Kiran DVR1*, Ashok Kumar2, Anil k Gupta3, Navin Pandey4, Narendra Kumar5 ,PGIMER, Chandigarh, contact: dr.dvrkiran@gmail.com. Poster # 180 Session name: POS3 Day: 14 Dec 2018 A case study on “Internal resource re organization to match external regulating factors and to improve utilization of equipment in a satellite center of a tertiary care teaching hospital in north India” Conclusions It is always suggestable to meet the exigencies by managing the internal resources which are under the administrative control of the organizations by knowing and applying the allocated powers especially in developing countries to meet the crisis. Limitation: Only one medical equipment utilization was observed. Funding sources & conflict of interest: nil References 1. Miseda, M.H., Were, S.O., Murianki, C.A., Mutuku, M.P. and Mutwiwa, S.N., 2017. The implication of the shortage of health workforce specialist on universal health coverage in Kenya. Human resources for health, 15(1), p.80. 2. Rao, M., Rao, K.D., Kumar, A.S., Chatterjee, M. and Sundararaman, T., 2011. Human resources for health in India. The Lancet, 377(9765), pp.587-598. 3. Anyangwe, S.C. and Mtonga, C., 2007. Inequities in the global health workforce: the greatest impediment to health in sub-Saharan Africa. International journal of environmental research and public health, 4(2), pp.93-100. 4. Hernandez-Peña, P., Poullier, J.P., Van Mosseveld, C.J.M., Van de Maele, N., Cherilova, V., Indikadahena, C., Lie, G., Tan-Torres, T. and Evans, D.B., 2013. Health worker remuneration in WHO Member States. Bulletin of the World Health Organization, 91, pp.808-815. 5. Mzee, P.K., Chen, Y. and Li, T., 2010, November. The context of globalization and human resource need and strategy for developing countries the case of African countries. In Education and Management Technology (ICEMT), 2010 International Conference on (pp. 37-40). IEEE. 6.http://gwweb.jica.go.jp/km/FSubject0201.nsf/3b8a2d403517ae4549256f2d002e1dcc/0cddc7a82dc274d94925728b0003f65d/$FILE/Part%20I.pdf. Introduction Resource constraints (man, money &material) is a major hurdle in providing quality health care services in developing countries. Globally, there is an acute shortage of human resources for health (HRH), and the greatest burden is borne by low-income countries1. Underinvestment in and poor governance of the health sector are few reasons for the severe shortage of human resources for health in India2.Though we know that the density of the health workforce is backbone to health care system and is directly correlated with positive health outcomes3,our political system need continuous boost up to mobilize resources4. This accentuates the need to manage human resources effectively by understanding various HR practices and approaches like (i) Culture (ii) Economic System (iii) Political System - the legal framework and (iv) Human capital. The way the public service adapts to the “knowledge and innovation imperatives” will set the context for human resource management reforms in the future5. In this study we are going to discuss about how the administrative power of an autonomous organization is used in meeting the exigency or human resource crisis in a satellite center of a tertiary care teaching hospital. Results 1.There was a reduction of preventable causes of equipment were managed to nearly half the times than the deterioration of consumables with the availability of the supporting staff. (Figure 3). 2. It is been evident that the frequency of breakdown was reduced to almost 4 times and underutilization of the x ray machine was improved to nearly 13 times with a small innovative way of re organizing the recruitment of workforce by applying the administrative powers within the allowable regulations (Figure 4). Objectives 1.To assess the environment stress in hindering the equipment utilization. 2. Human resource re organization strategies to counter the environment stress within the rules Materials and methods The study was conducted in tertiary care teaching hospital & its satellite center in northern part of India. Data was collected through the log book of equipment (X ray machine) with the variables like number of times the equipment was broken down and the reasons for its break down. (Figure 1) before and after the mobilization of the resources & re organization of manpower in accordance to the breakdown of the equipment. The human resource strategies (mobilization of the supportive team to the center to repair and maintenance of the causative factors of the break down & job analysis in accordance with the situational analysis of the required workforce to address the crisis within the administrative power & allowed budget) shown in Figure2. This crisis was happened during the transition of responsibility of maintenance from the project construction agency to the user agency (main branch of the hospital) after completion of phase 1 and during the phase 2. Disclaimer: The presentation of this material does not imply any endorsement or recommendation by WHO. WHO disclaims any and all liability and responsibility whatsoever for any injury, death, loss, damage, use of personal data, or other prejudice of any kind whatsoever that may arise as a result of, or in connection with the procurement, distribution and/or use of any technology presented in the 4th WHO Global Forum on Medical Devices.