The implementation of Risk management in a health care organisation ensure safe health care,increased patient satisfaction , improved bottom line and brand value.
Chocking the Barriers to Change in Healthcare System.By.Dr.Mahboob ali khan Phd Healthcare consultant
Change is undeniably hard, whether the subject is weight control for an individual or “wait control” in the emergency department. But even though it is easy to come up with excuses for allowing diets or change initiatives to slide, there are measurable rewards for adopting an approach that allows a person or an institution to set the right targets, achieve those goals and stay on track.
Overcoming Challenges in implementation of Quality Process in Healthcare By D...Healthcare consultant
Research has shown that 95 percent of diets fail over the long term. Oddly enough, various studies show that 60 to 80 percent of major change initiatives also fail. In both cases, it is certainly not for lack of good intentions. For a person who has been on a successful diet, it is frustrating to see those pounds sneak back on. And it is just as frustrating for an organization which has implemented a major improvement initiative to have costs, errors or inefficiencies creep in again. This is the short-term-gain, long-term-wane syndrome.
When the Promise of Prehabilitation Meets the Power of Healthcare AnalyticsHealth Catalyst
Patients who undergo surgery frequently follow a rehabilitation program afterwards to promote recovery. However, starting this program before the procedure may help further accelerate recovery time. Prehabilitation is defined as physical or lifestyle preparation that happens before surgery and is designed to help patients regain function in less time.
Asian Hospital & Healthcare Management, the leading magazine in the healthcare industry empowers people providing the latest healthcare related issues, articles. Our latest issue provides the required information helpful to build healthier tomorrow. Check our Digital Magazine: https://goo.gl/4KfGjt
Communication in Healthcare Culture: Eight Steps to Uphold Outcomes ImprovementHealth Catalyst
Healthcare leaders looking to establish and sustain a culture of large-scale outcomes improvement must communicate their health system’s values, beliefs, and norms throughout the entire organization. Effective communication spreads understanding of outcomes improvement, ensuring broad engagement and ongoing progress toward shared goals.
An eight-step strategy describes essential elements of organizational outcomes improvement communication plan:
Include a communications specialist on the outcomes improvement leadership team.
Analyze the stakeholders early and often.
Craft the central message around shared values.
Be a constant champion.
Commit to regular times and mechanisms for communication.
Make sure communication flows both ways.
Be transparent.
Be creative.
Governance influences all other health system functions, thereby leading to improved performance of the health system and ultimately to better health outcomes.
Closing the Gap Toward a Culture of Safetycourtemanche
In its landmark 1999 publication, To Err Is Human, the Institute of Medicine defined patient safety as “freedom from accidental injury.” In 1999, estimated deaths from medical errors in United States hospitals were 98,000 per year thus the expectation to be free from accidental injury was more than a reasonable expectation for those accessing the health care system.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
Quality work is the psychological safety and wellbeing of our workforce. The original first tenet of our quality transformation plan centered on building a culture of safety to encourage transparency, trust, and wellness in frontline staff. As COVID-19 plundered our communities, addressing emotional distress and psychological safety remained at the forefront of our efforts.
Accountability, Health Governance, and Health Systems: Uncovering the LinkagesHFG Project
This report presents findings and analysis related to accountability, its connections to health governance, and links to health system performance. As part of a series on governance interventions that contribute to health system performance, this report aims to increase awareness and understanding of the evidence of what works and why. The report categorizes and reviews evidence from the literature, further informed by several technical experts across a several types of accountability interventions.
Chocking the Barriers to Change in Healthcare System.By.Dr.Mahboob ali khan Phd Healthcare consultant
Change is undeniably hard, whether the subject is weight control for an individual or “wait control” in the emergency department. But even though it is easy to come up with excuses for allowing diets or change initiatives to slide, there are measurable rewards for adopting an approach that allows a person or an institution to set the right targets, achieve those goals and stay on track.
Overcoming Challenges in implementation of Quality Process in Healthcare By D...Healthcare consultant
Research has shown that 95 percent of diets fail over the long term. Oddly enough, various studies show that 60 to 80 percent of major change initiatives also fail. In both cases, it is certainly not for lack of good intentions. For a person who has been on a successful diet, it is frustrating to see those pounds sneak back on. And it is just as frustrating for an organization which has implemented a major improvement initiative to have costs, errors or inefficiencies creep in again. This is the short-term-gain, long-term-wane syndrome.
When the Promise of Prehabilitation Meets the Power of Healthcare AnalyticsHealth Catalyst
Patients who undergo surgery frequently follow a rehabilitation program afterwards to promote recovery. However, starting this program before the procedure may help further accelerate recovery time. Prehabilitation is defined as physical or lifestyle preparation that happens before surgery and is designed to help patients regain function in less time.
Asian Hospital & Healthcare Management, the leading magazine in the healthcare industry empowers people providing the latest healthcare related issues, articles. Our latest issue provides the required information helpful to build healthier tomorrow. Check our Digital Magazine: https://goo.gl/4KfGjt
Communication in Healthcare Culture: Eight Steps to Uphold Outcomes ImprovementHealth Catalyst
Healthcare leaders looking to establish and sustain a culture of large-scale outcomes improvement must communicate their health system’s values, beliefs, and norms throughout the entire organization. Effective communication spreads understanding of outcomes improvement, ensuring broad engagement and ongoing progress toward shared goals.
An eight-step strategy describes essential elements of organizational outcomes improvement communication plan:
Include a communications specialist on the outcomes improvement leadership team.
Analyze the stakeholders early and often.
Craft the central message around shared values.
Be a constant champion.
Commit to regular times and mechanisms for communication.
Make sure communication flows both ways.
Be transparent.
Be creative.
Governance influences all other health system functions, thereby leading to improved performance of the health system and ultimately to better health outcomes.
Closing the Gap Toward a Culture of Safetycourtemanche
In its landmark 1999 publication, To Err Is Human, the Institute of Medicine defined patient safety as “freedom from accidental injury.” In 1999, estimated deaths from medical errors in United States hospitals were 98,000 per year thus the expectation to be free from accidental injury was more than a reasonable expectation for those accessing the health care system.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
Quality work is the psychological safety and wellbeing of our workforce. The original first tenet of our quality transformation plan centered on building a culture of safety to encourage transparency, trust, and wellness in frontline staff. As COVID-19 plundered our communities, addressing emotional distress and psychological safety remained at the forefront of our efforts.
Accountability, Health Governance, and Health Systems: Uncovering the LinkagesHFG Project
This report presents findings and analysis related to accountability, its connections to health governance, and links to health system performance. As part of a series on governance interventions that contribute to health system performance, this report aims to increase awareness and understanding of the evidence of what works and why. The report categorizes and reviews evidence from the literature, further informed by several technical experts across a several types of accountability interventions.
patient safety and staff Management system ppt.pptxanjalatchi
Patient Safety is a health care discipline that emerged with the evolving complexity in health care systems and the resulting rise of patient harm in health care facilities. It aims to prevent and reduce risks, errors and harm that occur to patients during provision of health care.
patient safety and staff Management system ppt.pptxanjalatchi
What is Patient Safety? Patient Safety is a health care discipline that emerged with the evolving complexity in health care systems and the resulting rise of patient harm in health care facilities. It aims to prevent and reduce risks, errors and harm that occur to patients during provision of health care.
Write a 3-4 page risk management policy and procedure for a health c.docxowenhall46084
Write a 3-4 page risk management policy and procedure for a health care organization. Analyze a specific issue that occurred in a health care organization and apply risk management best practices to it for the purpose of early risk identification and risk reduction or elimination in the future.
Health care organizations have always searched for ways to identify and reduce risks. An organization's ability to identify and analyze its risk exposure is a determining factor in the effectiveness of its risk management program (Hoarle, 2015). Early identification and analysis are essential.
Current health care risk management practices developed in the mid-1970s as a result of a surge in malpractice suits. These suits caused rapid increases in claims costs for the industry and later in insurance premiums. Today, health care delivery systems and organizations realize the value of risk management and have developed formalized programs (Hoarle, 2015). In addition, organizations have established mechanisms to review potential incidents of risk and safety concerns (Pelletier & Beaudin, 2018). While risk management programs are responsible for daily management and risk operations, all health care stakeholders are responsible to participate in activities that will reduce unnecessary risks and improve safety and quality (Hoarle, 2015).
This second course assessment consists of two parts. You are to assume the role of a new risk manager within your organization's risk management department. According to your director, employees lack awareness of the organization's risk management program. Likewise, departments inconsistently apply risk management principles. As a result of these deficiencies, your director has given you your first assignment.
Part One: Risk Management Policy and Procedure
Your director has asked you to write a formal risk management policy and procedure for the organization.
Part Two: Application of Risk Management Principles to a Specific Incident
In addition to the policy and procedure, your director has asked you to apply your knowledge of risk management principles to a specific organizational risk that has occurred. Based on
Vila Health: Patient Safety
media piece from Assessment 1 for HIPAA/privacy violation.
Your director believes that the organization's newly written risk management policy and procedure, coupled with your analysis from a risk management standpoint of a recent, specific incident that occurred, will help employees (and the organization) recognize how the hospital's risk management program contributes to the overall organization's safety and quality improvement efforts.
References
Hoarle, K. (2015). Risk management poised to grow as healthcare evolves.
Biomedical Instrumentation & Technology
,
49
(6), 433–435.
Pelletier, L. R., & Beaudin, C. L. (2018).
HQ solutions: Resource for the healthcare quality professional
(4th ed.). Philadelphia, PA: Wolters Kluwer.
Demonstration of Proficiency
By succe.
Managing the unexpected in
a healthcare organisation is a
challenging and arduous task.
Experience of other
industries like aviation, nuclear
power etc. have proved that
it is possible to achieve this.
10Patient Safety Culture in hospitals.Student’s NameCoBenitoSumpter862
10
Patient Safety Culture in hospitals.
Student’s Name
Course
Instructor’s name.
Institutional Affiliation
September 24, 2021.
Patient Safety Culture in hospitals.
Introduction.
Patient safety is an issue of global public health concern. It refers to preventing patients from harm by implementing a care system that contains errors and learns from medical errors to build a safety culture involving healthcare workers, patients, and healthcare organizations. The safety of patients is critical in care quality. Many patients worldwide have suffered injuries, disabilities, and death due to medical errors or unsafe care. Patient safety culture can be defined as healthcare organizations' values about what is essential and how to operate to protect patients. To achieve a safe culture, organizations and their members must understand the values, norms, and beliefs about essential and attitudes and behaviors related to patient safety (Ali et al., 2018).
To achieve a culture of safety, organizations should emphasize addressing disparities in the quality of care because the current challenges may worsen the efforts to narrow the gap. The key issues in establishing and providing accessible, responsive, and effective health systems are quality and safety. Poor quality and unsafe patient care increase mortality and morbidity rates throughout the world. About 75% of the healthcare delivery gaps are preventable, and approximately 10% of inpatient admission result from preventable patient harm (Amiri et al., 2018).
Patient safety cultures with strong collaboration and leadership drive and prioritize safety (Wu et al., 2019). Strong leadership and commitment from manger are essential because their attitudes and actions influence the wider workforce's behaviors, perceptions, and attitudes. The other important aspects of patient safety culture include; effective communication, mutual trust, shared views on the importance of patient safety, engaging the healthcare workforce, acknowledging mistakes, and having a system that recognizes, responds, and gives feedback on adverse events (Alquwez et al., 2018). Patient safety culture is influenced by burnouts, hospital characteristics, communication, position, work area, commitment to the patient safety program, leadership, and patient safety resources and management.
Thesis statement.
Patient safety culture focuses on safety in health care by emphasizing the prevention, reporting, and investigation of medical errors that may cause patients' adverse effects, thus reducing harm by implementing necessary measures. Several factors are affecting the culture of patient safety in hospitals. This paper highlights patient safety culture and the factors affecting patient safety culture in public hospitals.
Body.
Patient safety culture encompasses shared values and beliefs about healthcare delivery system, training and education of healthcare workers on patient safety culture, commitment from leaders and managers, ope ...
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Risk management,health care radius feb2014
1. The ultimate goal of a successful risk management programme is to improve
patient care and reduce the cost of medical malpractice
BY DR AK KHANDELWAL
Sk management is defined as
the systematic process of
dentifying, evaluating and
addressing potential and ctual
risks. Although in
troduced to the healthcare industry nearly a
decade ago, it status in Indian hospitals remains
uncertain. Healthcare organisations, by their
very nature, are fraught with risks. And in
recent years, huge compensation for medical
negligence along with increased regulatory
requirements have forced healthcare
organisations to expend significant resources to
address risk, and shareholders in turn have
begun to scrutinise whether healthcare
organisations had the right controls in place.
HERE are various risks facing a
healthcare organisation. These risks
can be grouped into the following risk
domains:
Operational: These risks are derived from an
organisation's core business. Examples:
1. Adverse effects/ Sentinel events.
2. Delay in diagnosis.
3. Drug related error.
4. Wrong patient error.
5. Increased billing.
Financial: These risks are related to an organi-
sation's ability to earn, raise, or access capital.
Examples:
1. Pilferage.
2. Reduction in market share.
3. Employee fraud.
4. Bad debts.
5. Changes in interest rates.
6. Being overly reliant on a single customer.
Human: These risks are human resource
management issues.
Examples:
1. High staff turnover.
2. Compensation.
3. Sabotage and strike.
4. Compensation.
5. Rising manpower cost.
Strategic: These are risks related to an organ-
isation's ability to grow and expand through
mergers, joint ventures and the likes. Examples:
1. Changes in customer demand.
2. New technology or practices.
3. New competitors.
Legal/Regulatory: These are risks associated
with statutory and regulatory compliance.
Examples:
1. Penalties due to legal and regulatory
non-compliances.
2. Personnel indulging in criminal/unethical
conduct.
3. Consumer'compensation claim.
Technological: These are risks associated with
the use of biomedical and information
technology.
Examples.
1. System failure.
2. Security.
o, how to implement risk management?
Every person in an organisa
tion should recognise his or her respon-
sibilities to patient safety and works
to improve the care that they deliver.
No doubt that mistakes and incidents will
happen, and that healthcare is not without its
risks. But evidence shows that if an
organisation is safety conscious and people are
encouraged to speak up about mistakes and
incidents, then patient safety and patient care is
improved. Ajust culture, as defined by James
Reason, is one that supports the discussion of
errors so that lessons can be learned from them.
The recommendation for building a safe
healthcare system from James Reason are:
Principles: Safety should be everybody's
business. The top management should be
proactive towards improving safety-
Healthcare Radius February 201
4 33
R
T
s
2. ~~ -_POLICY
-seeking out error traps, eliminating error
producing factors, brainstorming new
scenarios of failure.
Policies: Management should discourage
finding fault with the person and process
should be identified responsible for deficien-
cy. Top managers should create a reporting
culture. Safety related information should
have direct access to the top management.
Meetings on safety should be attended by
staff from many levels and departments.
Procedures: Organisations should develop
protocols on important activities. Procedures
must be intelligible, workable, and available.
Training in the recognition and recovery of
errors should be provided. Practices:
Organisations should ensure that rapid,
useful, and intelligible feedback on lessons
learnt and actions needed.
And when mishaps occur, the administrator
should acknowledge, apologise and amend.
The administraor should convince patients
and victims that lessons learned will reduce
chance of recurrence.
he commitment of top management for
safe health care delivery is
essential for the Success of risk manage-
ment programme. To show that safety is a
priority and that the management of the
organisation is committed to improvement,
leaders must be visible and active in
leading patient safety improvements.
One needs to ensure that risk manage-
ment is integrated with organisation's regular
activities. It is important to align all
categories of staffs in the process of risk
management. Housekeeping to the head of
institution, all are aware, committed and
enthusiastic to identify, analyse and mange
all potential risks. The Success of risk
management programme is dependant
on reporting culture of organisation. Top
management should make organisation
reporting friendly.
Suggestions to increase reporting are:
Make it simple to report, and commu-
nicate it widely.
Ensure timely and valuable feedback.
Provide training on the process of
reporting.
34 Healthcare Radius February 201
4
Disseminate safety information through
newsletters, local intranet sites,
presentations, safety focus meetings,
safety briefings, executive walk a-
bouts/drive-abouts etc.
Highlight Success stories, good practice
and improvement tips.
Ensure clinical and managerial leader-
ship Support.
Provide a 'reporting pack' of background
information, key contacts, roles and
responsibilities, example feedback
reports, patient safety definitions, etc.
Evaluate the process.
The seven steps to patient safety
Step1
0 Build a culture of safety.
Step20 Lead and support your staff.
Step30 Intergrate your risk
management activity.
Step40 Promote reporting.
Step5
0 Involve and communicate with
patient and public.
Step60 Learn and share safety lessons.
Step7
0 Implement solutions to prevent
harm.
iterature reveals that involving and
communicating openly with patients,
their relatives, their care taker and the public
is essential to improving patient safety. The
risk of health problems decreases when
patients take responsibility for their own
lifestyle, safety and health. If a patient is
harmed when things go wrong, they can offer
insight into the reasons for the problem and
inform solutions to prevent the incident
recurring. To enable this to take place, the
health service must be open and receptive to
engaging with patients. Well-informed
decision by patient and their family on
potential risk should be ensured. Knowing
what might go wrong can help patients play
their part in managing and avoiding risks.
he approach known as 'Speak Up'
was developed by the US Joint
Commission on Accreditation of Health
Organisations.
S peak up if you have any questions or
concerns and if you don't understand.
P ay attention to the care you are receiving and
make sure you are receiving the right
treatment and medication.
Educate yourself about your diagnosis and
treatment.
A sk a trusted family member or friend to be
your advocate.
K now what medicines you are taking and why.
Understand more about your hospital.
Participate in all decisions around your
treatment.
It is essential that healthcare organisations
look at the underlying causes of patient
safety incidents and learn how to prevent
them from happening again. It is
recommended in literature that adopting the
following procedures can help ensure
lessons learned and effect a change in cul-
ture and practice.
Stage 1: Understand the problem and identify
the changes that need to be made.
Stage 2: Identify potential solutions.
Stage 3: Risk assess solutions.
Stage 4: Pilot and learn.
Stage 5: Implement.
The development of hospital risk man-
agement prevention programmes will lead to
improved patient care and reduce the number
and cost of future medical malpractice
actions. An effective risk management
programme must gear itself toward
improving patient care through identifYing
and reducing hospital risks. This, in turn, will
tend to reduce mortality and morbidity. And,
in time, it will reduce the number of claims
filed against the hospital, as well as decrease
the liability in each case. The ultimate goal of
a successful risk management programme is
to both improve patient care and to reduce the
cost of medical malpractice for the
institution. CIlI
Dr AK. Khandelwal
is medical director,
AnandaLoke Hospital &:
Neurosdeneces Centre,
Siliguri,
T
L
T