The world we live today has been characterized in the past by uncertain occurrences which necessitate an immediate response from stakeholders involved. Such occurrences bring about some risks to hospital settings as well as the community and society involved. It has therefore led to the establishment of emergency monitoring and review management initiatives as well as emergency risk reposes in the hospital. It is hence aimed at developing mechanisms and programs which will prevent, control and solve emergency risks in hospitals. Behera and Hassan (2017) describes emergency monitoring and review of risks in emergency hospital as the management as a process which in cooperates a wide range of measures by which the emergency management team develops to help in managing risks occurrences and their effects to the emergency hospital setting. Such measures are then implemented across the globe by various organs such as local governments in every society.
Emergency risk management, on the other hand, has been defined by Klakegg (2016) as a process of dealing with risks to the community as a result of emergency events. It has been argued that the emergency risk management involves a systematic method of identifying the potentiality of risks in near future, analyzing, evaluating the factors contributing to their occurrence as well as treating or managing the emergency risks. The study in this report seeks to give a brief understanding and insights to the scope of emergency monitoring and review of risks in emergency hospitals. The paper clarifies on what emergency risk management is, the participants in the emergency risk management process, the importance, and challenges of emergency risk management as well as how the process is managed and planned.
As described from the above definitions of both emergency monitoring and review of and emergency cases in the clinical settings, we get to understand that the whole process of risk management will involve the commitment and participation of not only the management team but also the whole community of stakeholders involved. The local government plays a very significant role in the whole process of emergency monitoring and review of risks through education initiatives to the members of the community and through the established regulations and legislations as argued by Renn, (2010). The main issues or matters addressed in emergency management include issues relating to the state and local government legislation, emergency response, land use, urban development, community development and recovery in event of occurrence or risk events. Emergency monitoring and review panel as part of emergency risk management seeks to address the potential occurrences of major emergency situations which require an immediate approach by the whole society and government. Such occurrences may include floods, cyclones, terrorist activities and biohazard chemicals or materials among others. The main aim is to strengthen the hospital employees in a bid to make them more safe, sustainable and resilient as well as helping a hospital to avoid emergencies or minimize their chances of occurrence and develop means of helping them recover from their effects as analyzed in the findings of Chih-Ching and Chung-Liang (2016).
Emergency monitoring and review of risks help in responding to emergency risks as seen from the prior definition according to Patton et al. (2015). The response strategies include the measures and mechanisms developed in pursuit of prevention and preparedness as well as in the provision of response and recovery mechanisms should an emergency event occur. The hospital management is this case it’s usually the first level for communities in emergencies. The emergency monitoring and review of risks improve the outcomes of emergency events through establishing a decision making process in regard to the event, focusing on the opportunities aimed at reducing or managing the risks rather than the response to the emergencies as well as by engaging a wide range of expertise in risk control and management and the community at large. The process also improves the outcomes of the events by promoting partnerships and enhancement of relationships with other stakeholders as they foster resource sharing and mutual aid arrangement with them. They also facilitate in improving the outcomes by providing auditable and credible means of reducing risks.
Risk management is a complex process and therefore it involves the participation of a wide range of individuals who are referred to as the stakeholders in the process. Ekker (2016) provides that the people to participate in the process may include; the community representatives, the emergency services personnel, the local government officers and officials and other representatives who can work together and provide a viable solution to the problems. A broad cross section of stakeholders should be represented in the process as this will reduce the biases in group opinions as well as achieving a holistic view of the whole process.
The process of risk management as seen from above involves management mechanisms and initiatives designed to achieve an appropriate balance between realizing opportunities for gains and minimizing the losses. It is, therefore, forms an integral part of good management practices as well as a good element of corporate governance as analyzed by Hansen and Alderman, (1999). Emergency monitoring and review of risks in the emergency hospital setting has a number of advantages or benefits to the employees and the patients facing an emergency risk as it provides opportunities for; clinical commitment to risk management and a build a culture of risk management and not risk response as well as focusing on the risk rather than the response. It also provides an opportunity for improved understanding of risks and the benefits of risk reduction activities. The process also helps in reduction of costs associated with the risk emergencies and provides a room for making informed and improved decisions about the risk and in resource allocation if a risk event occurs.
Since the process of emergency monitoring and review is often complex. To achieve an effective implementation of the process, it is important for all stakeholders in the process to have a well-developed understanding of the national, state and local legislation as well as the general organizational policies which guide risk management processes. It is argued that this has been the major challenge in the implementation of the emergency risk management initiatives across many communities. Such policies may include; seeking the authority to conduct the emergency risk management, policy guidelines towards the resourcing of the ERM, the information inputs to the process, the level of documentation required throughout the ERM process as well as the support and expertise available to provide assistance to those held responsible for the risk management. If such issues are taken care of the process of ERM will be effective in achieving its goals and objectives set by the management team as described in the risk management analysis of Ko?uch, Sienkiewicz-Ma?yjurek, and Ko?uch (2015).
Because of the divergent opinions are given in the groups involved in risk management, it is recommended that the management tea incorporates the process of consultations and dialogue. Communication and consultation have been found to be essential and intrinsic in the whole process of risk management and should be considered in every step of emergency risk management. It is, therefore, necessary for a communication plan to be developed as an effective consultation and communication will improve the people understanding of the risks and the process at large. It will also ensure that the varied opinions and views of all stakeholders are put into consideration as well as ensuring that all participants are aware of their roles and responsibilities.
Behera, R. K., & Hassan, M. I. (2017). Disaster Management using Mock Drills. Vilakshan: The XIMB Journal Of Management, 14(1), 51-78.
Chih-Ching, Y., & Chung-Liang, S. (2016). A Coordinated Emergency Response: A Color Dust Explosion at a 2015 Concert in Taiwan. American Journal Of Public Health, 106(9), 1582-1585. doi:10.2105/AJPH.2016.303261.
Ekker, K. (2016). Emergency management training: Handling rich qualitative and quantitative data. Journal Of Intelligent & Fuzzy Systems, 31(2), 939-948. doi:10.3233/JIFS-169023.
Hansen, M. D., & Alderman, J. A. (1999). Risk Management Plan. Professional Safety, 44(5), 26
Klakegg, O. J. (2016). Project Risk Management: Challenge Established Practice. Administrative Sciences (2076-3387), 6(4), 1-3. doi:10.3390/admsci604002.
Ko?uch, B., Sienkiewicz-Ma?yjurek, K., & Ko?uch, A. J. (2015). COMMUNICATION IN LOCAL EMERGENCY MANAGEMENT NETWORKS (PART 2). Contemporary Management Quarterly / Wspólczesne Zarzadzanie, 14(1), 91-104.
Patton, A., Griffin, M., Tellez, A., Petti, M. A., & Scrimgeour, X. (2015). Using Icons to Overcome Communication Barriers During Emergencies: a case study of the Show Me interactive tools. Visible Language, 49(1/2), 80-95.
Renn, O. (2010). The contribution of different types of knowledge towards understanding, sharing and communication risk concepts. Catalan Journal Of Communication & Cultural Studies, 2(2), 177-195. doi:10.1386/cjcs.2.2.177_1.
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