Solved by verified expert:This assignment builds on the Risk Management Program Analysis Part One assignment you completed in Topic 1 of this course.Assume that the example risk management program you analyzed in Topic
1 was developed by and is now currently implemented by your health care
employer/organization. Further assume that your supervisor has asked
you to present a high-level summary brief of this new risk management
program to a group of administrative personnel from a newly created
community health organization in your state who has enlisted your
organization’s assistance in developing their own risk management
policies and procedures.Compose a 1,250-1,500 word summary brief that expands upon the
elements you addressed in the Risk Management Program Analysis Part One
assignment. In addition, analyze the following:Explain the Joint Commission’s role in the evaluation of an organization’s quality management processes.Describe the roles that different levels of administrative personnel
play in establishing or sustaining operational policies that are
focused on employer-employee organizational risk management policies.Explain the relationship of risk management programs and compliance with ethical standards.In addition to your textbook, you are required to support your analysis with a minimum of three peer-reviewed references.Prepare this assignment according to the guidelines found in the APA
Style Guide, located in the Student Success Center. An abstract is not
required.This assignment uses a rubric. Please review the rubric prior to
beginning the assignment to become familiar with the expectations for
successful completion.You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.
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Running head: HEALTH CARE RISK MANAGEMENT PROGRAM
Perry David
An Analysis of Cleveland Clinic’s Risk Management Plan
Risk Management Program Analysis
Grand Canyon University
Amy Panther
October 01, 2017
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HEALTH CARE RISK MANAGEMENT PROGRAM
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An Analysis of Cleveland Clinic’s Risk Management Plan
Introduction
Risk management is a self-protection mechanism comprised of systematic processes for
the identification, evaluation, and mitigation of possible and tangible risk. Medical practices are
susceptible to a broad range of risk categories that necessitate the formulation and
implementation of comprehensive risk management strategies. Hence, it is not surprising that, as
Singh and Ghatala (2012) note, all healthcare facilities in the USA must have a formal risk
management program before accreditation. Thus, to ensure compliance, Cleveland Clinic has an
elaborate risk management program. The clinic’s plan is the subject of this analysis. This paper
briefly describes it, the rationale for its selection, and compares its similarity with typical
programs. It also analyzes the regulatory framework and its oversight role in the risk
management process. Finally, the paper evaluates the clinic’s compliance with relevant industry
standards and offers recommendations on how to improve the plan. Although Cleveland Clinic
has a comprehensive plan that meets minimum standards, the adoption of a monitoring
mechanism may enhance its efficiency.
Description of Cleveland Clinic’s Risk Management Plan
Cleveland Clinic has a formal risk management program titled Enterprise Risk
Management (ERM). As the title indicates, the program is enterprise-wide risk management
scheme that anticipates the range of potential hazards that may plague the healthcare facility.
These include operational, strategic, compliance, safety, financial, and other external risks. The
plan articulates planning and governance structures, risk assessment, implementation, and
modifications. Further, it identifies a total of one-hundred and thirty-five risk components that
fall into seven top risks and twenty-four sub-risks. It is evident that the clinic has a
HEALTH CARE RISK MANAGEMENT PROGRAM
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comprehensive risk management program that envisions the possible risks that can occur within
a hospital setting. Two factors inform the choice of this particular plan. Firstly, the program is a
clear compliance measure following the requirement for a formal plan before accreditation.
Secondly, according to Kolodkin and Hoon (2013), the plan is not only for compliance purposes
but a strategic risk management tool. Thus, Cleveland Clinic recognizes that the program plays
an integral role in the protection of the facility’s assets and personnel.
Comparison Between the Recommended Administrative Steps and Processes in the Clinic’s
Plan and Typical Plans
Effective healthcare risk management comprises various administrative measures and
processes. However, it is imperative to note that the diversity of the health care sector makes the
formulation and execution of uniform standards and practices challenging (Jimenez & Foster,
1999). Nonetheless, the components and processes of a typical plan are settled. Firstly, the risk
management process entails risk assessment, remediation, auditing, response, and reporting.
Secondly, the components of that process include the formulation of specific risk management
policies and procedures, constant review of all relevant policies and procedures, the development
of exposure identification mechanisms, and formulating a formal and standardized incident
reporting process. Others are the development of an event follow-up process, a tracking process,
and a staff training plan. It is also imperative to ensure the full integration of the risk
management process within the entire organization. Cleveland Clinic’s ERM largely mirrors the
administrative steps and processes that are typical of any risk management program of a
healthcare facility.
Institutional and Organizational Framework and their Respective Roles in the Risk
Management Oversight Process
HEALTH CARE RISK MANAGEMENT PROGRAM
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Various agencies and organizations are involved in the regulation of the administration of
safe health care. These include the Department of Health and Human Services (DHHS),
Department of Justice (DOJ), Food and Drug Administration (FDA), National Institutes of
Health (NIH), Office of Inspector General (OIG), and Centers for Medicare and Medicaid
Services (CMS). These government agencies deal with issues of legal compliance concerning the
quality of care, compliance with legal standards, and accreditation. For instance, every one of the
organizations above issue relevant regulations and directives for medical facilities and monitor
their compliance. The OIG is renowned for issuing guidance regarding various risks in laws and
regulations as well as its vigilant monitoring and enforcement of those laws (Moran, 2008). In
addition to the government agencies, the American Society for Healthcare Risk Management
(ASHRM) is a relevant professional body that sets minimum risk management standards for the
healthcare sector.
Cleveland Clinic’s Plan Compliance with American Society for Healthcare Risk
Management (ASHRM) Standards
The ASHRM is a personal membership professional organization concerned with the
development and promotion of innovative and efficient risk management strategies through
various ways. The organization employs different strategies that include advocacy, education,
networking, and publishing (ASHRM, n.d). The organization is also responsible for the
establishment of minimum professional standards on privacy, the safety of health care workers,
and patient safety. It is noteworthy that the Cleveland Clinic ERM complies with the minimum
professional standards articulated by the ASHRM on all the important fronts. The high level of
compliance most likely stems from the fact that patient and worker safety, as well as privacy
HEALTH CARE RISK MANAGEMENT PROGRAM
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issues, are also subject to legal prescriptions. Nonetheless, the ERM builds on the ASHRM’s
standards by developing elaborate plans designed to address the highest risk areas.
Proposed Recommendations for Improving Cleveland Clinic’s Plan
Although Cleveland Clinics has a comprehensive risk management program, few
improvements can still be made to enhance its efficiency. Briner et al. (2010) decry the lack of
appropriate instruments for the measurement and monitoring the levels of implementation of risk
management plans. In that regard, the authors develop a monitoring tool for the assessment of
risk management in hospitals. It necessarily follows that the first recommendation is for the
adoption of this monitoring tool or the formulation of a similar tool by Cleveland Clinic to aid in
the realization of its objectives. The adoption of a continuous monitoring tool will ensure that the
implementation of the ERM stays on track. Another recommendation is the cultivation of a
culture of accountability in the organization. The ERM recognizes the importance of
encouraging the risk management mentality at all levels of the organization. However, ingraining
the risk management mentality also requires the willingness of all involved personnel to remain
transparent and accountable. Hence, they should be encouraged to communicate among
themselves and with the Directorate concerning risks to the organization.
Conclusion
In sum, Cleveland Clinic has a formal risk management program that is comprehensive
and not only a compliance measure but as a strategic management tool. The plan embodies all
the fundamental components and processes that are found in a typical risk management program
for a healthcare facility. Both government agencies and professional organizations have an
integral oversight role in the former setting, monitoring, and enforcing appropriate legal
standards and the latter setting minimum professional standards. Further, the clinic’s ERP is
HEALTH CARE RISK MANAGEMENT PROGRAM
compliant with the ASHRM professional standards on privacy as well as the safety of patients
and workers. Finally, appropriate recommendations include the implementation of a constant
monitoring plan and encouraging accountability.
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References
American Society for Healthcare Risk Management (ASHRM). About ASHRM – The American
Society for Healthcare Risk Management. Ashrm.org. Retrieved 30 September 2017,
from http://www.ashrm.org/about/index.dhtml
Briner, M., Kessler, O., Pfeiffer, Y., Wehner, T., & Manser, T. (2010). Assessing hospitals’
clinical risk management: development of a monitoring instrument. BMC Health Services
Research, 10(1).
Jimenez, M., & Foster, D. (1999). The importance of compliance programs for the health care
industry. University Of Miami Business Law Review, 7(11), 503-521.
Kolodkin, C., & Hoon, A. (2013). Cleveland clinic and enterprise risk management: from
compliance to a strategic tool. Retrieved from
http://www.hfma.org/anihandouts/xtbce9adrpp1/C07.pdf
Moran, B. (2008). Hospital risk management program: ten risk categories for the four-step
process. Compliance.com. Retrieved 30 September 2017, from
http://compliance.com/publications/hospital-regulatory-risk-management-ten-riskcategories-to-use-during-the-four-step-process/
Singh, B., & Ghatala, M. (2012). Risk management in hospitals. International Journal of
Innovation, Management and Technology, 3(4), 417-421.
…
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