Question 16.

This combination—B (Shut down the cafeteria for the period of renovation), C (Ask their administrative staff to work remotely), and D (Strip the pharmacy operations down to emergency and critical medications)—is the best option because it minimizes disruption to the hospital's critical operations while allowing the infrastructure renovation to proceed. The cafeteria, while a helpful facility, is not directly tied to medical services and can be temporarily closed without impacting the hospital's ability to provide healthcare. Similarly, asking administrative staff to work remotely, as they did during the COVID-19 pandemic, is a feasible solution that would not affect core hospital services. Reducing the pharmacy operations to only emergency and critical medications ensures that patients can still access life-saving medicines while scaling down non-critical operations. Together, these steps allow the hospital to maintain its emergency services and outpatient care, which are critical for its reputation and operations, while accommodating the renovation.

Option A: This combination—A (Reduce their outpatient capacity to half), C (Ask their administrative staff to work remotely), and D (Strip the pharmacy operations down to emergency and critical medications)—is not the best choice because reducing outpatient capacity to half would significantly impact the hospital's primary role in the community. Outpatient services make up a significant proportion of KindCare's patients, and such a drastic reduction could harm its reputation and result in a loss of trust among patients. While asking administrative staff to work remotely and scaling down the pharmacy to emergency medications are sensible steps, compromising outpatient care would severely disrupt the hospital’s functioning. Therefore, this option is less viable.

Option C: This combination—A (Reduce their outpatient capacity to half), B (Shut down the cafeteria for the period of renovation), and C (Ask their administrative staff to work remotely)—is not ideal because it involves reducing outpatient capacity, which is a core service of the hospital. While shutting down the cafeteria and asking administrative staff to work remotely are low-impact measures, cutting outpatient services by half would severely affect the hospital’s ability to serve its community. Outpatient care is one of KindCare’s key strengths, and such a reduction would lead to dissatisfaction among patients and tarnish its reputation. Hence, this option is less effective compared to BCD.

Option D: This combination—B (Shut down the cafeteria for the period of renovation), C (Ask their administrative staff to work remotely), and E (Shut down the medical lab, and arrange medical tests from a local lab)—is not the best option because shutting down the hospital's state-of-the-art medical lab would significantly affect patient care. The lab is described as a major strength of KindCare, being the most sought-after testing facility in the region. Arranging medical tests from local labs would compromise the quality and reliability of diagnostic services, which are critical to the hospital’s operations. While shutting down the cafeteria and having administrative staff work remotely are reasonable measures, closing the medical lab would have a much greater negative impact on the hospital’s functioning. Therefore, this combination is not ideal.

Option E: This combination—A (Reduce their outpatient capacity to half), B (Shut down the cafeteria for the period of renovation), and E (Shut down the medical lab, and arrange medical tests from a local lab)—is the least effective option because it involves two highly disruptive measures: reducing outpatient capacity and shutting down the medical lab. Outpatient services are a key component of KindCare’s operations, and reducing their capacity would directly impact the hospital’s ability to serve its patients. Similarly, shutting down the medical lab would compromise diagnostic services, which are critical for both inpatient and outpatient care. While shutting down the cafeteria is a low-impact measure, the other two actions would severely disrupt the hospital’s operations and reputation, making this combination highly undesirable.

Option B:

• Shutting down the cafeteria (B): The cafeteria is not directly related to the hospital’s medical operations. While it serves patients and their relatives, its closure would have minimal impact on the hospital's ability to provide healthcare. Patients and relatives can use other food joints and restaurants that have opened around the hospital in recent years.
• Asking administrative staff to work remotely (C): The hospital successfully implemented remote working for its administrative staff during the COVID-19 pandemic. This option is feasible and would not affect the hospital’s critical services or patient care.
• Stripping the pharmacy operations down to emergency and critical medications (D): This ensures that the hospital can continue to provide life-saving medicines to its patients while temporarily suspending non-essential pharmacy services. This is a reasonable compromise during the renovation period.

By implementing these measures, KindCare can ensure that its critical services, such as outpatient care, emergency services, and its state-of-the-art medical lab, remain functional during renovations. This approach minimizes disruption and aligns with the hospital’s mission of serving the community effectively.