7 Steps to Navigating the ROI Discussion

想象一下自己坐在机构的执行董事会外。您正在等待被召唤，以提出投资医疗模拟的理由。您相信模拟的好处。而且，您对它可以做什么充满热情。但是在某个时候，您知道您会被问到：“投资回报率是多少？”

为了在讨论中提出主张，专家建议您找到共同点。这涉及在理解对高级管理人员重要的事情，清楚您打算交付的内容以及对解决手头问题很重要的指标保持平衡。

To find that common ground and navigate the ROI discussion, follow these easy steps.

1.拥有您的数学一部分，而不是全部

You don’t have to be a CFO to engage in the ROI discussion. What’s important is that you appreciate how a CFO thinks. A CFO’s job is to maximize investment outcomes for the benefit of the organization. The hallmark for how they approach this is the formula for ROI.

Experts advise, avoid viewing your CFO and senior executives as gatekeepers. Yes, they hold the key to something you want: money. However, you hold a key to something they want: gains in organizational performance. Now more than ever, senior management is seeking solutions to achieve better performance. If you define your gains correctly, you will increase your chances of making the ROI discussion a collaborative one.

2.真实地了解您的问题

As you focus on gains, help your CFO and senior management understand the problem as you see it. What pain point are you trying to solve with simulation? Why do you need to solve that pain point now? What happens if you don’t? Why should anybody care? Communicate the problem that your organization faces in real-world terms.

回答上述问题将使您能够创建一个有说服力的问题陈述，您可以用来引发对项目的兴趣。这是负责劳工和送货部门的妇产科医生的一个模拟例子：

Our staff does not respond adequately as a team to shoulder dystocia emergencies. We need to address this problem now because we’ve already experienced three cases in the past month. In each case the infant was compromised, one seriously. If we ignore this issue, we will make this problem systematic, putting our patients at predictable risk. Our organization needs to make solving this problem a priority because we cannot afford the liability, the impact to our reputation, or the potential for patient harm.

完善此声明以反映您自己的临床领域和情况，但不要失去您在现实世界中其他人可能很少见到的本质。

3.提出一个简单且专注的仿真解决方案

您的仿真设计越复杂，就越难以证明所有事物如何与您确定的收益相关的合理性。大多数专家建议您应该简单地使项目保持简单，尤其是如果您是新手模拟的话。首先考虑您的指标，并确保模拟设计适合您定义成功的方式。

The following list can become quite complex if you let it:

• Simulation equipment
• Instructor training
• 支持services (if necessary)
• Ancillary equipment to support the simulation, such as medical supplies and consumables
• 工作人员需要投入培训，而不是从事培训

“模拟的理由是目标and the metrics you’re using to measure your day-to-day success,” explains Dr. Amar P. Patel, 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.”

实现这一目标并不一定要复杂。将您的设计与指标相匹配。

4.现在具体说明收益

您了解并可以解释这个问题。您已经创建了解决方案。现在，您可以回答您的组织所能获得的收益。会降低风险吗？提高患者满意度？任务成就？更好的护士保留？更好的员工敬业度？

美国医师领导力协会和HFMA协会的联合报告表明，许多收益属于帮助建立高可靠性组织的一般话题。³Drawing on their recommendations, consider outlining your gains in terms of patient safety, quality, patient satisfaction, and financial margin. If your solution leads to positive gains in any of these categories, you’ve now touched on areas where senior 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.

5. Create advocates in the boardroom before you even get there

继续保持您的首席财务官参与，并扩大支持基础。与决策者联系并寻求他们的帮助。邀请他们查看并体验您寻求解决的问题。安排他们参加模拟，并向他们展示模拟如何以其他解决方案无法解决的方式解决问题。

According to Joe Fifer at HFMA, “As a hospital CFO I saw great ideas daily. The ones that really got my attention and commitment were sponsored by people who got me actively involved so I could experience the problem first hand, sometimes even at the patient’s bedside.”

By getting members of your senior management involved, you’ll be presenting to an audience that already feels some ownership of the problem and are more likely to view your efforts as a problem-solving session rather than a bid for funding.

7.站在门口。走！这是您可以将所有内容放在一起的地方，并为投资提供有力的案例

在这里你可以把它放在一起,马ke a powerful case for investing in simulation.

• 带领疼痛点。解释为什么现在需要解决它，如果您不现在就需要解决什么样子
• Explain why simulation is the best solution
• 呈现成本，但鉴于具体，可衡量和重要的收益，为未来创造了更好的愿景
• 展示如何通过更好的参与度，您可以以其他解决方案无法以其他解决方案的方式实现短期增量收益

By getting your CFO and other key stakeholders involved early in the process, you’ll be confident in framing the discussion in terms that they can understand and appreciate.

Summary

Your senior management’s ultimate goal is to implement solutions that advance the functions of your institution—while giving them the greatest ROI. You know the advantages of simulation training. And now you have the background to effectively present your case.