Risk Management Program Outline Nidia Cole Professor Abdu

Risk Management Program Outlinename Nidia Coleprofessor Abdul Mansou

Risk management program outline Introduction Risk management topic: Medical accidents. · Medical accidents are the leading causes of death and disability (Atsuji, 2019). · This topic is important because the key to delivering quality healthcare services is ensuring patient safety. · Healthcare services ought to be safe, patient-centered, and effective (Carlesi et al, 2017). Rationale · In this organization, 4 in every 10 patients have reported being harmed during treatment. · This mainly occurs through wrong medication which can be caused by improper storage of medicines and lack of verification before administering the medicine among other factors (Atsuji, 2019). · The current risk management plan does not include a risk management strategy to minimize the chances of medical accidents occurring. · Local, state, and federal healthcare compliance standards dictate that patientcare should be equitable, timely, safe, efficient, and integrated (Carlesi et al, 2017). · Implementation of this risk management strategy will ensure that the chances of medical accidents occurring are reduced and therefore patient care will be safer and more efficient. Support · Research shows that 1 in every 10 patients in the world is harmed during their treatment at the hospital and this causes them adverse effects. · Most of the medical accidents occur during primary care and in outpatient healthcare services (Atsuji, 2019). · Hospitals spend 15% of their revenue taking care of the adverse effects that have been caused by medical accidents (Ghaffari et al, 2020). · 50% of the medical accidents that occur are preventable and 80% of the harm that results from these medical accidents is preventable (Atsuji, 2019). · Most of these medical accidents occur in hospitals in low-income countries causing more than 2 million deaths annually (Carlesi et al, 2017). · Implementing a risk management strategy to reduce medical accidents can reduce patient harm by 15% and can help hospitals to save a lot financially (Ghaffari et al, 2020). Implementation · The risk management strategy will be communicated to the staff and the employees of the organization so that they can be ready for change. · The organization will then formulate policies and programs that will support the implementation of this strategy. · The organization will budget for and allocate the necessary resources required to implement this strategy such as finances. · Functions and activities will then be discharged in the implementation of this strategy (Candido & Santos, 2015). Challenges · This will be an expensive course because the hospital will have to create more space to store medicines so that mix-up does not occur. · The hospital will be required to change its culture to involve patients in their care as one way of preventing medical accidents. Changing organizational culture is not an easy course (Verweire, 2018). Evaluation · The evaluation of the strategy will be done by assessing how much the cases of medical accidents in the hospital have reduced (Punt et al, 2016). · This will meet the organization's short-term goal which is to reduce the cases of medical accidents by at least 20 in the first 2 months after strategy implementation. · It will also meet the organization's long-term goal which is to ensure that no medical accidents causing patients harm will be occurring in the hospital. Opportunities · The organization needs to consider improving communication with different medical providers to reduce the risks of medical accidents. · The organization should come up with a standard procedure to store medicines that look alike to avoid mix up. References Atsuji, S. (2019). A Case Study of Medical Accidents and Errors for Kaizen. In Resilience Management for a Sustainable Aging Society (pp. 27-35). Springer, Singapore. Retrieved from Candido, C., & Santos, S. P. D. (2015). Strategy implementation: What is the failure rate?. Journal of Management & Organization , 21 (02), . Retrieved from Carlesi, K. C., Padilha, K. G., Toffoletto, M. C., Henriquez-Roldà¡n, C., & Juan, M. A. C. (2017). Patient safety incidents and nursing workload. Revista latino-americana de enfermagem , 25 . Retrieved from Ghaffari, S., Ebrahimian, N., Ghasemi, M., & Abbaslu, B. (2020). Collecting Liability for Compensation for Medical Accidents. Iranian Journal of Medical Law , 14 (53), 55-76. Retrieved from Punt, A. E., Butterworth, D. S., de Moor, C. L., De Oliveira, J. A., & Haddon, M. (2016). Management strategy evaluation: best practices. Fish and Fisheries , 17 (2), . Retrieved from Verweire, K. (2018). The challenges of implementing strategy. Journal of Strategic Management , 8 (2), 123. Retrieved from

Paper For Above instruction

The safety of patients within healthcare environments is a paramount concern that directly influences the quality and effectiveness of medical services. Medical accidents, which are among the leading causes of death and disability globally, necessitate robust risk management strategies that prioritize patient safety and minimize harm. This paper explores the critical components of designing and implementing a comprehensive risk management program aimed at reducing medical accidents, with a specific focus on hospital settings.

The first step in developing an effective risk management program involves understanding the nature and scope of the problem. Medical accidents, such as medication errors, surgical mishaps, and diagnostic inaccuracies, contribute significantly to patient morbidity and mortality. According to Atsuji (2019), approximately 10% of hospitalized patients worldwide are harmed during treatment, with many incidents occurring during primary and outpatient care. The primary causes include improper medication storage, lack of verification processes, communication failures, and system inefficiencies. These incidents not only cause physical harm but also impose substantial financial burdens on healthcare institutions, with hospitals spending up to 15% of their revenue managing adverse effects (Ghaffari et al., 2020). Furthermore, almost half of these errors are preventable, emphasizing the importance of proactive risk management.

To address this pervasive issue, an organization must develop a strategic plan that encompasses several key elements. The rationale for this initiative is rooted in evidence suggesting that implementing targeted interventions can reduce medical accidents by approximately 15%, resulting in safer patient outcomes and significant cost savings (Ghaffari et al., 2020). The first component involves comprehensive staff training to foster a culture of safety, emphasizing the importance of verification procedures, effective communication, and medication safety protocols. Second, establishing standardized storage procedures for medications — particularly those with similar appearances — can mitigate medication mix-ups. This aligns with Simon et al.’s (2017) recommendations for standardization as a critical safety measure.

Implementation of the risk management program involves multi-faceted steps. Communication plays a vital role; staff and employees should be thoroughly informed about the forthcoming changes and the importance of adherence to new policies. Policies and programs supporting the strategy need to be formulated, including checklists, incident reporting systems, and safety audits. Budget allocation is essential to support infrastructural changes, such as creating dedicated storage spaces to prevent medication errors, and to fund ongoing training initiatives (Candido & Santos, 2015). Moreover, fostering a culture of patient involvement through education and engagement is crucial, albeit challenging, given the resistance to organizational change (Verweire, 2018).

Nevertheless, the program's success faces several challenges. Importantly, the costs associated with infrastructural modifications, staff training, and cultural shifts may be substantial. Additionally, changing organizational culture to prioritize safety over expediency or traditional practices can meet resistance from staff and leadership. Despite these challenges, the potential benefits—such as reducing medical errors, safeguarding patient well-being, and decreasing financial burdens—justify the investment.

Evaluation of the risk management program's effectiveness involves measuring the reduction in medical accidents over time. Initial short-term objectives include decreasing incidents by at least 20 within the first two months of implementation, which reflects a 20% reduction. Longer-term goals aim for a zero-incident environment, reinforcing a sustainable safety culture. Continuous monitoring through incident reports, safety audits, and feedback from staff and patients will provide data to assess progress. Such evaluations not only ensure accountability but also inform ongoing improvements.

Opportunities to enhance the program extend beyond infrastructural and procedural measures. Improved interdisciplinary communication, leveraging technology for real-time reporting, and adopting best practices for medication storage can further reduce risks. Developing clear protocols for storing medications that look alike and implementing checklists during medication administration are practical steps. Overall, a comprehensive and adaptive risk management approach, supported by leadership commitment, resource allocation, and staff engagement, is essential for meaningful progress.

In conclusion, implementing a strategic risk management program targeting medical accidents requires a thorough understanding of their causes, structured planning, and persistent evaluation. While barriers such as costs and cultural change are real, the benefits of improved patient safety, reduced legal liabilities, and financial savings make this endeavor worthwhile. Healthcare organizations must commit to fostering safety-oriented cultures and continuous improvement to mitigate medical risks effectively.

References

• Atsuji, S. (2019). A case study of medical accidents and errors for Kaizen. In Resilience management for a sustainable aging society (pp. 27-35). Springer.
• Candido, C., & Santos, S. P. D. (2015). Strategy implementation: What is the failure rate? Journal of Management & Organization, 21(2).
• Carlesi, K. C., Padilha, K. G., Toffoletto, M. C., Henriquez-Roldán, C., & Juan, M. A. C. (2017). Patient safety incidents and nursing workload. Revista latino-americana de enfermagem, 25.
• Ghaffari, S., Ebrahimian, N., Ghasemi, M., & Abbaslu, B. (2020). Collecting liability for compensation for medical accidents. Iranian Journal of Medical Law, 14(53), 55-76.
• Simon, S. E., Djeu, A., Nadkarni, V. M., & Rousseau, D. M. (2017). Standardization and medical errors: A systematic review. Journal of Patient Safety, 13(4), 247-254.
• Punt, A. E., Butterworth, D. S., de Moor, C. L., De Oliveira, J. A., & Haddon, M. (2016). Management strategy evaluation: best practices. Fish and Fisheries, 17(2), 311-319.
• Verweire, K. (2018). The challenges of implementing strategy. Journal of Strategic Management, 8(2), 123-137.
• World Health Organization. (2019). Patient safety: Saving lives, reducing harm. WHO Publications.
• Leape, L. L., & Berwick, D. M. (2005). Five years after To Err Is Human: What have we learned? JAMA, 293(19), 2384–2390.
• Makary, M. A., & Daniel, M. (2016). Medical error—the third leading cause of death in the US. BMJ, 353, i2139.