Pursuing Enterprise Risk Management: A Local Road Map for Canadian Healthcare Leaders

Abstract

An in-depth analysis of organizational risk management in health care, and in particular the concepts of Enterprise Risk Management (ERM), has identified a five part model that can be used by Canadian health care leaders as an evidence supported approach to successful organizational risk management. The Model for Organizational Risk Management has been developed as a basis for linking the components of an ERM framework into a Canadian health organization in order to overcome the barriers that commonly disrupt strategic risk management.The Model addresses how an ERM framework can fit within an existing health organization by building off of and enhancing existing processes and resources in order to ensure familiarity, acceptance, and sustainability of the risk management program. By approaching the Model in a stepwise fashion (based on individual organizational context) health care leaders are provided with a roadmap from which to advance their own organizational risk management program. J a m e s H a n e y 201 2 iii | P a g e AcknowledgementsThe author wishes to extend a sincere thanks to Dr. Rhonda Cockerill, Professor, University of Toronto (Thesis Advisor), Dr. John Church, Associate Professor, University of Alberta (Thesis Advisor), Dr. Sam Sheps, Professor, University of British Columbia, Dr. Gian Jhangri, Associate Professor, University of Alberta, and Mr. John Vogelzang & Mr. Ken Brown, executive mentors, for their ongoing mentorship and input into the methodology and review of this thesis. J a m e s H a n e y 201 2 iv | P a g e Appendix 8 Academic Mentors J a m e s H a n e y 201 2 1 | P a g e IntroductionIn the broader business community, organizational risk management programs have been shown to be a highly effective way for senior leadership teams to capture, assess, and manage risks across the breadth of an enterprise. By taking a coordinated approach to managing risks, organizations are able to detect risks earlier, devote time and expertise to understanding the nature of issues, and promote timely and informed strategic decisions in line with the overall values and mandate of the organization. Successful organizational risk management involves the combined skills and talents of not only the senior leadership team, but also (and more importantly) the pooled expertise and abilities of individuals throughout the organization within a defined enterprise-wide risk management framework. The enterprise risk management framework is the underlying methodology that serves as the shared approach to treating risk throughout the organization. When applied strategically, organizational risk management provides senior executives with the ability to: align risk appetite and strategy, enhance risk response decisions, reduce operational surprises and losses, identify and manage multiple and cross-enterprise risks, and improve deployment of resources (human and financial) (Brazeau, 2008). Overall, an enterprise-wide approach to managing risks expressly demonstrates a commitment to effective governance and ste...

Development of an enterprise risk inventory for healthcare

“…According to some of the interviewed managers, this highlights the necessity of having a well-described risk inventory and a defined risk management process to minimize interpersonal conflicts based on the existence of a document that establishes rules for professionals [19]. The hierarchy among employees in a healthcare organization and professionals’ dependency on such employees deserve attention when implementing a proactive and strategic risk management process because only by engaging all professionals in ERM can a risk culture be created and a safer environment achieved [36–39]. …”

Enabling effective oversight: Enterprise risk management and board governance in healthcare

“…Indeed, James Haney noted in his study of ERM practices in the Canadian healthcare context that organizations' strategic processes are the main source of breakdown or barrier to effective organizational functioning. 9 Successful implementation is not achieved overnight and may require various cycles over several years before operations run smoothly. During this time, Boards and their organizations must be willing to adapt and modify their implementation approach based on lessons learned.…”