caa a22 4500 606240772 CHVBK 20210128101309.0 cr unu---uuuuu 210128e20150101xx s 000 0 eng 10.1007/s00508-014-0620-7 doi (NATIONALLICENCE)springer-10.1007/s00508-014-0620-7 Systematic implementation of clinical risk management in a large university hospital: the impact of risk managers [Elektronische Daten] [Gerald Sendlhofer, Gernot Brunner, Christa Tax, Gebhard Falzberger, Josef Smolle, Karina Leitgeb, Brigitte Kober, Lars Peter Kamolz] Systematische Einführung vom Klinischen Risikomanagement in einem Universitätsklinikum: Bedeutung von Risikomanagern Summary: Background: For health care systems in recent years, patient safety has increasingly become a priority issue. National and international strategies have been considered to attempt to overcome the most prominent hazards while patients are receiving health care. Thereby, clinical risk management (CRM) plays a dominant role in enabling the identification, analysis, and management of potential risks. CRM implementation into routine procedures within complex hospital organizations is challenging, as in the past, organizational change strategies using a top-down approach have often failed. Therefore, one of our main objectives was to educate a certain number of risk managers in facilitating CRM using a bottom-up approach. Methods: To achieve our primary purpose, five project strands were developed, and consequently followed, introducing CRM: corporate governance, risk management (RM) training, CRM process, information, and involvement. The core part of the CRM process involved the education of risk managers within each organizational unit. To account for the size of the existing organization, we assumed that a minimum of 1% of the workforce had to be trained in RM to disseminate the continuous improvement of quality and safety. Following a roll-out plan, CRM was introduced in each unit and potential risks were identified. Results: Alongside the changes in the corporate governance, a hospital-wide CRM process was introduced resulting in 158 trained risk managers correlating to 2.0% of the total workforce. Currently, risk managers are present in every unit and have identified 360 operational risks. Among those, 176 risks were scored as strategic and clustered together into top risks. Effective meeting structures and opportunities to share information and knowledge were introduced. Thus far, 31 units have been externally audited in CRM. Conclusion: The CRM approach is unique with respect to its dimension; members of all health care professions were trained to be able to identify potential risks. A network of risk managers supported the centrally coordinated CRM process. There is a strong commitment among management, academia, clinicians, and administration to foster cooperation. The introduction of CRM led to a visible shift with regard to patient safety culture throughout the entire organization. Still, there is a long way to go to keep people engaged in CRM and work on national and international patient safety initiatives to continuously decrease potential hazards. Springer-Verlag Wien, 2014 Risk management nationallicence Training/education nationallicence Design for safety nationallicence Risikomanagement nationallicence Training/Ausbildung nationallicence Sicherheitsdesign nationallicence Sendlhofer Gerald Department of Quality and Risk Management, University Hospital Graz, Auenbruggerplatz 1, 8036, Graz, Styria, Austria aut Brunner Gernot University Hospital Graz, Graz, Styria, Austria aut Tax Christa University Hospital Graz, Graz, Styria, Austria aut Falzberger Gebhard University Hospital Graz, Graz, Styria, Austria aut Smolle Josef Institute for Medical Informatics, Statistics and Documentation, Medical University Graz, Graz, Styria, Austria aut Leitgeb Karina Department of Quality and Risk Management, University Hospital Graz, Auenbruggerplatz 1, 8036, Graz, Styria, Austria aut Kober Brigitte Department of Quality and Risk Management, University Hospital Graz, Auenbruggerplatz 1, 8036, Graz, Styria, Austria aut Kamolz Lars Peter Division of Plastic, Aesthetic and Reconstructive Surgery, Department of Surgery, Medical University of Graz, Graz, Styria, Austria aut Wiener klinische Wochenschrift Springer Vienna 127/1-2(2015-01-01), 1-11 0043-5325 127:1-2<1 2015 127 508 https://doi.org/10.1007/s00508-014-0620-7 text/html Onlinezugriff via DOI BK010053 XK010053 XK010000 Metadata rights reserved Springer special CC-BY-NC licence nationallicence 1 research-article jats NATIONALLICENCE NATIONALLICENCE NL-springer NATIONALLICENCE 856 40 https://doi.org/10.1007/s00508-014-0620-7 text/html Onlinezugriff via DOI NATIONALLICENCE 700 1- Sendlhofer Gerald Department of Quality and Risk Management, University Hospital Graz, Auenbruggerplatz 1, 8036, Graz, Styria, Austria aut NATIONALLICENCE 700 1- Brunner Gernot University Hospital Graz, Graz, Styria, Austria aut NATIONALLICENCE 700 1- Tax Christa University Hospital Graz, Graz, Styria, Austria aut NATIONALLICENCE 700 1- Falzberger Gebhard University Hospital Graz, Graz, Styria, Austria aut NATIONALLICENCE 700 1- Smolle Josef Institute for Medical Informatics, Statistics and Documentation, Medical University Graz, Graz, Styria, Austria aut NATIONALLICENCE 700 1- Leitgeb Karina Department of Quality and Risk Management, University Hospital Graz, Auenbruggerplatz 1, 8036, Graz, Styria, Austria aut NATIONALLICENCE 700 1- Kober Brigitte Department of Quality and Risk Management, University Hospital Graz, Auenbruggerplatz 1, 8036, Graz, Styria, Austria aut NATIONALLICENCE 700 1- Kamolz Lars Peter Division of Plastic, Aesthetic and Reconstructive Surgery, Department of Surgery, Medical University of Graz, Graz, Styria, Austria aut NATIONALLICENCE 773 0- Wiener klinische Wochenschrift Springer Vienna 127/1-2(2015-01-01), 1-11 0043-5325 127:1-2<1 2015 127 508