OR Manager - February 2019 - 21

Finances
Continued from page 19
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the project to the C-suite varies by organization.
For example, at MGH, Spring
makes the case to hospital administration
if necessary.
Spring notes that the OR receives
a set amount of money for capital purchases
each year, so the procedural
products team typically decides on
purchases. It takes an average of 4
weeks for the finance team to complete
a full analysis, and the team
meets on the second Tuesday of each
month. " We let
the surgeons know
it can be a lengthy process, and we
don't always get to a 'yes,' " Spring
says.
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isn't clear, Spring says an option
might be to rent the equipment for
a few months to see if projections
such as increased patient volume or
decreased LOS are met. If so, the purchase
proceeds.
At Tampa General Hospital, Skorupski
first ensures that her boss, the
chief operating officer, is on board
with the project before she presents
to the C-suite. She then lines up key
stakeholders, most of whom have already
been involved in writing the proposal.
" I try to have 'meetings before
the meeting,' " she says. " It helps you
know what questions might come up
so you're better prepared. Don't ever
go in cold. "
Skorupski also notes the importance
of the surgeon's role: " They talk
to the C-suite, so they can plant that
seed: 'This is what I'm looking for, and
this is how it's going to benefit the patient,
my practice, and your hospital.' "
During the presentation, Skorupski
says, she begins by discussing how
the investment will benefit the patient
in terms of safety, infection prevention,
pressure ulcers, or any other impact.
" You have to sell the story about
patients first, " she notes. Then she
dives into costs and the ROI, as well
20
OR Manager | February 2019
To justify a bigticket
item, explain
the consequences
of not getting it.
as what might occur if the purchase is
not made.
Chew agrees, noting that the patient
focus is particularly important for
high-ticket items. " At the end of the
day, we are here for one purpose, and
that is the patient, " he says. " When
you make that the focal point, you
can really get everyone on the same
page. "
Follow up
An OR leader's work isn't done once
the purchase is made. Spring checks
in after 6 months and at 1 year to see
if projections are on track.
" You want to ensure that the ROI
comes to fruition, " Chew says. " The
executive suite wants to see the results. "
For example, if the OR leader
projected postoperative infections
would be reduced, it's important to
document that that occurred.
Don't give up
What if an OR leader has done all the
homework, but still faces resistance
for the purchase? " If you, as a manager,
really think it's the right thing to
do, you need to not give up, " Johnson
says. State why the technology is important,
and go back to stakeholders
for additional support, including those
who have informal power within the
organization. ✥
Cynthia Saver, MS, RN, is president of
CLS Development, Inc, Columbia, Maryland,
which provides editorial services
to healthcare publications.
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OR Manager - February 2019

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