Trust Board papers November 2012 - Barking Havering and ...
Trust Board papers November 2012 - Barking Havering and ...
Trust Board papers November 2012 - Barking Havering and ...
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RISKS DETAILS<br />
PRINCIPAL RISK<br />
What could prevent the objective being<br />
achieved<br />
Risk no, Date on Risk Register<br />
& Risk Scoring:<br />
KEY EXISTING CONTROLS<br />
What controls/systems are in<br />
place to assist in securing delivery<br />
of objective <strong>and</strong> managing<br />
principle risks?<br />
CQC REF:<br />
RESIDUAL RISK<br />
ASSURANCES ON<br />
CONTROLS & IMPACT<br />
Where we gain evidence<br />
that our controls/systems, on<br />
which we are placing<br />
reliance, are effective? The<br />
impact following assurances.<br />
PROGRESS AGAINST<br />
RISKS/ ACTION<br />
PLAN UPDATE<br />
What Actions are undertaken to<br />
mitigate the actual risks?<br />
GAPS IN ASSURANCE<br />
Where we are failing to gain<br />
evidence that our controls /<br />
systems, on which we place<br />
reliance, are effective<br />
GAPS IN<br />
CONTROL<br />
Where are we<br />
failing to put<br />
controls / systems<br />
in place? Where are<br />
we failing in making<br />
them effective?<br />
LEAD<br />
Strategic Objective 1 – Deliver Safe, Quality Effective Care<br />
Principal Objective: Achieving excellence in patient safety <strong>and</strong> clinical effectiveness – Corporate Clinical<br />
Risk No 87: The inability<br />
to manage patient flow<br />
through the <strong>Trust</strong> could<br />
result in patients<br />
attending the ED<br />
experiencing delays in<br />
care <strong>and</strong> treatment which<br />
would be detrimental to<br />
patient safety <strong>and</strong><br />
experience.<br />
Date on Register: 01.04.2009<br />
Rating Scoring: Impact:4 x<br />
Likelihood:4 = 16<br />
Area: Emergency Care<br />
<strong>Trust</strong> Objective: To deliver 95%<br />
of patients seen in 4 hours<br />
Impact on:<br />
Patient: Patient safety<br />
Staff: increase stress levels,<br />
workforce development <strong>and</strong><br />
recruitment<br />
Stakeholder: Confidence is<br />
compromised<br />
<strong>Trust</strong>: Viability of the <strong>Trust</strong><br />
Constantly monitored by TEC<br />
Paper presented to <strong>Trust</strong><br />
<strong>Board</strong> which addresses<br />
processes in place to reduce<br />
length of stay – Jonah<br />
programme will assist in this<br />
issue.<br />
Emergency Care Programme<br />
superseded by RESET<br />
programme approved by <strong>Trust</strong><br />
<strong>Board</strong><br />
4 9 6 16<br />
Extreme Risk<br />
(RESET) Rapid End to<br />
End Sustainable<br />
Emergency<br />
Transformation Steering<br />
Group <strong>and</strong> Programme<br />
<strong>Board</strong> in place.<br />
Transformation<br />
Reports to TEC <strong>and</strong> <strong>Trust</strong><br />
<strong>Board</strong><br />
This risk is cross<br />
referenced to the BHRUT<br />
CQC related<br />
development plan <strong>and</strong><br />
the references are G4 5<br />
6. 7 10 11 12 18 53 54<br />
Maintain improved resilience<br />
within the A&E systems <strong>and</strong><br />
throughput to the MAU<br />
There are 4 work -streams:<br />
• Emergency care<br />
• EMAU<br />
• Medicine<br />
• Care of the Elderly<br />
Work-streams plans are led by<br />
Consultants<br />
Emergency Care action plan<br />
is currently being audited for<br />
effectiveness.<br />
The focus is on<br />
Emergency Care <strong>and</strong><br />
Medicine <strong>and</strong> doesn’t<br />
include other speciality -<br />
these can impact on<br />
Emergency Departments<br />
waiting times <strong>and</strong> bed<br />
occupancy<br />
Failure to improve<br />
against the 95%<br />
compliance within<br />
the four hour<br />
st<strong>and</strong>ard<br />
Manpower<br />
resources to<br />
maintain systems<br />
Whilst<br />
improvement in<br />
trajectory is<br />
moving upward<br />
the day to day<br />
stability is<br />
variable resulting<br />
in increased<br />
number of<br />
breaches often<br />
during or<br />
immediately after<br />
the weekend<br />
Financial<br />
implication for the<br />
Directorate in<br />
delivering the<br />
programme.<br />
Claire Dixon (GM) / Dr Derek Hicks Clinical Director<br />
Details updated: 15.10.12<br />
There has been no major change<br />
Educating<br />
Directorates<br />
ensuring support<br />
for: Consultant<br />
leadership <strong>and</strong><br />
prompt discharge<br />
BHRUT BAF 2nd Quarter <strong>2012</strong>: SB/PS<br />
8
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