Chief Executive Officer (CEO): High Profile Hospital, Not-For-Profit

Location: United States of America

Typical value domains of those who function in the role of CEO are:

 

·         Financial

·         Compliance

·         Risk Management

·         Quality of Care

 

The Chief Executive Officer’s typical value domains are finances, compliance, risk management, and quality of care.  The CEO assesses situations and makes decisions that take into consideration global trends and implications and how they impact their hospital’s level of compliance and risk.  Has in-depth knowledge of economics, industry, technology trends and other factors that affect financial performance.  Actively drives a culture where every action is completed with a focus on delivering exceptional customer service and care to patients, families, employees, partners of (Insert Hospital Name), and the surrounding community.Chi

Chief Financial Officer (CFO): Small Hospital

Location: Seattle, Washington

Typical value domains of those who function in the role of the chief financial officer are:

·         Resource Management /Financial

·         Risk/Liability Management

 

The Chief Financial Officer’s typical value domains are resource management, finances, and risk/liability management.  The CFO helps hospitals meet financial targets by creating systems to forecast finances and control costs.  

Chief Medical Officer (CMO): Community Hospital, Not-For-Profit

Location: United States of America

Typical value domains of those who function in the role of CMO are:

·         Financial

·         Compliance

·         Risk Management

·         Quality of Care

 

The Chief Medical Office’s typical value domains are finances, compliance, risk management, and quality of care.  The CMO has a major responsibility for driving a culture of safety and quality of medical services provided by their medical staff.  Improves processes and finances by increasing efficiency, minimizing waste, lowering procedural costs, and reducing staff turnover.

Dean – School of Medicine:

Location: Sunny, Florida, USA

Typical value domains of those who function in the role of dean are:

·         Educational Effectiveness

·         Educational Efficiency

·         Resource Management

·         Patient Safety

·         Quality of Care

·         Scholarship/Research

 

The Dean of the School of Medicine’s typical value domains are educational effectiveness and efficiency, resource management, patient safety, quality of care, and scholarship/research.  The Dean of SOM strives to improve education by implementing techniques and trainings that are proven efficient and effective.  Aims to provide well educated students who provide quality patient care.  

Dean – School of Nursing:

Location: Middle America, USA

Typical value domains of those who function in the role of dean are:

·         Educational Effectiveness

·         Educational Efficiency

·         Resource Management

·         Patient Safety

·         Quality of Care

·         Scholarship/Research

 

The Dean of the School of Nursing’s typical value domains are educational effectiveness and efficiency, resource management, patient safety, quality of care, and scholarship/research.  The Dean of SON strives to improve education by implementing techniques and trainings that are proven efficient and effective.  Aims to provide well educated students who provide quality patient care.  

Hospital Education Services Director:

Location: Vale of York Hospital; York, Pennsylvania, USA

Typical value domains of those who function in the role of nurse educator are:

·         Educational Effectiveness

·         Educational Efficiency

·         Resource Management

·         Patient Safety

·         Quality of Care

·         Scholarship/Research

 

The Hospital Education Services Director’s typical value domains are educational effectiveness and efficiency, resource management, patient safety, quality of care, and scholarship/research.  Ensures that all programs map back to the hospitals rules of engagement, mission and strategic plan, 

Hospital Simulation Center Director:

Location: Vale of York Hospital; York, Pennsylvania, USA

Typical value domains of those who function in the role of simulation directors are:

 

·         Educational Effectiveness

·         Educational Efficiency

·         Resource Management

·         Patient Safety

·         Quality of Care

·         Scholarship/Research

 

The Hospital Simulation Center Director’s typical value domains are educational effectiveness and efficiency, resource management, patient safety, quality of care, and scholarship/research.  Aim to articulate the value proposition of simulation-based education in the hospital setting. Produce plans and financial projections to provide support to the use of simulation training.

The Who

Imagine you are going to approach a decision maker about simulation-based solutions, you know simulation is effective and are interested in assuring the decision maker that this is a good investment. Often you have to start with a single person (decision maker), most likely your immediate supervisor, before working your way up the chain of authority where people have multiple roles.

Before you start your “sales pitch” consider what do you need to know about the decision maker’s point of view, their priorities and the metrics by which they are measured. How can you leverage that information to provide a more compelling case for your simulation-based solution proposal? In the toolbox you will find video vignettes and sample PowerPoint presentations to provide you a model of an approach that you might want to adapt.

While there are many decision makers in the healthcare industry, sample descriptions of select decision makers are included in the toolkit (hover over step 2 on the right to see list of decision maker personas) to allow you to examine the key elements that these decision makers utilize in making decisions – we call these value domains. In addition to knowing the metrics the decision maker is trying to meet, it is important that you understand the values of the individual in order to gain support for your project. The importance of each value domain is provided as a basis to best understand why this is important to the decision maker. Additionally, there will be sample questions you might be asked as well as exemplars to lead conversations to achieve your goals and equally important those important metrics of the decision maker.

 

It is important to understand that organizational structure, decision-making processes, individual titles and their set of responsibilities vary. The Decision Makers are best used as a springboard from which your approach to the decision maker is customized to your situation.

Often it is a new way of thinking to consider the role, values and metrics for the person you are approaching for support. Recognizing they have many competing priorities, you will have limited time to gain their support, so you need to be clear, concise and to the point. The resources in this toolkit are intended to equip you with the tools that you need to further your initiatives.

Please keep in mind that some of the roles and functions of identified decision makers may be different based on geography and healthcare system.

Below are presentations representing three different approaches to decision makers in an organization.

  • The Hamlin Presentation is a high-level presentation that will aid in helping financial decision makers understand how investments in quality may positively affect the healthcare organization’s margin.
  • The Quality Board Presentation is intended to introduce a quality board or Board of Directors to the potential of simulation in the area of patient safety.  This presentation is particularly appropriate for a decision-making body that does not have extensive knowledge of or experience with simulation.
  • Finally, the Strategic Operation Presentation is intended to demonstrate a request for additional resources for simulation to the individuals that are responsible for making organizational financial decisions.  This presentation includes the concept of incremental cost, demonstrating what is already invested by the organization and the incremental investment that is being requested.

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Go back to Identify and Quantify the Problem.

When ready move on to Proposing and Selling a Solution.