The matrix below represents the possible combined risk scores based on a measurement of both the likelihood (probability) and severity (impact) of risk issues. A combination of likelihood and severity score provides the combine risk score. Risk score is from 1-25 (1= rare and negligible severity and 25 = Almost certain and catastrophic).
|Risk||Risk Description||Current Risk|
|Insufficient or poor-quality|
data results in an inability
to track the progress and
evaluate our interventions and
impact. Incomplete, outdated,
or inaccurate data hinders the
effectiveness of our decision-making and analysis
|8||6||Continue to invest in how we collect and record data to improve the richness of our data, making information more timely, accurate and complete, building|
on existing relationships between the analytical teams across the partnership.
Develop an assurance mechanism through the assurance group to review monitor and evaluate progress and to enable scrutiny of the validity of data and intelligence.
Build into our governance process the mechanism to periodically review the
plan and to adjust, improve, and refine how we monitor delivery and adjust performance indicators as data quality improves
|Lambeth Together partner|
organisations need to make
financial savings and/or face
significant budget pressures
|16||8||Partner organisations continue to provide a stable financial environment that|
supports improvement and investment in healthcare and outcomes.
The commitment to financial sustainability will be vital to ensuring a robust
and effective delivering of core responsibilities, secured through approaches
that demonstrably improve productivity, efficiency, and value through making
the best possible use of funding available.
|We know that our focus as a health and care system must be|
on tackling unfair and avoidable differences in health between
different groups of people, that were exacerbated through
the Covid-19 pandemic. A national cost of living crisis, high inflation and rising costs, threatens to worsen living standards and increase
poverty, which could lead to a widening of inequalities.
|12||9||Work in partnership with Lambeth Council’s Cost of Living programme to|
provide extra support for residents most impacted by the cost of living crisis, including ensuring offers of support for residents are communicated throughout the health and care system.
Rise of infectious disease(s)
|Future pandemic or epidemic of an infectious disease such as flu or Covid-19. Managing a pandemic may inhibit our collective ability to deliver this plan.||12||6||Infectious disease prevention measures to remain in place and promoted to the public. Public Health pandemic planning to be in place.|
|Workforce||Reduced ability to recruit, retain and support staff.||9||6||Software (“Apex”) rolled out to support General Practices to effectively plan their workforce requirements, based on healthcare needs in the borough. |
The Lambeth Together & Development Hub to develop Peer support groups for the workforce to encourage resilience and personal development.
The Lambeth Together & Development Hub is working with practices to develop apprenticeships for healthcare workers in Lambeth.
Lambeth will pilot the Automation of Patient Registration to facilitate administration function in General Practice, which will benefit both the patient and General Practice Workforce.
Commit to supporting the workforce to relate to our communities’ lived experience, is representative of and supports our diverse and intersectional communities.
Support carers pay, as part of Lambeth’s Ethical Care Charter.
Engage with, and across, our workforce including through our Clinical and Care Professional Network.
|Immunisations Fatigue||Vaccine hesitancy, fatigue and reluctance in the population following the Covid-19 pandemic.||12||3||As part of our childhood immunisation strategy for 2023-2025, regular engagement activities will be held at trusted community sites to develop a greater understanding of underserved and marginalised communities. These sessions will be held in person, and online, and provide a forum where residents can ask questions related to vaccine preventable diseases, along with other common childhood illnesses. In addition to this, a targeted communication strategy will be co-developed with key stakeholders and be carried out in community languages on various platforms. A robust training package is also being developed for clinical and non-clinical staff working with children and their families to strengthen Making Every Contact Count and ensure a consistent approach to building vaccine confidence within Lambeth. |
Each general practice will produce and implement their protocol and systems to promote uptake of vaccinations and immunisations including a robust process to invite people to be vaccinated in accordance with the national schedule. This should include routine monthly searches on the clinical system to identify outstanding eligible cohorts and look ahead reports where appropriate.
|System-wide demand||Demand on the health and care system impacts Lambeth Together to the extent that it constrains partner ability to prioritise transformation.||16||12||Executive group to review system pressures regularly and consistently, alongside transformation work, and encourage operational information sharing and solution-focused partnership working.|
|Changes to national priorities||Legislative changes or changes in national priorities impacts upon local priorities.||8||4||Ensure Our Health, Our Lambeth remains flexible and adaptable by building into our governance a process to periodically review the plan and to adjust, improve, and refine as necessary so that the plan continues to be fit for purpose. Formally review the plan annually and propose changes to be agreed by the Lambeth Together Care Partnership Board.|
|Enablers are not present||In developing our plan, we have reflected on and agreed the ways we need to work and what conditions we need to succeed. If these enabling factors are not present, this will impact our ability to meet our outcomes.||12||6||Ensure existing working groups are aligned to and delivering on our Enablers. Where our Enablers need dedicated improvement, we will bring together the right people to do this. We will pay attention to the Enablers in the same way we do our outcomes and build oversight of these enablers into our governance and ways of working.|