RISK MANAGEMENT 6
Riskmanagement program is one of the essential programs that everyemployee needs to understand so that they can fulfill theirobligation in a health organization. Therefore, as an employer, youare required to manage health and safety at work so as to avoid risksthat may arise as result of accidents or even ill- health. Whenrecruiting new employees following procedures should be undertaken soas to incorporate the new employees joining the health organization.To start with, the employees need to identify related and hazardsactivities that can cause harm, loss of product, injury or evendamage of property or plant. The second procedure is to identify thevictims or the people who are exposed to this harm. This is carriedout by identifying people or even group that might be affected. Stepthree is how to analyze the risk so as to get the rating of thedamage. This measures the likelihood that harm from a particularhazard taking into consideration the possible severity of such anoccurrence. The forth step is to educate the employees on thepreventive control measures. Fully integration of measures to controlrisks should be put into design of work, equipment and procedures.This is for the benefit of ensuring that safety and healthrequirements are satisfied in benefiting the quality of output andservice. For this reason, the identified control measures by riskassessment either preventive or protective must be implemented inline with use of personal protective equipment, carrying out the riskhaving understood what one is expected, substitution and eliminationif possible so as to keep away from the risk in general. The fifthprocedure is to prioritize and implement the action to combat withthe risk of the identified problem. This action need to be taken withmuch consultation form the employer. Last procedure is to communicatethe findings that provide clear information about control measures,risks and hazards to the employees being involved in carrying out thetask. The employer and supervisors should give further direction soas to ensure that measures are understood and implemented accordinglyas well as understood in relation to the perspective of theparticular work. Such communication should be clear to everyoneincluding the extent and nature of risks, control measures to beimplemented and the reason why personal protective equipment isneeded.
Inan earlier period risk prevention was informal and decentralized.Most of the risks offered premiums to hospitals as it was seen asclaim reduction. The American Society for Health Care states that information is said to be too rarely exchanged amongquality mangers and risk managers thereby collaboration beingnonexistent or minimal. Despitethe fact that the quality improvement and risk management functionsmay differ in any health center, the overlapping and separatefunctions in a distinctive organization are described. QualityImprovement and Functions have common characteristicsin patient protection. For instance, when a lookout event—asdescribed by the Joint Commission—is recognized in the course ofrisk management reporting directs, both risk management and qualityimprovement will need to be concerned. At the same time as eachdepartment can independently tackle matters connected to theoccurrence, they will also allocate tasks. The risk supervisor willsupport with the disclosure of the happening to the family andpatient and attentive the insurance carrier to a potentiallycompensable occasion (AmericanSociety for Healthcare risk Management. (2010).Both quality improvement and risk management may be concerned inperforming a root-cause study of the incident and putting in order anaction plan for putting off comparable procedures. The qualitysupervisor will plan a timeline for putting into practice the actionmap and propose metrics for supervising the plan’s force on patientresults. If the preferred alteration is not attained, the qualitysupervisor will propose additional analysis relating to others andthe risk manager so as to develop approaches to attain the preferredresults. For that reason, healthcare organizations will need to thinkabout their state opportunity statutes in building a structure thatpermits for additional group effort between quality improvement andrisk management. The framework must take full advantage of legalprotections approved by the statutes at the same time as allowing forthe course of information transversely both functions. Therefore, theorganization should ensure that proper risk management measures areput in place so as to ensure that the right channel is used to combatwith risks and to keep off from law breaking as per the laid downstatutes. Additionally, the goals of quality improvement and riskmanagement should be aligned with strategic objectives of theorganization. Aligned quality and risk strategies createhigh-reliability hence reducing variability towards patient’s carewhich will reduce potential errors via standardization.
Toexamine the administrative processes of management the followingshould be addressed. A conduct on assessment of current approaches toview the type of systems in place for patient safety and qualityrisk, how are the quality and risks functions perceived, who isresponsible and whether the current system identifies areas in needof improvement to ensure patient’s safe care. Identification ofinformation and data collected by every function and how the currentof information can improve quality and risk efforts should be putinto consideration so as to conveyfrom quality improvement to risk management as it could comprisedepartment reports, physician-specific information, proceedings ofpeer-review actions involving possible accountability issues andoutcomes from quality expansion projects. In addition, realigningreporting frameworks will ensure that the patient safety, quality andrisk functions report to the same senior executives hence resultingto better communication of activities and efforts that will lead todecreased duplicative efforts. Positioning departments close to eachother will facilitate an impression of identification and sharing ofefforts that may need input from staff from various department aswell as enhancing communication among staff involved in patientsafety, quality and risk (Dlugacz, Restifo and Greenwood 2004).Quality and risk managers should learn from each other’s systematicapproach to data analysis and collection whereby both the parties candisplay their different skills in solving a specific risk at hand soas to improve the quality care of the patient as well as creating anavenue for the employees to learn from their executives. Inconclusion, there should be assessment of current activities inquality improvement and risk management to evaluate effectiveness inaddressing overlap, establishing a proper framework to make sure thatthe care of patient activities are attended to in a organized mannerthat involves the quality improvement and risk management functionsand that they are aligned to strategic goals of the organization.
AmericanSociety for Healthcare risk Management. (2010). Riskmanagement handbook for health care organizations(Vol. 30). John Wiley & Sons.
DlugaczYD, Restifo A, Greenwood A. The quality handbook for health careorganizations: a manager’s guide to tools and programs. SanFrancisco (CA): Jossey-Bass 2004.