Describe the organization’s current PR and public advocacy programs. Based on your organization review, evaluate the current status of its PR image with major stakeholders. Does it currently have a public advocacy program underway? If so, describe what it is and its effectiveness.
Develop at least five PR and/or public advocacy objectives for the organization and your rationale for the objectives.
Discuss briefly the individual strategies (press releases, events, public speaking, etc.) you will use to achieve the objectives listed above. Indicate which objective each strategy is meant to accomplish. Will you rely on internal or external resources for your PR activities?
Create an estimated PR/public advocacy budget and calendar that present your estimate of costs and implementation schedule.
Fundraising Plan
What is the basic purpose of your fundraising program—to meet operating costs, fund special projects or new services, or to acquire new capital assets? If there is more than one purpose, describe each. Describe your objectives and strategies for fundraising. How much money does your organization need to raise? Identify the sources of funds will you approach—individual donors, businesses, private or government grants, foundations, special events? Describe the amount you want to raise from each source and the marketing steps you plan to use for each one.
Create a fundraising budget and implementation calendar that include each funding source identified above.
Provide a target audience profile and size estimate for each funding source. Describe the internal structure and resources available for fundraising. Will one person be responsible for managing the campaign, or will a task force or committee be created? How will goals and schedules be established? Who will manage implementation of the campaign, keep track of progress towards goals, and provide accounting and other reports?
Foster a culture of safety where employees feel empowered to report risks without fear of reprisal.
Scope
The plan's scope is enterprise-wide, meaning it applies to all departments, services, and individuals within the organization. This includes clinical, administrative, and support staff. It addresses risks across various domains, such as:
Clinical/Patient Safety: Medical errors, falls, and healthcare-associated infections.
Operational: Staffing shortages, equipment failures, and security breaches.
Financial: Fraud, billing errors, and uninsured losses.
Legal/Regulatory: Non-compliance with HIPAA, OSHA, or state-specific laws.
Human Resources: Employee injuries, burnout, and harassment.
Functions
The core functions of a risk management plan are cyclical and systematic:
Risk Identification: Using incident reports, patient complaints, and audits to find potential risks.
Risk Analysis: Evaluating the probability and potential impact of each identified risk.
Risk Mitigation: Developing and implementing strategies to reduce or eliminate risks. This could involve updating policies, providing new training, or improving equipment.
Risk Monitoring: Continuously tracking the effectiveness of risk mitigation efforts and adjusting the plan as needed.
How the Plan Measures Up: Ethical and Legal Responsibilities
The typical risk management plan is designed to meet both ethical and legal responsibilities, but its effectiveness depends on its implementation.
Ethical Responsibilities: The plan supports ethical duties by prioritizing patient safety and promoting a culture of transparency. By encouraging the reporting of near-misses and errors, it upholds the ethical principle of non-maleficence (doing no harm). The emphasis on open communication with patients and families after an adverse event also aligns with ethical principles of honesty and respect for patient autonomy. .
Legal Responsibilities: A well-structured plan is a proactive defense against legal liability. Its functions, such as ensuring regulatory compliance and managing claims, directly address legal obligations. By having a clear process for incident investigation and documentation, the plan helps the organization prepare for and respond to potential lawsuits, protecting it from both financial and reputational damage.
How I Would Improve It
While the general framework is solid, a key area for improvement is moving from a reactive to a more proactive and predictive approach.
Integrate Predictive Analytics: I would implement a system that uses data from past incidents, patient demographics, and staffing levels to predict areas of high risk. For example, the system could flag a higher risk of patient falls on a particular unit when staffing is low and there are multiple high-risk patients. This allows for proactive interventions, such as adding a staff member or implementing additional safety measures, before an incident occurs.
Enhance Interdisciplinary Collaboration: While many plans mention collaboration, I would formalize a process that requires a risk management representative to meet regularly with front-line staff from different departments. This would ensure that risk management isn't just a top-down initiative but is informed by the real-world experiences and insights of those directly providing care.
Sample Answer
Drawing from publicly available examples of allied health risk management plans, here's a breakdown of a typical plan and how it measures up.
Goals and Objectives
A risk management plan's primary goal is to protect the organization, its patients, and its employees from harm and financial loss. Its objectives are to:
Promote patient safety and quality of care.
Identify, investigate, and analyze incidents and near-misses.
Educate stakeholders on risks and prevention strategies.
Ensure compliance with all applicable laws, regulations, and accreditation standards.
Minimize the financial impact of claims and litigation.