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Integrating Risk Management into Quality Management Systems Noel Fitzpatrick CEO PowerPoint Presentation
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Integrating Risk Management into Quality Management Systems Noel Fitzpatrick CEO

Integrating Risk Management into Quality Management Systems Noel Fitzpatrick CEO

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Integrating Risk Management into Quality Management Systems Noel Fitzpatrick CEO

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  1. Integrating Risk Management into Quality Management Systems Noel Fitzpatrick CEO MACEDON RANGES HEALTH SERVICES

  2. Macedon Ranges Health Services QUALITY MANAGEMENT SYSTEMS Mission Aims Objectives Continuous QualityRisk ManagementImprovement CQI Systems supportRisk Management MRHS in achievingensures that MRHS identifies & manage risks our Objectivesthat would prevent us from achieving ourObjectives

  3. Continuous Quality Improvement • Frame Work: CONTINUOUS IMPROVEMENT ACTION PLAN (CIAP) • Tools: OPPORTUNITY FOR IMPROVEMENT FORM (OFI) RECEIPT OF OFI FORM (ROO) OFI Tracer

  4. Every Action Requires an OFI

  5. Rather than hide from issues that arise: Make a Negative into a PositiveBe ProactiveBe Reactive when appropriate

  6. MACEDON RANGES HEALTH SERVICES Organisational Culture

  7. When to use an OFI • For a comment or Complaint • If you want to change something • If you would like to buy something • If you have a great idea that you would like to share and/or develop • If you recognize a potential risk to the organisation – be careful you may actually need a Hazard Alert

  8. An OFI may become a Quality Project • If it requires a Team of people to investigate the ideas &/or issues &/or develop a proposal &/or make recommendations

  9. RISK MANAGEMENTFRAMEWORK: • MAJOR Risk to the Organisation - Board & Management • MAJOR Risk to Units/Services - Management & Staff Teams • Operational i.e. Day to Day Risks – Staff & Contractors

  10. 1. MAJOR Risk to the Organisation - Board & Management Key Performance areas: • Finance • Our People • Consumers • Quality Management Systems • Marketing • Expansion • Services Strategies: • At time of Annual Strategic Planning. SWOT analysis etc.

  11. 2. MAJOR Risk to Units / Services - Management & Staff Teams Key Performance areas – Lifestyle Enhancement: • Financial Viability • Residential Aged Care • HACC Services • MRHS Dementia Specific Services • Respite • Resource Development • Internal & External collaborative associations • Staff development & Training Strategies: • At time of Annual Strategic Planning. SWOT analysis etc. • Taken to The Board Strategic Planning SWOT analysis with recommendations

  12. 3. Operational i.e. Day to Day Risks Residents Clients, Staff & Contractors Key Performance areas: • OH&S:  JSA  Hazard/near miss reporting, analysis & evaluation  Staff Incident reporting, analysis & evaluation • Services & Programs:  Auditing Schedules, Satisfaction Surveys  Staff orientation, education & development programs  Maintenance Schedules & programs including Essential Services  Policies, Procedures & Work Instructions  Document Control

  13. 3. Operational i.e. Day to Day Risks Residents Clients, Staff & Contractors . • Resident / Client Incident Reporting:  Falls  Behaviour  Infections  Medication  Other • Risk Management Projects

  14. Where to now?