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Modeling & Simulation in Healthcare Positioning Central Florida for the Future

Modeling & Simulation in Healthcare Positioning Central Florida for the Future. Richard T. Crotty, Mayor Orange County Thomas L. Baptiste, Lt Gen, USAF (Ret), President/Executive Director National Center for Simulation 23 Jul 10. Agenda. Opening Remarks Breakfast is Served

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Modeling & Simulation in Healthcare Positioning Central Florida for the Future

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  1. Modeling & Simulation in Healthcare Positioning Central Florida for the Future Richard T. Crotty, Mayor Orange County Thomas L. Baptiste, Lt Gen, USAF (Ret), President/Executive Director National Center for Simulation 23 Jul 10

  2. Agenda • Opening Remarks • Breakfast is Served • Introduction of Mayor Richard T. Crotty, Dr. Lee Lacy, Chairman NCS Board of Directors • Remarks by Mayor Richard T. Crotty • Remarks by Lt Gen (Ret) Tom Baptiste • Q&A/Discussion • Final Remarks & Adjournment

  3. Modeling & Simulation in HealthcarePositioning Central Florida for the Future THOMAS L. BAPTISTE, Lt Gen, USAF (Ret) President/Executive Director National Center for Simulation (NCS) July 23, 2010

  4. Overview • The Opportunity! • Why Central Florida? • Medical Modeling & Simulation (M&S) Initiative—background on what has been done? • Outcome of a Facilitated Strategic Planning Process—where we are today? • What’s next?

  5. Central Florida’s Opportunitymodeling & simulation in Healthcare • Healthcare industry is at a tipping point • Predicted shortage of healthcare workers in the coming decades • Increased regulatory requirements for training physicians, nurses, and allied health professionals • Healthcare’s desire for improved patient safety and simulation fidelity

  6. Why Central Florida 1/2 • Largest concentration of MS&T focused activity in the world • The Research Park • US Army, Navy, Marine Corps, Coast Guard & Air Force Acquisition presence • UCF and its Institute for Simulation and Training (IST) • 150+ MS&T Industry companies spread across Central Florida • MS&T Industry supports more than 58,000 jobs Florida-wide • $7.8B in annual sales activity • The National Center for Simulation (NCS)

  7. Why Central Florida 2/2Environmental Factors • Synergy created by Lake Nona’s Medical City • Veterans Administration decision to establish its national simulation center of excellence at Lake Nona Medical Center • UCF College of Medicine curricula integrates state-of-the-art simulation methods • Florida Hospital’s decision to expand its simulation center at Celebration Health (Nicholson Center) • Orlando as the #1 destination in the world for medical conferences • 45 years of best-in-class simulation expertise to draw upon • Potential for M&S technology transfer

  8. Pursuing The Opportunity • 2007/2008/2009 • NCS supported I/ITSEC medical simulation special events • SAIC established a medical simulation working group • Fall 2009 • NCS and SAIC collaborated to host a leadership breakfast meeting with a cross section of Central Florida Stakeholders • NCS volunteer group formed to take Medical M&S initiative forward • Winter 2010 • Initial planning sessions by volunteers to develop a MEDSIG strategy and way ahead • April/May 2010 • NCS holds MEDSIG facilitated strategic planning sessions • NCS conducts implementation planning to advance the idea of a Florida Alliance for Simulation in Healthcare (FLASH) • Today!

  9. MEDSIG Strategic Planning • 2 facilitated sessions • Development of a Strategy Articulation Map • Development of an implementation roadmap / timeline • Development of a multi-year budget Vision Core Values/Principles Mission Objectives

  10. Strategy Session Participants Clinical / Healthcare Simulation Center • Louise Van Diepen – Veterans Administration • Rick Wassel – Florida Hospital Nicholson Center • Eileen Bowe - Orlando Health • Michael Zappa, MD - Emergency Medicine Learning & Resource Center • Beth Brunner – Emergency Medicine Learning & Resource Center Academia • Deb German, MD - UCF College of Medicine • Brian Goldiez, PhD – UCF Institute for Simulation & Training • Rick Satava, MD – University of Washington Industry • Brent Smith - Engineering and Computer Simulations • Bill Lewandowski – Simbionix • Terri Spoonhour - SAIC • Jeff Bergenthall - Lockheed Martin • Jeremy Riehl - Lockheed Martin • Jack Taylor – CAE Healthcare Military • Beth Pettitt - US Army RDECOM • Pete Marion - US Army PEOSTRI • Roger Smith - US Army PEOSTRI • LTC Wilson Ariza – US Army PEOSTRI • John McCombs - US Army PEOSTRI • Barbara Essery - US Army PEOSTRI • Rob Matthews – US Navy – NAWCTSD Economic Development • Tom Baptiste - National Center for Simulation • Thad Seymour, PhD – Lake Nona Medical City • Eric Ushkowitz – Metro Orlando Economic Development Commision • Andy Smith - Halldale Media Session Facilitators • Fran Korosec - Taylor Ross Consulting • Bob Heinlein - Medical Simulation Associates • David Shorrock - The Shorrock Group • Mary Trier - Capital Communications & Consulting • Brian Levine - SAIC

  11. A new name Florida Alliance for Simulation in Healthcare (FLASH)

  12. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Present initial findings by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  13. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 • Present initial findings • by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  14. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 • Present initial findings • by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  15. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 • Present initial findings • by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  16. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence in Modeling, Simulation & Training Orlando as a Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 • Present initial findings • by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  17. Key objectives • Establish FLASH organization • Market the Value Proposition of FLASH • Develop relationships across the Healthcare Community • Quantify the Return on Investment (ROI) of Medical M&S • Attract business development opportunities

  18. An Initial Timeline

  19. Now what? • If you can agree that what has been suggested makes sense, then how do we execute? • Is FLASH a new organization? • Can this initiative be absorbed in an existing organization? • This initiative touches the equities of a number of Central Florida organizations and interests • How and who will provide direction and strategic guidance • How do we harness our collective efforts • This is a huge opportunity for Orlando and Central Florida, is critical to the future of Healthcare and deserves a community-wide effort!

  20. Summary Where do we go from here? FLorida Alliance for Simulation in Healthcare (FLASH)

  21. Backup Slides

  22. Immediate Next Steps • Settle on an organizational approach • Develop a charter and governance • Decide on an approach to Strategic Guidance/ Oversight • Secure initial funding • Identify and attract staff • Define value proposition and marketing plan • Launch early business development initiatives • Establish early alliances and create awareness of Central Florida’s strengths

  23. An approach and Initial requirements • Director of FLASH – 1 FTE • Student intern - .8 FTE • Volunteer Committees • Marketing • Public Relations • Social Networking • Conference • NCS – shared admin staff • PR Firm to support marketing initiatives • Research Firm to quantify ROI of MEDSIM • Advisory Board (including healthcare representatives)

  24. Multi-Year BudgetJune 2010 through December 2013

  25. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Establish FLASH Organization Key Measures Business plan by 7/10 Offices / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 • Present initial findings • by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  26. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Market the Value Proposition of FLASH Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 • Present initial findings • by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  27. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Develop Relationships Across the Community Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 • Present initial findings • by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  28. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Quantify ROI for MedSim Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Present initial findings by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 • Present initial findings • by 4Q11 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  29. FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Drivers Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Objectives Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Attract Business Dev Opps for FLASH Attract Business Dev Opps for FLASH Key Measures Business plan by 7/10 Officers / board by 8/10 1st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Present initial findings by 4Q11 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Initiatives • Define organizational • structure • Create governance • and by laws • Establish advisory • board • Define business plan • Secure long-term • funding • Establish marketing plan • Develop talking points • Define value for members • Create logo, website, • brochures, collateral, & • marketing presentations • Announce FLASH • Hold simulation summit • Develop conference • attendance plan • Develop Community of • Practice • Catalog CFL inventory • and capabilities • Develop alliances • (SSIH, I/ITSEC, etc) • Reach out to tangential • simulation communities • Outreach to politicians • Create team forums • Outreach to EDC’s • Outreach to medical • Boards/societies • Pursue endorsements • Conduct lit search • Define elements of • Return • Define elements of • Investment • Develop educational • program • Develop dictionary • Define levels of Fidelity • Publish results • Present results at • industry conferences • Conduct planning briefing • to industry • Conduct market survey • Develop BusOp website • Develop e-knowledge • center • Support plan for HR 855 • Create satellite groups • Stimulate new grant • sources • Outreach to medical • “industry”

  30. Startup Funding EstimateJune 2010 through October 2010

  31. Multi-Year Budget - DetailsJune 2010 through December 2013

  32. Multi-Year Budget Details (cont)

  33. National Center for Simulation (NCS) • 501c(3) not-for-profit member corporation in Orlando, FL • More than 150 U.S. & international members, with a high concentration in Central FL • The link between government, industry & academia to further MS&T technology • Promotes the transfer of defense MS&T technology to other applications: medical, homeland security, education, transportation, Digital Media & entertainment • Supports MS&T awareness & public policy development • Supports Science, Technology, Engineering & Mathematics (STEM) education & workforce development programs www.simulationinformation.com

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