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CLINICAL EVENTS CALENDAR

Start
Mar 07,2010
End
Mar 12,2010
Interventional Cardiology 2010: 25th Annual International Symposium: The Silvertree Hotel, Snowmass Village, CO
tinyurl.com/mg5olq
Start
Mar 14,2010
End
Mar 16,2010
American College of Cardiology Scientific Session and i2 Summit 2010: Atlanta, GA
acc.org
Start
Mar 22,2010
End
Mar 26,2010
Baylor University and Hankamer School of Business present: The 4th annual Global Business Forum
http://www.baylor.edu/business/international/
Start
Mar 25,2010
End
Mar 26,2010
Balancing Your Own Health While Caring for Patients: Cocoa, FL (accredited)
www.thegoldenlights.com

A Cost-Cutting Forum

Blog By: Bob J. Basile SR. RT

We in the cath lab have many challenges ahead with all the healthcare insurance changes facing us.

We must begin to think outside the box for ways to lower our cost of providing high quality healthcare, as well as to create a database of where every penny goes.

For instance, here’s one thought, involving the creation of a private buying group. We poll all interested parties to find out which widgets everyone buys and at what cost they buy the widgets for — then our buying group bulk buys these widgets at the lowest costs possible (much like Walmart).

The group 'member' then buys the widgets from the buying group for costs lower than they'd likely be able to buy on their own. This can be for items like wires, catheters, pacemakers, and more. (Again, just one thought!)

Posted by admin on January 22, 2010 at 2:01 pm

I agree. The issue is one that requires a balance between having all the little toys you want and all the little toys you need. If you cut the list too short, you never learn about new devices that can make care safer, more efficient, or less costly. If everyone gets everything they want, there is no cost control and no buying advantage. From a performance standpoint in terms of measurable outcomes, for many balloons and some stents, the only measurable difference is the color of the device or the box it came in — oh, and THE COST, of course. Unfortunately, despite such a lack of objective data, some competing groups will line up on opposite sides of a choice and leave the hospital in the middle, unable to make an 80% or higher quota to realize a substantial price break for volume. This is not acceptable in the current envirorment. What to do about it, however, is a whole ‘nother topic.
— Jackson Thatcher, MD, FACC, FSCAI
(posted from a CLD board member discussion)

Posted by admin on January 22, 2010 at 2:01 pm

Cost analyses are a major factor. Uncovered 3 million dollars in 1981 when a crew of 3 did one on a cath lab system I was hired to straighten out. Revenue in 1980 was $239,000. Expenses were $237,000. 1984 expenses were $239,000. Revenue was 3.7 million. 100% recovery with chargeable items. Third-party carriers were paying 100% on 85% plans. I used the same principle when asked to set up a heart center in 1985. GPM was 61%. 47% of hospital operating revenue still comes out of the CCL operation to this day. It takes teamwork to make it happen. Products were all consigned with a 100% recovery. To do an extensive cost analysis takes a mean average of 6 months. How it was structured was never discussed with anyone because 90% of managers never fully understood the process and development. Would managers benefit from regionally based workshops on cost containment in cath labs?
— Chuck Williams, BS, RCSA, RPA/RA, RCIS, RT(R)(CV)(CI)
(Posted from a CLD board member discussion)

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Staffing Credentials

Center for Education & Practice Development - Learning Module Femoral Artery Sheath Management(PDF) This learning module is designed for the Registered Nurse Division 1 working in areas where
patients are undergoing percutaneous cardiac catheterisation and interventions.