Risk Management Strategies and Implementation of Healthcare Projects in Low Resources Countries
Abstract
Risk management strategies are weak in the low resource countries (LRCs) as evidenced by low performance of health care provider (HCP). The following review aimed to identify the effectiveness of risk management strategies in the implementation of healthcare projects in the LRCs. A systematic review was conducted on similar literature drawn from five journal articles. The study identified that risk management strategies have a significant positive impact on the performance of healthcare projects in LRCs. It therefore recommended for the strengthening of these strategies for the enhancement of HCP performance which translates to the overall performance of the healthcare setting in the LRCs. The low-income earners often find it hard to access quality healthcare resulting in the proliferation of unqualified or unlicensed doctors who appear pocket-friendly. Projects NHIF undertakes have significantly led to the improvement of medical services across the country. However, risk exposures have derailed successfully implementation of such projects, specifically in terms of their efficiency and scope. Therefore, it was imperative to explore the impact of project risk management methods on NHIF projects in Kenya. The objective of the study relied on the need to identify the extent to which risk prevention, risk control, risk transfer, as well as risk acceptance influence successful implementation of NHIF projects in Kenya. In order to develop and implement a risk management programme, a quantification matrix as well as a risk register form to aid the identification of potential risks, particularly in an operating room. Operating room policies are then created to minimise or eradicate those risks. A consultation mechanism needs to be established and a risk monitoring system developed to reduce risks which the operating room caregivers may be exposed to. There is also need to continuously improve a hospital’s operating room risk management capacity. This is done to continue with the provision of quality of care as well as guarantee surgical patients’ safety. Stakeholders are critical contributors while implementing complex public healthcare inventions. It is important to have access to probable implementation risks in the development stage of implementation, coupled with careful development of its components as well as channelling the exploration into a robust multi-stakeholder stroke rehabilitation set up. Systematic stakeholder and risk analyses would act as a guide to the exploration process as well as make it possible for teams engaged in complex interventions to design context-tailored management instruments to facilitate the implementation. As per the knowledge stakeholders provide, 2 context-tailored management instruments for implementation were developed using the top-down approach. The first one being the comprehensive stakeholder-risk atlas which gives individual stakeholder information like role, contribution, access, expectations, power, specific activities of engagement, interest, as well as perceived risks. The second one being the whole project implementation approach focusing on communication, network building, transparency, as well as professionalism. Conclusion is drawn that complex interventions potentially benefits from the assumption of early as well as comprehensive stakeholder besides risk analyses. Early engagement of stakeholders, with informed knowledge enhances the research team’s ability to design context-tailored management instruments for implementation. The instruments support teams during the implementation as well as positively influence the intervention’s outcome. Knowledge may be gathered by integrating top-down with bottom-up working strategies.
Keywords: Risk management strategies, implementation, healthcare projects, low resources countries
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