perspectives
perspectives
By Deborah Ellis, PhD, FACHE
Speaking the C-Suite Language: How Infection Preventionists Can Secure Resources and Drive Strategic Impact
Healthcare-associated infections cost U. S. hospitals billions every year. Infection preventionists have the solutions— but to secure resources, we must frame our proposals in terms the C-suite actually understands.
Infection preventionists( IPs) are the quiet guardians of patient safety. We track infections, develop protocols, and ensure hospitals meet regulatory standards. But expertise alone doesn’ t guarantee support for system-wide initiatives. If we want resources, whether staffing, capital investments, or new programs— we need to speak the language of the C-suite. Know Your Audience: What Executives Really Care About CEOs, COOs, and CFOs see the hospital through a lens of strategy, finances, and risk— not through protocols or culture alone. They rely on tools like the Balanced Scorecard to measure performance across four areas: financial, patient-centered, process, and growth( Kaplan and Norton 1996). Each healthcare system may refer to this score card by a different name, like Executive Performance Dashboard, True North Metrics Dashboard, OKR( Objectives and Key Results) Scorecard. These scorecards usually incorporate and are aligned with the Strategic Pillars of the organization.
Understanding this framework is critical. When IPs align proposals to these perspectives, we transform from“ support staff” to strategic partners.
• Financial: Leaders want to know how your proposal impacts revenue, costs, and penalties. Reducing HAIs is not just clinically smart, it’ s financially savvy( Umscheid, Waters, and Harris 2021; Becerra et al. 2023). A well-presented case will quantify potential cost avoidance in both direct expenses, such as extended hospital stays, and indirect costs, like reputational damage and regulatory penalties.
• Patient / Customer: Patient outcomes and satisfaction drive reimbursement and reputation. Highlight how infection prevention programs reduce readmissions and enhance care experiences( Huang et al. 2020). Framing initiatives in terms of improved quality metrics resonates with executives responsible for performance-based incentives.
• Internal Processes: Executives value efficiency. Framing initiatives such as workflow improvements, error reductions, or compliance gains make infection prevention a solution, not a cost center( Greene et al. 2022). Consider showing how your interventions integrate with operational priorities like OR turnover time, discharge efficiency, or nursing workflows.
• Learning & Growth: Investment in staff training, mentorship, and knowledge-sharing strengthens culture and resilience— an outcome executives prize. Beyond safety, these initiatives reduce turnover, improve staff engagement, and sustain a culture of continuous improvement.
Understanding these dimensions allows IPs to translate clinical priorities into strategic organizational value.
Frame Your Proposal Like an Executive Successful IPs know how to translate clinical priorities into executive priorities. A clear, compelling proposal usually includes:
➊ Executive summary first – Start with the“ why” and“ what.” Keep it concise. A busy CEO does not need the detailed protocol first— they need the impact and strategic relevance upfront.
➋ Quantified impact – Show both the benefits of action and the costs of inaction( Umscheid, Waters, and Harris 2021). Use concrete numbers whenever possible: infection rates prevented, expected cost avoidance, and ROI.
➌ Strategic alignment – Tie initiatives to organizational goals, like safety, compliance, or value-based care( Becerra et al. 2023; Porter and Lee 2013). Executives respond when your initiative supports metrics already being measured at the board level.
➍ Risk mitigation – Frame proposals as initiative-taking protection against harm, penalties, or reputational damage. Highlight regulatory risk avoidance and the financial consequences of inaction.
➎ Implementation roadmap – Outline clear milestones, expected outcomes, and sustainability. Demonstrate that your proposal is actionable, measurable, and accountable.
➏ Cross-functional support – Pre-engage nursing, operations, finance, and HR to show broad alignment. This demonstrates that your initiative has been thought through from multiple angles, reducing pushbacks.
Numbers and Stories Together: The Magic Formula Data alone rarely persuades. Combine metrics with stories: patient outcomes, staff experiences, or examples of near misses. This combination connects the C-suite to the human stakes behind your numbers. For example, reporting a 15 % reduction in central-line associated bloodstream infections( CLABSI) is compelling— but pairing it with a story of a patient who avoided a preventable infection makes it memorable.
Visuals, such as trend charts, cost comparisons, or process maps, help executives absorb complex information quickly. The most successful presentations distill data into one or two key takeaways that align with organizational priorities.
Real-World Example: Staffing and Equipment Imagine requesting additional IP staffing or a new sterilization system. Framed incorrectly, it looks like a cost. Framed strategically:
• Financial: Reduces overtime, prevents costly HAIs, avoids penalties( Umscheid, Waters, and Harris 2021; Becerra et al.
8 • www. healthcarehygienemagazine. com • nov-dec 2025