Trust Board papers November 2012 - Barking Havering and ...

4.8 RISK REGISTER
The Risk Registers set out the existing controls that relate to the risk as most are already subject
to some degree of management. This helps BHRUT to set a more realistic or “real” prioritisation
of the issues by assignment of a residual risk score. This means effort and resource can be
targeted to mitigate or manage the risk and actions with responsibilities and target dates being set
out in the Risk Register. Through this reassessment of priority scores (using the “Residual Risk
Score) further work or “solutions” can be planned to address the risk until it reaches an
acceptable level (i.e. within the risk appetite set).
Managing risk is part of everyday management in the NHS, however due to the time that is
required to implement solutions to risks and financial constraints; the concept of Risk Registers
has been developed to provide an on-going log of these risks. Risk Registers are primarily an
internal management tool to support Directorates/corporate departments in managing their risks
whilst there is an opportunity to raise/escalate particular risks for inclusion on to the Trust’s
Corporate Risk Register and the Board Assurance framework for input on mitigation of the risk.
It is the policy of the Trust to maintain a Risk Register recording financial and non-financial risks
as identified by its processes for continuous risk identification and risk assessment. For the
avoidance of doubt, non-financial risks include clinical, non-clinical and organisational risks.
The Risk Register is maintained and updated by the Risk Management Team and provides
quarterly reports to the directorates via the Safeguard Risk Management system to enable them
to scrutinise their risk to ensure that they are adequately described and graded and that action
plans are formulated the Risk register.
4.8.1 Clinical Directorate risk registers
All risks must be submitted with a risk assessment and an action plan which would be updated to
reflect the current Directorate risk profile, Risk action plan with details of key dates and
individual responsibility for action should be integrated into service plans and project
plans. Appropriate review is needed to keep the risk register current. Each risk owner will
need to have a securely retained copy of the register and a clear
history of changes made as risk registers may be requested at any time by
decision makers, project boards, the Risk Manager, Internal or External Auditors
or any interested parties in the interest of openness & accountability
Local Monitoring of incidents, complaints and claims including serious incidents
Make reference to policies
4.9 BOARD ASSURANCE FRAMEWORK
The Board Assurance Framework (BAF) will identify which of BHRUT’s principal objectives are at
risk because of inadequacies in the operation of the organisational controls or areas where the
organisation has insufficient assurance about the effectiveness of the controls in place. At the
same time the Board Assurance Framework will provide structured assurances where key risks
are being managed effectively and which principal objectives are being delivered.
The Board Assurance Framework will form the key document for the Trust Board in ensuring all
principal risks are controlled, that the effectiveness of these key controls has been assured, and
that there is sufficient evidence to support the Annual Governance Statement
Review by the Trust Board of the BAF provides the opportunity for risk to prioritisation and ensure
effective performance management. The structure of the BAF allows for the identification of where
the Trust’s objectives may not be met because of inadequacies in the operation of controls or
where the organisation has insufficient assurances.
Barking, Havering & Redbridge University Hospitals NHS Trust Page 20 of 40
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