Page 8 - Vol0_No02_2018

David and Jahnke: Planning Medical Technology Management in a Hospital

bedside physiological monitor, the set-up of minimum
Client People, infused volume of an infusion pump, or the amount of
Goals and Structure and work of breathing associated with one particular brand
Strategy Management
of mechanical ventilator compared with another.
Medical technology policy supported by an organized
Assets program of planning, implementing, monitoring and evalu-
Management
ation results in effective use of resources and reduction
in operational risks. Medical Technology Management
Environment at Texas Children’s Hospital, outlines such
Design and a program (Figure 2). Positive outcomes affect allocation
Interface Budget of capital and are dependent on the success of the as-
Allocation
Outcomes
Performance sets management program, the impact of changes in the
technology life cycle, the inherent design and quality of
the technology as well as the environment within which
the assets are deployed and serviced.
Technological The methodology for the development and sustain-
Environment Technology
Life Cycle ment of medical technology management program must
include properties that demonstrate the impact from each
of these parameters on outcomes. Outcomes performance
indicators include: cost effectiveness, compliance level,
Figure 2. Medical technology management environment at
20
Texas Children’s Hospital. and client satisfaction and service leadership. Perfor-
mance indicators can include safety-related events such
as the elimination or reduction in medical errors. Cost
understanding of the profession, and defines a clinical
effectiveness can include return-on-investment analy-
engineer as “a professional who supports and advances
sis, reduction in cost per procedure, or improvement in
patient care by applying engineering and managerial skills
uptime. Other indicators can represent the result of life
17
to healthcare technology.”
cycle technology planning and the integration of technolo-
The role of a clinical engineer is shared between plan- gies at the point-of-care measured by utilization rate and
ning for new equipment and optimizing the utilization the level of satisfaction the caregivers team has with the
18
of the existing inventory. The clinical engineer must environment of care.
be completely familiar with the procurement phase of
The program needs to encompass all involved parties.
medical equipment and with the synthesizing of clinical
This may at times extend the evaluation and provide for
needs into a bid request document. This further includes
participation of professionals with different interests, which
bid specifications, vendor negotiations, installation prepa-
will require mediation between parties. The acceptance
ration, acceptance criteria, user training and servicing of
of the process is based on respect for their participation
the installed base. The clinical engineer is also familiar
and at times will require a sequence of steps taken to
with methods for assuring that medical equipment per-
pre-empt escalation of antagonistic attitudes among the
formance and risks are monitored, reported and managed.
parties participating in the evaluation. Often, one party
The process includes the assigning of criteria, i.e. values
seems to prefer an equipment feature that presents un-
reflecting the evaluator or user preference, and measur-
acceptable conditions to another. The clinical engineer
ing the degree to which those criteria are met in the daily
should provide the technical and cultural leadership needed
19
routine of the clinical environment. Criteria could be
to maintain the progress of the evaluation process in a
the format and quality of information displayed at the
participatory mode. The individuals participating should

J Global Clinical Engineering Special Issue 1: 23-32; 2018 30