Risk Log
How likely is
the risk to
materialise?
1
Our current plans are based on the agreed strategy for Bury
The development of our plans will be conducted within the
framework of Healthier Together Programme & the GM
Devolution work. This allows for a holistic view of impact
across the provider landscape and putting co-design of the
end point and transition at the heart of this process
An executive level ‘Transformation Steering Group’ has been
established between commissioners and the local acute
provider (Pennine Acute Trust) which will oversee the Trusts
transformation programme. The transformation programme is
intended (within the context of all system reform - including
BCF) to ensure a Transformation programme is in place to
ensure the sustainability of the Trust.
Providers are part of the Integrated health and Social Care
Partnership Board. Progress against delivering the NEL
reduction is tracked and this will be monitored against impact
on the acute sector.
Triangulation of planning assumptions and provider
engagement in development of BCF plans.
If resources are redirected to fund
new joint interventions and schemes
it may destabilise current service
providers, particularly in the acute
sector
Ongoing partnership working and provider engagement
Director of
Finance (CCG)
Regular
review at
Integrated
Health &
Social Care
Partnership
Board
The shift of activity from acute to
community would result in Council
over-spending on social care as a
greater number of care packages
are required. Proactive care
planning may increase costs of
Financial transparency between the CCG and the LA in
budget setting and development of financial plans to ensure
that any assumptions and changes made and the potential
impact is assessed across both organisations
Assistant
Director –
Strategy
Procurement &
Finance (Local
Authority)
1
Please rate on a scale of 1-5 with 1 being very unlikely and 5 being very likely
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