Ms Ginny Borncamp is Vice President of Supply Chain & eQuip Biomedical Services at Sutter Health, Sacramento, CA. Her team supports 26 hospitals, 36 ambulatory service centres and over 250 full-service and walk-in clinics across northern California. Supply Chain manages capital, supplies and purchase services from the planning stage through disposal or redeployment. Ms Borncamp also served as the Chief Sourcing Officer for Providence St. Joseph Health, a 55-hospital system stretching across seven-states. Prior to that, she held leadership roles at Allina Health, Minnesota and at Intermountain Health, Salt Lake City, UT.

Ms Borncamp is focused on reducing unwarranted variation in medical devices and supplies, which is critical to high quality healthcare. These data driven efforts have resulted in improved clinical quality, financial value and supply channel efficiencies. Another area of emphasis is clinical capital life cycle management in large health systems where hospitals manage their own capital budgets. This is increasingly challenging as capital funds become more constrained during this time of healthcare reform. Ms Borncamp received her MBA from the Vieve Gore School of Business at Westminster College in Salt Lake City, UT.

 Presentation Synopsis 
Managing Clinical Equipment Life-Cycle

It is not usual to see imaging departments competing with surgical services and interventional labs as they seek to replace equipment reaching end-of-life and as they vie for new technologies.  These clinical equipment purchases are best managed as part of an equipment life-cycle program. Life cycle management begins with planning and budgeting, moves through acquisition and equipment use periods and concludes with disposition or redeployment of the equipment. Effective life cycle management requires data and insights from stakeholders across the health system and balances clinical functionality, quality, safety and cost requirements. This discussion will focus on the development of decision-making forums and methodologies to gather insights from the user experience, relevant clinical program strategies, biomedical services, financial planning, asset management, and subject matter experts for each equipment modality. An effective supply chain strategic sourcing team has existing relationships with these stakeholders and is well-suited to management a clinical equipment life cycle management program.

Reducing Variation In  Medical Supply & Device Utilization

Medical device manufacturers continue to iterate on previous technologies, leading to a plethora of “like technologies.” Many physicians want to experiment with new devices to see if they will be easier to use, expecting the manufacturers’ claims of superiority to benefit their patients. Adopting every new technology leads to unnecessary variation and increased burden on clinical operations and supply chain management. There will also be price increases with each iteration and too often, there are no measurable improvements in patient outcome to offset the investment. This discussion will focus on successful reduction in variation of medical devices when physician-led teams move to evidence-based decisions and health systems implement controls in the purchasing process to ensure the proper review of new medical technologies.