Allocation Health Services Resource Allocation

Allocation

Health Services Resource Allocation

The CEO of this organization certainly has a complex task when it comes to allocating the financial, operating, capital, and human resources in a manner that will provide effective and comprehensive services while driving growth in market share. Acquisition efforts must be kept within ethical bounds and requires careful control to ensure the most effective and efficient processes are in place, and allocation must be equally painstaking and precise. In many cases, the acquisition and allocation of resources are two sides of the same coin, and indeed all operations and functions of the organization must be viewed as part of an integrated and cohesive whole in order for effective resource management strategies to be put into place. This is why the most important word for the CEO to remember in this regard is collaboration.

Financial Resources

In order to determine the necessary financial resources for the organization to function properly, the CEO should meet with the medical director, program director, and clinical director in which the broad needs of the organization are discussed. Directors should meet with middle managers in charge of various departments to determine more specific financial needs as well as monetization strategies, as it is through such departmental operation that financial resources are both acquired and expended (Chernichovsky & Hanson 2009). All other resources impact upon financial resource decisions, making a determination of the detailed financial needs and capabilities of the organization a paramount concern (Carrin et al. 2009).

Operating Resources

For the most part, the operating resources needed in order for the organization to function on a day-to-day basis should be rather minimal and will not require a great deal of deliberation and debate, though scrutiny of waste in such resources could potentially reveal instances where a financial savings can be generated (Chernichovsky & Hanson 2009). As with a determination of financial resource needs, determining the necessary operating resources will require extensive and detailed input from department heads. Prcourement contracts should also be reviewed on an annual bases at the very least, and on a more frequent schedule for those resources that represent larger expenditures and/or are ordered with greater frequency (Carrin et al. 2009). This, too, is to ensure the financial efficiency of operating resource acquisition and allocation.

Capital Resources

There are two major types of capital resources that will need to be considered: upfront necessities and ongoing expenditures (Chernichovsky & Hanson 2009). Property and buildings are upfront, whereas equipment that will need replacing or upgrading every several years is ongoing, and most departments are likely to have certain ongoing capital expenses. The acquisition of upfront capital resources should be made through an outside agent capable of sourcing and negotiating the best deal in the given market, while the ongoing capital needs of various departments should be reassessed annually and contracts should be reviewed and shopped just as often (Chernichovsky & Hanson 2009; Carrin et al. 2009). This will ensure ongoing efficiency in capital resources.

Human Resources