3Who am I?CBET, CCE, CPHIMS, CHTS-PW, fACCE35 years in BiomedManaged large In-house, ISO and corporate BiomedsActive in certification of BMETs and CEs1st Pres of NCBA (North Carolina branch)President, HTMA-SCMember of all Biomed Associations (honorary NC and KY)Board Member – META and FMESAAdvisor – OH, KY, TN, UT, VA, NCTrainer – Engineering World Health (Rwanda, Honduras)Trainer – ACCE (Cuba)Chief Clinical Engineer - Heineman Medical Foundation (Guatemala)Currently, works for GMI is sales development, who sponsors my activities.
4Outline of this talk Who is administration? What is their view of the world?How they make decisions.Why communicate?Why biomeds don’t communicate well upstream.Why don’t they listen?Planning your presentation.Case studies.Other sources.How to get this presentation.How many times have you had a good idea? Adding staff? Expanding your role into a new modality? Restructuring your department? Buying a new CMMS system? Attending a service school? Buying test equipment?How often have you proposed something to administration, only to have them reject it? Have you ever wondered if the idea was flawed in some way, or did you not explain it well enough to the powers-that-be?
5Who is C-Suite / Administration? The hospital administration provides leadership and strategic directions within the organization to insure continuity and targeted growth over time.Job titles for individualsAdministrator,Director,Executive Director,Chief Operating Officer,Chief Executive Officer,Chief Information Officer,Chief Nursing Officer,Vice-President.
6Functions of Administration Daily OperationsGrowthAttracting PhysiciansAttracting PatientsFinancial ManagementAttracting NursesProvision of physical space to provide servicesWatching competition and planning accordinglyMaintaining knowledge of federal and state regulationsSelecting programs which the hospital can deliver and earn a profit on.
7Patient Safety and Quality of Care Care for the uninsured Top Issues for C-SuiteFinancialPatient Safety and Quality of CareCare for the uninsuredPhysician-Hospital relationsPersonnel ShortagesFrom Thomas Dolan, President/CEO of ACHE
812 things every CEO/COO/CIO/VP needs to know about Biomed We are the least costly maintainers of medical equipment on the planet.Job Satisfaction for our highly technical people is primarily met by technical training and a sense of accomplishment.Training and Travel for Biomed is different than for everyone else in the hospital.Training is the second largest expense behind payroll.Biomed training is different from any other training and travel in the hospital. It CANNOT be delayed or reduced.
912 things every CEO/COO/CIO/VP needs to know about Biomed Our CMMS system is the key to our departmental operations. It captures and generates reports that are useful for the entire hospital.The manufacturers are NOT the friends of the hospital.We care... about the hospital, about the costs, about the patients, about the staff, about the equipment.Biomed is 110% on the side of the hospital.We need to control outside service providers. In order to do that, we must control the dollars that are paid to them.
1012 things every CEO/COO/CIO/VP needs to know about Biomed Biomed must have a say in EVERY capital purchase for medical equipment, or related items.Unlike most other departments, Biomed is ready, willing and able to go above and beyond it's core mission to help the hospital.
11Strategies Invite VP to Department Meetings Meet Often (Monthly) Regular ReportsShortinclude successesinclude financialsinclude CMMS ReportsInvite VP to Department MeetingsGet him/her to truly understand Clinical Engineering and how it benefits him and the hospital.Send Clinical Engineering articles of interest to him, showing how others do things that you want to do.Support Biomed's presence on Capital Committees, and on final signoff of new capital equipment and installations.
12What do you need to convince Administration of? Add an FTEApprove TrainingExpand your ProgramBuy some Capital Equipment
13Why don’t they approve your requests? No moneyNot politically correctNo perceived advantageNothing at stake to not actNot confident it would workDon’t understand the plan
14Why Biomeds Don’t Communicate well We’re techno-geeksWe are convinced of our plan, we don’t see why they aren’t.Written and oral communications are lacking in society in general.We don’t see the world as they do.We haven’t studied how to sell concepts to others.
15Planning your Approach BrainstormCreate a storyCreate some slidesPlan your deliveryCreate something they’ll always remember
16Brainstorming Engage others to help Coworkers - your entire shop Others who are successful with administrationOutside acquaintances (salesmen, other biomeds)
17Brainstorming Determine your “Big Idea” Make it important. Define what is at stake. If nothing is at stake, they are not going to act.
18Brainstorming Create Content Paper Whiteboard Mindmapping techniques Creative thinking techniquesQuiet the noisy left-brain (too analytic)Use the creative right brain.
19Create a Story Use Convergent Thinking (trimming) Filter the best ideasThink about your audienceCut, Cut, Cut.Provide Clarity.
20Create a Story Start – Describe life as your audience knows it. Middle – Develop the middle – build a vision of what could be.Create dramatic tension.Make the ending POWERFUL. They’ll remember the ending.
21Slide Creation 1 idea per slide. Audiences cannot read and listen at the same time.Know when to animate. Do not overuse. Use only if it add something.Don’t make your audience try to figure out your cluttered slides.
22Delivery Set the right tone. Develop a concise agenda. Tell what the audience can expect.Create a shared base of understanding.
24During the Presentation Gage whether they are committed.Leaning forwardSitting back.Asking questions.Looking bored.
25Specific Strategies Add an FTE Educate admin about cost savings Outsource ServiceSign service contracts
26Specific Strategies To add some Biomed Training Make sure you REALLY need itProvide costly alternatives to no schoolSign a contractInclude 30 day cancellationDo NOT fix the items anywayExplain why the person trained will not quit.Pitch as an investment instead of a cost.
27Specific Strategies Expand your Program Analyze the current and proposed situation carefully, from the perspectives of all stakeholdersInclude improvements to:Financial situationCustomer SatisfactionUptimeFuture savingsPitch it as an expansion instead of a new program
28Specific Strategies To buy some test equipment Fully explain WHY you need it.Explain the consequences for NOT buying it.Tie the purchase to an already-started programIdentify loss if past investment if no action is taken.
34How to keep up to date Join AHRA (www.ahra.org) Free newsletterJoin HFMA (www.hfma.org)Professional society for c-suiteJoin AAMI (www.aami.org)Best resources for the Biomed3 full memberships for $100 for NCBABecome a professional presenterVisit my blog at
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