HLT308V Grand Canyon Week 5 Risk Management Programs Presentation

HLT308V Grand Canyon Week 5 Risk Management Programs Presentation

HLT308V Grand Canyon Week 5 Risk Management Programs Presentation


Under you will find the instructions for my assignment this week. It will be 5 slides with readers notes, and 2 reference only. The 2 points i will be turning it will be #3 Rationale and #4Supportive Data.

You did my paper for week 3 but I will attach it for your review.

If you have any questions pls do not hesitate to contact me.


Building upon the outline created for the Topic 3 assignment (Educational Program on Risk Management Part One: Outline of Topic), you will develop a 5 slide PowerPoint presentation to expand in further detail upon the risk management element you chose in Topic 3.

To successfully complete this assignment, include the following sections as per your outline from Topic 2. Include any additional sections you identified in your outline, as well:

  1. Introduction
  2. Objectives
  3. Rationale
  4. Supportive Data
  5. Implementation Strategies
  6. Evaluation Strategies
  7. Challenges and Opportunities

(Note: You are required to incorporate all instructor feedback from the CLC: Educational Program on Risk Management Part One – Outline of Topic assignment from Topic 2 into this presentation in order to be eligible for full points.)

A minimum of 2 citations from the literature and/or appropriate websites are required to support your statements.

Risk Management Program Analysis Part Two Sample Paper

Risk management programs are an important component of larger programs administered by healthcare organizations. The purpose of healthcare organizations is to ensure the safety and health of communities; however, without a solid organizational healthcare risk management program, this purpose can be defeated. This summary aims to explain the components of a sound healthcare risk management program that a community healthcare facility can implement to ensure the safety of patients, healthcare providers, and health facility resources.

Like the Children Medical Services Risk Management Program, a sound healthcare risk management program should be inclusive in its approach to risk management. It should not only be a responsibility of healthcare providers to ensure safety in these facilities but rather be a responsibility of everyone. In the Children Medical Services Risk Management Program, for example, both the children, parents and healthcare providers have a responsibility of maintaining safety and this responsibility is communicated to them (Florida Heath, 2016). This creates a learning environment in which the focus is not to punish those who are responsible for an incident, but instead the focus is to enable these stakeholders to share and learn from the incidence. Such a program should, however, balance between the need to focus on learning on one side, and ensuring that those who violate safety rules and ethics are held responsible as well. A balance between these two extremes, if established, can make the healthcare risk management programs even more effective. HLT308V Grand Canyon Week 5 Risk Management Programs Presentation

A sound healthcare risk management program should also focus on continuous education of staff (Singh & Ghatala, 2012). The new staff members who join the healthcare facility need to be taken through a mandatory training session at the beginning of their contract so that they can be equipped with skills on risk management, and be made aware of the activities that are fundamental to safety in the facility. This training empowers new staff with skills to promote safety, and also makes them aware of their roles in the implementation of existing healthcare management program (Singh & Ghatala, 2012).

In the Children Medical Services Risk Management Program, for example, new staff undergo mandatory training at the beginning of this contract and this makes them knowledgeable of existing risk management programs thus improving risk management in the healthcare facilities (Florida Health, 2016). Continuous training of existing employees enables them to learn about new innovative safety methods and allow them to share the challenges in implementing the existing program, which is a useful exercise for improving existing healthcare risk management program.

Proper incident reporting is also at the core of a sound healthcare risk management program (Singh & Ghatala, 2012). When an incident is reported correctly and timely, it is possible for other stakeholders (healthcare workers and patients) to mitigate risk and learn from it as well. The supportive environment in which no one is judged or punished for being involved in risk makes it possible for health workers to accurately report incidences they are involved in for the purposes of learning and improving the program. In addition to the supportive environment, the healthcare providers should be trained on how to generate standard, accurate, timely and useful incident reports.

Creating value for healthcare givers and patients is another aspect of a good healthcare risk management program (Carrol, 2014). By creating value for these actors, the stakeholders will always strive to protect the value and prevent risks that may lead to a deterioration of value or a costly litigation processes. For example, creating value for patients’ information assets makes caregivers to prioritize the protection of patients’ privacy and information so that they can avoid the risk that may harm the patients or make the facility face a lawsuit (Carrol, 2014). Orienting the values of the healthcare organization towards the safety of patients, workers and facility assets can also be part of the healthcare risk management program. For example, if safety is one of the core values of a healthcare organization, it will have budgetary allocation for research and innovation with the aim of creating and sustaining safety in the healthcare facility. Value is thus an important element of a health care risk management program both when patients, information assets and healthcare workers are valued, and also when safety is inculcated in the organizational culture.

Joint Commission’s Role

The joint commission receives and evaluates reports from healthcare facilities to ascertain that the organization’s quality management processes still comply with set national safety standards (Jost, 1983). These reports are submitted by health workers and their supervisors, and they bear information relating to the safety processes in place and incidences that occur in the organisations. While the joint commission plays an important role in ensuring quality management processes are in place, its over-reliance on reports from the facilities may make it difficult for it to arrive at an accurate conclusion. For example, in cases where an organization has no sound quality management processes but publishes falsehood about the existence of such processes, the joint commission will still accredit that health organization despite it not having requisite quality management processes.

Jost (1983) however remains optimistic by insisting that even with the knowledge that the joint commission can withdraw the license given to health facilities for their operation, they will automatically strive to ensure sound risk management program and quality management process are in place. This is however not necessarily true in all cases, as some organizations will devise tactics of not complying with national standards, and still remain accredited. Jost (1983) also noted that the joint commission looks at other elements such as the role on non-physician to effectively evaluate processes in healthcare organizations. Limiting the roles of non-physicians’ role in the healthcare programs is a strategy for reducing risks in these organizations (Jost, 2014).  Therefore, the commission is effective in evaluating healthcare organizations, however, it can improve its approach for better results.

The Role Played by Administrative Personnel

Administrative personnel at different levels participate in the formulation, implementation and providing feedback on employer-employee organization risk management policies. At the lowest level, for example, administrative personnel ensure compliance with existing risk management policies by protecting employee information that is in their custody. These low-level administrative personnel (and the middle-level administrative personnel as well) can then give feedback for improvement of employer-employee risk management policies they find inoperable.

The top-level administrative personnel, on the other hand, are responsible for the formulation and reformulation of policy based on needs that emerge from practice. They are also responsible for ensuring that these policies are adhered to. To ensure sustenance of the employer-employee policy, administrative personnel engage middle and lower level administrative personnel in training so as to enable them to understand the justification of the policies and how best to implement them (Carrol, 2014). In a good system, all the different levels of administrative personnel can be involved in policy review as all are responsible for sustenance if the policies created.

The Relationship Between Risk Management Programs and Compliance with Ethical Standards

Ethical standards inform the design of risk management programs (Carrol, 2014; Jost, 1983).  A risk management program tries to ensure the safety of employees, patients and information assets, which is also the goal of ethical standards. When looked at from this perspective, it can be argued that both ethical standards and risk management programs are designed to achieve similar goals. For this reason, when risk management programs are being designed for healthcare organizations, they are made to comply with and /or support existing standards of ethical practice. This way, ethical standards can also form a basis for evaluating the effectiveness of risk management programs (Carrol, 2014).

  1. Carroll, R. L. (2014). Enterprise Risk Management: A Framework for Success. American Society for Healthcare Risk Management, 1-20.
  2. Florida Health. (2016). Children Medical Services Risk Management
  3. Jost, T. S. (1983). The Joint Commission on Accreditation of Hospitals: Private Regulation of Health Care and the Public Interest. Boston College Law Review, 24(4), 836-926.
  4. Singh, B., & Ghatala, M. H. (2012). Risk Management in Hospitals. International Journal of  Innovation, Management and Technology, 3(4), 417-421

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