Risk 2005

During the many quality and informative presentations made at the Risk 2005 conference held in London last month, a common theme emerged from many of the speakers, which highlighted the need to adopt systematic, repeatable and measurable reporting to support the vast array of risk priorities and agendas. Professor Clive Vincent, who addressed delegates with a presentation that highlighted the need for systematic collection of data by frontline staff, broached this view at the start of the conference. He commented that today 'the relevance of instant reporting is dismissed out of hand', a situation that will have to change, but which he recognized was mainly due to a culture founded in a strong resistance to change. But he also recognized that this task was not easy and made reference to a report written in 1863, which noted that even then, professionals were placing an emphasis on data and its collection, for use in reporting. Karen Taylor, Director of the National Audit Office (NAO) also underpinned the importance of collecting information systematically, and supported Professor Vincent's observation that many health-care professionals were grappling with how to achieve these goals. Karen outlined a number of drivers and initiatives that could be used to gain funds to promote good recording and reporting, including the Health 'Value for money' Audit carrot, or the exposure to Litigation Authority assessments stick. Her presentation introduced the NAO's research finding compiled in conjunction with Strathclyde University, on the study of Hospital Infections and the associated risks, and concluded that good practice 'happened in isolation' in most hospitals. She accepted that new systems such as the National Programme for IT (NPtlT) would help, but warned those delegates who believed that it was the panacea to their reporting problems, and that the programme objectives would not solve all the issues. She highlighted that in a comprehensive plan to provide reporting and recording systems, the initiatives and agendas needed to include measurement and training. Karen used the NAO's findings related to the trammg of nonexecutives at trust level as a pertinent example, suggesting that part of any programme must include the training of executive teams in their responsibilities to support these critical agendas. This idea supported and confirmed Professor Vincent's view that one route to success was the development of a plan at executive level, which encompassed the key components of a systematic approach to reporting, and which included: