Risk Identification with General Causes in a Medical Center – A Facilitation Template

 

Slide2This template may facilitate comprehensive risk assessment of all departments and business units of a medical center.  The risk assessment consists of risk identification, risk analysis, and risk evaluation.   There will just be adjustment based on the types of department, their functions and services (context).

Illustrations and Explanations:

All departments will include risk of downtime of the building of the medical center in their risk identification or register.  The downtime of building may be caused by earthquake, typhoons (strong winds), floods, fire and bombing.  Since all the departments are usually housed within one particular structure, then the risk analysis and risk evaluation will probably be the same. Risk treatment may also be the same, such as complying with the safe hospital initiative of the Department of Health.

Note: Downtime of building may lead to non-maximal utilization of services and financial losses (a negative effect).

All departments with equipment will include risk of downtime of the equipment used to render medical care and provide support to business development such as IT and facility.  The downtime of equipment may be caused by natural calamities and man-made causes or factors (like fires, lack preventive maintenance, buying non-durable equipment, suppliers with no or poor after sale services, etc.)  The risk analysis and risk evaluation and risk treatment are essentially the same in all departments but may vary in degree (likelihood and impact) depending on the type of equipment.

Note: Downtime of equipment may lead to non-maximal utilization of services and financial losses (a negative effect).

All departments will include downtime of workforce as potential risk.  This is usually caused by lack of workforce and labor strike.  The risk analysis and risk evaluation and risk treatment are essentially the same in all departments but may vary in degree (likelihood and impact) depending on the type of workforce.

Note: Downtime of workforce may lead to non-maximal utilization of services and financial losses (a negative effect).

All departments will include risk of lawsuits in their risk identification or register.  Lawsuits may be classified into medicolegal or non-medicolegal.  Medicolegal suits are those associated with medical care of patients.  Non-medicolegal suits are those not associated with medical care of patients.  The risk analysis and risk evaluation and risk treatment are essentially the same in all clinical departments (departments involved in medical care of patients) but may vary in degree (likelihood and impact) depending on the harm incurred by the patients.  Likewise, the risk analysis and risk evaluation and risk treatment are essentially the same in all non-clinical departments (departments not involved in medical care of patients) but may vary in degree (likelihood and impact) depending on the non-medical related harm incurred by the patients,guests and staff.

Note: Lawsuits lead to financial losses due to ligation (a negative effect) unless the risk is transferred to an insurance.

All departments will include risk of theft and losses in their risk identification or register. Theft are due to criminal acts committed either by staff or outsiders.  Losses may be due to faulty safekeeping of material goods or products, wrong counting or spoilage.   The risk analysis and risk evaluation and risk treatment of theft are essentially the same in all departments but may vary in degree (likelihood and impact) depending on the type of theft.  For losses, the risk analysis and risk evaluation and risk treatment  are also essentially the same in all departments but may vary in degree (likelihood and impact) depending on the type of losses.

Note: Theft and losses lead to financial losses (a negative effect).

All clinical departments (departments rendering medical care of patients) will include account receivables in their risk identification or register.  Account receivables may be due to faulty assessment of financial capability of patients and lack or no control mechanism for prevention (faulty financial management system).  The risk analysis and risk evaluation and risk treatment are essentially the same in all clinical departments but may vary in degree (likelihood and impact) depending on the cost of medical services being rendered.

Note: Account receivables lead to financial losses (a negative effect).

All departments whether revenue or cost units will include risk for faulty accounting system in their risk identification and register.  The risk analysis and risk evaluation and risk treatment are essentially the same in all departments but may vary in degree (likelihood and impact) depending on the extent of errors in accounting.

Note: Faulty accounting system leads to financial losses (a negative effect).

All departments whether revenue or cost units will include inefficient management system in their risk identification and register.  Inefficiency is due to poor alignment and integration of staff within a department and with other departments.  The risk analysis and risk evaluation and risk treatment are essentially the same in all departments but may vary in degree (likelihood and impact) depending on the extent of inefficiency.

Note: Inefficient management system leads to financial losses (a negative effect).

All departments whether revenue or cost units will include non-maximal utilization of services in their risk identification and register.   This is usually caused by weak business development strategies and bad or tarnished reputation (aside from the downtime of building, equipment and workforce).  The risk analysis and risk evaluation and risk treatment are essentially the same in all departments but may vary in degree (likelihood and impact) depending on the types of services.

Note: Non-maximal utilization of services leads to financial losses (a negative effect).

All departments shall include continual maximal utilization of services in their risk identification and register (on the positive effect side).  They should include strength, weakness, opportunity and threat analysis in their strategic planning to come out with a robust business development strategy.  The risk analysis and risk evaluation and risk treatment are essentially the same in all departments but may vary in degree (likelihood and impact) depending on the types of services.

Note: Continual maximal utilization of services leads to positive financial growth (a positive effect).


ROJ@18jan29

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