Interventional Care

Author: Sean Gallimore currently serves as Senior Vice President and General Manager for PDI Healthcare, where he has overall strategic and financial responsibility for the healthcare division.
Recently, a group of infection preventionists and industry thought-leaders joined PDI Healthcare at our Woodcliff Lake, New Jersey headquarters for our first Business Boot Camp Event. During the event, we discussed the business side of operating in a healthcare facility and how to make the case for hospital executives to invest more in infection prevention (IP).
Below are some of the top takeaways from the day, which may help when developing a business case for a new product or program.
1. Recruit a supporter base:
How many times has the cost of equipment, consumables, and staff interfered with your ability to establish the best possible IP program? It can feel like an uphill battle, but you’re not in this alone. There are groups throughout your hospital and beyond that can help advocate for your program. These include:
2. Refine your presentation
At the PDI Business Boot Camp, many of us were accustomed to making decisions based on data and logic. With the right resources, we usually feel empowered to make our case.
When it comes to large hospital purchases, however, it’s not just about the data. Budgets are finite, so the C-suite often has to decide what they will not do in order to fully fund your intended program. That’s where compelling, effective presentation skills come in:
3. Consider the executives’ perspective
In a similar vein, it’s important to develop a presentation that resonates with your ultimate decision-makers. Executive teams aren’t typically experts in infection prevention, so you’ll need to do some translating and filtering of information on their behalf. Here’s how:
Step one is to fully articulate the economic impact of HAIs. Walk them through the high-level economic benefits of reducing the overall incidence and how it can help maintain your hospital’s reputation and patient satisfaction.
Step two is to share metrics and value propositions that directly impact the executive team. While ease-of-use is nice to have, operational efficiency and time-savings add tangible value. Likewise, the performance of individual products is not their concern – but lowering the incidence of central line infections is. Focus on the bigger picture.
4. Make it contemporary
Fortunately, the IP field has evolved in recent years, presenting some timely new arguments for why it is a smart investment. Put simply, HAIs are expensive and increased investment is long overdue.
Patient safety and satisfaction have been incentivized with initiatives such as the Hospital-Acquired Conditions Reduction Program, Hospital Value-Based Purchasing Program, and Hospital Readmissions Reduction Program. With Pay for Performance Programs and other trends, consumerism is an increasingly important driver of hospital strategy.
Note: If you need a refresh on the programs, check out this PDI continuing education course.
5. Be persistent
All going well, the first four steps will deliver success. But if your executive team initially turns your request down, don’t get discouraged. Infection prevention is a marathon, not a sprint, and there’s no shortage of competition when it comes to new investments. Sometimes all you can do is plant the seeds for next year’s budget. Continue to fortify your team and presentation, and have faith that you’ll get there in the end.
Good luck – and reach out if PDI can help!
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