...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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...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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...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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...candidates’ life experiences (e.g., family, hobbies, attitudes) that correlate with job performance. 5. Motivational Fit Inventories Measuring candidates’ preferences for the job, the organization, and location qualities. The cost of replacing a non-management employee has been estimated to be approximately 30 percent of that employee’s annual salary. Replacement costs for managers can approach 50 percent of salary. For an organization with 10,000 employees and managers, this replacement cost can total $12.6 million per year2. Employees leave an organization for many reasons, but two common causes are the quality of the selection system and the quality of leadership. LEADERSHIP QUALITY A recent DDI study revealed that two of the top factors driving retention are the quality of the relationship a person has with his or her supervisor or manager and the amount of meaningful work4. There are many things that an organization can do to improve these factors. Some solutions directly improve leaders’ skills, while others improve systems and the work environment. DDI offers a full range of solutions, including: • Individual Assessments—Using objective measures, such as assessment centers and multirater feedback, to diagnose leaders’ individual needs for development. • Performance Management—Providing a system for setting goals, providing feedback and coaching, reviewing progress, and creating development plans. •...
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...Assessment Materials BBQfun (simulated business) BBQfun (simulated business) Table of contents Chapter 1 – Business plan (excerpt) ...................................................................................2 Chapter 2 – Organisational chart and management profiles ............................................3 Chapter 3 – Management responsibilities .........................................................................4 Chapter 4 – Budget summary..............................................................................................5 Chapter 5 – Operational plan ..............................................................................................6 Chapter 6 – Description of operations ................................................................................9 Chapter 7 – Organisational risk register .......................................................................... 10 Chapter 8– Marketing plan ............................................................................................... 12 Chapter 9 – Sales and marketing policy .......................................................................... 24 Chapter 10 – BBQfun Privacy Policy ................................................................................ 26 Chapter 11 – Anti-discrimination policy ........................................................................... 30 Chapter 12 – Procurement policy and procedures ...................................
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... |The Business School | | |Course Code/ID: |BSMAN 3005 | | |Course Title: |Project Management | | |Teaching Location: |(Insert Teaching Location) | | |Program(s): |Bachelor of Applied Management | | |Author: |Alan Labas | | |Level: |Advanced ...
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...lOMoARcPSD Summary: Book " Purchasing and Supply Chain Management ", Arjan J. van Weele Purchasing Management (Maastricht University) Distributing prohibited | Downloaded by Paulina Gali?ska (p.s.galinska@gmail.com) lOMoARcPSD No one cares if you are fair or not. Use this summary, share it with you friends and good luck studying for your exam. Summary Purchasing and Supply Chain Management – Van Weele 6th Edition Jonas Heller Distributing prohibited | Downloaded by Paulina Gali?ska (p.s.galinska@gmail.com) lOMoARcPSD Summary: Purchasing and Supply Chain Management 10/19/14 TABLE OF CONTENT Chapter 1: The Role of Purchasing in the Value Chain ............................................................................................................... 5 The role of Purchasing and in the Value Chain (P.5) .............................................................................................................. 5 Main differences between buying for primary activities and buying for support activities (P. 7): ........................................ 6 Definition of the concepts (p.7) ............................................................................................................................................. 6 Importance of Purchasing to Business (P.12): ....................................................................................................................... 7 Classification of purchasing goods (p. 15):...
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...A Case Study in Human Resource Management Practices Name: Cadien Vaccianna Course Number: HRMN 495 School: University of Maryland Professor: DR Henderson Date: June 14, 2016 Introduction PAC is a company that deals in the manufacturing of high-quality specialty components that are essential in the computer industry. PAC Resources was initiated by David Dukakis in early 1990s. PAC resources started as a small unit operating in a temporary office. In the preceding years, PAC Resources has managed to grow. Particularly, the company has managed to employ 835 personnel working as full-time workers. Additionally, the company has a large facility that hosts most of the operations. PAC Resources has managed to maintain the line of production and position despite the recession in the industry. The company has a market for the products in the United States and Asia. The major source of revenue for PAC Resources originates from the contract they have with a particular manufacturer. The contract involves building specific high-quality specialty components for the computer manufacturing company. The reliance on the single source of revenues has been the subject of worry for PAC Resources. The company has been focusing on strategies that will help in expanding the customer base. Other intentions of the company include; reducing the rate at which the...
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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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...Project Charter: Example KLSJ Consulting September 24, 2002 Project Charter Ottawa–Carleton Water Park Copyright KLSJ Consulting 14 Palsen St., Ottawa, ON, Canada, K2G 2V8 Executive Summary The following document provides a Project Charter for the Ottawa– Carleton Water Park to be developed by KLSJ Consulting. The charter describes the background and objectives for the project and explains the strategy behind the project management structure proposed by KLSJ Consulting. To meet the proposed targets, approval of this Project Charter by the owners of Carlington Aquatic Parks is required within 30 calendar days from the date of this report. The management philosophy for the project is as follows: KLSJ Consulting will manage the design, development, and construction of the park. KLSJ will hand over operations to the operations management team before the official opening. Carlington Aquatic Parks will retain approval authority for all critical design, marketing, and financial decisions throughout the project. Project team resources include the Project Manager, Project Leader (Design and Construction), Team Leader (Legal), and Team Leader (Financial) as well as a Risk Manager. The design and construction team also includes three junior members for the construction period. A contracted firm overseen by the Project Manager will carry out marketing. The Work Breakdown Structure (WBS) shown in Appendix A describes the high-level activities and...
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...I. Work Interest Assessment In the work Interest assessment it showed that I have an artistic personality. Artistic is defined as someone who possesses creative qualities that enable him to excel at producing creative works like paintings or sculptures. My personality has all the characteristics of being an artistic individual. My ability to create art or being an artist, producing skillfully and tastefully works of art rather business or personal. Therefore, being artistic is having a keenly sensitive to aesthetic values and success. I totally agree with the results, and the all the results resonated with me, because the results were aligned with my everyday life artistic, enterprising, realistic, social, investigative, and then conventional....
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...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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...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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...GAMP 4 to GAMP 5 Summary Introduction This document provides summary information on the GAMP 5 Guide and provides a mapping to the previous version, GAMP 4. It specifically provides: 1. 2. 3. 4. 5. 6. Summary of Need for GAMP 5 Overview of GAMP Documentation Structure GAMP 5 Main Body Structure GAMP 5 Appendices New and Revised Material GAMP 4 to GAMP 5 Mapping 1 Summary of Need for GAMP 5 The GAMP Guide has been significantly updated to align with the concepts and terminology of recent regulatory and industry developments. These regulatory and industry developments focus attention on patient safety, product quality, and data integrity. This is a key driver for GAMP 5. Coupled to this there is the need to: • • • • • Avoid duplication of activities (e.g., by fully integrating engineering and computer system activities so that they are only performed once) Leverage supplier activities to the maximum possible extent, while still ensuring fitness for intended use Scale all life cycle activities and associated documentation according to risk, complexity, and novelty Recognize that most computerized systems are now based on configurable packages, many of them networked Acknowledge that traditional linear or waterfall development models are not the most appropriate in all cases © Copyright ISPE 2008. All rights reserved. Page 1 of 10 2 Overview of GAMP Documentation Structure The GAMP Guide forms part of a family of documents that...
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