Strategic health technology incorporation
By: Binseng Wang
Series: Synthesis lectures on biomedical engineering -- # 32
Publisher: Morgan & Claypool Publishers
Published: 2009
Place of publication: San Rafael, Calif. (1537 Fourth Street, San Rafael, CA 94901 USA)
Language: eng
Format: [electronic resource] /
ISBN-13: 9781608451258; 9781608451241
Subjects: Medical instruments and apparatus; Planning; Management; Purchasing; Medical technology
Other titles: Synthesis digital library of engineering and computer science.
Description: Technology is essential to the delivery of health care but it is still only a tool that needs to be deployed wisely to ensure beneficial outcomes at reasonable costs.Among various categories of health technology, medical equipment has the unique distinction of requiring both high initial investments and costly maintenance during its entire useful life. This characteristic does not, however, imply that medical equipment is more costly than other categories, provided that it is managed properly. The foundation of a sound technology management process is the planning and acquisition of equipment, collectively called technology incorporation. This lecture presents a rational, strategic process for technology incorporation based on experience, some successful and many unsuccessful, accumulated in industrialized and developing countries over the last three decades.^

The planning step is focused on establishing a Technology Incorporation Plan (TIP) using data collected from an audit of existing technology, evaluating needs, impacts, costs, and benefits, and consolidating the information collected for decision making. The acquisition step implements TIP by selecting equipment based on technical, regulatory, financial, and supplier considerations, and procuring it using one of the multiple forms of purchasing or agreements with suppliers. This incorporation process is generic enough to be used, with suitable adaptations, for a wide variety of health organizations with different sizes and acuity levels, ranging from health clinics to community hospitals to major teaching hospitals and even to entire health systems. Such a broadly applicable process is possible because it is based on a conceptual framework composed of in-depth analysis of the basic principles that govern each stage of technology lifecycle.^

Using this incorporation process, successful TIPs have been created and implemented, thereby contributing to the improvement of healthcare services and limiting the associated expenses.
Notes: Part of: Synthesis digital library of engineering and computer science.

Title from PDF t.p. (viewed on August 9, 2009).

Series from website.

Includes bibliographical references (p. 55-59).

Abstract freely available; full-text restricted to subscribers or individual document purchasers.

Also available in print.

Mode of access: World Wide Web.

System requirements: Adobe Acrobat reader.
Table of contents: title: Introduction; title: Conceptual framework; title: The role of technology; title: Technology production lifecycle; title: Technology management lifecycle; title: Health technology assessment; title: Technology deployment costs; title: Direct investment; title: Direct recurrent costs; title: Indirect investment costs; title: Indirect recurrent costs; title: Hidden/end-user costs; title: The incorporation process; title: Goals and objectives; title: Incorporation resources; title: Strategic health technology planning; title: Technology audit; title: Technology evaluation; title: Evaluation consolidation; title: Plan review and approval; title: Strategic health technology acquisition; title: Selection; title: Procurement; title: Alternatives to purchasing; title: Discussion; title: Technology incorporation challenges; title: Root causes of technology incorporation failures; title: Implementation considerations; title: Conclusions; title: Glossary; title: Information and data sources.