Healthcare Operational Plan Report: Resources, KPIs, and Contingency

This report presents a detailed operational plan for a healthcare setting, addressing key aspects of resource management, performance evaluation, and risk mitigation. The report begins by outlining the essential resource requirements, including human and financial resources, and emphasizes the importance of consultation processes involving top management, finance, and HR departments. It then delves into Key Performance Indicators (KPIs) tailored for healthcare, categorizing them into areas like patient safety and infection control, and highlighting their role in assessing organizational progress and service delivery. The report also underscores the significance of contingency planning to address unexpected events, such as data loss, and provides strategies for resource acquisition and management. Furthermore, it explores methods for determining operational performance, including financial reports and employee performance appraisals, and offers solutions for addressing non-performance issues. The report also includes a project proposal focusing on expanding healthcare services, detailing resource needs, potential risks, and implementation plans, along with position descriptions and performance monitoring measures. The document includes references to support the findings and recommendations.

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Running Head: Manage Operational Plan
Manage Operational Plan
Institution
Lecturer
Student
Course
Date

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Manage Operational Plan
Question 1
The operational plan requires a list of resources requirements for its proper and complete
implementation. The resources range from the human resources, financial resources, the time
resource, Key Performance Indicators (KPIs). Human resources are responsible for the creation
and the implementation of the strategies set out in the plan (Hussain & Ahmad 2012). Financial
resources are crucial in facilitating the implementation of the operational plan. The consultation
process is fundamental and the top management, the accounts office and human resource
department are three important sections of the consultation process and provide a clear way for
the course of the operational plan implementation.
Question 2
In healthcare, the key performance indicators are the performance determinants that determine
the level of service delivery from the healthcare employees. In healthcare, KPIs can be
developed and categorized into various groups including patient safety, inpatient and the
outpatient utilization, infection control and generic utilization among others. The significance of
the KPIs is invaluable in evaluating the organizational performance and progress. It gives
insights and determines how well the hospital is on the course of attaining its set goals (Shen et
al. 2009). The KPIs can also determine the level of output from the clinical officers towards the
patients and how the patients are satisfied with the level of service provision.
Question 3
A contingency plan is an important pillar that addresses the future unexpected occurrences in
healthcare. It is important for its consideration at every level of the operational plan
implementation as it offers ways of dealing with the potential failures in case of healthcare
provision. When an expected event such as the loss of the hospital data occurs, it may result in

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the loss of the crucial information such as patient billing, patient data, collection records and the
cash receipts among others. The unexpected events can be detrimental to the hospital; therefore,
the need of the contingency plan offers remedies in addressing such occurrences.
Question 4
The approval process of the operational plan requires a set of coordinated methods. It should
involve the allocation of the human resources, the people responsible for the strategies and the
implementation of the plan. The next step would be allocating the finances, which pays for the
services of the service providers within the healthcare plan. Then there is setting the timeframe
within which the operational plan should implement and finally the setting of the KPIs which
determines the general performance targets for the operational plan (Turner, Huemann & Keegan
2010). The approval from the relevant stakeholders provides the green light for the plan.
Question 5
The acquisition of the resources for the implementation of the operational plan requires the
proper management. The acquisition of both the human and the physical resources involves close
collaboration with other stakeholders in healthcare. The human resources can be provided with
the human resource management, which provides the staff needed in the implementation of the
plan. The physical resources; which mainly comprise of the finances and the other physical
assets can be acquired in liaison with the management and the finance departments. The resource
management will involve frequent auditing to determine the effective utilization and the
performance appraisals for the human resources to determine their input (Men 2014).
Question 6
There are several ways of determining the operational performance of the healthcare. The
management has the responsibility of assessing the operational performance to determine the

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progress gained from implementing the operational plan. It is an important step and some of the
most fundamental performance measures involve consistent investigation of what has been so far
achieved, and what has not been achieved, checking on the suitability of the operational plan,
assessing the value of the resource utilization in the performance process as well as determining
the amount of the problems accrued in the process of utilizing the operational plan.
Question 7
Financial reports can offer insights on the performance of an operational plan in healthcare.
These financial supportive documents involve the patient billings, cash receipts, procurement
records; which involves the purchases of materials and equipment within the clinic, and
advertising records. In reference to the Big Apple Grocery Store, the business has not met their
sales target, with areas such as the postage, wages, and the power as well as the less stock as at
June having figures beyond the set budget. However, the store is making the profit with a 52%
difference between the targeted profit and the actual profit. The primary strategy for improving
the performance of the store is the reduction of the operational costs as much as possible.
Question 8
The nonperformance in healthcare is widely not acceptable by all standards. Therefore, it is
much easier to identify the all the elements of nonperformance by assessing the general
outcomes of the clinic's performance for instances. Nonperformance is identifiable with the
consistently poor quality of work from the clinicians, lack of respect for the organizational
values, noncooperation with the bosses and the co-workers among other things. Solutions
recommendable for such complacencies involve providing an appropriate working environment
with a practical culture and setting performance targets for every worker. The actions for
correction of nonperformance involve suspensions and layoffs of the poor performers.

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Question 9
Sometimes, support and guide are necessary for encouraging the team in proper utilization of the
available acquired resources. This mentorship process enables them to have a clear
understanding of the importance of what is at their disposal. These measures involve teaching
and encouraging the team in embracing the organizational culture and values, develop the culture
of mutual coexistence with the other workers and take appropriate care of the assets with their
area of jurisdiction. It is also important to let the team understand the significance of the
available resources to their longevity and survival. Measures such as personal training, refresher
courses, and constant reminders can serve as the best way of encouraging and reminding of the
team of their responsibilities and the need to have the acquired resources properly utilized.
Among the employee's responsibilities is the requirement to take care of all the resource assets in
their possession and ensure their good maintenance (Khalifa & Khalid 2015).
Question 10
The documentation of the organization’s overall performance depends on the on the crucial
aspects that directly affect the outcomes of the business performance. Some of the three main
records would involve the financial records which provide the information about the financial
performance of the organization. The second record is the market performance records in which
all the aspects of the sales, the market share among others are documented. Then finally, the last
category of documentation that provides information about the overall operational performance
of the firm is the shareholder return documents which give information about the information
about the shareholders and the economic values they add (Slabbert & Barker 2014).

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Task 2: Project (Developing Operational Plan)
Resources required
Both the physical and the human resources are required for the operational expansion. The
physical resources would involve any form of assets, the financial support, and strategic
implementation. The human resources would involve the staff required for running the team,
which includes the different management level personnel.
Personnel in the Consultation Process
The consultation process would involve the key players including the top management who are
the primary decision-makers, the finance department, to provide the way forward on the funding
of the project, as well as the staff who will be on the ground implementing the plan (Kariya n.d.).
The Operational Plan
Project Objectives Key Performance Indicators Actions Activities
Introduction to automated
operations
 Proper Record
management
 Enhanced speed of
operations
 Purchase of new
equipment
(Computers, Printers)
Expanding the patient ward
Capacity
 Better service delivery  Training of the staff
Introduction of a new clinic
branch
 Expanded services  Hiring of the
additional staff

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Possible Risks and Solutions
While the project stands a greater chance of adding success to the organization; it is fundamental
to acknowledge the possible risks associated with this plan. Some of the risks related to this plan
involve unstable market value, financial constraints as well as the worker's shortage. The
unstable market value can be rectified through improved quality services, while the financial
constraints can be addressed through the external borrowing to fund the project. Workers
shortage due to expansions can be addressed through massive recruitment of the new staff.
The Special Advice and the Contingency Plan
The special advice needed for this project is in regard to the implementation of the new clinic
branch and how to go about everything. On the other hand, the contingency plan for the possible
risks would involve coming up with specific measures to prevent any occurrence of the
unwanted events in process of implementing this project.
Implementation Plan
Action
Activities
Date Person
Responsible
Budget Monitoring
Measure
Purchase of the
new equipment
1/12/2017 Procurement
manager
150,000 Quality
equipment.
Training of staff 15/12/2017 Human
Resources
Management
10,000 Ensure 100%
participation.
Hiring of the
additional staff
5/1/2018 The Human
Resource
Manager
35,000 Ensure hiring of
the qualified
personnel.

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Resource Acquisition
The expansion and launching of the new clinic branch mean that additional new staffs are
needed. These include the branch head of medical services, clinical nurses, cleaners, a
storekeeper and security personnel.
Position Description for the Head of Medical Services
Position Title: Head of Medical Services
Reporting to: General Manager HS Medical Networks
Commencement date: 15/1/2018
Probation period: Three months
Roles and responsibilities
1. Overseeing all health activities within the branch
2. Providing valuable expertise on all health-related issues
3. Developing and recommending appropriate health policies for the organization
4. Responsible for the supervision of all the nurses and the clinicians
5. To provide feedback on the periodical branch performance
Key Selection Criteria
1. The candidate MUST possess a nursing degree with at least 5 years experience in top
managerial level.
2. Must be committed, hardworking and social person,
3. Must be 30 years and above.
4. Versatile and flexible to organizational requirements.

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Monitoring of Operational Performance
The general performance of the business could be monitored through a variety of measures.
These may include the use of the performance appraisals to determine the employee performance
levels. Other measures would involve close monitoring of the financial returns, and the general
progress of the business. Financial reports including the receipt documents, the balance sheets
and all the accounting documents can be used to determine how the organization is performing
financially. The expansion plan would further need crucial documents for recording important
information. They include employees’ register, accounting documents, procurement documents,
performance reports and the patient data reports.

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References
Hussain, M & Ahmad, M, 'Mostly Discussed Research areas in Human Resource Management (HRM) –
A Literature Review ', International Journal of Economics and Management Sciences, pp. 10-17.
2012.
Kariya, P, 'Improving efficiency of hospitals and healthcare centers', Project report on improving the
efficiency of hospitals and healthcare centers. n.d.
Khalifa, M & Khalid, P, 'Developing Strategic Health Care Key Performance Indicators: A Case Study on
a Tertiary Care Hospital', he 5th International Conference on Current and Future Trends of
Information and Communication Technologies in Healthcare, Elsevier B.V. 2015.
Men, LR, 'Strategic Internal Communication', Transformational Leadership, Communication Channels,
and Employee Satisfaction. 2014.
Shen, J, Chanda, A, D'Netto, B & Monga, M, 'Managing diversity through human resource management:
an international perspective and conceptual framework ', The International Journal of Human
Resource Management. 2009.

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Slabbert, Y & Barker, R, 'Towards a new model to describe the organisation–stakeholder relationship-
building process: A strategic corporate communication perspective', Organizational management
and Strategic Communication, 2014. vol I, no. 40.
Turner, R, Huemann, M & Keegan, '.A Human resource management in the project-oriented organization:
Employee well-being and ethical treatment', International Journal of Project Management. 2010.