The 2017 Fall IDN Summit Full Agenda is below.   
 
Sunday, August 27     
 
4:00 pm – 8:00 pm       Registration
                                           East Registration Desk                                            
 
4:00 pm – 7:00 pm       Welcome Lounge
                                           East Registration Desk Foyer
                                      
5:00 pm – 6:00 pm       First-Time Attendee Orientation Session
                                           Grand Canyon 6
                                           
Enjoy the opportunity to network while gaining the knowledge on how to maximize your IDN experience. The Orientation Session will give you the ability to learn about the educational offerings, networking opportunities, and how to accomplish all the goals you set for the IDN Summit.
 
Monday, August 28
 
7:00 am – 7:00 pm           Registration
                                               East Registration Desk
 
7:30 am – 11:00 am        Teambuilding Challenge:   --  Sponsored by Vizient
                                               Grand Canyon 6
 
Explore the true meaning of giving back during the Spring IDN Summit Teambuilding Challenge.  Invest the first morning of your IDN Summit experience by helping those in need!  
 
8:00 am – 10:30 am        Focus Groups:  Invitation Only.  Registration required.  Contact Lisa Ponssa to register and for more information.
                                               Grand Canyon 9, Grand Canyon 10, Grand Canyon 11, Grand Canyon 12, Grand Canyon 13
 
11:00 am – 12:45 pm      Lunch N Learns:  Invitation Only.  Registration required.  Contact Lisa Ponssa to register and for more information.
                                               Grand Sonoran CD, Grand Sonoran E, Grand Sonoran F, Grand Sonoran G, Grand Sonoran HI
 
10:00 am -- 12:30 pm     GPO Supplier Summits
 
GPO Supplier Summits allow healthcare suppliers the unique opportunity to hear from the nation's leading GPOs as they share details of their latest initiatives and their action plans for the future.  Learn about methods of collaboration, supplier relations, and more.  Many of the sessions are also interactive, giving you the chance to ask your questions and meet one-on-one with GPO executives. 
 
1:00 pm – 2:15 pm          Clinical Integration Track: Panel:  Product Standardization:  Getting on the Same Page
                                               Grand Saguaro East
                                              
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 at the lowest appropriate cost, in addition to reducing inventory within a facility.  Far too often, these efforts are derailed by well-intentioned clinicians, administrators, suppliers and team members.
 
Activities around standardization include:
 
  • Partnering with the clinical teams for product selection and governance
  • Ensuring appropriate purchasing and inventory controls are in place to support standard and preferred items
  • Leveraging technology to better manage supplies and utilization
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.
 
1:00 pm – 2:15 pm          Financial Operations Track:  Panel:  Benchmarking Purchased Services:  Cost Reduction in Clinical Care
                                               Grand Saguaro West
                                              
As hospitals face mounting pressure to reduce costs and streamline processes, purchased services are often targeted as an area for improvement. Purchased services contracting incorporates the more traditionally outsourced areas such as food service, housekeeping and facilities maintenance, but also encompasses many areas in clinical services, such as dialysis, physical therapy and pharmacy. Only 5% to 10% of purchased services are formally sourced through the supply chain, making them difficult to analyze, categorize and track with metrics that provide visibility into line-item spend.
 
Having accurate benchmarks can help identify outliers and bring suppliers in line with budget. IDNs should compile contract and accounts payable data from across the organization to create a dashboard that shows total spend, amount by category, numbers of vendors managed in each area and amount of spend per vendor. Advanced analytics technology can offer health systems continuously updated spending performance of hundreds of hospitals and health systems for timely and reliable comparisons. Once this intelligence is available, organizations can quickly identify waste and prioritize the work plan to maximize the savings impact.
 
Learning Objectives:
  1. Formulate your IDN’s state of play in clinical outsourced services – how many vendors and products are found in categories within the system.
  2. Compare and contrast analytics and benchmarking platforms to help compile a picture of your purchased services performance.
  3. Identify what a clear decision-making process on purchased services looks like.
  4. Evaluate methods of streamlining vendors and services across the system.
 
 
1:00 pm – 2:15 pm          Pharmacy Track:  Let Us Help:  Working With the C-Suite on Revenue Cycle Issues
                                              Grand Sonoran JK
 
 As health systems seek new sources of revenue and means for improving performance under value-based payment, some are turning to an unlikely source: their own pharmacies. Pharmacy has been relegated to simply dispensing drugs from the basement. It needs to find its way upstairs, unleashing its ability to manage chronic disease, reduce readmissions through rigorous medication reconciliation while a patient is in the hospital and be a team member that helps keep patients from returning to the hospital.
 
Drug price hyperinflation has hit the U.S., with annual price increases of 20% or more. If for no other reason, pharmacy needs to help slow spending on drugs. Some steps IDNs can take to reduce drug spend:
 
•             Finding clinical alternatives to overpriced drugs
•             Conducting a literature review for optimization
•             Centralizing inventory control
•             Refining formularies to have fewer alternatives in each drug class
•             Using contracting to leverage better prices
 
Learning Objectives:
       1.  Demonstrate how pharmacy can help manage patient populations, especially through medication reconciliation.
       2.  Evaluate ways that pharmacists can help reduce costly readmissions.
       3.  Outline how drug price hyperinflation is harming IDNs’ bottom line, and what to do about it.
 
 
1:00 pm – 2:15 pm          Strategic Management Track: Next Year Is Here:  The Healthcare Supply Chain Market Outlook
                                               Grand Saguaro South
      
Healthcare continues to undergo seismic shifts in policy, payment, protocols and partnerships. Most IDNs and payers are moving steadily toward value-based care and managing the health of patient populations. Yet, tremendous uncertainty exists in the direction of healthcare policy and reimbursement. In the face of this uncertainty, the supply chain will continue to evolve along with the rest of the healthcare system in fulfilling the promise of change.    
 
This session will review some of the major trends that will affect the supply chain in the coming 12 months, including:
 
  • Assessing the impact of ACA, and the potential impact of AHCA, on healthcare costs, coverage and utilization. Moving beyond the political posturing, what good and bad, and what can be expected should "Repeal and Replace" succeed or fail?
  • Reviewing how each sector of the healthcare ecosystem – providers, insurers, manufacturers – fared under ACA and since the surprise 2016 Presidential election. What does the current debate hold in store for these sectors?
  • Have we as an industry made any progress in improving the healthcare supply chain?
 
Learning Objectives:
  1. Identify the potential implications of the current healthcare financing debate on the demands of the healthcare industry, in general and supply chain in particular.
  2. Discuss how healthcare organizations have responded to the financing debate, and how Wall Street is judging their response.
  3. Anaylze the rather weak industry response to-date in improving supply chain performance, despite overwhelming margin and financing pressures.
 
1:00 pm – 2:15 pm          Supplier Strategies Track:  Shared Risk Programs With IDNs
                                              Grand Canyon 8
 
With changing reimbursements and steeper cuts to operating margins, health systems are looking for every possible avenue to cut costs across all areas of the system. This shift in the healthcare industry has led many IDNs to develop creative contracting strategies where risk is being shared by multiple parties. In a risk-sharing, performance-based contract, suppliers assume risk if goals are not met but could participate in an upside if various performance standards are met. Not every project, provider, and supplier is ripe for this kind of project. Shared-risk programs require a mutual commitment to trust, transparency, and performance improvement, as well as flexibility and compromise. And they’re best suited to products or services with an impact that can be reliably and repeatedly measured.
 
 Learning Objectives:     
  1. Describe how the supplier/IDN contracting relationship is evolving, and what is driving shared-risk programs.
  2. Compare best practices for structuring shared risk programs.
  3. Explain how to know when a program isn’t working, and what the exit strategy might look like.
 
1:00 pm – 5:15 pm         DiSC Workshop
                                             Grand Canyon 6
 
What if you had the insight to tailor your message to your audience every time so you quickly establish rapport and trust while being well-received and effective? Would you like to better understand how you respond to conflict, what motivates you, what causes you stress, and how you solve problems?  This interactive DiSC workshop will cover the four basic personality/communication styles. Participants will complete an assessment to identify their style, engage in individual and group activities to gain insight about the various styles, and learn how to communicate better with others. 
 
DiSC is a widely-used personal behavior assessment tool that identifies patterns of behavior and can be used to implement solutions for maximizing an individual’s strengths and minimizing weaknesses. Insight gained from the DiSC assessment can be applied to improve communication, teamwork, and leadership. Further, DiSC enhances self-awareness and self-regulation allowing individuals to better understand themselves and to adapt their behaviors with others.
 
At the conclusion of this workshop, participants will have an in-depth understanding of the 4 styles of DiSC - Dominance, Influence, Steadiness, and Conscientiousness- through the following:
 
  • Identify their preferred styles through the DiSC assessment taken at the beginning of the workshop.
  • Outline the characteristics, strengths and weaknesses, and preferred methods of communication for each of the 4 styles.
  • Assess resources to reference as they continue to practice applying DiSC.
2:30 pm – 3:45 pm          Clinical Integration Track:  Supply Chain to Docs:  Let’s Talk
                                               Grand Saguaro East
                                              
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.
 
2:30 pm – 3:45 pm          Financial Operations Track:  Episode-based Reimbursement and the Supply Chain
                                              Grand Saguaro West
                                              
Bundled payment is a strategy used by Medicare and private payers to reduce costs and improve outcomes through a shared payment among providers surrounding an episode of care. The arrangements allow providers to share in the bonus payments that hospitals receive (as well as the penalties) if they succeed in keeping spending per episode below the target price. To date only the Comprehensive Care for Joint Replacement Model became mandatory in April 2016. The Centers for Medicare and Medicaid Services has delayed implementation of projects around acute myocardial infarction, coronary artery bypass graft and hip/femur fractures indefinitely, but private sector initiatives abound.
 
For the supply chain, bundles mandate that medical devices, drugs and other elements of a care process are cost-effective. Variation in product is counterproductive, so the need for value analysis and contracting is critical. New governance structures are arising to monitor bundled payment arrangements across systems.
 
Learning Objectives:
       1.  Outline best practices for lowering the price of components of bundled payments.
       2.  Explain what practices may be employed to make value analysis more effective in the era of value-based payments .
       3.  Describe the structure of bundled payment projects and how supply chain gains a seat at the table.
 
 
2:30 pm – 3:45 pm          Pharmacy Track:  Bundled Payments and Drugs:  A New Role for Pharmacy
                                              Grand Sonoran JK
 
Bundled payment and other programs are going to change how drugs are managed across a health system. Senior health leaders need to form teams with representatives from medicine, surgery, pharmacy, nursing and supply chain centered on services for disease states, and charge them with coming up with plan based on robust data on costs and outcomes.
 
A few key steps toward developing a long-term plan for the pharmacy piece of bundled payments include:
 
  • A relentless focus on outcomes. Being ruthless when it comes to deciding on using a lower-cost drug or device that may go against established physician practice is essential.
  • Focus on physician prescribing patterns and how they correlate with outcomes.
  • Taking a second look at generic drugs, even older drugs that may have lost cachet but not effectiveness.
  • Making pharmacy an equal partner in post-discharge care.
Learning Objectives:
       1.  Define episode-based care reimbursement and how pharmacy can play a role in it.
       2.  Outline strategies for pharmacy to impact care in bundled payment initiatives.
       3.  Demonstrate why outcomes become such an important metric in bundled payment.
 
2:30 pm – 3:45 pm          Strategic Management Track: Industry Consolidation
                                              Grand Saguaro South
 
Moderator:  Francine Wilson, Senior Vice President Supply Chain Management, University Health System Business Center
 
Presenters: Eric O’Daffer, Research Vice President, Gartner
 
Mergers and acquisitions touch every area of the healthcare supply chain including Healthcare Providers, Manufacturers, Distributors and Group Purchasing Organizations.    No matter where you sit in value chain, being aware of what is happening and formulating a strategy to optimize your organization’s reaction is critical.   This workshop session highlights Gartner’s research on Industry Consolidation past and future with a focus on strategies to adapt to mergers and acquisitions and best practices if your organization is merging/acquiring.   Learn from Gartner and your peers in this interactive session.   
 
Learning Objectives:
  1. Describe the factors that have resulted in an increase in mergers and acquisitions in healthcare.
  2. Analyze the impact that industry consolidation is having on healthcare supply chain.
  3. Identify strategies that you can use to ensure that a merger or acquisition creates value for your organization.
                                              
2:30 pm – 3:45 pm          Supplier Strategies Track: Panel: Getting A Foot in the Door and Earning A Seat at the Table: Best Strategies for Selling to an IDN
                                              Grand Canyon 8
 
Larger health systems present significant challenges to vendors and suppliers. Buying decisions are often decentralized, and often it is difficult to even know who is making the decision, or decisions may come from a central office far from the point of sale. Complex requests for proposals are bid on by dozens of vendors, and work may be awarded to many. Academic medical centers might have stricter purchasing guidelines, specific compliance issues that must be addressed, research-based initiatives that require restricted procedures, and/or individual policies that are guided by a mission statement. Large national systems may have corporate or regional agreements that limit local initiatives. This panel will discuss the challenges of selling into and working with IDNs and strategies for success based on past experiences.
 
Learning Objectives:
  1. Differentiate how buying decisions are made based on various types of health systems and the unique challenges of selling to each.
  2. Determine how to identify key influencers and decision makers for purchasing decisions.
  3. Define methods to achieve success by developing sales strategies to meet the changing needs of customers.
4:00 pm – 5:15 pm          Clinical Integration Track:  Population Health Management and Its Impact on Supply Chain
                                              Grand Saguaro East
   
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.
 
4:00 pm – 5:15 pm          Financial Operations Track:  Shouldn’t Supply Chain and Revenue Cycle Get Together?
                                              Grand Saguaro West
                                              
With cost control continuing to be a mission critical concern of IDNs, supply chain and the revenue cycle departments are beginning to look at integrating their strategies. This collaboration allows actual costs to be utilized in market pricing decisions and strategic payer contracting. Using technology, the integration links supply chain with the billing functions of a hospital and results in all chargeable supplies being accurately represented in the chargemaster. If hospitals synchronize supply chain and revenue cycle processes, they can optimize reimbursement and mitigate compliance risk by creating greater transparency and increased flow of information.
 
Learning Objectives:
       1.  Identify the administrative challenges in integrating supply chain and revenue cycle operations.
       2.  List the technology changes needed to accomplish this merging of functions.
       3.  Specify how merging supply chain management and revenue cycle management advances cost-to-charge transparency and increases accuracy in terms of managing reimbursement costs.
 
4:00 pm – 5:15 pm          Pharmacy Track:  Drugs, Biologicals, and Immunotherapies:  Life Savers, but at A Cost
                                              Grand Sonoran JK
 
Operating income plummets, revenue sinks, dire straits ahead!  Have you seen these headlines?  Were they referring to your facility?  How is your facility responding to the financial pressures that are beleaguering healthcare both today and in the future?  There’s no question that managing costs is at the top of all healthcare executive agendas and management of pharmaceutical costs is at the forefront.  Some facilities are putting limits on or cutting back on the use of high-cost drugs.  Some are rejecting others for formularies, which puts pharmacy into the difficult and tense debate with clinicians who want to offer cutting-edge medications to their patients.  Proactively, others are developing or honing a biosimilar strategy.  But wait, there’s another side to the pharmacy budget.  It’s the revenue side!  Several facilities also are exploring ways to capture more revenue to succeed in the current challenging economic environment including partnering with payors.  This session is a discussion of these issues.
 
Learning Objectives:
  1. Determine the impact of payors and the idiosyncrasies of working with them.
  2. Examine possible solutions on costs.
  3. Develop new strategies that shake out old habits and question policy.
 
4:00 pm – 5:15 pm          Strategic Management Track:  Supply Chain Risk Assessment: Pitfalls Abound
                                              Grand Saguaro South
                                              
As supply chain complexity grows and the supplier market becomes more competitive, critical suppliers may be in financial peril, which requires close monitoring of their viability. And others might be in leadership turmoil, litigation or investigations, posing a risk to IDNs. Meanwhile, having hundreds of vendor reps in health facilities every day, some of them not credentialed, also carries risk. Forward-looking providers understand that by closely linking supply chain and compliance functions, they can more efficiently and effectively comply with increasing regulatory demands, while enhancing patient safety, safeguarding patient privacy and protecting revenues.   
 
In response, IDNs need to conduct a full risk assessment that includes:
  • Identifying the most critical suppliers to monitor
  • Examining current and historical financial data
  • Analyzing governance issues, leadership changes, litigation and investigations
Learning Objectives:
       1.  Outline the elements of a full risk assessment.
       2.  Devise a program through which supply chain and compliance can work together on risk issues.
       3.  Describe the elements of a risk management program.
 
4:00 pm – 5:15 pm          Supplier Strategies Track:  Panel:  IDN Consolidation
                                              Grand Canyon 8
 
Despite some fluctuations in activity, the overall trend is toward providers coming together for increased efficiency and productivity. Hospitals and health systems today face an array of disruptive forces, including rising demand for ambulatory and virtual care, flat-to-declining inpatient utilization, increasing consumerism and price sensitivity, and the emergence of non-traditional competitors. As the pool of smaller, independent hospitals and health systems shrinks, more transactions are occurring among larger organizations that are opting to partner to help meet evolving demands and bolster market power.
 
Some healthcare provider organizations looking to expand and collaborate have elected to pursue joint ventures and partnerships rather than mergers and acquisitions. Such arrangements are increasingly popular today because of the important advantages of scale and a broader "footprint" in a world of fewer payers and pressures to achieve value-based delivery of health services. Joint ventures also afford both parties the relative ease of negotiating and completing deals on defined services, assets or operations, as opposed to a full transfer of assets and ownership.
 
Learning Objectives:
       1.  Analyze current data on mergers and acquisitions, as well as less formal structures such as joint ventures.
       2.  Compare case studies on successful partnerships.
       3.  Identify the pitfalls of mergers or partnerships that did not work out.
 
5:30 pm – 7:00 pm        GPO Receptions
                                            Grand Sonoran CD, Grand Sonoran E, Grand Sonoran F, Grand Sonoran G, Grand Sonoran HI
 
Join the nation's GPOs as they host you after the Breakout Sessions on Monday.  Network with old friends and build new relationships.
 
Tuesday, August 29
                                            
7:00 am – 5:30 pm         Registration
                                              East Registration Desk
                                           
7:00 am – 8:00 am         Product Showcase and Breakfast
                                             Grand Canyon 6 & 7
 
Launch your day with a full breakfast and take advantage of this first opportunity to get the inside track on some of the latest products and services available to IDNs.  Visit with leading Suppliers and find out more about some of the newest innovations in the industry.
                                          
8:00 am – 9:15 am         Executive Leadership Keynote
                                             Grand Saguaro North and South
 
9:15 am – 10:15 am      Break
 
9:30 am – 10:45 am      Healthcare Leadership Keynote
                                             Grand Saguaro North and South
                                          
10:45 am – 11:00 am    Break
 
11:00 am – 12:00 pm    Inspiring Others Keynote
                                             Grand Saguaro North and South
 
12:00 pm – 2:00 pm      Product Showcase and Lunch
                                             Grand Canyon 6, 7, & 8
 
Relax and network with colleagues as you enjoy a full lunch at the Product Showcase.  Enjoy the opportunity to visit with the participating suppliers and learn more about their products and services.
 
(Suppliers:  If you are interested in becoming a Product Showcase participant, contact Robert Chafin or Josh Morita at 859.523.5701.)
                                          
1:30 pm – 2:00 pm        Provider and Sponsor-Only Access Reverse Expo
                                             Grand Sonoran Ballroom
                                     
2:00 pm – 5:30 pm        All-Attendee Access Reverse Expo
                                             Grand Sonoran Ballroom
                                         
7:00 pm – 9:00 pm        IDN Summit Reception 
 
Join us as we celebrate the end of a successful day of networking and relationship building.  Relax and enjoy festive food and beverage with old friends and new connections.
                                           
 
Wednesday, August 30
 
7:00 am – 10:00 am      Registration
                                             East Registration Desk
                                            
7:00 am – 8:30 am         Product Showcase and Breakfast
                                              Grand Canyon 6 &7
 
It's the last morning of the IDN Summit, so make sure to stop by the Product Showcase booths and visit with 10 leading suppliers and learn more about their innovative products and services.  Providers, make sure to complete your Product Showcase card and drop it off at the IDN Summit Registration Desk in order to have the Summit donate $100 to the non-profit organization of your choice!
 
(Suppliers:  If you are interested in becoming a Product Showcase participant, contact Robert Chafin or Josh Morita at 859.523.5701.)
 
8:30 am – 12:00 pm      Supply Chain Summits
                                             Grand Sonoran E, Grand Sonoran F
 
The Supply Chain Summits feature forward-thinking supply chain leaders as they provide strategies and solicit ideas on their organization's recent supply chain initiatives.  
                                               
8:30 am -- 9:30 am         Mayo Clinic
                                              Grand Sonoran E
 
                                              Presenters:  Lindsey Sheeran, Senior Category Manager and Nancy Wobig, Director, Medical Surgical and Lab Contracting
 
Business reviews have been a mechanism for conversations with providers and suppliers to identify day to day business needs and trends.  Mayo Clinic realized these reviews were only getting them so far with their supplier relationships.  In an effort to create deeper partnerships with solution-based outcomes, Mayo developed a Supplier Scorecard to measure, create and communicate next steps for taking the relationships to the next level.   The scorecard is used in each major contracting category to enhance supplier relationships by addressing quality, efficiencies, price competitiveness, service and business acumen.  In this session, Mayo Clinic will discuss the supplier selection process, the scoring criteria, the process to collect data, and the value this information provides to the chosen suppliers.
 
Learning Objectives:
  1. Develop an effective approach to enhancing supplier relationships within your facilities, including stakeholders and all areas of supply chain.
  2. Identify a process for gathering, scoring and discussing results of five key performance categories.
  3. Discuss a tool that can be used to measure, communicate and create next steps for improving supplier performance.
 
8:30 am -- 9:30 am         Advocate Health Care
                                              Grand Sonoran F
 
                                              Presenter:  Tom Lubotsky, Vice President Supply Chain and Clinical Resource Management
 
9:30 am -- 9:45 am         Break
 
9:45 am -- 10:45 am       University of Vermont Health Network – A New Tool for Successful Collaboration Between Physicians and Supply Chain
                                               Grand Sonoran E
 
                                               Presenters: Georgiana D’Alessandro, Senior Project Manager, Purchasing, Contracting, Value Analysis and Charlie Miceli, Vice President and Network Chief Supply
                                                                       Chain Officer
 
How does supply chain best collaborate with physicians to make value-based product selections?  The University   of Vermont Health Network engaged with a technology and negotiation company to develop a mobile device application for physicians to view comparable cardiac rhythm management (CRM) device costs and features. Physicians also reviewed weekly scorecards tracking their device utilization, and selected their products to be used in advance of the case, minimizing pressure from the vendor to bias selection at the time of implant. The tool drove utilization savings because physicians further informed their device selection by seeing and better understanding the pricing deltas among suppliers, product features and technology.  The project resulted in a 20% cost reduction in the first year with over $1 million in savings for the network.  This session will share details of specifics of the project and ways that this application might benefit other systems in the future.
 
Learning Objectives:
  1. Analyze best practices for collaboration between physicians and supply chain.
  2. Identify the features available to physicians when using a mobile device application to make value-based product selections.
  3. Discuss the savings opportunities and potential improvements in patient care that can result from use of a mobile device application.
 
9:45 am- 10:45 am        Virginia Mason Medical Center – Supply Standardization and Physician Supply Chain Partnerships
                                             Grand Sonoran F
 
                                             Presenters:  Sean Farley, Director of Procurement and Neeta Moonka, Physician Advisor, Supply Chain
 
Virginia Mason Medical Center introduced lean to healthcare 15 years ago with the development of the Virginia Mason Production System. Using our tools, we have made tremendous strides in supply standardization and physician supply chain partnerships. These principles continue to help us improve our efficiency and enhance our supply chain relationships.
 
Learning Objectives:
  1. Improve collaboration between supply chain and physicians.
  2. Utilize data for informed decision making.
  3. Apply lean principles to enhance supply chain performance.
 
10:45 am -- 11:00 am   Break
 
11:00 am – 12:00 pm     Banner Health
                                              Grand Sonoran E
 
                                              Presenters:  Doug Bowen and Nirav Patel, MD
 
11:00 am -- 12:00 pm   Supply Chain Summit
                                             Grand Sonoran F
 
8:00 am – 12:00 pm      Pharmacy Executives Forum  (Invitation Only)
                                             Grand Sonoran AB
                                          
                                        Held on the last morning of the Summit, this invitation-only event gives senior healthcare pharmacy executives a forum to discuss 
                                              pertinent issues and share collaborative ideas and best practices.  The Agenda for the Fall 2017 Pharmacy Executives Forum is below.
 
                                                     8:00 am – 8:30 am          Welcome – Introductions – Opening Remarks
 
                                                     8:30 am – 9:30 am        Specialty Pharmacy – Still An Issue
 
                                                     Specialty pharmacy continues to challenge IDNs in the complexity of distribution, administration and patient management of already hyperinflated drugs. With
                                                     pharmacy benefit management firms able in some cases to negotiate better prices and frequently offer a complete menu of specialty pharmaceuticals to health
                                                     plans and employers, the question becomes one of strategy for health systems – do they build their own specialty pharmacy or partner with a commercial vendor?
 
                                                     Learning Objectives:
                                                      1.  Analyze how the decision to build or partner plays out in inpatient care vs. outpatient/ambulatory.
                                                      2.  Outline the financial impact these strategies have.
                                                      3.  Specify what influence major payers have on the decisions health systems make?
 
                                                      9:30 am -- 9:45 am          Break
 
                                                      9:45 am – 10:45 am        Demand Planning/Forecasting
 
                                                     
                                                      No more five-year plans! As IDNs grow in size and complexity, and the demands of payers and patients shift, planning for the next year becomes hard enough!
                                                      Pharmacy is also reaching beyond hospital walls into the community through physician offices, satellite clinics, stand-alone ERs and so on. Planning for how to
                                                      supply drugs for such a network hinges on a provider’s willingness to invest in some form of data analytics, and, just as importantly, act on those findings. A
                                                      widespread absence of information technology systems that support and track interventions adds to the challenges care providers face.
 
                                                      Learning Objectives:
                                                      1.  Demonstrate how to use forecasted demand to lower inpatient utilization.
                                                      2.  Formulate methods of using in-house analytics at similar cost and quality to that provided by third-party vendors.
                                                      3.  Compare and contrast the key performance indicators that really matter.
 
                                                      10:45 am – 11:00 am        Break
 
                                                      11:00 am – 12:00 pm        Benchmarking
 
                                                     
                                                       Providers need information tools to help benchmark pharmacy performance by hospital and medical group and against nationwide averages. Many vendors
                                                       provide such tools, which include dashboards that track a range of metrics such as drug expenditures per adjusted inpatient day and antibiotic utilization by drug
                                                       and clinical application. Systems also provide clinical decision support materials to validate purchasing changes and discussions in pharmacy and therapeutics
                                                       meetings.
 
                                                       Learning Objectives:
                                                        1.  Evaluate methods of promulgating benchmarked pharmacy data throughout the health system to get people’s attention.
                                                        2.  Analyze how benchmarks help reduce the number of drugs per category to lower our drug spend.
                                                        3.  Identify key performance indicators we should be focused on that we are not today.
                                                                                
7:00 am – 12:00 pm      Senior Executives Forum  (Invitation Only)
                                             Grand Sonoran CD
                                      
 
All information is subject to change.  Last updated 06/06/2017.