The document outlines the risk management strategy of Southmead Hospitals NHS Foundation Trust. It discusses the aims to embed risk management processes across clinical and corporate services and identify risks that could affect patient safety. It defines key terms like risk and risk management. The strategy provides guidelines on risk identification, analysis, control, and monitoring. It describes the governance structure and accountability for managing risks.
A presentation, describes basics of Clinical Governance
What do we have in common
as Medical Doctors/Medical
Practitioners?
1. We are technical experts in our fields
2. We are leaders
3. We are managers
4. We are accountable for the patient care and health services
5. We are change agents
6. We are respected highly in the community
7. We are responsive
8. We are good communicators and negotiators
9. We are kind and empathic
10. We are decent and disciplined
Clinical Governance is a strategic framework for the development of high quality healthcare
"A framework through which organizations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish" – NHS, UK
“clinical governance is a way of making sure that everyone who passes through health system is well cared for”
or
System that enable staff to work in the best possible way
+
Staff performing to the highest possible standards
Seven pillars of Clinical Governance
Patient and public involvement (PPI)
Risk management
Staffing and staff management
Education and training
Clinical effectiveness & Research
Using clinical information & IT
Clinical audit
Patient and public involvement
Ensuring services meet the need of the patients
Patient and public feedback is used to improve services
Patients and the public are involved in the development of services and the monitoring of treatment outcomes
Risk management
Complying with protocols
Learning from mistakes and near-misses
Reporting adverse events
Assessing the risks – probability of occurrence, impact
Promoting blame free culture
Staffing and staff management
Appropriate recruitment and management of staff
Ensuring that underperformance is identified and addressed
Encouraging staff retention by motivating and developing staff
Providing good working conditions
Education and Training
Providing appropriate support available to enable staff to be competent in doing their jobs and to develop their skills so that they are up to date
Professional development needs to continue through lifelong learning
Clinical effectiveness & Research
Clinical effectiveness implies ensuring that everything we do is designed to provide the best outcomes for patients
Clinical audit
Clinical audit is a quality improvement cycle that involves measurement of the effectiveness of healthcare against agreed and proven standards for high quality, and taking action to bring practice in line with these standards so as to improve the quality of care and health outcomes
Clinical audit is a systematic process of looking at your practice and asking:
What should we be doing?
Are we doing it?
If not, how can we improve?
Quality and safety, Vision 2025, Specific challenges of Nursing on quality, Quality improvement division, Fish bone technique,QI model, PDCA, Role of Nurse, Empowerment, Nursing positioning and policies,
A presentation, describes basics of Clinical Governance
What do we have in common
as Medical Doctors/Medical
Practitioners?
1. We are technical experts in our fields
2. We are leaders
3. We are managers
4. We are accountable for the patient care and health services
5. We are change agents
6. We are respected highly in the community
7. We are responsive
8. We are good communicators and negotiators
9. We are kind and empathic
10. We are decent and disciplined
Clinical Governance is a strategic framework for the development of high quality healthcare
"A framework through which organizations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish" – NHS, UK
“clinical governance is a way of making sure that everyone who passes through health system is well cared for”
or
System that enable staff to work in the best possible way
+
Staff performing to the highest possible standards
Seven pillars of Clinical Governance
Patient and public involvement (PPI)
Risk management
Staffing and staff management
Education and training
Clinical effectiveness & Research
Using clinical information & IT
Clinical audit
Patient and public involvement
Ensuring services meet the need of the patients
Patient and public feedback is used to improve services
Patients and the public are involved in the development of services and the monitoring of treatment outcomes
Risk management
Complying with protocols
Learning from mistakes and near-misses
Reporting adverse events
Assessing the risks – probability of occurrence, impact
Promoting blame free culture
Staffing and staff management
Appropriate recruitment and management of staff
Ensuring that underperformance is identified and addressed
Encouraging staff retention by motivating and developing staff
Providing good working conditions
Education and Training
Providing appropriate support available to enable staff to be competent in doing their jobs and to develop their skills so that they are up to date
Professional development needs to continue through lifelong learning
Clinical effectiveness & Research
Clinical effectiveness implies ensuring that everything we do is designed to provide the best outcomes for patients
Clinical audit
Clinical audit is a quality improvement cycle that involves measurement of the effectiveness of healthcare against agreed and proven standards for high quality, and taking action to bring practice in line with these standards so as to improve the quality of care and health outcomes
Clinical audit is a systematic process of looking at your practice and asking:
What should we be doing?
Are we doing it?
If not, how can we improve?
Quality and safety, Vision 2025, Specific challenges of Nursing on quality, Quality improvement division, Fish bone technique,QI model, PDCA, Role of Nurse, Empowerment, Nursing positioning and policies,
Quality management in nursing professionSANJAY SIR
Quality improvement requires in any field to provide best services to the community in the health care system. it is uploaded to aware the the paramedics & nursing personnel to improve the quality care & helps educators to teach their students.
Aligning Clinical Practice and Process Improvement for Patient Safety 2014iCareQuality.us
Implementing continuous daily improve¬ment is a standardized approach to reducing clinical variability in patient care delivery. The CLIPSE model engages frontline providers using a collaborative, peer review process, and may positively impact patient outcomes, cost of care, and quality improvement initiatives
NABH is an institutional member of the International Society for Quality in Health Care (ISQUA). ISQUA is an international body which grants approval to Accreditation Bodies in the area of healthcare as mark of equivalence of accreditation program of member countries.
ISQua Accreditation of NABH Standard , India
International Society for Quality in Healthcare (ISQua) has accredited “Standards for Hospitals” developed by National Accreditation Board for Hospitals & Healthcare Providers (NABH, India ). The approval of ISQua authenticates that NABH standards are in consonance with the global benchmarks set by ISQua. The hospitals accredited by NABH will have international recognition This will provide boost to medical tourism.
International Society for Quality in Health Care (ISQua ) is an international body which grants approval to Accreditation Bodies in the area of healthcare as mark of equivalence of accreditation program of member countries.
So far hospital standards of only 11 countries viz. Australia , Canada , Egypt , Hong Kong , Ireland , Japan , Jordan , Kyrgyz Republic , South Africa , Taiwan , United Kingdom were accredited by ISQua. India becomes the 12 th country to join in this group.
This workshop will look at patient care pathways and demonstrate how simulation can combine process flow across; services, clinical best practice and the progression of patients through disease states, to test the impact of improvement initiatives on patient care, outcomes, costs and resource utilization.
Using examples from recent projects on simulating care pathways within HIV services, and simulating future service needs for dementia care, we show the results of combining disease progression with service utilization.
In the workshop, we’ll consider what the ideal pathway model would look like and invite you to work with us to build a pathway using our latest technology.
Quality management in nursing professionSANJAY SIR
Quality improvement requires in any field to provide best services to the community in the health care system. it is uploaded to aware the the paramedics & nursing personnel to improve the quality care & helps educators to teach their students.
Aligning Clinical Practice and Process Improvement for Patient Safety 2014iCareQuality.us
Implementing continuous daily improve¬ment is a standardized approach to reducing clinical variability in patient care delivery. The CLIPSE model engages frontline providers using a collaborative, peer review process, and may positively impact patient outcomes, cost of care, and quality improvement initiatives
NABH is an institutional member of the International Society for Quality in Health Care (ISQUA). ISQUA is an international body which grants approval to Accreditation Bodies in the area of healthcare as mark of equivalence of accreditation program of member countries.
ISQua Accreditation of NABH Standard , India
International Society for Quality in Healthcare (ISQua) has accredited “Standards for Hospitals” developed by National Accreditation Board for Hospitals & Healthcare Providers (NABH, India ). The approval of ISQua authenticates that NABH standards are in consonance with the global benchmarks set by ISQua. The hospitals accredited by NABH will have international recognition This will provide boost to medical tourism.
International Society for Quality in Health Care (ISQua ) is an international body which grants approval to Accreditation Bodies in the area of healthcare as mark of equivalence of accreditation program of member countries.
So far hospital standards of only 11 countries viz. Australia , Canada , Egypt , Hong Kong , Ireland , Japan , Jordan , Kyrgyz Republic , South Africa , Taiwan , United Kingdom were accredited by ISQua. India becomes the 12 th country to join in this group.
This workshop will look at patient care pathways and demonstrate how simulation can combine process flow across; services, clinical best practice and the progression of patients through disease states, to test the impact of improvement initiatives on patient care, outcomes, costs and resource utilization.
Using examples from recent projects on simulating care pathways within HIV services, and simulating future service needs for dementia care, we show the results of combining disease progression with service utilization.
In the workshop, we’ll consider what the ideal pathway model would look like and invite you to work with us to build a pathway using our latest technology.
All organisations, whatever their size or market, face a range of risks affecting the achievement of their objectives. While “risk” is commonly regarded as negative, risk management is as much about exploiting potential opportunities as preventing potential problems.
Risk management comprises a framework and process that enable organisations to manage uncertainty in an effective, efficient and systematic way from strategic, programme, project and operational perspectives, as well as supporting continual improvement. Risk management applies at all levels of an organisation and to all activities.
In this A to Z, I’d like to cover some of the key areas of Risk Management and Treatment and give you a better understanding of this broad topic that underpins multiple quality and ISO standards.
PYA Principal Shannon Sumner co-presented “Enterprise Risk Management” at the HCCA Board Audit Committee Compliance Conference, February 27-28, 2017, in Scottsdale, Arizona.
The presentation covered:
The role of the governing Board of an organization in enterprise risk management (ERM)
Effective ERM in today’s healthcare setting
When ERM fails: “The perfect storm”
This handbook is aimed at assisting those on the governing body of an organisation to: • gain clarity about the interaction of governance and risk management • avoid confusion in the responsibilities of those with an oversight role and those with an implementation role • achieve focus on embedding risk management within the strategic framework. ISO 31000:2009 Risk Management—Principles and guidelines and the related handbook, HB 436:2004 Risk management guidelines—Companion to AS/NZS ISO 31000:2009 deal with the implementation aspects of a risk management framework, and will assist entities to focus on operational risk management. Governance Institute’s publication Enterprise Risk Management1 also provides a framework for approaching the implementation of risk management. This handbook deals with the link between the deliberations of boards and their oversight of management and the alignment of risk management practices with strategic objectives throughout the organisation. This guide is not intended to advise directors on how to create an enterprise risk management system or a technical management-led risk process — these are more suited to development by management. It is intended to assist boards to integrate their governance and risk management frameworks. This in turn will assist organisations to achieve strategic focus, by providing boards with the information they need and ensuring ongoing ownership of risks by all employees in relation to achieving strategic objectives. The questions that conclude each section are included for consideration and to prompt directors’ thinking. Directors will need to decide if they are relevant to their circumstances.
How to Create a Risk Profile for Your Organization: 10 Essential StepsCase IQ
Understanding your organization’s risks is the first step in developing an effective anti-corruption compliance program. But for many businesses, identifying and understanding their risks is a complex process, involving research, analysis and cooperation from all levels of the organization. Since every company needs a robust compliance program, an effective risk analysis is crucial. The consequences of getting this step wrong can be astronomical.
Join anti-corruption experts Marc Tassé and Patrice Poitevin, as they outline the steps and tools necessary to create a risk profile for your organization.
The webinar will cover:
Tools to help determine areas of risk
Factors to evaluate
The importance of due diligence once risks are identified
Continuous evaluation of your compliance program
How to achieve accountability and transparency
This white paper explains the concepts, legal requirements, strategies, and global framework for the implementation of risk management. It also deals with fraud and reputation risk management and how the negative reputation of an entity may harm the operations and profitability.
This white paper may be useful in performing the advisory role in Risk Management and Risk Governance.
“Today’s fast-paced business environment encounters a complex and ever-changing risk landscape that may negatively impact organizational value. The only way to respond to it is by having a dynamic and holistic perspective of the risk management approach to ensure business continuity.”
– Jack Zahran, President, Pinkerton
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
The Board Skills for Sport course is the only course designed specifically to help train board members in sport and recreation organisations.
Find out more by visiting: http://www.sportandrecreation.org.uk/programmes-initiatives/boardroom/board-skills-sport
10. Risk Management Strategy - Lawson Odere Objective(s) and action Responsibility Timetable Dissemination of the Strategy across the organisation Publish the Risk Management Strategy both internally and externally as outlined above. Director of Quality and Effectiveness As indicated Ensure that all managers are aware of the Risk Management Strategy and that relevant staff recognise their specific risk management responsibilities as appropriate to their role. Director of Quality and Effectiveness Directorate and Departmental management teams As indicated Implementation of the strategy across the organisation Ensure that all Board members, Senior Managers, Directorate Managers and Clinical Directors receive training in risk identification, analysis, control, monitoring and review including the management of project risks, and risk management in business development and service delivery. Corporate Governance Committee supported by Director of Quality and Effectiveness As agreed Ensure that all relevant Managers receive training on utilising key risk management information systems for the management of incidents, complaints, claims, risks and use aggregated risk information in decision making and business planning. Director of Quality and Effectiveness As indicated Review progress against the Risk Management Strategy Performance Indicators. Director of Quality and Effectiveness Bi-monthly report to Corporate Governance Committee To ensure that all staff groups receive Mandatory training/ Risk Management training as defined by the NHSLA Acute Standards. Head of Training and Development As indicated in Induction/Mandatory Training Policy Directorate Risk Management Support • Review of the Directorate self assessment risk reviews • Implementation of a standardised approach to risk assessment for all identified key risks • Refinement of action plans to address key risks • Development/refinement of Trust based Directorate Management Team, supported by Risk Risk Management and Safety Manager and Director of Quality and Effectiveness As indicated