Agenda item

The Committee had before it a report by the Chief Officer Finance which accompanied the ACHSCP Risk Register.

The report recommended: -

that the Committee –

a)    Approve and provide comment on the revised risk register, as detailed in the Appendix to the report; and

b)    Undertake an in-depth review of risks 4, 5, 6 and 10, within the strategic risk register.

The Committee heard a full review on each of the selected risks.

Risk 4 –  Description of Risk: There is a risk that relationship arrangements between the IJB and its partner organisations (Aberdeen City Council & NHS Grampian) are not managed in order to maximise the full potential of integrated & collaborative working to deliver the strategic plan. This risk covers the arrangements between partner organisations in areas such as governance arrangements, human resources; and performance.

The Committee heard that this was a critical requirement across all areas of the Partnership functions. Examples of good relationships at senior, leadership and operational levels were presented and that lessons learned were adopted within both continuing and developing relationships.

Feedback suggested that the IJB was working well.

Risk 5 – Description of Risk: There is a risk that the IJB, and the services that it directs and has operational oversight of, fail to meet both performance standards/outcomes as set by national and regulatory bodies and those locally-determined performance standards as set by the board itself. This may result in harm or risk of harm to people.

The Committee heard that whilst focus on this risk had previously been more strategic, focus was now more towards the operational challenges of the risk and that mapping exercises, self evaluation learning and data analysis all featured within a developing Action Plan at the regular Leadership meetings which would be presented to a future IJB (March 2020).

Risk 6 – Description of Risk: There is a risk of reputational damage to the IJB and its partner organisations resulting from complexity of function, decision making, delegation and delivery of services across health and social care.

The Committee heard that this risk applied across all areas of the Partnership’s activities and that any failures involving partners and providers would by default impact on the Partnership. The Committee heard that a proactive approach including environmental scanning and awareness together with intelligence gathering would ensure a strong position to be able to manage and mitigate developing issues.

A strategy was being developed and this would be reported to a future IJB meeting.

The Committee heard that as change was happening and would continue to happen, it was important that this risk was managed and mitigated fully.

Risk 10 - Description of Risk: There is a risk that ACHSCP is not sufficiently prepared to deal with the impacts of Brexit on areas of our business, including affecting the available workforce and supply chain. Whilst the impact on health and social care services of leaving the EU is impossible to forecast, it is clear that a number of issues will need to be resolved. Key areas for health and social care organisations to consider include: staffing; medical supplies; accessing treatment; regulation (such as working time directive and procurement/competition law, for example); and cross border issues.

The Committee heard that the Partnership continues to engage together with partners and participate on local and national EU Brexit discussions following Scottish Government guidance. Contingency planning had been developed and was subject to monitor and review with the Leadership Team. Considerations included, but not restricted to, impacts on staff, buildings, facilities, medications, services, financial impact and general disruption.

The Committee heard that a previous workshop session on the Strategic Risk Register was beneficial and that this would be repeated.

The Committee resolved:-

    (i)        to provide comment on the revised risk register, as detailed in the Appendix to the report;

  (ii)        to review risks 4, 5, 6 and 10, within the strategic risk register, and

 (iii)        to direct that updates be made to the Risk Register as detailed during the review.