Health and Care SIG The current situation brings to mind a quote from Lenin: “There are decades when nothing happens, and there are weeks when decades happen”. It certainly feels like we are in the latter position, especially in the health and care sector. The major impact of Covid–19 on the health sector has been the requirement to prepare at great pace and with urgency for a huge and uncertain increase in the number of patients suffering from the virus, to ensure that they receive the treatment and care required, with reduced numbers of available staff, who have also been directly impacted by the virus. This has been undertaken in conjunction with maintaining other critical medical services, albeit some of these at a reduced level to provide the capacity to cope with Covid–19. It has required speedy development of contingency arrangements, for example, in the establishment of the new Nightingale hospitals and rapid reorganisations within hospitals, to provide additional capacity. Risks have also manifested in the supply chain, including in constraints to the availability of medical equipment, for example ventilators, and the provision of personal protective equipment to keep staff treating patients safe. There has been an increased emphasis on digital solutions (for example more use of online consultations and changes to the NHS 111 service) and the sharing of data in a secure, reliable and timely manner, to enhance the system’s response to the crisis. These same pressures are likely to continue over the next 3-6 months, at least, the extent being dependent on how the virus and its impacts develop, with the possibility of further waves of infection as the current “lockdown” is potentially adjusted. An important emerging area of risk already receiving attention is the number of people who may become seriously ill as a result of delayed treatment or identification of non-Covid–19 conditions during the current crisis and the capacity of the health and care system to provide the care required, especially in the event of further waves of Covid–19. There will necessarily be a review of how well we have responded to the crisis at a suitable point, including how well risks had been identified and managed, in which the effectiveness of risk management will be an important element. There are lessons to be learnt more immediately, in which risk managers can be of assistance, and if effectively managed will demonstrate the value of professional training in ERM. I would highlight the following broad risk themes requiring attention in this respect: > An increased emphasis on resilience and contingency planning, in particular supply chain resilience. > The consequences of financial disruption and a likely recession on the availability and prioritisation of funding; and on wider health outcomes > The impact on mental health of the actions taken to manage the current crisis, amongst health and care workers and the wider population > Consideration of methods to achieve a more integrated and holistic solution for the provision of social care > Impacts of the crisis on the provision of other medical services, for example, dentistry > Innovating to maintain the increased digitisation of health and care services > Increased requirements for the secure and timely sharing of reliable data, whilst continuing to protect the privacy of personal data > Balancing continuing pace in delivery with the operation of effective and proportionate control frameworks
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