D915 Resource Management and Performance is a course in the Master of Healthcare Administration at Western Governors University, with no prerequisites.
It typically leads into the MHA Capstone. WGU describes it as exploring the management of human (internal and external) and physical resources at department and organization levels.
It covers effective use of resources, coordination of personnel and responsibilities, and stakeholder identification. The guide also points to resource utilization, key performance indicators, benchmarking and data-driven performance assessment.
Course at a Glance
| Item | Details |
|---|---|
| University | Western Governors University |
| Course code | D915 |
| Program | Master of Healthcare Administration |
| Level and credit | Graduate, 3 competency units |
| Prerequisites | None listed |
| Typical work | Resource and performance analysis of a healthcare scenario (confirm the format in your course page) |
What D915 Covers
| Theme | What it involves |
|---|---|
| Human resources, internal and external | Employed staff, contractors and partner organizations |
| Physical resources | Space, equipment and supplies |
| Coordination of personnel | Aligning roles, responsibilities and workflow |
| Stakeholder identification | Individuals and entities affected by or influencing decisions |
| KPIs and benchmarking | Measuring performance and comparing it with peers or standards |
Key Concepts Explained
Choosing Useful KPIs
A good indicator is linked to a goal, measurable with available data, and within the control of those held accountable. Too many indicators hide what matters.
Example: A clinic wants shorter waits. Useful indicators might be median days to the next available appointment, the percentage of patients seen within 15 minutes of their appointment, and no-show rate. Together they cover access, flow and efficiency, and each has an owner who can act on it.
Benchmarking
Benchmarking compares your results with a peer group, a past period or a standard. It shows where you stand, but it needs comparable definitions, or the comparison misleads.
Utilization and Capacity
Utilization is the share of available capacity that is used. Very low utilization wastes resources, while very high utilization leaves no slack and can raise waits and errors.
Typical Assignments and How to Approach Them
The excerpts of WGU's guide available do not list detailed tasks, so this table describes work typical of the subject.
| Task type | What it tests | How to approach it |
|---|---|---|
| Resource analysis | Matching resources to demand | Describe demand, capacity and the gap |
| KPI design | Measuring performance | Link each indicator to a goal and an owner |
| Benchmarking comparison | Interpreting data | Use comparable definitions and explain differences |
| Stakeholder analysis | Understanding influence | Map interest and influence, and plan engagement |
Building a KPI Dashboard on Paper
Planning indicators before writing keeps the analysis tight. This layout is illustrative.
| Goal | Indicator | Source and owner |
|---|---|---|
| Timely access | Days to next available appointment | Scheduling system; practice manager |
| Efficient use of rooms | Room utilization rate | Facilities data; operations lead |
| Stable workforce | Staff turnover rate | HR records; HR partner |
Where Students Get Stuck
- Too many indicators. Pick a handful tied to goals.
- Benchmarks that do not match. Check definitions and populations.
- Forgetting external resources. Contractors and partners count.
- Stakeholders as a list. Analyze their interests and influence.
Study Tips for D915
- Use a single scenario to practice KPIs, benchmarks and stakeholders together.
- Write each indicator's definition in one precise sentence.
- Keep a short list of credible benchmark sources.
- Look ahead to the capstone; choose a topic area you could reuse.
Matching Staffing to Demand
Resource questions often reduce to comparing demand with capacity over time.
| Step | Action |
|---|---|
| Measure demand | Count visits or admissions by hour, day and season |
| Measure capacity | Available staff hours and rooms, after leave and breaks |
| Find gaps | Compare the two and mark the peaks and idle periods |
| Test options | Shift patterns, cross-training, extended hours, outsourcing |
| Choose and monitor | Pick one, set a KPI and review results |
Mention costs and staff wellbeing alongside efficiency, since a solution that burns out staff will not last.
Mapping Stakeholders
The course names stakeholder identification, and a simple grid makes the analysis concrete. Plot each group by how much influence it has and how much interest it has in the decision.
| Group | Influence, interest | Approach |
|---|---|---|
| Executive team | High, high | Manage closely, with regular briefings |
| Frontline staff | Medium, high | Involve in design and keep informed |
| Regulators | High, medium | Keep satisfied through compliance reporting |
| Patients | Medium, high | Gather feedback and communicate changes |
The ratings are illustrative. Base yours on your scenario.
How We Help with D915
Send the prompt, data, rubric and feedback. A tutor can explain KPI design and benchmarking with fresh examples, outline a resource analysis, or review your draft. For wider support, see our healthcare management assignment help guide.
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Frequently Asked Questions
WGU lists none, and the course typically leads into the MHA Capstone.
Managing human and physical resources, coordinating personnel, identifying stakeholders, and using KPIs and benchmarking to assess performance.
It is tied to a goal, measurable, and within the control of the person accountable.
Comparing your results with a peer group, past results or a standard.
WGU is competency-based. Check your course page for the format.
No. We provide tutoring and feedback only, and you must submit your own work under WGU's policy.