7 Steps to Make the Business Case for Healthcare Simulation
Senior management is most interested in improving organizational performance. Using 7 simple steps, you can make the business case for medical simulation at your organization and win over the executive boardroom. You already believe in the benefits of simulation. And, you can see that your organization needs to invest in it. But, how do you justify the return on investment (ROI) to your senior most management? The best way to stake your claim in the ROI discussion is to find common ground with the executive boardroom. You’ll want to speak to what is important to senior management while remaining clear about what the problem is at hand and how you can help to solve it. To do this, the following seven step formula may help:
1. Own your part of the math, not all of it
Your most important argument revolves around showing ROI – a business reason to invest in your solution. You will speak best to your Chief Financial Officer (CFO) if you clearly define how they can maximize investment outcomes for the benefit of the organization. It’s recommended that you avoid viewing the discussion with an “us vs. them” mentality. Your CFO and senior executives are not gatekeepers. They might have something that you want (funding), but you have something to give them in exchange. Senior management wants to see improvements in organizational performance – and you can give that to them.
2. Get real about your problem
While you explain what can be gained through healthcare simulation, it’s important to help your CFO and senior management understand the problem that you face. Explain what pain point you are trying to solve with simulation, why that pain point needs to be solved now, and what will happen if you don’t solve it. By defining the problem in real-world terms, you’re able to create a persuasive problem statement and spark an interest in your project.
3. Present a simulation solution that is simple and focused
Experts advise that you keep your projects simple – especially if you’re new to simulation. To ensure that your simulation design fits your definition of success, think about your metrics first. When building a simulation program from the ground up, simulation equipment, instructor training, support services, medical supplies, and devoting time to training can seem overwhelming.
By focusing on metrics and matching your design to them, you can avoid a major headache. “The justification of simulation is about the goal and the metrics you’re using to measure your day-today success,” explains Dr. Amar P. Patel, former Director of the Center for Innovative Learning at WakeMed Health & Hospitals. “At the end of the day, we’re here to help learners be more competent and confident in their skills. And we’re here to keep our patients safe.” Simulation does not have to be complex to achieve this. Match your design to your metrics.
4. Now get specific about gains
You understand and can explain the problem and you’ve outlined the solution. Now it’s time to share what your organization can gain through simulation. Will it be reduced risk? Improved patient satisfaction? Mission achievement? Better nurse retention? Better employee engagement? Consider defining what can be gained in terms of patient safety, quality, patient satisfaction, and financial margin. These are areas where management is likely to focus. The good news for you is that you may be the first ever to introduce them to simulation as a solution.
For Steps 5, 6, and 7 — visit Laerdal‘s website today: