WHERE DO WE FIT AND WHAT SHOULD WE DO? (PART 2)
In the last issue, we looked at organizational models for staff development departments and where these vital departments fit in the reporting structure. I believe that the higher in the organization you report, the better. Ideally, staff development should report to the chief executive officer (CEO) or the chief operating officer. How can you proactively approach this situation to make education a priority for the organization?
What does your CEO think of when he or she hears the term "staff development" or "education?" Too often, what comes to mind is "we have to have something because of JCAHO" or, even worse, "how many people work in that department, anyway?" If you don't actively create an image for your department, one will be created for you. And it may not be the one you want.
Healthcare executives are responsible for the survival and growth of the organization. The "bottom line" is vital, as are the reputation of the institution, patient satisfaction, and staff recruitment and retention. Develop a marketing plan that demonstrates how staff development contributes to those strategic goals. It's vital that you and your department members focus on measurable objectives and accomplishments. For example, if you can prove that your preceptor program increased the staff retention rate, you can demonstrate cost savings for the hospital (and be sure that you know exactly what the cost of recruiting and orienting a new staff member is, so that your cost savings figures are accurate).
When working on cost savings, don't focus on "hours of educator time saved." Because most educators are exempt, they will be paid no matter how much time is saved, so no monetary gains accrue to the organization. Your presentation must show the CEO how you are cutting supply and equipment costs, labor costs, and so on. If none of your activities are saving money for the hospital, why aren't they?
If you're having trouble thinking of positive financial impacts, now is your chance to create some. For example, an education department started a management development class requiring each participant to develop a project that would increase efficiency and effectiveness in their department. After implementing their project, they then reported the results to their manager and to the educator in charge of the class. Those results were written up by the educator and reported to the CEO of the hospital. Building financial goals into classes right at the development stage ensures that you will have a positive impact to report.
Of course, you also need to be aware of the strategic direction for the organization. What strategic goals have been set for the next fiscal year, and how can you help achieve them? Have you been to an Open Board meeting? This is a quick and easy way to learn about the issues that concern Board members and Administrators. Attending Board meetings also heightens your profile in the organization.
Some departments recoup part of their expenses through workshop fees paid by outside participants, room and equipment rentals, and classes taught at other organizations. Be sure you don't refer to this money as "revenue." Unless you have made enough money to completely pay all your labor and other expenses, these fees should be called "cost recovery." (If you have found a way to recover all your department expenses, please let me know how you've done it, and I'll share the information with everyone!) Any costs recovered should of course be included in your financial analysis.
Once you have laid out every financial benefit that your department can brainstorm, only then focus on the benefits of staff morale, patient satisfaction, and so on. I say this not because our impact on these is less important but because most educators think of these benefits first, last, and always. To sell our services to others, we need to move away from education as a value to education as a valued product.
Rehearse your presentation just as you would any educational opportunity. This is your chance to create positive perceptions that could affect the future of education in your organization. Make your enthusiasm for the subject contagious by stressing the benefits and having the facts at your fingertips. The person or persons listening to you will have some hard questions, so having detailed cost-benefit data ready will make you feel more confident.
If you are angling for a change in the reporting structure, assemble your argument carefully. Present why you should report to the person you have chosen based on advantages to the organization, not on personal feelings. Be tactful when speaking of your present boss. Explain how the change will enhance your department's impact on strategic goals rather than why you don't like the current organizational chart.
All of these suggestions involve time and effort, as well as pushing the boundaries a little. But the investment can have a big payoff in the future of healthcare education in your organization. Don't be shy about selling yourself and your product-both are valuable!