title: Components of a comprehensive capital equipment planning program.
abstract: As you may have already figured out, there is crossover and gaps between all of these capital equipment components. CE often will, and proactively should, make recommendations based on the CE, clinical, and financial components but rarely has direct knowledge of the strategic element. The clinical, finance, and administrative folks likely have visibility to most of these, but may lack full awareness of at least one component. The key is to engage key stakeholders from all these critical areas and develop a process to pull all this information together in one nice, neat package. Defining the person or persons responsible for taking the lead on this in your organization will depend greatly on the organization's type and size. For a single, standalone community hospital, it will likely be the facility administrator. For an integrated delivery network (IDN), a corporate entity, led by supply chain, finance, or both, may take the lead. Your organization may also employ consultative services or software to help facilitate this function. Regardless of who takes the lead, a weighting or scoring system that assigns certain values in all the outlined component categories, is clearly defined, and is easy to understand for all the contributors will need to be developed. If you are unaware or unclear of what the process is, find out and figure out how you can be a vital contributor to the process. This is one more way you can demonstrate the value you and your department bring to your organization.
authors: Aurora Health Care, USA. alan.gresch@aurora.org
authors: Alan
authors: A
authors: Gresch
mesh_terms: D001698:Biomedical Engineering; D002201:Capital Expenditures; D002202:Capital Financing; D005377:Financial Management, Hospital; D013677:Medical Laboratory Science / Q000191:economics* / Q000295:instrumentation*; D010934:Planning Techniques