Primary Service Offerings


Generating Return on Investment
The ability to obtain capital and operational funding of SCs all comes down the ability to demonstrate value to decision makers.  Demonstrating value in the business world is typically measured by profit vs. loss. The value of SCs is far more difficult to determine as the value is be measured in regards to patient safety outcomes, cost savings through training and accreditation measures and things like reputation and recruitment enhancement. The cost of centers is quite high and the profitability of the SC is not an established business practice.

Most simulation centers fall into 2 categories; those that must be “self-sustaining” and those that receive regular operational funding. Self-sustaining simulation centers (SSSCs) must be creative in order to obtain an operational budget. They need to consider industry partnering, the lease of their equipment, staff and/or simulation centers to associated users. The SSSC may also even charge the doctors or schools to use the center. Non-SSSCs will also be competing for operational funds every year with other departments and entities. A model will be required to determine the cost vs. value quotient internally and possibly externally.  Others SCs are hybrids, receiving some operational budget and requiring outside funding to sustain operations. The Simulators will provide direction of best practices in the following areas:

  • Generating & Demonstrating Return on Investment (ROI)
  • Profitability through Expense Reduction (Accreditation, insurance, etc.)
  • Internal & External Sales
  • Successful Partnering with Industry 

Funding & Grant Writing
As more SC’s are realized, the competition for grants and third-party funding sources will escalate. Also, funding sources are not always easy to identify and grant writing can be quite complicated and involved. The Simulators assists in the process of increasing grant wins and procuring necessary capital funding to sustain the SC with their intended long term goals.  

Curriculum Development
A well-defined simulation curriculum is the foundation for any simulation center. This curriculum can be specific to each of the health care professions based on level of training, as well as interprofessional. However, developing a simulation curriculum often poses challenges for the faculty who are used to preparing and teaching a didactic curriculum. Many faculty are intimidated by the paradigm shift that is necessary to switch from actively lecturing on a topic to integrating the curricular requirements into a “hands-on” experience that involves developing scenarios. Hence many new simulation centers find themselves “open for business," well equipped with simulation technology, and without the curriculum that is necessary that provides the infrastructure for learning. An essential component of curriculum development involves faculty development. The Simulators can offer guidance and support for the faculty to become comfortable in curriculum development and teaching using the new model for training.

"We have a Simulation Center, Now what?"
The most common comment we hear from Simulation Center professionals is that the Simulation Center is often funded and established relatively quickly.  It is often necessary for SCs to increase their usage and decrease down-time.  The Simulators can help to form a strategy that will increase traffic to the facility and to help make things run more smoothly.

Change Management 
Simulation Centers facilitate change in established educational environments. While most educators understand the revolutionary benefits of the technologies and practices offered by simulation learning, most others take convincing. Most industry professions operate in silos, meaning that their training and practice is focused on their specialty. SCs are one of the very few mechanisms by which the individual clinical cultures can be blended. Often the first time the individual disciplines come together are at the bedside of a patient. The SC will allow for increased confidence and teamwork between disciplines, offering greater patient safety and service. It will also break down the “silo mentality”, allowing disciplines to work together more effectively. The Company will also help with the overall integration of the SC into any existing clinical environment and programs to promote the use of the center by those professionals who have not ever utilized its services.

Industry Partnering
There are numerous medical companies that could be interested in investing in SCs. Medical supply companies may wish to establish their equipment as the only technology/product used at the SC and may be willing to pay for the naming rights to the entire SC and/or certain suites in the SC. Philanthropic links between industry and university can be used to develop research and product development.The Simulators act as advocate for clients to discuss partnering industry as well as negotiate and review contracts to ensure the best possible situation for clients. There is strong potential for hospitals and clinics to partner with industry to develop new products that will ultimately benefit the client by way of intellectual property rights and/or profit-sharing with industry.

Simulation Center Design & Modeling
The simulation center will be either a build-to-suit or the renovation of an existing building. A build-to-suit will require specifications which most architects have little to no experience. The interior design and flow will require detailed analysis. Also to be considered are green features (LEED Certification), alternative energy sources, building design, access and AV/IT continuity, among others. It is important for the building to be designed for the maximum longevity possible as functional obsolescence is a danger. The Company will assist clients to design an SC for maximum possible flexibility, longevity and innovation.

Debriefing Training & Outcomes Measurement
An essential component of teaching and learning in a simulation center is the debriefing process. Using principles of adult-learning, debriefing following the simulation experience allows learners to synthesize the lessons learned. The emphasis in debriefing is on the learner and not the teacher. The teacher simply becomes the facilitator of the learning experience, which – for most healthcare professions faculty – is a significant shift in emphasis. Most faculty require formal training in the “art of debriefing” to help them become effective facilitators. The concept of debriefing is used extensively in military training and is known as After Action Review (AAR), and in the commercial aviation industry in Crew Resource Management (CRM).Evidence is emerging that demonstrates training in a simulation center can positively impact clinical outcomes and help reduce adverse events. There is great potential for simulation centers to develop partnerships with the clinical environment to help improve patient safety and clinical quality. However, most simulation centers operate in isolation from the hospital or outpatient setting. We will hope to change this current reality to one of cooperation between disciplines and partners.

Accreditation & Certification
In this era of increasing accountability and stringent accreditation standards and requirements, institutions, colleges training programs are seeking evidence of safe practice, and patient advocacy. Simulation centers that have a solid educational infrastructure that includes a well thought out simulation curriculum and outcomes measurement infrastructure will become the gold standard for accreditation. Healthcare is following the nuclear, railroad, and aviation industries now that medical and surgical simulators have developed to the point that seems realistic to healthcare students and practitioners.

Technology Selection
There are many brands and models of patient simulators (PS) available for purchase. The most expensive model may not be the most practical one for the center. PS manufacturers have certain strengths and certain weaknesses. Some SCs may even benefit from purchasing 2 or more brands to offset the weaknesses. AV/IT products are quite varied as well, with some being Microsoft based and others Apple based.  Special consideration needs to be made for the parts that wear out over time and need to be replaced, warranties and expandability of the systems purchased. These need to be outlined in the operational budget of the business plan. The Company will consult with clients to determine the right kind of patient simulators and AV/IT equipment to use and on the best SC management system for the Center.


Secondary Service Offerings


Competency Assessment
One of the most powerful products of simulation centers is the ability to develop techniques and tools that routinely measure and assess the competence of healthcare professionals. Competence assessment involves competency development in behavioral skills, such as Professionalism, and Communication Skills as well as procedural skills. Competency assessment also incorporates efficiency of healthcare teams. When healthcare students and practicing professionals routinely utilize simulation models and environments for training and skill development, they can be assessed for the development of competencies that are appropriate for their level of training or practice. Developing capabilities in assessing competencies is of strong interest to accreditation and credentialing bodies. In some venues and countries (e.g. Australia), there is even discussion about changing to competency-based education as opposed to time-based education.  In the simulation center, cases and practices can be recorded and monitored to better identify strengths and weaknesses and used as a tool for improvement. This is in contrast to clinical training were students can “fly under the radar” in a clinical evaluation that ranks them from Fair to Excellent is utilized.

Business Case & Modeling
Whether the simulation center is existing or planned, a business plan will help the simulation center create a business case for internal and external clients.A business model will decrease the chances of conflict and streamline the ability to sustain the center in the future. The Company will provide clients with comprehensive business plan assistance and will work with them to build a business case, necessary for expansion or additional funding.

  • Creating Sustainable Business Plan
  • Single Discipline vs. Multidisciplinary
  • Costing Analysis
  • Institutional Commitment

Staffing Model
The SC staff may be made up of many different kinds of employment specialties. Some are inherited or mandatory employees coming from clinical, educational and technical fields. Others will need to be hired to round out the full compliment of staff required to run the center.  Employee profiles and job descriptions need to be created and the hiring strategy must be determined. Some of the higher-level staffing will require a high-profile headhunting strategy. The Simulators can assist clients with the procurement of the best possible candidate for each SC position.

Integration & Connectivity
Most new SCs will require connectivity with other department/building IT systems. The successful integration of the SC will be paramount to the success of the center. Many SCs will inherit in-house IT professionals that will not have an understanding of the technology and will require training. Also, there should be a strong degree of cross-training to make sure that these specialized positions cannot be held hostage by any one of small group of employees. It will also help in the cases of vacation absence or that associated with sickness or disability.The Company can assist clients with establishing real connectivity within the SC and with other departments on the campus.

Optimal Utilization of Funds
The funds acquired for the SC will need to be accounted for. The optimal use of funds will ensure potential future funding, as the funding source will determine the simulation center to be a good custodian of funds  It will also ensure that there is no misunderstanding between hospital administrators and simulation professionals. The greater beneficiaries are those simulation centers that are mandated to be self-sustaining. The less capital budget is required, the more operational funding will be available.  The Company can explore the most optimal way for an SC to utilize its funds.

For more information regarding The Simulators Service Offerings contact us.