, decrease in reimbursement, pursuit of quality and outcomes, value analysis processes are now more critical than ever to the success of surviving the cold harsh “winter” of healthcare.  Value analysis professionals have the opportunity to be at the forefront of their healthcare organizations, leading and influencing the countless supply chain decisions made every day.  It is crucial for us to prepare for the continual ebb and flows of the various seasons we encounter yearly within our organizations.  Take advantage of this “cooling” down time of the year to reflect and review your process and shake lose the “dead” leaves that might be clogging up the system.  Attending our Annual Education Conference and Supplier Showcase October 19th through the 21st in Scottsdale, Arizona will provide a wonderful opportunity to network, recharge and gain new insights that will help you transform your value analysis program. 

There have been so many incredible accomplishments this year and we look forward to the continued growth and success of AHVAP.  However, in order for our organization to remain relevant and sustainable, we need action by all of our members.  Martina Navratilova said “The difference between involvement and commitment is like ham and eggs. The chicken is involved; the pig is committed”.  Are you the ham or the egg? I encourage you to take this opportunity to figure out how you can be involved and committed as the rewards you reap will be tremendous. 

Thank you again for this remarkable journey and I look forward to seeing everyone at the conference!

Kindest Regards,
Gloria Graham, DNP, RN, CVAHP
President, AHVAP

Tags:  ahvap  message from the president  october 2016 

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President's Corner

Posted By Administration, Tuesday, March 8, 2016
Updated: Tuesday, March 8, 2016

Greetings!  I am so excited about everything that is about to happen for AHVAP in 2016 and beyond!  

First, I want to take a few minutes to reflect on the past year to gain perspective on where we are going.  History is made in the present and didn’t happen on its own.  Our history happened as a result of our hard working, dedicated members who contributed to all of the phenomenal accomplishments we have seen over the past several years. Understanding the past helps us to build our future – it provides the foundation for our continued success; additionally it is an important vehicle that shapes our approach to the critical issues we face today and is a factor in our future decisions.  

For example looking at our Annual Education Conference & Supplier Showcase.  In 2007 in Phoenix we had 52 registrations with 12 exhibitors/sponsors growing to 117 registrations and 38 exhibitors/sponsors in 2015!

Now let’s look at the trends with our membership.  In November of 2014 there were 230 members with a loss of 17 members and had a 60% annual retention rate.  In December of 2015, we had 303 members, gaining 66 for that month and a steady retention rate at 78%! 

Last but not least, AHVAP introduced the industry’s first and only healthcare value analysis credential which is known as the Certified Value Analysis Healthcare Professional (CVAHP).  

All three of these astounding accomplishments are the foundation and leverage needed to keep the momentum and the passion alive within the association to help us achieve even more substantial achievements in the future. 

We heard numerous times at the conference about the shift to reimbursement based on value versus volume and the importance of value analysis contributing to healthcare organizations to avoid reimbursement cuts without forsaking the delivery of safe and quality patient care.  As a result, it is more apparent than ever how value analysis is on the minds of healthcare professionals who facilitates the delivery of outcomes-driven; patient-centered care.  Our plan is to increase AVAHP’s influence in the industry, grow our membership levels, and strengthen our community.  Each and every member is a vital part of making that a reality. It is about the collective strength we have together as a whole, than it is just one or two working together.  John O’Leary stated: Friends, real victory isn’t about what we can do for ourselves, but what we can achieve together”.

What does it take to get us there and ensure these three areas truly drive impact? 
Our plan is built on three, key initiatives:

  • In order to influence we need to leverage our members - that means you!! Yes, AVAHP is primed to provide industry best-practices to help increase the impact of value analysis within healthcare across the country.  However, our organization cannot sustain itself without the involvement and engagement of all members and we need your help to create rich and engaging original content.  It is imperative for AHVAP to increase its visibility by being in the forefront of leading best practices within Value Analysis which is our Vision – “Value Analysis is recognized as an essential component of the delivery of healthcare. Healthcare Value Analysis Professionals is nationally recognized as the preeminent clinical resource in providing education and resources and networking to its membership and promoting Value Analysis in the healthcare community”.
  • In order to grow we need to get social in a whole new way. Leveraging social media avenues such as LinkedIn, Facebook, and Twitter can spread our message and attract new members.  However, we need to hear from our membership what content and activities will bring the most value to you as a member.  What are the essential programs or information which will increase your knowledge and skill level which leads to increasing your value as an expert in your organization?  If social media is not your forte, we need your ideas on how to grow the association through other avenues.  In this day and age of multi-generational work cultures, we need members from all generations involved like we never have before. We need to learn from each generation how to effectively collaborate resulting in growth within the organization. 
  • In order to strengthen our community, we need to use value analysis best practices and apply them to our own organization.  Just as it is important to have clinician involvement and engagement within the value analysis teams, we need our members to be engaged and communicate among themselves. This sharing of knowledge and data among our peers empowers us to build a stronger value analysis community and helps us make decisions improving our organization.  Think of the power we have among ourselves to strengthen and grow AHVAP if each member would recruit one person to join AHVAP – we could double the size of our organization in just one year! 

Let’s use what we know, to get where we need to be.
Our goal for 2016 is to prepare for the future by developing, documenting and deploying operational policies, procedures, and guidelines to help us influence, grow and strengthen the association!

Thank you for allowing me to have this opportunity to share my thoughts with you. Based on the words of the late John F. Kennedy, “ask not what your country can do for you, ask what you can do for your country”, I challenge each and every one of you to take a few minutes to reflect how you can become involved and engaged with AHVAP!

Kindest Regards,
Gloria Graham, DNP, RN, CVAHP
President, AHVAP

Tags:  AHVAP  grow  membership 

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Bridging the Gaps between Pharmacy and Finance

Posted By Administration, Thursday, March 3, 2016

By Kathy Schwartz, Solutions Owner, AVP Strategic Messaging, Craneware

Healthcare industry trends are squeezing provider margins through payment cuts and value-based reimbursement models. In response, these providers’ clinical teams are recognizing the need to collaborate and communicate more closely than ever before with their business office, finance and revenue cycle counterparts.
The pharmacy and its purchase history and formulary data can be low-hanging fruit for organizations looking to better manage cost, improve charge capture, and reduce compliance risk. But where to start? Both Heidi Larson, Pharm.D, Pharmacy Business Manager for Hennepin County Medical Center in Minneapolis and Tara Hunuscak, Business Director of Pharmacy Service for OhioHealth’s network of 11 hospitals and other health services in Ohio chose to partner with Craneware to help address these challenges.  
Hennepin knew that there were gaps and issues going undiscovered because of silos in their organization. “Like many organizations, pharmacy was viewed as separate from the hospital and clinics,” said Larson. “People didn’t communicate regularly and frequently across departments. Information was scattered, duplicative and unclear. The electronic health record (EHR) information needed ongoing review to be clean, current and complete.”

Prior to OhioHealth embarking on a major health information system (HIS) conversion for 7 of its hospitals, outpatient clinics and owned physician practices, it took the opportunity to ensure its revenue cycle and pharmacy charge processes were operating as a cohesive unit to minimize financial risks.  “We recognized the need to align critical business functions for optimal financial performance and risk mitigation as 55% of pharmacy charges were impacted by the HIS conversion changing from charge on dispense to charge on administration. Effective checks and balances for ongoing accuracy was paramount considering the complexities inherent to the pharmacy chargemaster and the revenue loss and/or costly penalties if billing units or HCPCS code assignments are incorrect,” said Hanuscak.

People, Process, and Technology

Both Hennepin and OhioHealth saw the need for technology investment to gain visibility across pharmacy and finance, prevent gaps and manage exceptions. Both organizations chose Craneware as the vendor to help them achieve their goals.

Hennepin brought together teams to validate information and educate physicians and staff about compliance and financial aspects of care. With everyone understanding their part in the larger process, Hennepin County Medical Center was able to identify and remove redundancies, obsolete NDCs, and other mismatches. “The Pharmacy and Therapeutics team are helping to educate about the impacts of formulary choice and the best practices during the occasional industry-wide drug shortages,” said Larson. “Building pharmaceuticals correctly into the EHR, and validating NDCs, billable units, and HCPCS helps to keep Hennepin current with coding changes and to ensure that compliance requirements are met ongoing.

OhioHealth hired a pharmacy charge analyst to serve as the primary end user of the Craneware software, followed by a pharmacist coordinator to focus on work requiring clinical expertise (e.g. diagnosis coding/ treatment indications; reconciling orders, and medical necessity.) Customized HIS training was provided for these individuals to ensure full access to relevant pharmacy, charge analysis and revenue cycle functionality. Finally an enterprise-wide, multidisciplinary advisory committee was formed to ensure successful HIS conversion in both short- and longer-term perspective, and to enhance net operating income amidst industry shift from volume to value based reimbursement.  

“With representation from pharmacy, revenue cycle, compliance, charge analysis, finance, coding, information services, internal audit and nursing, our group served as the decision making forum addressing pharmacy revenue items impacting the HIS build, testing and go-live. Among our objectives were to standardize price updates, align charge methods across hospitals, and automate data integrity process controls throughout the HIS conversion. This pharmacy led team complemented the system-wide focus on revenue integrity and helped build momentum for pre and post go-live initiatives,” said Hanuscak.

Craneware’s pharmacy validation software helped Hennepin and OhioHealth identify common issues with pharmacy reimbursements that often remain hidden and unaddressed:  

  • Incorrectly Coded Drugs
    In order to receive proper reimbursement, a hospital must enter the correct procedure and revenue codes for the drugs. Doing that completely and correctly is nearly impossible manually. Further complicating the task are constant changes to coding rules. For example, Medicare changes its pharmacy coding rules quarterly, and Medicare rules do not always align with commercial payor rules. Missing, inaccurate and incomplete coding is a common source of both missing revenue and compliance risk. Charge items missing HCPCS codes often go undetected and can pose a serious but hard-to-detect reimbursement risk.

  • Charge Capture Issues
    Volume reconciliation analytics – whether purchased from a vendor or built in-house – can shed light on often significant differences between the volume of drugs purchased and the volume of the same drugs billed. In some cases there are good reasons for discrepancies, but large discrepancies are usually traced to issues in charge capture. For example, a typographical error in an automated dispensing cabinet would go undetected without some form of automation to provide visibility into the missed or incorrect charges. A recent survey by Craneware identified that fewer than 5% of health systems can perform volume reconciliation. This is mostly because the way hospitals bill for drugs and how they dispense drugs is very different.

  • Newly Purchased Drugs Missing from the Formulary or Chargemaster
    With the volume of specialty and new drugs coming onto the market, it is imperative for providers to have visibility into these purchases. A provider must be able to quickly and accurately identify these drugs: descriptions, procedural codes, revenue codes and billable units of measure all ideally would be integrated into the chargemaster. Purchases not identified in the formulary build often lead to missed charges.

  • Incorrect Multipliers
    One complexity that is unique to pharmacy is the need to calculate the correct units of measure (UOM.) Medication dosages administered to patients are rarely the same units of measure allowable on claims. Because of this fact, pharmacy charge items require multipliers that translate dosage units to the correct number of billing units. The validation of these calculations can be difficult to perform manually, particularly across different clinical order systems and staffs. Unless a hospital has an automated method of tracking those multipliers, maintaining and applying them requires manual calculations that can result in over or underpayments. Using automation, Hennepin uncovered two ocular drugs that had mismatched purchases compared to volumes dispensed – accounting for $384,641 in missed charges that would have been lost revenue.

  • Inappropriate NDCs Captured on Claims
    Purchase and use of medications is an important aspect of managing costs, and accurate National Drug Codes (NDCs) improve cost management and claims processing. Often formularies are set up with a default NDC but gradually become out-of-sync with purchases, and NDCs reported on claims eventually do not match the drugs purchased and administered. What is purchased and used often isn’t what is billed, creating a substantial compliance risk as well as undermining the quality of data used for clinical efficacies in population health management. “Inaccurate documentation can lead to a double loss for your hospital. If you are not charging for the medications administered, you are losing revenue. And if you are not able to track accumulations in a split billing system, you end up purchasing on the more expensive wholesale acquisition cost (WAC) account,” notes Larson. “For 340B facilities like ours, there needs to be close management and communication on purchase practices and formulary changes.”

With frequent pricing changes and new drugs always being added to the market, it is increasingly difficult for provider organizations to stay on top of pharmacy charges, and many organizations wind up leaving significant revenue on the table. It’s never too late to start bringing together the right people, ensuring those people clearly understand the processes involved, and providing them with the tools and support needed to proactively identify and fix issues. While pharmacy has unique challenges, correctly aligning costs and reimbursement in pharmacy is an important first step for small hospitals to a larger health systems in navigating the transition away from fee-for-service into value-based reimbursement.

Tags:  AHVAP  Craneware  formulary data  Healthcare  Hennepin  history  hospitals  Kathy Schwartz  Minneapolis  OhioHealth  pharmacy  Tara Hunuscak 

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A Tribute To Some Incredible Professionals

Posted By Administration, Wednesday, December 16, 2015

Tonight, I had a “WOW” moment.  One of those times when you actually pause, breathe deep, and savor the moment.  For the fun of it, I “googled” my name, and added the letters CVAHP. And in just a second, my image appeared on the computer screen.  But that image was not what I saw! What I saw was me, surrounded by images of some of the most persevering, visionary, dedicated TRAILBLAZERS that I’ve ever met!
I looked at those faces, actually I stared at those faces.  One face at a time.  And I thought of bits and pieces of conversations from the last 2 ½ years.  Conversations about the history of AHVAP, about the vision of earlier members, the hunger in the healthcare world for what we do and what we know. Conversations about our membership and the quest for a certification…. that we could not get this certification “thing” wrong - we could not fail!    

As I stared at these images, I thought of all the volunteer time these trailblazers freely gave to this organization and to our profession, to get us to where AHVAP stands today. Sometimes they showed up literally, with feet in trauma boots, on crutches, or in wheelchairs, pushed along by another AHVAPer. Sometimes late, tired, and hungry from travel that didn’t go as planned.  But they showed up!

Getting to know these incredibly talented, steadfast, caring trailblazers has been an honor.  Working with them to advance AHVAP and Value Analysis has been a privilege.  Now, through all this work, I’ve earned the right to call them my friends AND colleagues – how incredibly awesome!

If I hadn’t gotten involved and stretched myself, this “WOW” moment couldn’t have - wouldn’t have happened!  Get involved in AHVAP!  Stretch yourself and join a committee!  Push yourself to participate!  I’m telling you, the WOW”moment is so worth it!!!

By Julie Ware

Tags:  AHVAP  caring  images  Julie Ware  thoughts  trailblazers  visionary  Wow moment  writing 

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2015 AHVAP Annual Conference Healthcare Value Analysis: Patient Centric and Outcome Driven

Posted By Administration, Monday, December 7, 2015

By: Susan D. Knapp, RN, MS, CHVAP

Wow, was that not a great conference?  117 Value Analysis professionals attended plus 38 suppliers/sponsors over the 3 days of the conference.  The lineup of speakers was exceptional.   The lectures were stimulating, timely, and valuable.  Many participants described the conference as “wonderful”, “the best ever”, “great”.  The conference committee is very proud to have been able to provide a quality program to our membership. 

Our annual conference is always a fun and exciting encounter.  VA professionals from across the country come together and network; creating new friendships, reuniting with old friends,
sharing their successes and disappointments.  One thing about Value Analysis folks that is universal is that we like to share.  We will share whatever we can: information, contacts, experiences, outcomes.  One way to do that is to submit an entry to the Wall of Experience, formally known as the Wall of Success.  Seven professionals displayed their projects for all to review and those submissions are now available on the website for the membership to view. 

Each speaker, each lecture provided a learning opportunity for someone in the audience.  Some of the participants are new in their Value Analysis positions.  Some have been in the profession for some time yet were able to find tidbits of new information. “Great mix of basic and advanced topics.”  Using Excel to Effectively Utilize Large Healthcare Supply Chain Data….. presented by Erin Laird was a great start to Wednesday. Erin provided the attendee’s some insights of what Excel skills are needed and how to organize your data for presentation.

Gloria Graham’s presentation on Clinicians’ Lack of Knowledge on Value Analysis was a synopsis of her doctorate study and evoked responses from attendees to want to implement “education from leadership to end users” and “add value analysis team activities to nursing professional clinical ladder/leader”.   Dr. Fernandes and Brenda Lambert presented a timely topic on clinical risk assessment in their presentation, An Innovative Scale to Anticipate Risk and Reduce Error within the Healthcare Supply Chain. “This was completely new information and I will definitely implement (risk assessment) at my hospital.”

Dr. Jimmy Chung returned this year and presented Physician Leadership in Supply Chain: A Model for Patient-Driven Value Network.  As the medical director for Medical Products Analysis at Providence Health Systems, Dr. Chung provides a perspective on physician engagement we all love to hear about and want to implement in our own facilities.  “I found Dr. Chung’s presentation extremely helpful.”

Several presentations focused on lean, quality and patient outcomes, and waste including Value Analysis – a Lean Approach presented by Kimberly Baker closely followed by Barbara Stain’s Reverse Engineering Value Analysis: Patient Centric and Outcome Driven.  The Future of Value Analysis: Evidence Outcomes and Interventions by Liz Fackina.    Attendees remarked on practice changes they might implement in their program such as “look at ways to combine PI, Quality initiatives with CVA projects” and “…..attend more meetings internally such as Quality”. 

Pathway to Provider-Supplier Collaborations presented by Dennis Orthman provided a lot of food for thought as he encouraged the attendees to look at ‘turning suppliers into cost cutting allies.’  LaTammy Marks and Amin Mokrivata provided some insight into Advancing Your Value Analysis Program: The Power of Data, Integration and Automation.  Amin provided a nice Finance perspective. 

Then there was Wanda Lane’s Everything Old is New Again: Reclaiming conservative approaches to patient care.  Using her wonderful sense of humor Wanda reviewed some ‘old’ practices that have resurfaced and proven to be effective as well as how the generational mix of physicians, nurses and patients pertains to care, products and outcomes.  The take away for some attendees was to try and fill any generation gaps on their VA teams. 

The closing presentation of the conference was Terry Foster, RN.  Terry is an Emergency nurse with a wonderful sense of humor.  He provided a light, entertaining closing based on his experiences in the emergency department.  It was non-stop laughter throughout the room.  “Terry Foster was AWESOME.”  “Loved Terry Foster!”  “Terry was hilarious – I cried!”  The conference ended on a high note as everyone went on their travels to home. 

Each year is a learning experience for the attendees as well as the conference committee.  The committee values the comments attendees give during and at the conclusion of the conference and we use them to make adjustments and improvements to the conference experience the following year.  In particular we added a new feature this year thanks to Owens and Minor University. THE OMU conference app was well received and we learned a great deal from its use.  “LOVE the app”.   “….app was helpful for engagement and agenda…..”  We plan to bring it back next year.

 Our increasing membership and attendance at the conference provides the organization the resources to continue to deliver high quality speakers and educational opportunities to the membership.  The conference committee will continue to canvas for speakers and topics that will help you to advance your Value Analysis program as well as foster your personal and professional growth. ‘

Thank you to those who attended this year and please let your colleagues know the value you received from the conference presentations and networking opportunities.  If you couldn’t attend this year, there is always next year.  We will see you all October 19-21, 2016 in Scottsdale, Arizona. 

Tags:  2016 Conference  AHVAP  Arizona  CHVAP  committee values  foster personal growth  high quality speakers  MS  October 19-21  products and outcomes  professional growth  RN  Scottsdale  Susan D. Knapp 

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AHVAP Video

Posted By Administration, Thursday, August 20, 2015

Tags:  ahvap  video  youtube 

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Meet August’s Member of the Month: Wanda Lane

Posted By Administration, Wednesday, August 19, 2015
Updated: Tuesday, August 18, 2015

Wanda’s favorite element about AHVAP is NETWORKING! She says, “When I began in the field, I had no idea what I was doing. AHVAP was rich with friendly people who were willing to share their experiences and take me under their wing.”

What’s one thing personal you’re willing to share?

I am blessed to be the wife of an amazing man, the mom of three teenagers, bonus-mom to three adults and nana to two grandchildren! I speak at events as an advocate for families of addicts and am in the process of writing a book outlining five steps to protecting yourself, your children, and your financial future when married to an addict.  I feel extremely blessed to have survived the ordeal and emerge as an advocate for a forgotten group.

3 professional or personal accomplishments?

  • Set up the value analysis program for a 400 bed safety net hospital, and developed a robust vendor claim validation method using quasi-experimental design.  
  • Written and presented programs on Generational Culture and Diversity, Communication, and Merging Science and Supply Chain.
  • Completing the coursework for my doctorate was incredible! The dissertation process is daunting, but fun.  

Tags:  ahvap  member of the month  Wanda Lane 

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Exploring the Generational Culture Concept

Posted By Administration, Tuesday, August 18, 2015


By Wanda Lane, RN, MaED, Clinical Value Analysis Manager, Regional One Health

Generation

Birth Years

Generational Characteristics

Political\Social Influencers

Traditionalists

1925-1945

  • Loyal
  • Risk Adverse
  • Team Players
  • Strong respect for authority
  • Struggle with communication technology
  • Great Depression
  • World War II

Baby Boomers

1946-1964

  • Higher priority given to work over family
  • Optimistic
  • Risk Takers
  • Distrust authority
  • Generally resist communication technology
  • Civil Rights movement
  • Vietnam
  • Great Recession\ Hyperinflation economy

Generation X

1965-1980

  • Higher priority given to family over work
  • Adaptive
  • Independent
  • Openly question authority
  • Adapt to traditional or electronic communication
  • Technology explosion
  • Latchkey syndrome*
  • Economic Boom or “Wall Street” economy

Millennials

1980-1995

  • Higher priority given to friends over work
  • Optimistic
  • Strong team influence
  • Require ample feedback from authority
  • Entitled
  • Prefer communication technology
  • Technology immersion
  • Helicopter parents
  • Everyone gets a trophy syndrome*
  • Dotcom economy
  • Pre & post 911 cohorts

NetGens

 

 

©Lane2015

After 1996

  • Highly networked
  • Problem solvers
  • Fiercely Independent
  • Tech intuitive
  • Creative
  • Altruistic
  • Post 911 culture
  • Terrorism
  • Poor economy
  • Bitter political divisiveness
  • Social Networking

Diversity has been a business buzzword for the past couple of decades regarding race, ethnicity, and gender; however, a relatively new concept is moving to the forefront.  Generational culture is a concept that is beginning to seep into the diversity conversation. Webster defines culture as-

  • the beliefs, customs, arts, etc., of a particular society, group, place, or time
  • the customary beliefs, social forms, and material traits of a racial, religious, or social group; also:  the characteristic features of everyday existence (as diversions or a way of life) shared by people in a place or time

Applying this definition to the behaviors of the five generations sharing work space, it becomes clear that generational culture must be accepted as a diversity element and addressed by leadership.

The four primary workplace generations have been Traditionalists (born 1925-1945), Baby Boomers (1946-1964), Generation X’ers (1965- 1980), and Millennials (1981- 1995). They have established traits and stereotypical behaviors that are readily accepted and “managed” in the workplace; however, the conversation typically focuses on differences and conflict opportunity. The newest generation entering the workplace is the NetGen generation. They are the youngest of the group, and in some ways the best prepared for the dynamic political and technological future.

The key to understanding generational diversity is to change the conversation to one of generational culture.  The definition of culture assigns groups of people beliefs, customs, social behaviors, and acceptable norms. Each generation has been shaped by the political and economic events of the times. Traditionalists were raised by survivors of the great depression and many remember the events leading to World War II. Their culture tends to be very self-sufficient and risk adverse.  Baby Boomers grew up during a time of optimism and re-building following the war. They are hard-working, dedicated to a fault, and place great value on stability. However, they also vividly remember civil rights movements and equality marches of the 60’s. Generation X’ers are the middle generation, sometimes called forgotten because they were the first generation of latchkey kids. They tend to be fiercely protective of personal time and work\life balance. They also became very self-sufficient at a very young age; therefore, they do not deal well with micro-managing or overly needy employees. Millennials are the first generation to be raised by parents who gave them a voice in the family decision-making process. This spills over into the workplace with young employees expecting to be treated as equals from the beginning. They were also the first generation raised in the “everyone gets a trophy” culture; therefore, they expect praise for simply showing up to work. This creates some tension in the workplace if the origin is not readily apparent.

Understanding the cultural aspect to approaching generational diversity deepens the conversation, promotes understanding, and narrows communication gaps in the workplace. To complicate matters further, Baby Boomers, Generation X’ers, and Millennials each have defining moments that led to cohorts of people born before and after the event. For example, and older Baby Boomer who was a young adult during the 1960’s has a much different perception of the civil rights movement than a Boomer born in 1963. An older Gen Xer vividly remembers life before cellphones, computers, and other technologies. Millennials’ dividing event is 9-11. Older Millennials remember the attacks and the fear that swept our nation, younger Millennials have little concept of life before the economic downfall following that day. They have only known life after terrorism preparedness, sluggish economy, and political distrust.

Changing the conversation from one of discussing behaviors to one of cultural differences allows a shift in perspective. Moving focus from annoying behaviors to cultural awareness encourages respect and enhances communication. This change in perspective opens doors to a change in perception and that lays the foundation of respect and teamwork.

Seen Around the Web: Resources and Tips

Tags:  AHVAP  Clinical Value Analysis Manager  Exploring the Generational Culture Concept  Wanda Lane 

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Every month, we’re featuring a new member. This month’s featured member is Jeffiny Shutts.

Posted By Administration, Wednesday, June 24, 2015
Every month, we’re featuring a new member. This month’s featured member is Jeffiny Shutts.

Tags:  ahvap  Jeffiny shutts  monthly  new member 

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Do Your Surgeons Know the Price of Their Products?

Posted By Administration, Monday, February 2, 2015

by:  Sonja L. Glass, RN, BSN -Value Analysis Facilitator for Surgical Services Wake Forest Baptist Health

There was interest at our institution from Administration and Surgical Faculty to provide supply cost per procedure.  The hypothesis was that if we educated our Faculty on the price of products at the line item level that it would change practice.

As a result of this interest a “Surgical Case Cost Tracker” was internally developed by our Director of Supply Chain. This report is generated weekly for each surgeon and shows a summary of all of their cases for the previous week. 

The report provides case overviews related to details of the case number, date, OR suite, OR room, and the primary procedure name as well as the in-room time, OR time cost, and average time of all the Surgeons that perform cases including their total supply cost.  The cost shown is true to the unit level and all surgeons understand that pricing presented is confidential to our institution.

There has been a tremendous amount of positive feedback from our Faculty!  It is apparent our Surgeons are reviewing reports closely as there are many suggestions and comments such as “this product should be removed from my pick list, I didn’t realize that this product was that expensive, could you find a less costly alternative, had I known this product was this expensive I wouldn’t have used it, and I see we are using two different brands of these products therefore, can we get rid of the more expensive one and use only the more cost efficient product.”  When questions are raised, the Director will address or forward the information to Value Analysis Facilitator or other team members to research, answer, and address the concerns.

Writing the program was complex and initially there were some UOM issues such as a box of product instead of an each unit was reported.   Generating and sending the reports daily was initially very time consuming, but the current process of sending weekly summaries is more manageable.

End result, our surgeons are more engaged in the product selection and there is a new awareness of the importance of case cost.  Eventually our reports will share the per case cost of their colleagues that perform the same procedure.

Tags:  ahvap  AHVAP Conference  cost  health care  Healthcare  hospital  Hospitals  interprofessional sharing  Leading Practice of Value Analysis  Leading Practice of Value Analysis Health care int  materials management  Protocol  quality  quality patient care  Supply Chain  supply chain management  Surgical Services  value analysis  value analysis certification  Value Analysis Coordinator  value analysis professionals 

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