HCS 503 Module 6 Week 6 Presentation: Strategic Plan and Return-on-Investment Pitch Example

Reviewed by Emmett Rockwell, MBA Arizona State University Updated October 2026

This HCS 503 Module 6 sample is the strategic plan presentation and return-on-investment pitch, the major Week 6 assessment in ASU HCS 503, the last required HCS course in ASU's Health Care Simulation sequence. The ASU HCS 503 presentation is recorded and pitches the student's hypothetical simulation center to stakeholders, with a return on investment, before classmates review it in Week 7. The composite student pitches the center to the imagined hospital's leaders. The slides move from mission and need to the SWOT, the budget and a transparent ROI model, then state plainly what the numbers depend on and what the hospital is being asked to approve.

CourseHCS 503 Principles of Operations Management in Health Care Simulation
ModuleModule 6
Paper typeStrategic plan presentation, slides with speaker notes
LengthAbout 637 words, 5 pages
FormatAPA 7 slide deck with speaker notes
SchoolArizona State University
ProgramGraduate Certificate in Health Care Simulation
UpdatedOctober 2026

Free sample paper for HCS 503 Module 6

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Practice Before It Happens: Strategic Plan and Return on Investment for Our Simulation Center

Student Name

Graduate Certificate in Health Care Simulation, Arizona State University

HCS 503: Principles of Operations Management in Health Care Simulation

Instructor Name

Month Day, Year

What this page is doingThe title uses the center's vision as a hook and names the two things stakeholders will decide on.
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Slide 1: Practice Before It Happens

A simulation center for our hospital. Strategic plan and return on investment. Presented to the executive team and hospital foundation.

Speaker notes: Thank you for your time. In ten minutes I will show you what the center would do, what it would cost and what the hospital could expect in return. All hospital figures are planning estimates.

Slide 2: Mission and Vision

Mission: safe, realistic rehearsal for all our clinicians and teams, so patients get skilled, coordinated care. Vision: no high-risk event in our hospital happens for the first time on a real patient.

Speaker notes: The vision is deliberately simple. Rare, dangerous events are exactly the ones our staff get the least practice in.

Slide 3: The Need

About 485 learners and 3,850 learner-hours a year: nurse residents, ED and ICU nurses, code teams, hospitalists and partner students. Priorities: deterioration, resuscitation, central line care, teamwork.

Speaker notes: These estimates come from our needs assessment. The residency alone accounts for more than a third of the hours.

Slide 4: What the Evidence Shows

Mastery training in central line insertion cut one ICU's infection rate by about 84%. That program cost about $112,000 a year and saved more than $700,000 a year, a 7-to-1 return.

Speaker notes: Barsuk et al. (2009) reported the infection results, and Cohen et al. (2010) calculated the savings. We should not expect the same return across a whole center, but it shows what one well-chosen program can do.

Slide 5: SWOT in Brief

Strengths: CNO sponsor, residency, quality data. Weaknesses: no trained debriefers, no space. Opportunities: school partnerships, foundation. Threats: staffing pressure, competing capital needs.

Speaker notes: Our biggest risk is canceled sessions when units are busy, so the plan builds simulation into residency and competency hours as protected time.

Slide 6: Strategic Plan

Year 1: train two debriefers; start in situ sessions; renovate the wing. Year 2: open the center; launch the residency and central line curricula; sign one school partnership. Year 3: full schedule of about 960 session-hours.

Speaker notes: Starting in situ means training begins before construction ends, and early sessions will show the foundation that the program works.

Slide 7: What It Costs

Capital: $820,000 one time. Operating: $324,415 a year, mostly two staff positions. Five-year total: $2,442,075; annualized $488,415.

Speaker notes: Staff costs are built from the national median wage for registered nurses (U.S. Bureau of Labor Statistics, 2026). Service contracts and supplies are included, because simulation budgets often leave them out.

Slide 8: Expected Annual Benefits at Full Operation

Five avoided central line infections at $45,814 each: $229,070. One week shorter orientation for 60 residents: $101,304. School partnership rental: $96,000. Total: $426,374.

Speaker notes: The infection cost comes from a meta-analysis that found central line infections the most costly hospital-acquired infection per case (Zimlichman et al., 2013). The orientation figure is 60 residents times 36 hours times $46.90 an hour. Every benefit here is an estimate we will measure.

What this page is doingShowing the arithmetic in the notes lets stakeholders check each benefit, which builds more trust than a single total.
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Slide 9: Return on Investment

If the foundation funds the capital: operating ROI = ($426,374 minus $324,415) divided by $324,415 = 31%. If the hospital funds the capital: annual cost $488,415, a return of negative 13%; break-even needs about 6.4 avoided infections a year instead of 5.

Speaker notes: I want to be transparent. With foundation support, the center more than pays its running costs. Without it, the center is close to break-even and depends on preventing one or two more infections a year. That is why the request has two parts.

What this page is doingPresenting a negative scenario alongside the favorable one makes the pitch more credible and explains the funding request.
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Slide 10: Our Request

Foundation: $820,000 in capital. Hospital: $324,415 a year in operating support. In return: quarterly reports on learner-hours, infections, orientation time and rental income.

Speaker notes: We will report the same measures we used to build this case, so you can judge whether the return is real. Thank you; I welcome your questions.

References

Barsuk, J. H., Cohen, E. R., Feinglass, J., McGaghie, W. C., & Wayne, D. B. (2009). Use of simulation-based education to reduce catheter-related bloodstream infections. Archives of Internal Medicine, 169(15), 1420-1423. https://doi.org/10.1001/archinternmed.2009.215

Cohen, E. R., Feinglass, J., Barsuk, J. H., Barnard, C., O'Donnell, A., McGaghie, W. C., & Wayne, D. B. (2010). Cost savings from reduced catheter-related bloodstream infection after simulation-based education for residents in a medical intensive care unit. Simulation in Healthcare, 5(2), 98-102. https://doi.org/10.1097/SIH.0b013e3181bc8304

U.S. Bureau of Labor Statistics. (2026, August 27). Registered nurses. In Occupational outlook handbook. U.S. Department of Labor. https://www.bls.gov/ooh/healthcare/registered-nurses.htm

Zimlichman, E., Henderson, D., Tamir, O., Franz, C., Song, P., Yamin, C. K., Keohane, C., Denham, C. R., & Bates, D. W. (2013). Health care-associated infections: A meta-analysis of costs and financial impact on the US health care system. JAMA Internal Medicine, 173(22), 2039-2046. https://doi.org/10.1001/jamainternmed.2013.9763

HCS 503 Module 6 instructions, in plain terms

The Strategic Plan Presentation and ROI pitch is the largest assessment in HCS 503 at 25 points, due in Week 6, the week on strategic plan presentations and return on investment. Record a presentation of your strategic plan, the information needed to develop your hypothetical simulation center, including a return on investment for stakeholders. Treat it as a pitch: highlight the important points rather than every detail. Draw on your Week 2 needs assessment, Week 3 SWOT analysis and Week 4 budget so the numbers match. In Week 7 you will complete four peer reviews of classmates' presentations and judge whether you would invest, so expect classmates to do the same for yours.

How the HCS 503 Module 6 example is put together

The sample follows a pitch structure: vision, need, evidence, SWOT, plan, cost, benefit, return and a clear request. Every figure matches the earlier assignments. The evidence slide uses a published program with a known return but warns that a whole center will not match it. Benefits are built from cited costs and shown arithmetic, and the ROI slide calculates two scenarios, including an honest negative return if the hospital funds the capital and a break-even point. The closing slide asks for specific amounts and promises measurable reporting. Speaker notes carry citations while slides stay short. Margin notes explain why open arithmetic and an honest second scenario make the pitch persuasive.

Reading the HCS 503 Module 6 grading rubric

Instructors scoring the 25-point pitch look for a coherent strategic plan, a budget consistent with earlier work and a return on investment calculated transparently with stated assumptions. Strong pitches are concise, persuasive and honest about uncertainty, and they end with a clear request. Presentations lose marks when ROI figures appear without calculation or sources, when benefits are exaggerated, when numbers contradict the budget paper or when slides are crowded. Weak recordings that read slides word for word also lose points. Because peers will ask whether they would invest, a pitch that answers likely objections tends to score better with instructors and classmates alike. Pitches that name what will be measured and reported after approval also tend to score well.

HCS 503 Module 6 help from the desk

Write the request first, then build slides that justify it. Reuse numbers from your budget so everything matches. Show the ROI formula and plug in your figures. Cite a source for every benefit you claim. Present more than one scenario if the result depends on who funds capital. Limit slides to a handful of words and let your narration carry the detail. Rehearse until the recording fits the time limit. If the ROI math feels uncertain, the desk can check it with you. End with what you will measure and report. Anticipate the first question an executive would ask about cost or risk, and answer it on a slide before they ask.

Write yours, or have the desk draft it

This paper is an original model document written by our desk, not a submitted student paper and not an official Arizona State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.

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More HCS 503 and Graduate Certificate in Health Care Simulation sample papers

HCS 503 Module 6 questions, answered

Where can I find a free HCS 503 Module 6 sample paper?

The full strategic plan and return-on-investment pitch with speaker notes is on this page.

What does the HCS 503 strategic plan presentation include?

Your center's strategic plan and a return on investment for stakeholders, recorded as a pitch.

How do you calculate ROI for a simulation center?

Subtract costs from expected benefits and divide by costs, stating every assumption.

What is the cost of a central line infection?

A meta-analysis estimated $45,814 per central line-associated bloodstream infection.

Can simulation training pay for itself?

One central line program returned about 7 dollars for every dollar spent.