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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PARTENRSHIP<br />
PFI<br />
SIC<br />
SI<br />
TNA<br />
Partners who provide to the <strong>Trust</strong> e.g. Sodexo, Siemens<br />
Partners for whom the <strong>Trust</strong> provide services, e.g. Barts Renal Services, HCA<br />
Harley Street at Queen’s<br />
Commissioning partnerships, e.g. Commissioning Cluster, SLAs with other<br />
commissioners<br />
Private Finance Initiative<br />
Statement of Internal Control<br />
Serious Incident<br />
Training Needs Analysis<br />
Any expression, to which a meaning is given in the Health Service Act, or in the Financial<br />
Directions made under the Act, shall have the same meaning in this Policy:<br />
“Action Owner”<br />
“Serious Incident”<br />
“Clinical Risk”<br />
“<strong>Board</strong> Assurance<br />
Framework”<br />
“Corporate Risk”<br />
“Information Risk”<br />
“Initial Risk Score”<br />
“Risk List”<br />
“Risk Management<br />
System”<br />
“Risk Mitigation”<br />
Assurance on<br />
effectiveness of<br />
identified controls<br />
“Risk Owner”<br />
The individual responsible for completing the actions to mitigate the<br />
risk.<br />
Any event or circumstance that could or did lead to unintended or<br />
unexpected harm, loss or damage to persons, property or the<br />
organisation.<br />
An uncertain event or set of events which, should it occur, will have<br />
an effect upon patient care<br />
Comprehensive method for the effective <strong>and</strong> focused management<br />
of the principal risks to meeting the BHRUT objectives.<br />
An uncertain event or set of events which, should it occur, will have<br />
an effect upon the achievement of objectives.<br />
An uncertain event or set of events which, should it occur, will have<br />
an effect on persons, property or the organisation.<br />
The calculation of risk consequence <strong>and</strong> probability excluding<br />
control mechanisms.<br />
The simple list of areas of risk, derived from relevant objectives<br />
The detailed explanation of how things work in practice. It includes<br />
this procedural guidance, the reporting processes that secure<br />
implementation of the procedural guidance, the st<strong>and</strong>ard forms, IT<br />
system <strong>and</strong> processes to support implementation, together with local<br />
application of the procedural guidance<br />
Is the process of selecting <strong>and</strong> implementing appropriate controls to<br />
modify the risk. Control – a process (not a committee or group) in<br />
place that contributes to mitigating / managing risk - The real<br />
challenge is not just to design appropriate processes, but to ensure<br />
they are properly embedded into the operations <strong>and</strong> culture of the<br />
organisation. Integral to this is the quality of the reporting of risk <strong>and</strong><br />
operational performance.<br />
Assurance – evidence that control is real <strong>and</strong> operates effectively in<br />
mitigating / managing risk. (Internal <strong>and</strong> External) These assurances<br />
must be relevant in time <strong>and</strong> support the control in its effectiveness.<br />
The individual responsible for:<br />
Completing the entry on the risk register,<br />
Assigning actions to mitigate the risk <strong>and</strong> completion targets for<br />
these actions (in consultation with action owners)<br />
Reviewing the risk at least every fortnight to ensure that the action<br />
plan is being implemented, the current risk score is calculated <strong>and</strong><br />
that all stakeholders are being updated regarding the management<br />
of this risk.<br />
<strong>Barking</strong>, <strong>Havering</strong> & Redbridge University Hospitals NHS <strong>Trust</strong> Page 5 of 40<br />
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