...Risk and Quality Management Assessment Summary HCS/451 Barbara Smith 11/16/15 Alanna Vanderpool The organization selected to review is Milestones Management Group. Milestones is a management company that contracts with various long term care facilities and provides general oversight from a corporate level. Their primary focus and target type of facilities are Assisted Living and Memory Cares. The offer nursing and clinical oversight, operations management, growth and development support, quality and risk management support as well as other valuable services to communities in the Pacific Northwest. Milestones is a locally owned company that generally provides contracted services however they do own a few of the properties that they currently manage. Quality and risk management in health care are extremely important not only for an organizations level of success but also for the general wellbeing of its employees and the patients that it serves. To begin, the definition of quality management is “structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality health care that meets or exceeds expectations” (Sollectto & Johnson, 2013, Chapter 1). Most health care organizations, including Milestones, have quality management teams in place that review and evaluate the level of service that the organization provides to its patients. There are several ways for a quality management team to go about determining...
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...Risk and Quality Management Assessment Summary Xxxxxxx Xxxx HCS451 September 24, 2012 Instructor Executive Summary Resolve, The National Infertility Association has been assisting and helping out individuals with infertility issues since 1974. Risk and quality management improvements in the organization have rallied behind the patient’s safety, while finding new ways in working as a team that is more effective and efficient when ensuring that the organization can deliver high quality and safe patient care. There have been issues regarding cost of visits and procedures with no insurance coverage while having to pay out of pocket for services that can cost hundreds or even thousands of dollars. The organization offers assistance in providing financial assistance for those in need and assist in finding the health care coverage that would best suit them. Infertility coverage is not a mandated health issue in many states that needs insurance coverage. Out of all the states only 15 are mandated to cover some sort of infertility. 1.1 Key Concepts The main problem was to determine what insurance provider would have some sort of infertility coverage that could assist their patients and avoid out of pocket expenses. The risk analysis will provide information that will help the risk manager realign the activities when dealing with quality care and improvement with the main focus on patient needs. * Review of the current functions of quality improvement and risk...
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...ES/ER/TM-117/R1 Risk Assessment Program Quality Assurance Plan This document has been approved by the East Tennessee Technology Park Technical Information Office for release to the public. Date: 11/20/97 ES/ER/TM-117/R1 Risk Assessment Program Quality Assurance Plan Date Issued—November 1997 Prepared by Environmental Management and Enrichment Facilities Risk Assessment Program Prepared for the U.S. Department of Energy Office of Environmental Management under budget and reporting code EW 20 LOCKHEED MARTIN ENERGY SYSTEMS, INC. managing the Environmental Management Activities at the East Tennessee Technology Park Oak Ridge Y-12 Plant Oak Ridge National Laboratory Paducah Gaseous Diffusion Plant Portsmouth Gaseous Diffusion Plant under contract DE-AC05-84OR21400 for the U.S. DEPARTMENT OF ENERGY APPROVALS Risk Assessment Program Quality Assurance Plan ES/ER/TM-117/R1 November 1997 [name] Sponsor, U.S. Department of Energy Date [name] U.S. Department of Energy Environmental Management Quality Assurance Program Manager Date [name] Environmental Management and Enrichment Facilities Quality Assurance Specialist Date [name] Environmental Management and Enrichment Facilities Risk Assessment Manager Date [name] Environmental Management and Enrichment Facilities Risk Assessment Program Quality Assurance Specialist Date PREFACE This Quality Assurance Plan (QAP) for the Environmental Management and Enrichment Facilities (EMEF) Risk Assessment Program...
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...Risk and Quality Management Assessment Summary Beverly L. Rivera HCS/451 April 1, 2015 Kevin Stevens Risk and Quality Management Assessment Summary The healthcare industry is growing rapidly with significant changes directing new trends and advance technology for the future. Within recent years, the shift from manual medical records to electronic medical records allows individuals to be an active participant in direct control of their health care. As these changes continue to increase, the risk and quality departments within health care organizations has an enormous duty to enhance the quality of care for its internal and external customers. Gwinnett Medical Center is one of many healthcare organizations that embraces change along with enhancing the quality of care their patients receive. The executive summary assessment will describe details of Gwinnett Medical Center, the risk, and quality management department policies, and how the risk and quality management determines the quality outcome for the goals the hospitals. Gwinnett Medical Center Gwinnett Medical Center (GMC), also known as Gwinnett Hospital System, Inc. (GHS), was established in the early 70s and is a not-for-profit health care network. The hospital is a 553-bed facility, which includes 464-inpatient and 89-skilled licensed nursing and long-term facility. Gwinnett Medical Center has two acute-care hospitals, and facilities in different cities and the metro Atlanta area. The facility in Lawrenceville...
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...Subject: Risk Assessment in Business Plans Report of: City Treasurer Summary The Subgroup requested a review of the risk management components of service business plans. This report provides a review of the current completeness and content of risk assessments, synthesizing emerging themes and providing a comparison with the quality of content in previous years. Recommendations Members are requested to comment on the report. Wards Affected: All Contact Officers: Richard Paver City Treasurer 0161 234 3564 E-mail richard.paver@manchester.gov.uk Tom Powell Head of Audit and Risk Management 0161 234 5273 E-mail t.powell@manchester.gov.uk John Gill Risk Manager (Strategy) 0161 234 5272 E-mail J.Gill1@manchester.gov.uk Background documents (available for public inspection): None 1. Introduction 1.1. Thirty Heads of Service are required to produce and update service business plans on an annual basis. The deadline for the receipt of the latest draft plans was 14 October 2010. In order to provide effective support and challenge to Heads of Service in further developing their plans, a team of specialist officers was established to critique the main sections of the delivery plan which were: • Performance. • Transformation. • Finance. • Workforce. • Equalities. • Risk Management. • Business...
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...SCOREl Operational risk An operational risk scorecard approach Operational risk scorecards have been in the spotlight since the Basel Committee on Banking Supervision’s 2001 paper on op risk treatment under Basel II. In the first of two articles, Ulrich Anders and Michael Sandstedt of Dresdner Bank examine what, specifically, these systems seek to accomplish – and what implementing them entails he analysis of operational risk is a relatively new area, though it is increasingly essential. From market and credit risk it can easily be understood what risk is and how it can be assessed – market risk results from the market portfolio of the company, credit risk results from the credit portfolio of the company. But what do we want to assess in operational risk? Operational risk is the risk of a loss resulting from inadequacies or failures in processes due to technology, personnel, organisation or external factors.1 What is being assessed, therefore, is the business processes of the company that are operational therein. Compared with the market or credit portfolios of the company, the business processes of the company could also be called the operational portfolio. Once we have assessed the business processes of the company, we need to report on the results. The appropriate way to do this is via an operational risk scorecard. Many reports are called scorecards. They all use scores to reflect a particular situation. For example, the famous Balanced Scorecard2 is, in simple terms...
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...Quantitative Risk Assessment /584 Quantitative Risk Assessment Mallinckrodt Pharmaceuticals is a global specialty biopharmaceutical company that develops, manufactures, markets and distributes specialty biopharmaceutical products. The CMDS (contrast media and medical devices sector) was recently sold to Guerbet Group a research centered pharmaceutical company. This transition helps Mallinckrodt to concentrate their future vision to the acquisition of biopharmaceutical products companies which places them in a very complex and competitive environment with other major pharmaceutical companies. A Quantitative Risk Assessment for the proposed project will estimate the techniques and some of the key variables to determine the risks and losses that will help to present a stronger case for Quality and Regulatory implementation and the personnel improvement required to management. Mallinckrodt has encountered issues with quality and regulatory concerning controlled substances due to employee cutbacks in the manufacturing plants since the CMDS was sold. Revision of Project Background The proposed project will help define the personnel needed and quality and regulatory requirements needed to run a leaner manufacturing process and address the delivery backlog issues promptly. The success of the proposed project will help the company gain the edge they need to compete in the aggressive competitive opioid and rare disease medicine field. The quantitative risk assessment can...
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...uncertainty that was created, Lagerfield felt personal acquisition of wealth and comfort were not the keys that lead to taking a more realistic view of the future, but the ideology of risk management brought about the need to forgo the frivolous waste of resources. The evolution of risk management in its infancy stages derived from the environmental shift that occurred in response to those catastrophic events such as the Great Depression, Three Mile Island, and the devastation of technological failure noted during the launch and disintegration of the Challenger to name a few. Although the ladder that lead to a full paradigm shift in the way in which cause and effect were viewed; the need to gain a better understanding of appropriately managing risk became paramount. Dun and Renner (2008) believed “the strategies to manage risk typically include transferring the risk to another party, avoiding the risk, reducing the negative effect or probability of the risk, or even accepting some or all of the potential or actual consequences of a particular risk.” Prior to the 20th Centuries focus on identifying cause and effect of historically devastating events, the status quo of uncertainty remained. The most noted events of the 20th century that lead to the need for assessing, identifying, and prioritizing risk, allowed organizations to formulate guidelines and/or procedures to identify the root cause and adjust their practices in...
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...Individual Assignment Advanced Management Accounting ACCT 4000 Presented to: Alan Dryden Presented by: Priscilla Lee Date: November 19, 2015 Magna International Inc. is a global automotive supplier, which manufactures auto parts, based in Aurora, Ontario, Canada. Magna consists of “285 manufacturing operations and 83 product development, engineering and sales centres in 29 countries, …[with] over 125,000 employees.” 2 Magna supplies auto parts to companies such as the Big 3, General Motors, Ford Motor Company, and Chrysler LLC. As well as, Tesla Motors, Volkswagen, BMW, Toyota, and other auto companies internationally. The vision that Magna stands by states: We aim to be our customers’ preferred global supplier partner for the automotive industry, by delivering the best value built on innovative products and processes and World Class Manufacturing. We strive to be the employer choice, an ethical and responsible corporate citizen and a superior long-term investment for our shareholders.[1] Here, this report will discuss some of the management strategies, and their control systems and processes that assist Magna deal with problems, improvements, and future growth of the organization. A “strategy specifies how an organization can create value for its customers while differentiating itself from its competitors”[2] In Magna’s Board Charter document, displays...
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...Compliance Wire Integration Risk Management Plan Revision History Date | DocumentVersion | Author | Comments/Notes | 10 April 2015 | V 1.0 | Levi Schenk | Initial Version | 12 April 2015 | V 1.1 | SAF | First edit | 14 April 2015 | V 1.2 | Levi Schenk | Second edit | 15 April 2015 | V 1.3 | SAF | Third edit | 17 April 2015 | V 1.4 | SAF | Fourth edit | Approvals Prepared By: _____________________________ Date: __________________ Levi Schenk Project/Validation Manager Signature below indicates this document has been determined to be accurate and complete. Approved By: ____________________________ Date: __________________ Cynthia KramerDaggett, Senior Director Quality systems (Qualitest Business Owner) Approved By: ____________________________ Date: __________________ David Haas Director IT (Qualitest IT Owner) Approved By: ____________________________ Date: _________________ Larry Kass Dir Compliance & Supplier Quality Third Party Quality (Qualitest - QA Compliance) Approved By: To be signed electronically in Master Control Ed Perazzoli IT Quality & Computer Validation Mgr (IT RM) Table of Contents Revision History 1 Approvals 2 1. Purpose 4 2. Project / System Overview 5 3. Definitions 5 4. INDEX OF ABBREVIATIONS AND ACRONYMS 6 5. References 7 6. Roles and Responsibilities 8 7. Risk Methodology – revisit with change forms. 9 8. Risk Management and assumptions 10 9. Risk Handling 12 10. Deviation Management 14 11. Acceptance Criteria...
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...Agency Name Project Name Risk Assessment and Management Process (RAMP) Version: (n) Date: (mm/dd/yyyy) Document History and Distribution 1. Revision History |Revision # |Revision Date |Description of Change |Author | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2. Distribution |Recipient Name |Recipient Organization |Distribution Method | | | | | | | | ...
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...Risk Management Assessment Summary Community Mental Health HCS/451 March ##, #### Mister Misty Community Mental Health Being hired as a consultant for a community mental health facility my main focus will be risk assessment and management that will be used to identification of quality patient outcomes. This would mean that any projects that are done in the community mental health facility will need to be well planned and thought out, understanding also that once the program is installed it will remain an ongoing process, allowing room for improvements. In working as a consultant in this role and facility it is necessary to work toward improving employee performance and management as this is essential when analyzing existing developments and issues throughout the organization. Having a plan in place for risk management and assessments for improving quality patient care is important. As a consultant for this organization the processes that I will be introducing will include: • Organizational change • Management assistance • Technology implementation • Development of coaching skills • Policies and regulations of risk-management and assessment • Strategy development • Operational improvement services This consulting opportunity will also have recommendations for methodology that will help to enhance the organizational performance in an efficient and effective manner allowing the completion of all assigned tasks. Community...
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...Risk Management Assesment Risk Management Assessment Baptist Hospital of Miami is currently analyzing the possibility of developing risk management strategies that will ensure to meet all needs or the organization related to quality management. Every plan needs to be approved by every member of the board of directors. The purpose of the Clinical Risk Management Plan is to support the vision and mission of Baptist Hospital of Miami as it pertains to risks associated with the safety of employees, patients, visitors, volunteer, staff, third parties; also operational risks and property risks. The risk management plan will basically guide the process of development and implementation of a risk management program. The risk management promotes the philosophy of Baptist Hospital of Miami that the risk management and patient safety is responsibility of members of the organization and team cooperation is essential for an effective and efficient functioning. Baptist Hospital of Miami believes that organizational errors should be addressed through the implementation of evidence-based practices, constructive feedback, and learning from error analysis. Clinical errors should be addressed by using the following: • Proper report and analysis of errors related to medical or patient care. • Proactive identification of hazards and unsafe conditions. • Open discussions of mistakes. • Open acceptance of system improvements. The...
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...of SCIENTIFIC PAPER AFASES Brasov MANAGEMENT METHODS AND TECHNIQUES USED TO ENSURE THE INTERNAL AUDIT PERFORMANCE Marian SFETCU Phd. Student, Faculty of Economics Sciences and Business Administration of „Babeș - Bolyai” University of Cluj Napoca.E-mail: marian_sfetcu@yahoo.com. Tel: 0720 760 220 Abstract: This approach shows a research on the usage of managemental methods on the internal audit activity through qualitative and quantitative indicators of performance assurance. Balanced Scorecard, the management method and tool, referred to the Dashboard, contributes to the internal audit performance through resource planning, setting objectives and scope of the audit, communication and approval, following the recommendations, deferring to the code of ethics and how to achieve the objectives. The listed indicators, are components of the proposed management methods and tools, and they define efficency, effectiveness, economy and quality, all elements of the internal audit performance. Keywords: methods and techniques, audit, corporate governance, internal control system, performance indicators, Balanced Scorecard, Dashboard. JEL: M 42 1. INTRODUCTION The importance of using the management methods and techniques concerning the internal audit, is given by providing a new approach to this problem, which highlights the need to ensure the performance by applying new methods and techniques, based on scientific management. This approach was born from the need to adapt...
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...Court of Canada decision in R. v Stone. He explores the advantages of the conclusions reached by this decision. Reynolds and Miles (2009) in a pilot study explored the effect of training on the quality of a HCR-20 assessment. The HCR-20 is a approach to assess the risk of violence that a mentally disordered patient could have. Both of these papers...
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