- Email: [email protected]
The Business of Simulation – Roping It Together With Strategic Planning
Presentation Abstracts from 2012 INACSL Conference
e398
A challenge of managing simulation centers is achieving buy in from stake holders in the necessity of allocating resources to build and maintain a successful center. The end product of success is creating extraordinary learning experiences for users. By focusing on the component of properly educating faculty and staff on the best practices of facilitating simulation, it serves both the stakeholders’ need for justification of resources while proving the productiveness of its methods by providing quality educational experiences to learners. As the use of simulation grows in programs across the nation, the need for proper training methods on using it will grow as well. Thus this will create a demand for standardization of education programs in the future of simulation.
Blazing a Trail to Build a Simulation Program Level of Presentation: Audience: Novice Tom LeMaster, RN, MSN, Med, REMT-P, Program Director, Center for Simulation and Research, Cincinnati Children’s Hospital, Office 513.636.8048, 513.379.5670, [email protected] Jenn Manos, RN, BSN, Institution: Center for Simulation and Research, Cincinnati Children’s Hospital, Cincinnati, OH Objectives: Identify three operational components required to develop a simulation program. Describe the development of a business plan when creating a simulation center. The purpose of this presentation is to share the experience and lessons learned in the development of a simulation lab. The Center for Simulation and Research was developed like many, out of a small closet and one human patient simulator. Since 2001, the center has expanded twice and added 11 human patient simulators. Our journey moving from a fee for service to a hospital and outreach supported program offers many lessons learned for those new to simulation or starting a simulation program. In addition to being lab based, in-situ simulations are important to sustain the education programs in the lab. At the completion of the program, participants will be able to develop a plan and outline the needed support and resources to implement a simulation program. Critical to the process will be the development of a mission and focus of the center. The program will also review the required components of a simulation center budget with examples. As many are seeking to implement simulation in to education programs, there are many lessons learned from those who have traveled before them. Sharing the process of the development of a budget, identifying the needed resources and how to position the simulation program with in the institution can assist new and developing program to reach success faster.
The Business of Simulation e Roping It Together With Strategic Planning Level of Presentation: Novice Megan McClintock, MS, RN, Adjunct Faculty, Denver School of Nursing, 405-229-8984, Denver School of Nursing, 1401 19th Street, Denver, CO 80202, [email protected] Cheryl Feken, MS, RN, Assistant Professor of Nursing, Clinical Simulation Lab Coordinator, Tulsa Community College, 10300 E 81st Street, Tulsa, OK 74133, 918-595-8696, [email protected] Objectives 1. Describe 2 benefits of utilizing a strategic plan in the simulation environment.
2. Begin to develop a three-year plan for your simulation lab utilizing resources and terms to better define and identify goals, funding, and marketing ideas. The Simulation Lab has come to be identified as an environment for students to integrate theory with practice and a place to deliver patient care in a no-risk environment. However, this technology is not without cost. The simulation environment can require significant amounts of creativity in managing financial resources to maintain and grow. Many nursing faculty have been placed in coordinator or managing roles in the simulation lab with minimal knowledge of how to plan or financially operate a simulation lab. Identifying and implementing a strategic plan is an effective way to plan and utilize financial resources. Being prepared with the necessary data, knowing the vision of the lab, and knowing what resources will be needed provides the simulation coordinator/manager the ability to better use financial resources when they become available. This session will move you from learning about simulation to doing simulation strategically with a plan to guide you along the way. Failure to plan strategically is often the biggest obstacle to simulation programs. We will take what you have learned at this session and identify what is practical for you to implement NOW. Don’t leave here with notes...leave with a plan! Making Maximum Use of Resources through Organizational Efficiency Level of Presentation: Novice Cristina Richards, BSHA, Instructional Services Specialist, University of Iowa College of Nursing, Nursing Clinical Education Center, 200 Hawkins Drive, Iowa City, IA, 319-356-3902, [email protected] Ellen Cram, PhD, RN, Assistant Dean, Undergraduate and Prelicensure Programs, Clinical Associate Professor, University of Iowa College of Nursing, Nursing Clinical Education Center, 200 Hawkins Drive, Iowa City, IA Objectives: At the completion of this session, the participant will be able to: 1. Identify organizing strategies. 2. Explain cost savings opportunities through systemization. In most labs/simulation centers, supply storage is a major concern. No matter how much planning goes into the design of a facility, people who work in simulation centers generally agree additional storage is desirable. Efficient use of all available space is a high priority. A diverse array of supplies is required for the varied levels of learners who use the center and for the wide scope of conditions with which students and clinicians work. With multiple users in a center, it becomes even more challenging to keep storage space uniformly organized. For instance, if a user experiences difficulty finding an item, the easy answer is to repurchase that supply. Sometimes in this situation the user resorts to hoarding supplies in hidden location which then restricts use by others and minimizes financial efficiency through inflated supply levels. This creates frustration, increased cost, potential for increased long-term loss, and possible delay in a planned learning activity. Standardized locations, par levels and ease of identification of supplies can be difficult to achieve because of the complexity of use of a simulation center. Automated shelving, computerized inventory control, and multipurpose storage containers are useful, but may be higher cost solutions than are supportable. The answer to disarray may not need to be high cost or highly technical. For example, each space must be given a clear purpose that all users can easily identify and understand without need for excessive explanation. The strategy used in our center for creating order out of chaos will be shared. Improvement strategies discussed will suggest ways to preserve time, dollars, and energy, leaving more focus on learners.
pp e385-e416 Clinical Simulation in Nursing Volume 8 Issue 8
e398
A challenge of managing simulation centers is achieving buy in from stake holders in the necessity of allocating resources to build and maintain a successful center. The end product of success is creating extraordinary learning experiences for users. By focusing on the component of properly educating faculty and staff on the best practices of facilitating simulation, it serves both the stakeholders’ need for justification of resources while proving the productiveness of its methods by providing quality educational experiences to learners. As the use of simulation grows in programs across the nation, the need for proper training methods on using it will grow as well. Thus this will create a demand for standardization of education programs in the future of simulation.
Blazing a Trail to Build a Simulation Program Level of Presentation: Audience: Novice Tom LeMaster, RN, MSN, Med, REMT-P, Program Director, Center for Simulation and Research, Cincinnati Children’s Hospital, Office 513.636.8048, 513.379.5670, [email protected] Jenn Manos, RN, BSN, Institution: Center for Simulation and Research, Cincinnati Children’s Hospital, Cincinnati, OH Objectives: Identify three operational components required to develop a simulation program. Describe the development of a business plan when creating a simulation center. The purpose of this presentation is to share the experience and lessons learned in the development of a simulation lab. The Center for Simulation and Research was developed like many, out of a small closet and one human patient simulator. Since 2001, the center has expanded twice and added 11 human patient simulators. Our journey moving from a fee for service to a hospital and outreach supported program offers many lessons learned for those new to simulation or starting a simulation program. In addition to being lab based, in-situ simulations are important to sustain the education programs in the lab. At the completion of the program, participants will be able to develop a plan and outline the needed support and resources to implement a simulation program. Critical to the process will be the development of a mission and focus of the center. The program will also review the required components of a simulation center budget with examples. As many are seeking to implement simulation in to education programs, there are many lessons learned from those who have traveled before them. Sharing the process of the development of a budget, identifying the needed resources and how to position the simulation program with in the institution can assist new and developing program to reach success faster.
The Business of Simulation e Roping It Together With Strategic Planning Level of Presentation: Novice Megan McClintock, MS, RN, Adjunct Faculty, Denver School of Nursing, 405-229-8984, Denver School of Nursing, 1401 19th Street, Denver, CO 80202, [email protected] Cheryl Feken, MS, RN, Assistant Professor of Nursing, Clinical Simulation Lab Coordinator, Tulsa Community College, 10300 E 81st Street, Tulsa, OK 74133, 918-595-8696, [email protected] Objectives 1. Describe 2 benefits of utilizing a strategic plan in the simulation environment.
2. Begin to develop a three-year plan for your simulation lab utilizing resources and terms to better define and identify goals, funding, and marketing ideas. The Simulation Lab has come to be identified as an environment for students to integrate theory with practice and a place to deliver patient care in a no-risk environment. However, this technology is not without cost. The simulation environment can require significant amounts of creativity in managing financial resources to maintain and grow. Many nursing faculty have been placed in coordinator or managing roles in the simulation lab with minimal knowledge of how to plan or financially operate a simulation lab. Identifying and implementing a strategic plan is an effective way to plan and utilize financial resources. Being prepared with the necessary data, knowing the vision of the lab, and knowing what resources will be needed provides the simulation coordinator/manager the ability to better use financial resources when they become available. This session will move you from learning about simulation to doing simulation strategically with a plan to guide you along the way. Failure to plan strategically is often the biggest obstacle to simulation programs. We will take what you have learned at this session and identify what is practical for you to implement NOW. Don’t leave here with notes...leave with a plan! Making Maximum Use of Resources through Organizational Efficiency Level of Presentation: Novice Cristina Richards, BSHA, Instructional Services Specialist, University of Iowa College of Nursing, Nursing Clinical Education Center, 200 Hawkins Drive, Iowa City, IA, 319-356-3902, [email protected] Ellen Cram, PhD, RN, Assistant Dean, Undergraduate and Prelicensure Programs, Clinical Associate Professor, University of Iowa College of Nursing, Nursing Clinical Education Center, 200 Hawkins Drive, Iowa City, IA Objectives: At the completion of this session, the participant will be able to: 1. Identify organizing strategies. 2. Explain cost savings opportunities through systemization. In most labs/simulation centers, supply storage is a major concern. No matter how much planning goes into the design of a facility, people who work in simulation centers generally agree additional storage is desirable. Efficient use of all available space is a high priority. A diverse array of supplies is required for the varied levels of learners who use the center and for the wide scope of conditions with which students and clinicians work. With multiple users in a center, it becomes even more challenging to keep storage space uniformly organized. For instance, if a user experiences difficulty finding an item, the easy answer is to repurchase that supply. Sometimes in this situation the user resorts to hoarding supplies in hidden location which then restricts use by others and minimizes financial efficiency through inflated supply levels. This creates frustration, increased cost, potential for increased long-term loss, and possible delay in a planned learning activity. Standardized locations, par levels and ease of identification of supplies can be difficult to achieve because of the complexity of use of a simulation center. Automated shelving, computerized inventory control, and multipurpose storage containers are useful, but may be higher cost solutions than are supportable. The answer to disarray may not need to be high cost or highly technical. For example, each space must be given a clear purpose that all users can easily identify and understand without need for excessive explanation. The strategy used in our center for creating order out of chaos will be shared. Improvement strategies discussed will suggest ways to preserve time, dollars, and energy, leaving more focus on learners.
pp e385-e416 Clinical Simulation in Nursing Volume 8 Issue 8