Webinar - Developing a Risk Management Plan

[Dr. Ruiz-Beltran] Thank you very much.
Good afternoon everybody. Thank you for joining us.
My name is Dr. Ruiz-Beltran. I am a Senior Public
Health Analyst with the Office of Quality and Data.
In the Bureau of Primary Health Care, here with HRSA.
We are very pleased that you have made sometime out of your busy schedule to join us.
In this very important audio conference.
Today's presentation is the second one
on a series of risk management audio conferences,
designed to assist you, while at the same time corroborating
to your success.
As we continue to listen to your feedback
we have been working hard in providing you state of the art technical assistance
and guidance
on issues pertaining to quality, accreditation and risk management,
such as our recently launched risk management web site.
and our continuing education learning module.
Today's presentation entitled,
“Developing a Risk Management Plan: A Step by Step Approach”
is another resource we offer to you
for you to make use of.
This risk management development process is not a mandatory plan.
And we are not requiring that you use the same format or the language
on the development of your own plan.
What we hope is that this plan and presentation can assist you to enhance and add to the quality
and thoroughness of your current risk management initiative.
At this time, I’d like to introduce to you
our partners from the Keystone Peer Review
Organization, also known as KePRO.
And our partners and experts from the
ECRI Institute, who are going to lead us in today’s
presentation.
Here are HRSA we are pleased to have some of the leading
experts in the field, partnering with us. 0:01:44.050,0:01:47.220 As we look forward continuing to offer to you
best practices and up-to-date resources on
risk management.
Without any further delay, I would like to introduce to you Ms. Amy Goldberg-Alberts,
from the ECRI Institute.
Amy is an expert in Risk Management and the director of the Clinical Risk Management Program
on behalf of HRSA.
So thanks again for joining us and Amy please take it away.
[Amy] Thank you Dr. Ruiz-Beltran.
And thank you everyone for
attending.
Some of you I know that are on the line, attended our last audio conference on Risk Management Basics.
But many did not, so kindly allow myself to
introduce my colleagues.
I’ll begin with a couple of words about KePRO. A Quality Improvement and Care Management organization
founded in 1985, and headquartered in Harrisburg, PA.
KePRO selected the ECRI Institute to provide to you
free clinical risk management resources.
KePRO works with HRSA on medical malpractice claims reviews and risk managements services
under a contact initiated in 2004
and provides risk management and patient safety technical
assistance through section 330 FTCA Deemed Health Centers
and Free Clinics.
We hope you had the opportunity to download or print the slides that were sent to you with
the call-in information.
Just in case you did not, on your next slide,
for those who have it in front of you,
in the middle of the screen, you see in the middle of the
slide, there is an email address.
If you do not have the handouts or you do not have the risk management plan
uh... it’s not an email address, pardon me, the website.
If you do not have handouts or the risk management plan
you could go to this website and download them.
That website address is, http://www.ecri.org/clinical_RM_program
On more time, I’ll read that website, http://www.ecri.org/clinical_RM_program
For those of you who do have the slides in front
of you, you’ll see on the next slide “About ECRI Institute”
we’re an independent, non-profit applied research
institute.
For over the last 4 decades has helped thousands of healthcare organizations across the nation
develop patient safety, healthcare quality, risk management programs to improve patient care.
Our approximately 300 person staff is made up of
physicians, nurses, patient safety, risk management and quality professionsl, clinical engineers and others.
We’re an evidence based practice center, designated by the US Agency for Healthcare Research & Quality.
A World Health Organization (WHO) Collaborating Center for patient safety, risk management and health care
technology. And a Federally designated patient safety
organization.
Since our last audio conference, not only have Executive Directors been sent an invitation to
setup their website password, in order
to obtain all of the clinical risk management resources. But so have risk managers, chief
medical officers and project directors at your
health centers. If you have any questions
about your organizations access,
please email us or call us
or contact information is provided on
the slides and we’ll repeat it later in the program.
On the audio conference we will refer to
slides on your hand outs, so you can follow along.
I'm now going to turn the program over to
Kathy Shostek. Kathy is a nurse with twenty years
experience within the medical malpractice insurance industry
and with management experience at the corporate risk management level of a large multi-speciality physician
group.
Ms. Shostek serves as the ECRI Institutes Chief Risk Management and Patient Safety Liaison, to the
HRSA funded health centers and free clinics.
Kathy?
[Kathy] Thank you Amy, and welcome everyone.
We’ll begin on slide 4, with the objectives for today’s audio conference.
The intent of today’s program is to review the elements of a risk management plan
and to present to you
a roadmap for implementing the plan.
This includes, the core components
for the structure and processes for which risk management actions will be carried out.
I will refer to the sample plan available
through the clinical with management website.
But because the sample
plan is in a Word
format
for ease of customization, it’s best to right 0:06:37.860,0:06:41.149 click on the document and choose “save as” to
download it to your computer.
We want to make it clear and
echo Dr. Ruiz-Beltran that the model
plan, is intended as guidance to
be adapted consistent with the internal needs of your organization.
The plan is not to be reviewed as required by ECRI Institute,
KePRO or
the Health Resources and Services Administration. 0:07:03.459,0:07:07.339 Toward the end of the program we’ll open up comments and questions
and hope that you contribute your experiences with developing and implementing your risk management
plan.
Moving on to slide 5,
we’ll first address why a risk management plan is an essential part of quality care.
A risk management plan is an official written document that demonstrates
your health centers or clinics commitment
to managing risk in
improving patient safety.
Endorsement by the governing body provides authority and responsibility for enacting
the plan.
A risk manager needs authority to perform these needs
and responsibilities outlined in the plan
for carrying out risk management activity.
Risk management needs to be respected as an important leadership functions and one that
is everyone's responsibility.
A successful risk management plan requires formal recognition and delegation of authority that
comes from the very top of the organization, the Board and the executive leadership.
This achieves consistency of purpose within the organization and set the tone for the implementation
of the plan.
The key elements of a
risk management plan
are listed on slide 6.
It may include a statement of purpose,
authority and responsibility for implementation,
goals and objectives,
the scope and functions in the plan,
administrative and committee structure,
and methods for monitoring and improvement.
Over the next several slides
we’ll review each one.
First on slide seven,
a statement of purpose should describe what the plan is designed to do.
A common purpose of a health care risk management plan is to stimulate actions designed to protect
the organization from loss and
its patients and staff
from harm or injury.
For example, under item 1 in the model
plan provided from the
clinical risk management website,
the statement of purpose is linked to the
mission of the organization in the context of risk and safety management.
It reads, “The Risk Management Plan is designed to
support the mission and vision of the organization
as it pertains to clinical risk,
patient safety,
as well as visitor,
third-party,
volunteer, and employee safety, and potential business,
operational and property risk.
Next as shown on slide 8,
the plan should indicate who is authorized to enact the plan.
For example, under item 2.1, governing body leadership in the sample plan,
authorization is given by the governing Board to leaders and managers
for implementation
of the formal risk management plan
and that is documented in Board meeting minutes. 0:09:52.910,0:09:53.890 Just from my own experience in ambulatory care,
as a risk manager for a large multi-specialty clinic,
developing and implementing a risk management
plan was a multi-phase process
and involved everyone from the Board to the boiler room.
Fortunately the governing board recognized the importance of risk management and had input
into it.
They fully endorse our formal written plan,
which authorized the
clinic leaders,
providers,
and managers
to enact it.
The goals and objectives
as listed on
slide 9,
should be enumerated from
the over arching plan.
In the sample plan, the goals and objectives
are listed on item 4. They aim for continuous improvement in patient safety,
prevention of errors & harm,
minimization of clinical risks and
liability losses,
support of regulatory compliance and accreditation requirements
and protection of resources.
The goals and objectives in the risk management
plan for the clinic I was with,
were very much in keeping with those reviewed on this slide.
The scope and assumptions of the plan included the entire enterprise and pointed to
various programs,
functions and departments with rich risk management interface.
By way of this example,
take provider credentialing.
Our clinic operated in two different
states. So based on analysis of liability claims by risk management,
we identified a need to ensure that credentialing procedures considered
specific licensure,
training, and scope of practice for physicians and other providers in those states.
By interacting and communicating with a quality staff in credentialing office,
we were able to evaluate and strengthen our credentialing process.
Slide 10 notes that the risk management
plan should describe the scope and the functions
of risk management plan which spans the entire organization.
In item 5.1,
the sample plan lists services,
functions and departments.
For which risk management interfaces.
For example, some of the most
obvious include
provider credentialing,
patient satisfaction,
event reporting and investigation,
patient safety and quality improvement.
Risk management responsibilities
for the systems used
to carry out these functions
should also be included in the plan.
Functions described in the sample plan
for example, are those related to
event and near-miss reporting,
data collection and analysis,
proactive risk assessments,
implementation of patient safety initiatives,
communication and disclosure about events and errors,
and monitoring the effectiveness of patient safety initiative.
On slide 11,
the administrative and committee structure that
facilitates carrying out actions for risk
management, should also be described
in the risk management plan.
It is important to include the risk managers responsibility and authority for day-to-day
risk management activities,
and to illustrate the process for
information flow to and from risk manager,
the risk management committee, or other committee responsible for reviewing identified risks
for the health center,
and recommendations for actions, endorsing 0:13:19.800,0:13:21.830 strategies to reduce risk, and improve
safety and guiding future strategy based
on continuous risk assessment
and feedback.
In the sample plan,
this is described in item 6.
We’ll discuss risk management structure a bit more in a few moments.
The administrative and committee structure for the clinic I was with,
followed established
reporting lines, but was service and
and specialty focused.
Which created silos at that times.
This presented a challenge to us in how to improve cross communication.
As the risk manager, I sat on the quality committee of the board, where I provided
quarterly report
and updates.
However, integration with operational committees
was limited. Which inhibited communication and feedback.
In order to address this challenge, I started to attend regional practice meetings,
and opened the lines of communication with practice administrators.
This also provided much-needed forums for risk management education for providers and
practice managers alike.
On slide 12,
the last but most important element of a risk management plan
are the ways
that the plan is monitored and improved.
Monitoring the risk management plan is necessary in order to improve its
overall effectiveness
and to adapt
to the changing health-care environment and related risk.
Traditional risk management measures are data and outcome focused,
and include items such as the total number of claims and adverse events,
the of claims for the organization
and the total cost for risk.
Monitoring this type of internal data provides information for the financial measurement
of risk.
However, it is important to evaluate structure and process as well,
risk management functions,
the organization
risk identification and analysis,
loss prevention and control and claims management,
should be evaluated using core measures.
For example, a structural measure for which management organization is the presence of a governing body
oversight for risk management as evidenced by written risk management plan,
with a formal policy statement endorsed
by the governing body.
Another structural measure,
would be the presence of a
risk management committee.
Examples for process measures for risk management include
participation in education programs on risk management and patient by providers and staff
and providing periodic reports on risk management to the governing body.
Overall, monitoring activities are negating whether the plan
supports the achievement of established goals
and objectives. On slide 13, I just to want to note, sometimes the monitoring results
will be counter-intuitive.
If looking at measures such as various types
of events being reported in the health center,
don’t expect the numbers to decline
when the culture is becoming more safety oriented
If staff are encouraged
to report events
so that the organization can learn from them,
and they are responding with better reporting
you should expect the number of reports to increase.
At this point we're going to transition to the topic of integrating risk management with other
programs budget patient safety and quality improvement.
Integration with these other important activities can maximize efficiency because they use similar
information,
personnel and systems
and have a number of overlapping functions.
So, with that, I’m going to hand over the presentation over to Amy.
[Amy] Thank you Kathy.
On slide 14 is a graphic
showing how the functions of Risk Management and Quality Improvement Overlap in Patient Safety. 0:17:04.710,0:17:09.510 Joint commission standards for patient safety, first issued in 2001 along with the
organizations sentinel event policy,
spurs health care organizations in all settings
to act on recommendations to build better alliances between risk management and quality.
As you see in the graphic there are many overlapping
functions. Among them, Provider Credentialing, Peer Review and Patient Safety Initiatives.
Many of you may already have
a patient safety plan in place that augments your risk management plan.
I won’t go through everything on this slide,
but you may wish to refer back to it when working on your own risk management plan.
Instead, let’s take a simple example.
Suppose one of a health centers
quality measures
is to ensure full immunization of children under one year of age
at ninety percent coverage.
The quality manager determines that the clinic is not meeting that goal
in part because of a lack of provider, patient and staff education on the most current
recommended immunizations schedules
and administration techniques.
This is also a risk management concern
because of the negative health implications for patients
as well as the safety of vaccines and their
appropriate administration.
A risk management, quality improvement and patient safety collaborative action plan
could focus on ways to make information on immunization updates
available in the clinic as well as ways to provide education on immunizations and vaccine administration
to providers and staff. Further,
providing education to patients and families would help to engage them in the process with the
ultimate goal
of safely increasing immunization rates.
One way to move toward integration is to design an integrated committee and reporting structure
as shown on slide 15.
Under such a structure and larger organizations,
different individuals maybe responsible for each area.
However they typically report to the same leader in the organizational hierarchy.
In smaller organizations, quality improvement professionals and risk managers,
can better coordinate their efforts where they overlap
to ensure better alignment of patient safety initiatives
and use of limited resources.
Because key members contribute to and often are responsible for the success of all three
areas, it makes sense to integrate them to
enhance communications and to maximize efficiencies.
Membership for integrated committee could include representatives from senior management and operations,
physicians and other clinical providers other
key staff.
The committee meetings are generally facilitated by the risk manager,
who posts the agenda and prepares the reports.
Slide 16 talks about a multidisciplinary risk management committee.
This committee comprises representatives from senior management, operations, finance and other areas.
It should periodically review information about the health centers risks, review the risk
managers recommendations for actions to resolve identified problems and improve safety, implement
changes in policies or practice, and guide
future strategy based on feedback.
The possible functions and activities of a risk
management committee might include recommending
operational risk assessments to be conducted and reviewing findings of these assessments,
reviewing systems used for risk identification
and analysis, such as event reporting systems.
Examining reports generated from these systems and
analyzing those reports.
Discussing reports on critical events, adverse events,
near-misses and other measures such as quality process and outcome data.
Reviewing the results of proactive system analyses and
root cause analyses of health care errors and
near misses, 0:20:55.640,0:20:57.419 communicating with other committees,
departments, and
staff members, regarding new and evolving risks
and strategies to address those risks, and also
this committee should review quality of care issues
and trends from quality indicators
which have risks and safety implications,
and might focus on environmental
care, for
safety and security.
On slide 17,
is an overview of the steps for
implementing your risk management plan. I'll hand it back to Kathy now
to review these steps.
[Kathy] Thank you Amy.
The steps to implementation
include developing the plan, educating managers,
providers and staff,
about the plan,
establishing systems for communication and information flow.
and implementing systems to
support risk identification,
prevention and control.
Over the next series of slides,
we’ll review each of these steps
for implementing your risk management plan.
The first step
on slide 18,
is to develop the written plan.
Your health center can use the sample risk
management plan, available at the website,
and the information provided in today’s program as a guide to develop a plan or assess
and enhance an existing plan.
A question to ask when assessing your plan
could be whether it includes
each of the key elements
just reviewed in today’s program.
And is the plan reflective of how risk management and patient safety is carried out in
health center or clinic.
You may want to modify the plan or determine how to bridge the gap between what the plan
sets forth for carrying out risk management and patient safety, and
what the actual practices are.
On slide 19, the next step is to provide 0:22:45.309,0:22:49.240 education about the risk management plan.
Basic information about the risk management process and patient safety concepts
should be provided in education programs
along with the functions
and goals of the risk management plan
in communications about implementation of the plan.
Governing board members will be interested in how risk management actions
minimize financial loss and contribute to increase revenue, through
gains in reputation, achieved by providing safe, high quality care
and a safe working environment.
Administrators, providers and staff
must be educated about their roles in risk management and how systems
supporting patient safety will benefit patients.
Risk management training should be included in new employee orientation.
An education on related topics such as reporting of events
and near-misses,
effective communication,
and patiently & employee safety techniques
should be provided on an ongoing basis.
In a clinic where I was at
a gap that was identified to the performance of a risk management assessment
was in events and near-miss reporting.
Providers and staff were simply not aware of how an effective reporting system
could help identify and quantify risk management and patient safety issues
and that took a lot of education
and constant reinforcement.
Over the course of a few months our
risk management education module
was incorporated into our leadership development series
and hundreds of
providers and staff members
received in service on risk management topics
through online courses
and print and audio sessions.
We also established a risk
management library.
Because our clinic affiliated with a teaching
instition, we embarked
on a request for proposal
with that organization to obtain an electronic risk management information system to meet
the needs of both the hospital and clinic.
We are now on step 3, slide 20.
It is advantageous
to establish formal systems
of reporting to and communicating with
other committee, personnel,
administration and the governing body.
Written descriptions of linkages with other facilities, services and departments,
reporting relationship,
and systems for communicating how the risk management plan implemented and monitored
helps to demonstrate program accountability and responsibility.
A key to a successful risk management plan is really building and maintaining cooperative
relationships among all departments, services and
levels of staff and providers in the health center.
Again, citing my own experience, a key relationship,
established with the patient advocate
through regular communication we were able to identify and respond
to patient complaints.
Through interventions and service recovery strategies
a proactive approach to preventing claims and
lawsuits was implemented.
On slide 21, we see a sample organization struture
for risk management,
patient safety and quality improvement.
Solid lines denote reporting, while
dotted lines denote communication.
It is quite possible that the executive director or the medical director performs the function
a risk management or quality or both. If so,
then that would be reflected in the organizational structure for your health center or clinic.
Establishing a formal reporting and communication structure, is a useful exercise
when determining what currently exists
and what the best
structure could be.
And on slide 22 is an example
of a reporting structure and flow of information for a large multi-site health center or clinic.
Here, direction is under a senior level executive
and under this model there's consistent risk management
frameworks for all settings and locations
centralized communication and analysis of risk,
coordination of organization
wide risk management activities.
And the model promotes sharing of lessons learned across facilities and that’s
very important for patient safety.
If your health center includes multiple sites,
evaluating the organizational structure
can help identify opportunities for better communication
and coordination of risk management,
quality, and patient safety efforts.
Step 4 on slide 23,
is to implement the systems necessary for risk identification, prevention and control.
This would include the means to
conduct risk assessments,
beginning with high-risk areas.
Remember that the first step in the risk management process is risk identification.
Operational assessments
are our primary means identifying risks
so they can be prevented and controlled.
Another primary means of identifying risk
is through the use of event reporting systems.
If you have an event reporting system in place
but it's not providing you with actionable information to identify problems,
analyze the event trends and make improvements,
it may be time to reevaluate the system.
In just a few weeks,
a toolkit with sample policies and resources for event reporting
will be posted on the clinical risk management website.
Also, our next audio conference,
scheduled in May,
will specifically address event reporting.
So watch for forthcoming information about registering for that. The core systems for risk
prevention include ongoing education in clinical risk management and training in system use.
Prevention also involves insuring adequate sytems for validating clinical competencies
and credentialing providers.
All of these activities are aimed at system
improvements. Implementing risk
control under the risk management plan,
includes loss reduction strategies,
such as communications and disclosure
of adverse events, as well as
claims management which focuses on efficient handling and resolution of liability claims
and other claims.
Slide 24, addresses maintaining
the risk management plan.
Although the core elements of risk management rarely change, there are many things 0:29:08.499,0:29:13.210 within systems and organizations that frequently change.
A well-defined risk management plan may become out dated when you open a new clinic,
enter into a contract with another organization
or add services.
An annual review of the plan will help identify
any necessary revisions to your plan and communicate to your stakeholders,
the Board, leadership and employees,
what is current and how risk management
spans the entire organization.
An annual report to the Board will note
changes to the plan
and any indicators used
to determine its effectiveness.
On slide 25, we turn to the benefits of compiling a risk management manual.
The benefits include using it as a
comprehensive, well organized
reference guide,
a training manual for new employees, and
an orientation or continuing education tool for providers and staff.
It can also supply evidence of compliance
with any applicable regulations
and accreditation standards for your clinic or health center.
On slide 26, there is more on the risk management manual.
A manual should include descriptions of the methods for implementing broad policy statements in the plan.
Putting together a risk management manual begins
with gathering information and
organizing it in a format that is simple to use.
If an electronic format or
a shared electronic space is used,
the risk management manual should be stored
in a format that’s
easily accessible throughout the health center.
The manual should contain details about event and near-miss reporting, forms and systems,
copies of relevant policies addressing communication and flow of information,
and any other information pertinent to patient
safety, quality and risk management.
Other items that might be incorporated in the risk management manual, include
patient complaint handling and procedures for resolution and documentation of complaints,
employee health and employee benefits monitoring,
guidelines for contractor review,
medical records and confidentiality policies related to risk management, and acceptance of
subpoenas, legal documents can all be part of a comprehensive risk management manual. 0:31:31.410,0:31:35.700 Shortly we will open up the line for questions and comments,
but first, we’d like to get a sense of how many
participants are on the line.
We’ll have our polling question. Operator?
[Operator] Yes. Thank you. One moment.
We have one polling question today,
how many people are in the room with you including yourself?
To answer one person, because you are sitting alone, press *1.
If there are two people in the room, press *2.
Three people, *3.
Four people, *4.
Five people, *5
Six, *6.
Seven people, *7
Eight people, *8. 0:32:23.290,0:32:30.450 If there are nine or more people, please press *9.
A vote at this time.
We are looking for the total number of people in the room, including yourself.
[Amy] While we're voting, I'm going to go ahead and just remind you that the clinic
risk management website has been loaded with
guidance articles, standards and guidelines and
education and training materials that includes a number of web resources,
like the one pictured on slide 27,
to help you develop and implement your risk management plan.
If you have not activated your login and password,
to the clinical risk management website,
we encourage you to use the password invitation
sent to you to you, if you are a risk manager,
chief medical officer,
project director, or executive director.
Or your executive director or your delegated Access Manager can provide
unlimited access in your health center.
The website address, to login, again, is: http://www.ecri.org/Clinicl_RM_Program
Our dedicated telephone number is 610-825-6000, ext. 5200
And the email address is clinical_rm_program@ecri.org
The very last slide in the handout program,
also lists this contact information.
[Operator] We have completed the polling.
are you ready to go on to questions and answers? 0:34:14.459,0:34:16.679 [Amy] Yes. Please go ahead. 0:34:16.679,0:34:18.759 [Operator] Thank you. If you would like to ask a question,
Please press *1 on your touch tone phone.
You will be prompted to record your first and last name.
Please be certain to un-mute your phone before recording, as your name is required in order
to introduce you. If you decide to withdraw a question, please press *2.
Once again, to ask a question, press *1, and
record your name when you are prompted.
One moment while we wait for questions.
[Amy] Remember we'd like to learn about and share your experiences,
and challenges, as well as successes in developing
and implementing your risk management plan.
While we are waiting for any participants to queue in for comments and questions,
I'd like to note that this audio conference
and the slide presentation handout,
will be archived on the clinical risk management website
for future listening.
Also, physicians and other providers
can participate in the course,
Developing your Risk Management Plan,
and potentially obtain the CME credit for successful completion.
When registering and logging on to ECRI Institutes
eLearn system.
This course will be available in the course
catalog in April.
Operator, do we have any comments or questions?
[Operator] Yes ma’am, thank you.
Mary Fryberg, you may ask your question.
[Mary] We have uh... My name is Mary, I’m with a
health center in rural Wisconsin.
We have a number of different plans that have
components of risk management things in each of them.
Our corporate compliance plan,
our quality improvement plan.
Are you encouraging us to
create a risk management plan that’s
independent of those other things?
And I guess my question is, do we pull…
because of those overlapping functions, do we pull those other pieces out of those
other plans and create at specific risk management plan?
And reference that in those other documents?
That’s just my question, because it seems like there's a lot of overlap.
[Kathy] Yes Mary and I think it would be
quite efficient to do that.
You could use the elements that we’ve outlined
in assessing what functions are already being performed,
what areas you already have addressed,
and then just pull that together and that way you could have a centralized place where you
can look to see where are all your risk management functions
are covered
and certainly, because there is a lot of overlap,
you may already be doing a lot of this and it may simply, may need to pull it together for
a little more coordination.
Does that answer your question?
[Mary] It but i think u
[Operator] If anyone else would like to ask a question or make a comment, please press *1
at this time and record your name.
[Kathy] On some comments already received,
prior to the conference,
included a
challenges for operationalizing the written plan,
once the written plan is approved.
What I would suggest,
is that,
the process for enacting your plan really depends
on the structure of your health centers.
Because if you’ve seen one clinic,
you’ve seen one clinic.
Education is really the key so that everyone understands the importance
of risk management to their practice
and along the way those key relationships can be
established through education and through working with individuals
who, you know, to kind of pull it together and decide where your functions are already being performed and
what gaps there are, so how would you address those that you find
in your process, along the way.
But identifying channels for communication is important, so how your key policies and changes
in practice,
new clinical standards, how are they disseminated in your health center?
Now if you have a good process for that,
great, and if not,
if it's not as firmly established as you'd like or as effective as you’d like, 0:38:29.349,0:38:34.649 then an approach would be to seek the input of providers, managers and the staff about
how best to accomplish dessimination of that type of information, because that will help
you
do educate and disseminate
risk management plan
once you’ve pulled it all together.
And when people feel that they’re part of the development process, they’re much more apt
to utilize it and support it.
[Operator] At this time, we have no one else queued up.
[Kathy] Well, thank you very much. I’ll turn it back over to Dr. Ruiz-Beltran for closing comments.
[Dr. Ruiz-Beltran] Thank you. Thank you very much for such a wonderful presentation.
I think that this is
just another example how
we are making sure that you are receiving these types of resources.
And coming from ECRI, we know that they are in a state of the art resources
as well as the expert comments
that were brought up in the presentation.
Thanks again for joining us.
If you have any further comments or questions, you should be able to send them to us
electronically and we will answer them.
Thanks again and at this time, we will… [audio stopped]