Risk Preparedness Program – ROJoson’s Paper – 2008

Risk Preparedness Program – ROJoson’s Paper – 2008

Manila Doctors Hospital

 Risk Preparedness Program

A Concept Paper on Design and Development

Reynaldo O. Joson, MD

V- January 9, 2008

Background

 

2008 Annual Planning Conference

Resolution to study “risk management”

President Sobrepeña asked Dr. Reynaldo Joson to make a concept paper on design

 

Existing program and activities:

Disaster Preparedness Committee – activated in 2005 – fully functional

Customer Relations Service and Business Development Division – procedures in   handling complaints and possible medicolegal suits

Human Resource Division – procedures in handling legal suits arising from staff

Medical Services Division – procedures in handling complaints and possible medicolegal suits (presence of Medical Audit Committee)

Nursing Services Division – procedures in handling complaints and possible medicolegal suits (presence of Nursing Audit Committee)

Hospital lawyers – handling complaints and possible suits

Administrative Director and Hospital Director – procedures in handling complaints and possible legal suits

 

NOTE: Need to review, refine, coordinate, and integrate

 

Approach in the development of design and development by Dr. Rey Joson

 

Systemic perspective – hospital wide

Hospital-wide framework

Integration

Use of euphenismic and non-alarming terms

Emphasis on prevention

Emphasis on preparedness

Data-based

 

 

Title or name of program:

 

Possible titles:

Risk Management Program

Risk Preparedness Program

Crisis Management Program
Crisis Preparedness Program

Disaster Management Program

Disaster Preparedness Program

 

 

Recommendation: Risk Preparedness Program

Basis:   Use euphenism / Non-alarming terms (risk best compared to crisis and disaster)

Encompassing (risk for all types – natural, man-made, medicolegal, non-medicolegal suits)

Preparedness concept – risk preferred over crisis as risk precedes crisis

Preparedness preferred over management as latter connotes response; preparedness connotes prevention and being ready and includes response.

 

Thus, Risk Preparedness Program

 

 

Concepts and Definition of Terms:

 

Risk is the possibility of an adverse deviation from a desired outcome.  It is the probability and consequences of exposure to a hazard.  Examples of consequences: death, injury, damage to infrastructure, loss of property, loss of income, contamination of environment, breakdown in essential services, breakdown in security, etc.

 

Risk preparedness process / program is a planned and systematic process / program to reduce and/or eliminate the probability of a “risk” that usually results in injuries, losses, and legal suits. It consists of three distinct, yet interrelated areas: 1) risk identification and loss prevention; 2) loss reduction; and 3) risk financing.

Hazard is any potential threat to health, safety, and property.  Examples: natural hazards, technological hazards, biological hazards, societal hazards.

 

Vulnerabilities refers to the infrastructure, system, and people within the organization less able to cope with the impact of the hazards

 

Capacity refers to the capacity of the infrastructure, system, and people within the organization to respond to and recover from the emergencies (crisis and actual disaster).

 

Risk is directly proportional to hazards and vulnerabilities and inversely proportional to readiness for response.

 

Preparedness is a measure to build capacities to respond to and recover from emergencies. Elements of preparedness: policies, procedures, guidelines, plans, resources, authority, knowledge, skills, awareness.

 

Risk preparedness / management processes refer to risk assessment and analysis – risk communication – risk reduction – risk monitoring

 

Risk assessment processes refer to the following:

Prepares hazard profile.

Maps the distribution of hazards.

Identify elements / people exposed to hazards.

Predict consequences of hazards.

 

Risk reduction – protecting health, safety, and property by

Hazard reduction plan (reduce exposure)

Vulnerability reduction plan (reduce consequences)

Emergency preparedness plan (increase capacity for response and recovery)

Emergency is any actual threat to health, safety and property.

 

Disaster is an emergency in which the institution CANNOT cope.

 

 

Risk Identification

 

Types / Categories of Risks in the Manila Doctors Hospital

1.      Risk for natural disasters (earthquake, flood, tsunamis, fire, etc.)

2.      Risk for man-made disasters (fire, felony, bomb threat, terrorism, etc.)

3.      Risk for medico-legal suits (arising from patient care)

4.      Risk for non-medico-legal suits (not arising from patient care)

 

Situation in MDH:

           

            Needs data on risk frequency / incidence / prevalence from 2005 to 2007

What were the consequences?

Status of all activities on risk preparedness and management

 

Program

 

Risk Preparedness Program

Risk Preparedness and Response Plans

Risk identification and assessment

Risk reduction

Risk financing

Operational needs assessment

Policies and Procedures

Guidelines

Delegate authority

Training needs assessment

Upgrade knowledge

Upgrade skills

Upgrade attitude

Resource needs assessment

Monitoring

 

Expected outcomes and impact of Risk Preparedness Program

 

Risks reduced to a minimum possible.

Reduced financial losses.

Reduced infrastructure losses.

Improved quality and safety services.

Improved customer satisfaction.

Improved reputation.

Improved business development.

 

 

 

Planning on Risk Preparedness Program

 

Risk Intervention Responsible body Resources needed Time Indicators
Natural disasters Preparedness Program  Disaster Preparedness Committee Committee works and activitiesRisk financing March, 2008 No fire
Man-made disasters Preparedness Program Disaster Preparedness Committee Committee works and activitiesRisk financing March, 2008 Incidents near zero
Medico-legal suits Preparedness Program Medico-Nursing Safety Committee Committee works and activitiesRisk financing March, 2008 Potential medico-legal suits ≤ 10 / year 

No medico-legal suit

Non-medico-legal suits Preparedness Program Occupational Safety Committee Committee works and activitiesRisk financing March, 2008 Potential non medico-legal suits ≤ 3 / year 

No non-medicco-legal suit

Recommendations on Committee and Membership:

 

Risk Preparedness Committee (mother committee – coordinating body)

Sub-committees:

Disaster Preparedness Committee

Medico-Nursing Safety Committee

Occupational Safety Committee

 

 

Head Members Members
Risk Preparedness Committee Hospital Director Division Heads LawyerFinance Person
Disaster Preparedness Committee Dr. Robbie Ruiz FMDSecurity

Linen and Housekeeping

NSD

DEMS

LawyerFinance Person
Medico-Nursing Safety Committee Dr. Roehl Salvador MSDNSD
AMSD
LawyerFinance Person
Occupational Safety Committee Mr. Benhur Bernardo HRDIMSD

NSD

LawyerFinance Person

 


Today, September 12, 2012, I looked back at what I wrote in 2008.

Today, I will use the terms “Hospital Risk Management Program” instead of “Risk Preparedness Program.”  Risk Preparedness Program is subsumed in Risk Management Program.

I will use Hospital Risk Management Program to mean the program is in a hospital setting.

I will use Hospital Risk Management Program to include the concepts of business continuity management program.

I will use Hospital Risk Management Program to include all types of emergencies-disasters-crises that can occur in a hospital setting that has to be prevented, mitigated, prepared, responded to with the end-goals of maintaining business continuity and hospital sustainability.  

All types of emergencies-disasters-crises will include both natural and man-related ones.  Man-related emergencies-disasters-crises will include legal and medicolegal suits and accounts receivables among other things.

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