DIRECTOR, CENTRE FOR EXPERIENTIAL LEARNING

This leadership role drives CEL’s mission to cultivate future-ready healthcare professionals through immersive, simulation-driven learning that enhances clinical competencies, teamwork, human factors awareness and patient safety outcomes across KPJ and beyond.

By integrating high-fidelity manikins, VR/AR technologies, hybrid scenarios and standardised patient methodologies, the Director ensures training aligns with evidence-based standards such as SSH and INACSL, effectively bridging academic preparation with real-world clinical demands.

The Director is accountable for positioning CEL as both:

• A clinical capability, quality improvement and patient safety instrument embedded into KPJ hospital operations, and
• A self-sustaining strategic asset that contributes measurable organisational value and supports KPJ’s long-term growth strategy.

Strategic (Crafts long-term vision, partnerships, budgets and sustainability model for CEL across KPJ)

Academic (Oversees curriculum design, faculty collaboration, research initiatives and competency assessment for competency mastery in nursing, medicine and allied health)

Administrative (Leads policies, accreditation, stakeholder alignment and quality improvement frameworks)

Operational (Manages daily operations, technology integration, team development and programme delivery)

Commercial (Ensures financial sustainability, utilisation optimisation, revenue opportunities and value creation)

1.Strategic Leadership & Ownership of CEL

• Provide single-point leadership and accountability for CEL strategy, operations and outcomes.

• Define and execute CEL’s 3–5 year roadmap aligned with KPJHS priorities, Centres of Excellence (CoEs) and accreditation standards.

• Position CEL as KPJ’s flagship platform for clinical capability building, patient safety and workforce readiness.

• Establish CEL as a recognised Centre of Excellence for simulation-based education nationally and regionally.

2. Clinical Education & Curriculum Excellence

• Lead the design, governance and continuous evolution of simulation-based curricula across medicine, nursing and allied health.

• Ensure curricula are:

  • Clinically relevant to KPJ hospitals

  • Aligned with CME, AHA, SSH, INACSL and local regulators

  • Outcome-driven with defined competency and safety metrics

• Embed CEL training into:

  • Hospital clinical pathways

  • Onboarding programmes

  • Credentialing and privileging processes

  • Validation of high-risk procedures

• Standardise training for critical procedures across KPJ hospitals to reduce variation and improve clinical confidence.

3. Integration with Hospital Operations, Quality & Patient Safety

• Work closely with Hospital CEOs, Medical Directors, Heads of Specialty, Nursing Leaders, Quality teams and other relevant stakeholders to:

  • Identify high-risk procedures and variation hotspots

  • Translate these into targeted simulation interventions

• Use simulation to reduce errors, improve outcomes and standardise care

• Utilise insights from:

  • Command Centre data (incidents, utilisation, flow)

  • RIC and CDH research findings

• Position CEL as a preventive risk-management, human factors and quality improvement instrument, not merely a training centre.

4. Faculty Leadership & Capability Building

• Recruit, mobilise and develop a KPJ-wide faculty of clinical educators and simulation instructors.

• Establish Trainer-of-Trainer (ToT) and instructor certification pathways.

• Build internal teaching and simulation capability, reducing reliance on external providers.

• Foster a culture of mentorship, reflective practice and clinical teaching across KPJ hospitals.

5. Academic, Research & Innovation Integration

• Partner with KPJ, KPJ University, RIC and CDH to:

  • Advance simulation-based research and education scholarship

  • Generate evidence on training effectiveness, patient safety and workforce impact

• Position CEL as a living laboratory for:

  • Human factors research

  • Clinical process redesign

  • Innovation in experiential education

6. Operational Excellence, Technology Strategy & Resource Optimisation

• Oversee CEL’s operational readiness including facility utilisation, simulator lifecycle strategy, scheduling and throughput.

• Integrate VR/AR and digital simulation technologies to scale training capacity.

• Ensure optimal deployment of faculty, infrastructure and technology assets.

7. Business Acumen, Financial Sustainability & Organisational Value Creation

A defining expectation of this role is the ability to translate experiential learning into measurable organisational value and ensure CEL becomes a self-sustaining enterprise.

The Director will:

• Develop structured programme and pricing models linked to hospital onboarding, credentialing and training allocations

• Create external training, certification and partnership opportunities with healthcare providers, universities, professional bodies and industry

• Quantify CEL’s contribution to:

  • Reduction in clinical errors and adverse events

  • Cost avoidance through standardisation

  • Reduced dependency on external training vendors

• Optimise utilisation of CEL facilities, simulators and faculty resources

• Develop ROI-driven technology and capital investment plans

• Support FHI in scaling CEL offerings regionally