Introduction
This report begins by examining how a number of factors have evolved societal understanding of risk, setting the context within an extremely complex area of study. Following this, the report critically evaluates the challenges and barriers to effective public sector risk management (PSRM), through analysis of two well-known healthcare disasters. In reality, risk is highly contextual and by analysing these two disasters, both widely reported and investigated for years, this report aims to provide rich and detailed insights, along with solutions to prevent reoccurrence of such risk management failures.
A number of highly publicised disasters have led to a modern day preoccupation with the notion of risk. Despite being sooner associated with the private and third sectors, unmanageable residual risks are dealt with by the public sector – the risk manager of the last resort. As in the private sector, PSRM is a daily task requiring organisational knowledge, awareness of the risk management processes and most importantly, a cultural framework where people at all levels understand, anticipate and manage risks effectively. Public sector organizations and systems are starting to recognise and use ideas, models, and techniques from safety science, which were developed and have long been applied in other industrial and commercial settings where safety and reliability are critical concerns (Van der Schaaf, 2002; Institute of Medicine, 2001).
Context
Understanding of public sector risk has evolved over time. It was initially considered to be quantifiable, through a scientific cost-benefit analysis, until the extensive trust placed in experts was broken by a number of erroneous core assumptions in high profile reports (Yellin, 19...
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...t be given to the organisation and co-ordination of investigations as the majority are chaotic at present. The NHS should prioritise and identify lessons to be learnt (through explicit and agreed recommendations for changes in practice), not duplicating effort and reducing confusion.
Conclusion
Although solutions are easy to recommend, they are far harder to implement, but all essential to overcome the above challenges to effective risk management. During austerity, where resources are often scarce, problems should be prioritised based on both a cost/benefit analysis and the severity of their consequences. Public sector managers must increase the depth of their risk management skills.
Failures are often longstanding problems, well-known but not handled, the cause of immense harm in repeated instances where there are a lack of management systems. (Walshe, 2004 PDF)
It is imperative that Health Care Professionals learn to manage risk. There are many factors to think about including environment, assessment, identification and prioritising when managing risk. Being able to strategically implement preventative measures will help in managing risk. Risk management works hand in hand with all enablers set out by chapelhow.
The goal of 2011 of the National Preparedness Goal, and a month later by the National Preparedness System (NPS). ‘Prepare’, or ‘preparedness’ is a key term here, as is ‘risk’. In order to properly examine the National Preparedness System these terms… (2011 National Preparedness Goal). The National Preparedness Goal can only work in risk management planning with prudency coupled with dispensation of resources at the local levels. Depending on the budgetary issues the financial appropriation might not be enough to sustain a carefully planned risk management. The forefront for the local authorities to mitigate against risk is funding. Of the pro at the community level are the loyalties of its employees of the local government and local community, and on hand resources that amplifies its footprint with the community in making sure that there is an uninterrupted continuation of life. The local government can device a well thought out plan to activate most of its resources when the alarms are sounded of a pending
In saying 1.5 million Americans have witnessed hospital errors in the care of the medical center or even 40,000-100,000 deaths is a ridiculous amount of faults. Errors should be minimized, especially when dealing with people’s lives. The number of deaths is so high hospitals should take notice and really pinpoint where their facility is miscalculating and create in-service training to all employees and not just the ones that are making the errors but all employees. This will decrease the chances of errors made in the hospital. With continuous training every month there can be a huge change in the number of mistakes. The fact that these inaccuracies are even causing deaths really highlight the importance of the need for a change. Families
According to the Institute of Medicine (IOM) which has been on the forefront in undertaking research studies, pertaining to the prevalence of medical errors; systemic flaws are largely to be blamed for the high number of medical errors (BMJ Publishing Group Ltd 2011). The Hastings centre also shares the same sentiments when they state that “Many errors can be traced to flaws in complex systems of healthcare delivery, not flaws in individual performance” (The Hastings centre 2011, 5). These revelations come amid increased blame on healthcare workers for their apparent neglect of safe healthcare practices. IOM gives an example of poor communication between healthcare providers as one of the main problems associated with systemic flaws which consequently lead to medical errors. Because of this reason, the institute claims that focusing less on individuals and more on systems is likely to reduce the prevalence of medical errors.
This is an attempt at defining the term “public” in Public Administration based on my understanding of PA readings, lectures attended and, personal insights.
When an error occurs, the first step usually taken is to identify the individual that is responsible for the mistake. Frontline providers in health care, like nurses and doctors, are usually held accountable when a mistake occurs that affects patient safety and care. While this is the easiest step, it is not the most effective. "When human error is viewed as a cause rather than a consequence, it serves as a cloak for our ignorance. By serving as an end point rather than a starting point, it retards further understanding [1]." Factors outlined in Henriksen 's hierarchy, e.g. individual characteristics, the nature of the work, human-system interfaces, work environment, and management, need to be taken into account to identify the source of the
When it comes to safety most people think they are safe, and they have a true understanding on how to work safe. Human nature prevents us from harming ourselves. Our instincts help protect us from harm. Yet everyday there are injuries and deaths across the world due to being unsafe. What causes people to work unsafe is one of the main challenges that face all Safety Managers across the world.
Rather, it is centered around comprehension the key risks an organization confronts then going for broke at the best time in the wake of utilizing the most suitable safety measures (Valderrey, 2016). Even in the best of times, in the event that you are to oversee risk successfully, you should make to a great degree decision making ability calls including information and measurements, have an unmistakable feeling of how all the moving parts cooperate, and convey that well. In the most noticeably awful of times, risk management can go into disrepair. Recorded models can come up short, liquidity can become scarce, and relationships can get to be more grounded all of a
... recommendation is that better protection should be provided for the management of financial risk. Benkol could use the Net Present Value technique to cover that. Benkol also lacks a proper risk assessment method. Benkol does not use a risk assessment matrix, nor scenario analysis and probability analysis is done by the project manager using subjective assumptions. This can be refined by implementing proper probability analysis and risk assessment matrix.
A candidly of risk occurs in every organisation. Governance principals and the occupational health and safety urge that the organisations take reasonable measures to hinder loss, charge or rage to the organisational and all stakeholders/management. Injury and accidents can even happen ultimately with stringent OHS and the fact that an accident when occurs, does not mean that someone is liable if all responsible steps for prevention or minimisation has been taken.
This paper will reflect on the different uses of Project Risk Management and ways in which it can benefit organizations to have the ability to identify potential problems prior to the problem occurring. Risk, this is not something to be taken lightly whilst dealing with matters that include high end projects meeting specific details, deadlines and expectations for the end client. Project risk management teaches one to be aggressive early on in the phases of planning and implementing the tools for a project. This is usually easier as costs are less and the turnaround time to solve the issues at that present moment is beneficial rather than later. The result in a successful project for one’s self and other key people involved in the process is also another requirement. Stakeholder satisfaction is important because the
Rabin, J. (2003). Encyclopedia of public administration and public policy: K-Z. United States: CRC press.
M. Petrescu, e. a. (2010). Public Management: between the Traditional and New Model. Review of International Comparative 408 Management , 411.
Paul C. Nutt, the Ohio State University-Comparing Public & Private Sector Decision - Making Practices.
Risk management is a process used in all industries to reduce the risk. The Risk management tool usage changes from sector to sector and hence each sector has developed their own risk management tools and methodologies to mitigate the risk. But the concept remains the same behind all the tools (Ropel, 2011). The main steps for risk management irrespective of the sector are: