BSBMGT517 Manage Operational Plan For Key Performance Indicators

Question 1

 

a. List the resources requirements needed to develop an operational plan.

b. Explain the consultation process and whom you must consult while researching and documenting the requirements of an operational plan.

Question 2

 

What are key performance indicators, how they are developed within the operational plan and how they can help in measuring overall organisational performance?

 

Question 3

a) When planning there is a need to include a ‘contingency plan’ 
b) Explain why is it is important for a health care practice to develop and implement contingency plan for each appropriate stage of their operational plan

 

Question 4  

 

a. What methods you will undertake to obtain the approval of the operational plan and who should be involved in the process?
b. Why it is important to obtain necessary approval for operational plan from relevant stakeholders.

Question 5

                                

Managing resource acquisition is crucial in the process of operational planning.
Explain how you will plan and manage acquisition of physical and human resources in the planning process.

Question 6 

List the performance measures that will assess the operational performance of the organisation in achieving profit and productivity plans and targets?

Question 7 

 

a. Name all the financial supportive documents that you practice would use to monitor and review profit and productivity performance of the operational plan 

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. 

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. 

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 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. 

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. 

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). 

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 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.

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. 

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. 

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).  

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). 

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

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