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Payer Solutions Continued from page 26

and allows for easy access of the specimen label printer and barcode scanner. This solution also allows for options to add ancillary devices on the cart if needed in the future. Futura also replaced the standard 19-inch LCD monitors with 22- inch, white-display, height-adjustable monitors to give the nurses and clinicians the larger screen size they desired. In addition, new barcode scanners and electronic locking draw- ers with customized dividers were incorporated to meet their medication administration workflow.

Once all parties were satisfied, the carts were integrated with the Continuum Power System and deployed to vari- ous Main Line Health locations. Although the process was a smooth one, the upgrade to the new carts wasn’t without its challenges. In order to maximize daily runtime and en- sure the battery reaches its expected five-year lifespan, the power system had to be configured to draw power from the connecting computing equipment. To work through this potential challenge, Riccardi and his team worked closely with Futura Mobility to create a detailed instruction sheet that now accompanies all carts, stored safely in the computer tray, which lists the necessary steps needed to configure the power system.

The carts have now been in use for about six months, and the feedback from the clinicians has been extremely positive. Service calls have been drastically reduced, and the uptime on the carts has allowed the clinicians to perform their task without disruptions due to battery performance issues. The hospital system is appreciative for the improved efficiency and reduced cost of ownership, and the healthcare staff is thankful for their new workstation, that not only is available every time they need it, but also lighter and easier to maneuver.

“Our upgraded carts allow us to effectively document all interactions with patients right at the point of care, and in a manner that is efficient and effective. Most importantly, they provide validation from an error-prevention point, which is essential,” Riccardi says.

While the new carts were a replacement for the original 2005 carts, Riccardi and his staff continue to closely monitor the entire fleet of carts throughout the health system. As equipment ages, Riccardi and his staff will plan additional replacements with the same careful consideration for battery performance, workspace needs, screen size and mobility. To aid in this process, Riccardi is beginning a pilot of Futura Mobility’s MobileForce Fleet Management software, which will provide an enterprise-level view of their entire fleet of carts and their current power state, regardless of where in the five locations that cart resides.

As the needs of nurses and clinicians change and demands of mobile carts continue to evolve, Futura Mobility will con- tinue to work with Riccardi to provide innovative solutions that meet the ever-changing requirements of the healthcare sector.


– providing help onshore, offshore or through a combination of domestic and international staff.

There are numerous examples of healthcare payer organi- zations that have achieved operational excellence, or dantotsu, by working with business management partners. Self-Insured Plans LLC, a Naples, Fla.-based third-party administrator (TPA), has found great value in the services of its partner, The TriZetto Group Inc. For five years, TriZetto’s trained examiners and other professional staff have administered

A good partner will follow a roadmap for specific, continuous improvement of its services for clients. It will walk the talk, investing in the continuous improvement of the staff that serves its clients.

claims and customer service for Self-Insured Plans, drawing upon years of experience serving scores of health plans and understanding best practices. “Ten years ago, a TPA’s value prop was in how well and fast it paid claims,” says Steve Rasnick, president of Self-Insured Plans. “Today, our value is in population health management and cost control through risk management. Our business management partner has enabled us to redirect our resources to these new priorities and points of differentiation without compromising high service levels.” Specifically, the partner has freed this TPA to pursue new opportunities in the emerging markets of accountable care organizations (ACOs) and health insurance exchanges. Rasnick has created a separate, distinct line of business to administer self-funded benefits under the ACO model of care delivery in the Medicare, Medicaid and commercial markets. He also has positioned his organization to provide benefits administration for co-ops, “mini-exchanges” that are a precursor to the state insurance exchanges that will debut in 2014. The federal government has set aside billions of dollars in funding for co-ops, and many entities have filed to create these small exchanges. “Without our business management partner, it would be immensely difficult to focus our resources on these and other opportunities for innovation and differentiation,” says Rasnick.

The famous oil executive J. Paul Getty once received a request from a magazine for a short article explaining his suc- cess. The multimillionaire obligingly wrote, “Some people find oil. Others don’t.” While rarely so simple or simply explained, success – and operational excellence through dantotsu – lies well within the reach of a healthcare payer organization that chooses the right business management partner.


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