This document outlines an operational plan for an ICU department in a new 250-bed hospital. The strategic objectives for 2022-2023 include delivering an exceptional patient experience, providing personalized healthcare, improving disaster preparedness, and increasing returns. Specific action plans include minimizing infections from ventilators through proper maintenance and staff education, expanding point-of-care lab services to reduce time and effort, conducting fire drills and developing an evacuation plan, increasing ICU capacity and monitoring patient acuity data, and providing continuous medical education to staff. Key performance indicators and budgets are identified for evaluating progress on these action plans.

1. Operational Plan
Of ICU
Group 2 Project
1
1- Ola (600220043)
2- Walaa (600220036)
3- Nancy (600220522)
4- Fady (600220196)
5- Sherif (600220393)

2. Table of Content:
1- Introduction
2- Strategic objectives for the year 2022/2023
3- Operational actions & tasks
5- Summary & Conclusion
6- References
2

3. Introduction:
Our Hospital: It’s a new 250-bed tertiary hospital operating in New Cairo
Our Vision: To be number one health partner of choice for all people across the globe
Our Mission: To deliver an exceptional healthcare service delivered with passion and dedication based on the
patient needs and preferences
Values:
╸ • Clinical excellence
╸ • Collaboration
╸ • Equity
╸ • Patient-centered care
╸ • Accountability
3

4. 4
Strategic objectives for the year 2022/2023:
1- Deliver an exceptional patient experience as valued by the patients with a focus on
applying the highest quality standards according to the national accreditation by the
end of 2022
2- Evaluate all the existing services and reshape them to provide a personalized
healthcare service by the end of 2025
3- Improve capabilities to expect, mitigate, prepare, respond and recover from any
external or internal disaster by the end of 2025
4- Increase Return on Invested Capital (ROIC) by 30% by the end of 2025
5- Provide personalized learning and development opportunities to all employees to
create a high-performing skilled workforce in the hospital

5. 5
Operation
action
Operation
tasks
P Rs HR
Equipments
& supplies
IT KPI Budget Time Resp
Minimizing
Nasocomial
inf caused by
ventilators
-Delivering
safe, harm-
free care
- Proper
maintenance
program of
ventilators
-Workforce
education
H H
1- Inf control team
2-Quality control
3- Nursing staff
4- Biomedical
5-IT
-PPE
-Disinfectants
-Humidifiers
-Nebulizers
HIS
1- ↓ Rate of inf
by 10 %
2- ↓ Rate of Re-
admission by 3%
3-Standardized
Mortality rate
(SMR)
-Cost of
hiring inf
control
team
-Cost of
disinf
supplies
End 2022
1- Head of ICU
dep
2- Nursing staff
3-inf control
team
Lab services
in ICU
Bedside tests
as ABG,
Glucometer,
Cardiac enz
M M
1- Lab staff
2-Nursing staff
3-Biomedical
Point of care
testing device &
its lab
consumables
HIS
1-Minimize time.
effort needed for
applying lab
services
2-Improve
quality outcome
1- Cost of
POCT
2- Cost of
lab
personnel
End of
2025
1- Head Of ICU
2- Head of Lab
↑Disaster
preparedness
1-Risk
assessment
team
2- fire drill
3-evacuation
plan
H H
Emergency
response Training
team
-Use of ER Mass
Notification
System
-Fire
extinguishers
-Cameras
Surveilla
nce &
security
-Rate of
evacuation
-1st responders
Time
-Emergency
Recovery
Metrics
Cost of
training
End of
2025
1-Safety dep
2- head of
quality control
3-biomedical

6. 6
Operation
action
Operation
tasks
P Rsk HR
Equip &
supplies
IT KPI Budget Time Resp
↑Capacity
Rate &
Patient Acuity
Data
-Nurse to pt ratio
1:1
- Ensure balanced
finance operating
position
M L
-Nursing
staff
-Finance
-IT
--Monitors
--Ventilators
--VAC
therapy for
resistant
ulcers & bed
sores
HIS
-% of pt
ventilated
-% of
unplanned
extubation
-Duration of
ICU stay
-Pressure sore
rate
-Cost of
recruiting of
nurses
-Cost of
daily
consumable
for each pt
End of 2025
-ICU
head
-quality
control
Continuous
medical
Education
with evidence
based
pathways,
supervision &
clinical
leadership in
day to day
practice
-CME credit
hours conferences
& meetings
-Completing
performance
appraisals of our
staff
L L
-HR
-IT
-Finance
-PCs
-Printers
-Projectors
-Retention
rate
-rate of
internal
recruitment
-Time to full
productivity
-Accreditation
- Cost of
workshops
&
conferences
- Cost of
outsourcing
training
experts
End of 2025
-HR head
of dep
-ICU
head
-Finance

7. Operational management is about:
7
1- Time & money control.
2- Finding fast alternatives to any obstacle of the preset options.
3- Orchestrating the whole workforce & collabrating with each
process owner.
Summary & Conclusion:

8. 8
References:
1- https://images.sampletemplates.com/wp-content/uploads/2018/10/Hospital-
Summary-Operational-Plan.pdf.zip
2-
https://icu.providencehealthcare.org/sites/icu.providencehealthcare.org/files/PHC%2
0Critical%20Care%20Plan%20Summary%202012-2015.pdf
3-
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2975264/#:~:text=The%20authors%
20called%20the%20desired,therapy%20aims%20and%20nutrition%20aims.
4- https://www.netsuite.com/portal/resource/articles/human-resources/talent-
management-kpis.shtml