Appendix 4 Deliverable Mitigation Lead Theme of Risk Development of the Sheffield There is a risk of duplication of Transformation Board effort or absence of governance with regular Sheffield synchronisation of activity due to reporting within and across Place Based the areas of overlapping with other work streams will minimise plan and STP work streams within the wider impact. AS&R work stream Sheffield Transformation Board and lead director and programme STP, and this may lead to manager linked into undermining maximisation of the to share progress, scale of opportunity. developments and learning. There is a risk to programme delivery activity due to activity in the AS&R work stream cutting Dependencies are mapped to Internal across change programmes which identify cross over and key programme are internal to CCG and LA e.g. leads become stakeholders in consistency with QIPP agenda, AS&R with regular Primary Care and Cases, and this communication. can lead to loss of direction in the Recovery internal programmes. and Robust stakeholder is a risk of ineffective identification and a clear engagement at multiple levels programme of structured across Sheffield including within Support communications is organisations for staff as well as implemented. Clear messages within the programme of AS&R, Active are appropriately directed to Neighbourhoods, and including key audiences ensuring & citizens and patients, due to lack of stakeholders maintain Engagement engagement and lack of clarity of necessary levels of influence vision and lack of key and knowledge. Programme communications with key to utilise the best and most stakeholders, thus resulting in appropriate channels to failing to ensure the programme is communicate with not able to achieve the objectives. stakeholders. There is a risk of significant change in external environment as a result Clear vision and support with of national, regional and PAN continued engagement with Blueprint of Sheffield policies and commissioners and providers AS&R commissioners development which and Neighbourhoods and one- programme could lead to ongoing need for to- one engagement with scope change of the programme providers. resulting in lack of clarity of vision and lack of delivery of programme.
Appendix 4 Active Support and Recovery Deliverable Theme of Risk Mitigation Lead Sheffield Place Based plan and STP There is a risk of duplication of effort or absence of synchronisation of activity due to the areas of overlapping with other work streams within the wider Sheffield Transformation Board and STP, and this may lead to undermining maximisation of the scale of opportunity. Development of the Sheffield Transformation Board governance with regular reporting within and across work streams will minimise impact. AS&R work stream lead director and programme manager linked into to share progress, developments and learning. Internal programme There is a risk to programme delivery activity due to activity in the AS&R work stream cutting across change programmes which are internal to CCG and LA e.g. consistency with QIPP agenda, Primary Care and Cases, and this can lead to loss of direction in the internal programmes. Dependencies are mapped to identify cross over and key leads become stakeholders in AS&R with regular communication. & Engagement is a risk of ineffective engagement at multiple levels across Sheffield including within organisations for staff as well as within the programme of AS&R, Neighbourhoods, and including citizens and patients, due to lack of engagement and lack of clarity of vision and lack of key communications with key stakeholders, thus resulting in failing to ensure the programme is not able to achieve the objectives. Robust stakeholder identification and a clear programme of structured communications is implemented. Clear messages are appropriately directed to key audiences ensuring stakeholders maintain necessary levels of influence and knowledge. Programme to utilise the best and most appropriate channels to communicate with stakeholders. Blueprint of AS&R programme There is a risk of significant change in external environment as a result of national, regional and PAN Sheffield policies and commissioners development which could lead to ongoing need for scope change of the programme resulting in lack of clarity of vision and lack of delivery of programme. Clear vision and support with continued engagement with commissioners and providers and Neighbourhoods and one- to- one engagement with providers.
Sheffield%20Final%20BC%20Narrative%20Plan%2017_19.docx