The document outlines the risk management strategy of Robert Jones and Agnes Hunt Orthopaedic Hospital, which aims to minimize risks to patient safety, staff well-being, and the organization's reputation through a systematic process of risk identification, analysis, control, and monitoring. The strategy establishes responsibilities for risk management throughout the organization and across clinical and corporate departments, and it provides objectives and actions for disseminating, implementing, and reviewing the risk management process.

1. Robert Jones & Agnes Hunt Orthopaedic Hospital
Elements of Risk Management
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2. 1. Introduction 3. Objectives
Robert Jones and Agnes Hunt Hospitals NHS  The principal objective of the risk management
Foundation Trust recognises that effective risk strategy is to provide the Board of Directors
management is essential to the overall with sufficient assurance that appropriate
performance of the organisation. The strategic structures and processes are in place to
approach to risk management as reflected in minimise risks and loss of assets and
this document is fundamental to the delivery of reputation and that reporting processes for risk
the Trust’s organisational objectives in relation are maintained.
to performance, governance and controls
assurance. The strategy will also seek to:
 ensure that the risk management processes
2. Aims are integral to the organisational working
practices and culture
• the organisation recognises risk management
as a key element of integrated governance  encourage the reporting of incidents, within a
fair blame culture ensuring that lessons are
• risk management systems and processes are learned and preventative measures introduced
embedded locally across clinical directorates
and in corporate services including business  ensure that, through the strengthening of risk
planning, service development, financial management arrangements there are continual
planning, project and programme management improvements to patient safety
and education  minimise claims for accident or injury against
• all risks are identified that have a potential the Trust
adverse effect on the quality of care, safety and  support systems which eliminate, transfer or
well being of patients, staff, volunteers and reduce risks to as acceptable a level as
visitors, and on the business, performance and possible.
reputation of the Trust
 secure the highest possible standards of risk
• the organisation adopts a co-ordinated and
multi-disciplinary approach in managing its risks management in terms of external validation,
through a systematic process of identification, including the NHS Litigation Authority (NHSLA)
analysis, learning, control and management of Risk Management Standards.
risk
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3. The risk management process has five key These systems are electronically linked and
elements: networked across the Trust, via an integrated
software system. This will enable ready
• Identification and management of risk transfer of information across all sources and
• Risk evaluation will facilitate local and organisational learning
• Risk control from adverse events and risk assessment
• Risk reporting processes in addition to supporting an
• Monitoring, review and audit. integrated approach to risk analysis.
 The Trust is committed to ensuring that the risk
management processes become embedded in the
management of both threats and opportunities, in
terms of strategic and operational issues in the
functioning of the organisation. In order to underpin
an integrated approach to risk management
activities across the organisation, the Trust will
maintain and continue to develop the single Trust-
wide risk management system for:
Accident/incident reporting
Risk register entry, review and collation of reports
Complaints management
Litigation and claims management
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4. Operational Responsibilities for effective risk management
The Chief Executive has overall responsibility Executive Team
for risk management, on behalf of the Board of Specific responsibilities are delegated to
Directors of the Trust. In addition, the Chief members of the Executive Team as follows:
Executive is responsible for ensuring that the
Trust is in a position to provide an overall The Medical Director has delegated
assurance that the organisation has in place the responsibility for the implementation and
necessary controls to manage its risk exposure. further development of the Risk Management
In order to make such a statement, the Chief Strategy. The Medical Director will require
Executive and Board of Directors will need to each Directorate to submit an annual Clinical
provide evidence that the Trust’s Risk Governance Report to ensure that their
Management Strategy is being implemented objectives have been met and reviewed by
with systems and processes being regularly the Executive Team.
reviewed and that, where deficiencies are
identified, developments and improvement The Director of Quality and Effectiveness
mechanisms are being put in place with the will support the Directors of the Trust with
overall aim of continuous improvement. implementation and development of the Risk
Management Strategy..
A Non-Executive Director with a delegated
responsibility for Risk Management sits on the The Finance Director has delegated
Board and chairs the Corporate Governance responsibility for the management of risk in
Committee, overseeing on behalf of the Trust relation to finance issues and to support
Board the organisation’s progress with the Risk implementation and further development of
Management Strategy. the Risk Management Strategy.
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5. .
.
Strategy Dissemination Implementation and
Responsibilities of all employees (including
Monitoring:
temporary staff)
The Risk Management Strategy will be
It is the responsibility of all staff, including Directors and disseminated and made available:
Non-Executive Directors to identify, assess and Internally – Directorate and Department
manage risk on an on-going basis. The Trust is managers will be expected to communicate the
committed to learning from mistakes, incidents, Strategy to all relevant staff and it should be
complaints and claims by continually analysing integral to local induction procedures.
situations and improving systems. As an employee of Externally – To Monitor, Primary Care Trusts,
NHSLA, CQC, Internal and External Auditors,
the Trust, everyone has responsibility for and a role to
Partner Organisations, and published on the
play in managing risk, which includes: Trust Intranet.
• managing risks within their job
• alerting managers to any risks within the service area
that require urgent attention However a serious breach of safety regulation
• participation in Risk Management training. or negligence causing loss or injury will be
regarded as gross misconduct and will be
As a large emphasis within the Risk Management considered within the Trust Disciplinary
Strategy is to develop an environment where the focus procedure Policy.
and culture is on reporting and learning from mistakes
and near misses.
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6. Monitoring
An annual risk management report will be provided to the Corporate Governance Committee on
progress with implementation of the Strategy and achievements against the Performance Indicators
supplemented by ad hoc reports on specific risk management priorities as required.
All departments and directorates are required to undertake risk assessments of a range of issues and to
demonstrate compliance with this through quarterly Health and Safety Compliance audits.
In order to support further development, the Trust will continue to benchmark performance against
national and international best practice.
Associated Policies and Procedures
• Aggregating Data and Learning from •Induction Policy
Incidents, Complaints and Claims Policy • Major Incident Plan
• Being Open Policy • Management and Reporting of Accidents and Incidents Policy
• Business Continuity Policy •Mandatory Training Policy
• Claims Management Policy •Maternity Clinical Risk Management Strategy
• Concerns and Complaints Policy •Risk Register-Policy for Management and Use
• Disciplinary Policy/Procedure •Serious Untoward Incident Reporting and Management Policy
• Dress and Appearance Policy •The ordering, storage and administration of all medicinal
• Hand Hygiene Policy substances in The Newcastle upon Tyne Hospitals NHS
• Incidents, Accidents and the Trust Foundation Trust policy
Disciplinary Process - Guidelines for •Training in the Safe Use of Medical Devices policy
Managers, Clinical Directors and •Health & Safety Operational Policy
Employees. •Procedure for the Prescribing Recording and Administering of
Medicines.
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7. Objective(s) and action Responsibility Timetable
Dissemination of the Strategy across the organisation
Publish the Risk Management Strategy both internally Director of Quality and Effectiveness As indicated
and externally as outlined above.
Ensure that all managers are aware of the Risk Director of Quality and Effectiveness As indicated
Management Strategy and that relevant staff Directorate and Departmental
recognise their specific risk management management teams
responsibilities as appropriate to their role.
Implementation of the strategy across the organisation
Ensure that all Board members, Senior Managers, Corporate Governance Committee As agreed
Directorate Managers and Clinical Directors receive supported by Director of Quality and
training in risk identification, analysis, control, Effectiveness
monitoring and review including the management of
project risks, and risk management in business
development and service delivery.
Ensure that all relevant Managers receive training on Director of Quality and Effectiveness As indicated
utilising key risk management information systems for
the management of incidents, complaints, claims,
risks and use aggregated risk information in decision
making and business planning.
Review progress against the Risk Management Director of Quality and Effectiveness Bi-monthly report to Corporate
Strategy Performance Indicators. Governance Committee
To ensure that all staff groups receive Mandatory Head of Training and Development As indicated in
training/ Risk Management training as defined by the Induction/Mandatory Training
NHSLA Acute Standards. Policy
Directorate Risk Management Support
• Review of the Directorate self assessment risk Directorate Management Team, As indicated
reviews supported by Risk Risk Management and
• Implementation of a standardised approach to risk Safety Manager and Director of Quality
assessment for all identified key risks and Effectiveness
• Refinement of action plans to address key risks
• Development/refinement of Trust based
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8. The Six Million Dollar Questions:
1. Is risk assessment, prediction, and management a major priority
in our high security hospitals?
2. Is there anyone in senior clinical management in our high
security hospitals who is capable of implementing and driving
through an organisational-wide combined research and managerial
strategy for risk assessment and management?
My Answers:
1. YES - and this is the UK government answer also.
2. NOT YET.
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