symposium nursing simulation december 2 3, 2010

Wiser Symposium on Nursing Simulation December 2‐3, 2010

© 2010 SimHealth Consultants LLC. This document may not be duplicated or distributed by any means. All rights reserved.1

Bonnie Driggers MS, MPA, RNStockholder and Consultant SimHealth Consultants LLC

• List two common barriers in building a simulation program from the ground up.

• Identify strategies to overcome these challenges



Think

Plan

Buy

Plan

Desire Space Buy-in Funding Collaboration BusinessPlanning

Simulation at Center xSimulation at Center x8000 square feet

State of the art audio-visualTwo Adult Simulators Two Baby Simulators

Understanding one site is not enoughUnderstanding one site is not enough

Two Baby SimulatorsVR trainers: IV and Laparoscopic

Computer-based simulationMid/low fidelity task trainingMulti-disciplinary utilizationRapid expansion forecast



• $40,000 to spend by April 15th (6 weeks)

• Need a simulation center design andNeed a simulation center design and equipment proposal by Monday (it's Friday) for a new school of Nursing

• Need help designing a simulation center for a new University based on a curriculum design from a consultant

Why it’s important to start with:A Business Planus ess a

PoorFacilitydesign

Inadequatefunding

Inadequatetraining Premature

saturation

DuplicationOf

efforts

SimulationManikinstays in

box

Under-utilization

Destructivedeliverymodels

Excessexpense



A blueprint & communication tool for your business

A device to help you set how you intend to operate your business

A road map to tell others how you expect to get there

May be Helps to H l t hMay be required by

banks, venture capitalists,

funding agents

Helps to establish partners

Helps to create vision and strategic

direction

Helps to show people you know what

you’re doing!!

• Description of project• Timeline• Summary of staff and financial

requirements

• Description of project• Timeline• Summary of staff and financial

requirements

Project Identification Executive Summary

• Situational Assessment • External and Internal Environment • Mission Statement• Vision Statement• Values Statement

• Situational Assessment • External and Internal Environment • Mission Statement• Vision Statement• Values Statement

Mission Analysis

Strategy

• Goals - no more than five • Strategic Objectives - should be

SMART --specific, measurable, attainable, realistic, include a target date for completion

• relate to each key planning area.

• Goals - no more than five • Strategic Objectives - should be

SMART --specific, measurable, attainable, realistic, include a target date for completion

• relate to each key planning area.

Mission Analysis

• Prepare budget for multiple years• Capture start-up costs• On-going operating expenses• Capital Expenditures• Estimated Revenues, Expenses,

Cash Flows

• Prepare budget for multiple years• Capture start-up costs• On-going operating expenses• Capital Expenditures• Estimated Revenues, Expenses,

Cash Flows

Financial Analysis



Guide strategic planning

Guide management

Guide employee actions & behavior

Tool for organizational review

Creates common purpose



Assessment of competitive

position

Strengths Weaknesses

Opportunities & threats

l i

Risk Analysis

Weaknesses

Effect of approval or disapproval

Factors impeding

success & how to address

them

analysis

Examples

Lack of organizational alignment

Lack of resources

Inability for stake-

holders to use

Vendor/ supplier issues

Technology downtime

Year 1 Year 2 Year 3 Year 4 Year 5

Income

Operating ExpensesFacultySuppliesVisiting FacultyTravelM i t & W tMaintenance & WarrantyDepreciationOccupancy

Total Operating ExpensesNET PROFIT / (LOSS)

Cash FlowCapital ExpendituresOperating Expenses

NET CASH FLOW



• Facility Design

Faculty Development• Faculty Development

• Evaluation/ROI

CONSIDERCONSIDER

Users

Who will use room &

Users

Who will use room &Entrance & egress

iEntrance & egress

i Who will use room & how

Who will use room & how

Number and types of experiential

spaces needed

Number and types of experiential

spaces needed

Line of sight issues (control & debrief room)

Line of sight issues (control & debrief room)

issuesissues



Audio Recording

Ceiling mounted

Visual Recording

Ceiling mountedCeiling mounted

At site of activity

Headset/lapel mikes

Ceiling mounted

Tripod

Hand-held

• Phone placement

Don’t let your architects take total control of where things go in the room

Phone placement• Monitor placement• Electronic medical record entry locations• Gas and electrical outlets• Room pass through for high end simulation cables• Hand washing and glove box sites• Door/hallway size

Waiting/reception area

• simulation is a stressful event

• simulation is a stressful event

Waiting area desk space for laptops

• check email, sign in for courses,

• check email, sign in for courses,

Classroom

• staging area for activities

• staging area for activities

Actor/Learner changing areas

Computer and AV room

Staff office space

More storage



MUST HAVES

(BIG)

MUST HAVES

(BIG)

MUST HAVES

(SMALL)

MUST HAVES

(SMALL)

PRIORITYPRIORITYIMPACT

HIGH

MONEY

PITS

MONEY

PITSLOW HANGING

FRUITLOW HANGING

FRUIT

EASE OF IMPLEMENTATION

LOW

HARD EASY

• Unit price• Availability of similar devices in the institution or by

different vendors/companies

A simple one-page form to provide a rapid assessment of possible uses

different vendors/companies• Projected annual number of users• Clear idea on how to use the device (Educational

plan)• Multidisciplinary use potential• Need for remodeling/interface costs



Vendor FairsVendor Fairs

They can choose not to participate

- we will not consider their device unless thoroughly and openly evaluated by our prospective learners and educators

Day set for side-by-side evaluations

• Invite potential users (novice and experts) from any group that may use the devicemay use the device

• Each participant evaluates the devices

• Evaluate – user-friendliness, learner potential, graded and

progressive tasks, realism and haptics

• Results are collated and presented

• Overview of the company

• References

S f t i f ti

VENDOR BID SUMMARY

company

• Primary contacts

• Price

• Maintenance

• Warranty info

• Interface capability

• Safety information

• Equipment design

• Durability

• Customer upkeep

• Utility and repair support pertinents



Important Factors• Multidisciplinary use• Accreditation potential• Quality and Safety initiatives• Research and innovation• Developed curriculum• Ability to meet or exceed learners

expectations• Educators needs• Strength of vendor• Similarity to currently used

equipment

Physicians Educational leadership Nursing

Allied health Accounting Financial Analyst

Purchasing and SupplyAnalyst S pp y

Audiovisual/computers

Equipment Services Engineering

Campus Planning & Project Manager

Do not spend money on stuff your institution already has

Visit the institution’s warehouse/departments and go “shopping”

Look for areas undergoing remodeling or with major purchases

Donations…Discounts…Don’t need anymore… Damaged (but we can fix)… Downsizing… Dummies

Remember these may have depreciation costs



Faculty/Educators

Develop the over-all curriculum

Simulation Instructors

Content experts

Determine and communicate the broad or global

educational objectives

Interact with Simulation Instructors

Experts in delivery

Develop simulation activities around objectives

Experts in scenario design

Act as consultants of how and when to simulate

Simulation Coordinator

Expert in

coordination

Represent the infrastructure necessary to pull it all off

STANDARDIZE QUALITY FOR PARTICIPANT

STANDARDIZE WHO TRAINS WHO

PROTECT AGAINST SHIFTS IN LEADERSHIP

PROVIDE DEVELOPMENT PATH FOR INSTRUCTORS AND PROGRAMS



• Stay current with research and trends in simulation and education in a variety of disciplinesp– Nursing studies: Australia, NCSBN,

HRSA NY City, NLN ?

• Research best practice through simulation organizations– INASCL

– SSH



Some i t

Curriculum developed (or being

developed

Simulation instructors

hired & trained

Faculty buy-in

Policies & Procedures developed

Simulation

Doors OPEN

Facility built

Audio-Visual in

place or well under way

equipment selected

Simulation staff hired

Governance in place

Budget established

symposium nursing simulation december 2 3, 2010

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