BMBC Strategic Risk Register

Risk No 001/01d Risk Group Strategic Risk Risk Title Failure of Political Control Instability in Political Control (ie ability to take necessary political decisions) and quality of decisionmaking. Risk Consequences Risk Manager Current Score Target Score Risk Mitigation Action Clear strategic framework and implementation plans to deliver agreed priorities via SCS, LAA and Corporate Plan to minimise potential instability (Shaun Jones); Member working policy to plan and oversee progress (Andrew Frosdick); Review and update of Constitution 09/10 (Andrew Frosdick); Review compliance with Member Development Accreditation (Andrew Frosdick) Develop protocols for operating without overall political control (Andrew Frosdick) Briefings for Opposition Group on key issues Greater clarityof Member / officer roles(PJC) Promote greater awareness of Codes of Conduct for 09/10 for Members and Officers(Andrew Frosdick); Review compliance with Member Development Accreditation (Alan Maher); Take appropriate action in the case of breach.(Andrew Frosdick) Standards Committee to undertake Risk assessment of high risk areas (AF)

Lack of decision making leading to organisational paralysis. Loss or Phil Coppard failure of key policy initiatives. Failure or reduction in quality of service delivery. Failure to agree priority areas and allocation of resources. Failure to set budget. Government intervention. Failure of the new Neighbourhoods Framework

1

2

002/01a

Strategic Risk

Poor standards of Member and Officer Conduct. Breach of Member or Officer Code of Conduct or related inappropriate behaviour. Breakdown of member officer relations.

Lack of robustness/quality of decision making. Legality of decision Andrew making due to bias or challenges to Council decisions nationally Frosdick and locally. Damage to public reputation/image of the Authority. Adverse CAA judgement. Public Interest report by External Auditor. Difficulty in implementing the new Neighbourhoods Framework Displacement of existing local policy priorities. Unanticipated budgetary pressure not included in SFP. Government initiatives in conflict with BMBC interests. Failure to deliver specific services as required by statute. Failure to comply with prescribed statutory requirements as to manner in which services are delivered. Censure by Central Government. Financial Penalties. Claims from Third Parties. Reputational Damage. Andrew Frosdick

1

3

003/01a

Strategic Risk

Failure to conform with Legislation, Regulation or Government Policy Failure to plan adequately for new legislation and Government initiatives.Issues such as failing to meet Equalities and Diversity Guidelines. Health and Safety Act. Local Government Act.Environmental Acts. Planning Statute.

Formalise Horizon Scanning activites (Shaun Jones); Plan implementation of compliance with new Laws and Regs and Legislation (Shaun Jones) 1 3

004/01

Strategic Risk

Failure to implement New Technology solutions within BMBC Lack of horizon scanning of technological advances that could aid/hinder staff in service delivery. IT Systems do no support council activity. Change Management regarding Bull/ICT Partnership Stage II.

Impact on technical architecture and infrastructure within BMBC and Ken Rutt partnering organisations. Failure of systems leading to breakdown in service delivery and communications and transforming services. Impact on partners suppliers contractors. New initiatives/projects change management. Failure to deliver efficiency savings and meet IEG targets. Additional costs and loss of personal details linked to IT systems. Non adherence to CoCo.

2

5

Keeping abreast of developments in new technology09/10 (Ken Rutt); Identify consortium of other Local Authorities that could seek protection as a group (Ken Rutt); Future Proof Partnership Agreement (Ken Rutt); Develop Phase 2 of Partnership with Bull TCL (Ken Rutt); Improve project management procedures and skills on new initiatives.(Ken Rutt); Scope change requirements and identify wider impact at earlier stage.(Ken Rutt); Greater focus on service delivery requirements (Ken Rutt); Develop IT Resilience Plan (BMBC) (Ken Rutt); Develop IT Resilience Plan (BULL) (Ken Rutt); Develop IT Resilience Plan (TCL) (Ken Rutt) Establish Innovation and Challenge Group. SMT formal review of learning and action plans - post incidents. (Shaun Jones); H and S to be included as quarterly item on SMT work programme (Doug Cartwright); Fatal Accident Protocol being rolled out (exemplar for LGA) (Julia Bell); CEX briefings with Head of H-S (Julia Bell) Action Plan for improving fleet risk (Darren Richardson) Action Plan for improving grey fleet risk (Julia Bell) Ensure responsibilities as Social Landlord are discharged (Steve Jagger) Ensure Statutory Food Standard requirements are met (Ken Eastwood) Assess impact of Pitt Review and proposed Flood and Water Management Bill (Also relates to risks 6 and 12) The starting point is to ensure the LDF is the spatial expression of the Sustainable Community Strategy. This will be achieved through the LDF Core Strategy and subsequent Development Plan Documents. The Council will also carry out its leading role through the Sustainability Partnership of the LSP. This will ensure delivery of NI 186 (Reduction of CO2 emissions across the Borough) and NI 188 Adapting to Climate Change. Coordinated Action Plans across the Council will be created to deliver this. (S Moralee) Also there is a performance clinic meeting in September to monitor progress against NI 186 and NI 188. (S Moralee) Exploiting synergies between tackling climate change and disadvantage, for example using energy efficiency improvements in homes to reduce fuel poverty and mitigate the effects of rising fuel prices for those on low incomes.(Steve Jagger); Working with energy service supply companies to develop innovative mechanisms to improve energy efficiency in housing, for example through council tax rebate schemes.(Steve Jagger); Extend the criteria for private sector energy interventions (S Jagger) Bid for ERDF resources for private housing stock (S Jagger) Implementation of Sustainable Communities Strategy. (Phil Coppard); Ensure a coordinated approach with partners to reduce carbon emissions (Ann Gosse); Supporting environmental partnership and providing a leadership role for reducing CO2 emissions (Stephen Moralee); Initiative to promote Dearne as an exemplar low carbon area (Steve Jagger)

005/01a

Strategic Risk

Failure to manage the Health and Safety of Public and Death or injury resulting in compensation claims. Major delays to Employees capital projects or disruption of service delivery. Prosecution, fines and penalties, litigation or claims for damages arising from Failing to keep workforce and public safe from harm. negligence. Insurance claims costs. Insurance Premium costs. Damage to property. Financial Cost. Bad Publicity. Loss of Confidence in the Council.Exposure to Corporate Manslaughter prosecution.

Julia Bell

1

3

006/01a

Strategic Risk

Long term environmental and economic effects of climate change. Local authorities have a key role in leading their communities to tackle climate change. The Local Government White Paper published in October 2006 explores the role that all local authorities can play in tackling climate change, reinforced by the Local Government - Public Invovement in Health Act 2007. The Council and its partners also has a carbon emissions target in the LAA.

Censure by central Government. Detrimental quality of life for stakeholders. Less attractive community. Long term issues for future generations. Failure to manage Carbon Reduction Commitments leading to additional costs in region of £500K, possible fines and jail sentances

Ann Gosse

1

2

1

Steve Pick/ skilling jobs. Review AGS question set . Failure to maximise any external Grants or funding oppotunities. Finance Directorate will have to reconsider budgets for affected departments. leading to challenge to Council decisions (locally/nationally). medical procedures carried out by employees and consider how to provide imdemnity 009/01b Mutual Risk Not maintaining statutory. Review budget provision for annual maintenance 09/10 (Steve Pick) Review budget provision for annual maintenance 10/11. loss of skill. Continuing to ensure spending is allocated to appropriate areas (Steve Pick). based on MTFS . adverse External Audit report (Annual Audit and Inspection Letter). Loss or inneficiency arising from the failure to manage Loss of use of asset (e. adverse effect on Council reserves falling below minimum working balance levels. wasted Cartwright resources. Review annually (Rob Winter) 017/01 Mutual Risk Breakdown in Corporate Governance Arrangements 019/01 Mutual Risk Breach of internal control arrangements leading to financial loss. loss of income. draft report recieved. H . contractors. IEG targets not met. Annual SFP process requests grant fallout details service by service (09/10) (Frances Foster). Breaches irregularities etc.BMBC Strategic Risk Register Risk No 007/01b Risk Group Strategic Risk Risk Title Failure to have Financial Control in respect of external funding issues External funding issues such as Benefits. This includes both Rising Tide eventspandemics etc and Big Bang events-bombs. Further develop links with outside agencies (Andrew Frosdick). 2 5 1 1 Improve project management skills on new initiatives (Ken Rutt). Scope change requirements/wider impact at earlier stage (Ken Rutt). Lack of proper engagement with stakeholders. duplicated efforts. Testing of Recovery Plans (Doug Cartwright). General detrimental damage on Authority. failure to deliver efficiency savings (eg workstyle). Loss of suppliers. Kate Roe / Shaun Jones / Bob Williams / Andrew Frosdick / Diane Tweedie 1 2 Develop a comprehensive framework to respond to the Duty to Involve. ERDF. consult and engage (Kate Roe / Shaun Jones / Joe Micheli) Develop a more systematic approach via the work of CCCIG to receive. at the right level. Poor planning will result in a poor Doug response to the event.completed as part of 2008/09 AGS. District Audit review of ZBAR. training needs to cover skills gaps. significant overspend.statutory responsibility as a Category 1 responder under the Civil Contingencies Act 2004. Objective One. covering inform. Failure of the new Neighbourhoods Framework Failure to communicate effectively with community/stakeholders. Costs to Council regarding Recovery Phase. Unplanned. particularly new initiatives (eg Current systems not sufficiently robust. Corporate Capacity Review. Increase in potential liabilities arising from exclusion in insurance cover relating to medical procedures carried out by employees Production of Balanced budget is a legal requirement Steve Pick 1 2 Review level of Balances / Reserves within the council's S & F P process during 09/10 (Steve Pick). impact on and reputation. Andrew loss of income. capacity or functionality required. explosions etc. evaluate and respond to customer intelligence and consultation activities (Kate Roe / Shaun Jones) Programme of mystery shopping and focus groups to help understand customer experience and reputation (Kate Roe / Shaun Jones) Review of Community Engagement Strategy (Joe Micheli) Third Sector Review Project (Joe Micheli) Review of complaints procedures (Derrick Taylor) Communications Strategy (Bob Williams) Specific Action for One Barnsley Continual review and update of BIA registers (Doug Cartwright). ICT Systems do not support council activity Failure of ICT systems leading to breakdown in service delivery and Ken Rutt communications. Delivery of timely efficiency savings 09/10(Phil Coppard). property and other assets. 1 2 Active monitoring of impacts against existing BCPs (Doug Cartwright). Non ability to explain Councils position/public relations. Adverse CPA impact. Implications of DDA 1995. YF.outsourcing. Project planning procedures (Ken Rutt). Imapct on community in general. Ongoing work undertaken by Grants Review Team . SMT considering process and delivery options (Phil Coppard). de. Asset Management Plan (VFM) maintained to appropriate standards. Loss of life. or addressing over control (risk aversion). Develop Phase 2 of Partnership (Ken Rutt) Additional awareness and training from staff and members (Andrew Frosdick). Risk Manager Steve Pick Current Score Target Score Risk Mitigation Action Annual Review of AGS arrangements / Compliance / Assurance checks 09/10 (Steve Pick). S151 Officer. additional costs. Loss of Head of Paid Service. 1 2 1 2 Continue to review and develop the Asset Management Plan 09/10 (Steve Pick). Failure to ensure effective processes and service delivery. Monthly monitoring of FSM-s (Frances Foster) 1 2 008/01a Mutual Risk Failure to Achieve a Balanced Budget Failure to produce a deliverable and sustainable balanced budget which allows the successful delivery of priorities. Valuation issues (Balance Assets and Property of the Authority not managed or Sheet). Ensure Services Resilience Plans take into account outcomes of ZBAR (Doug Cartwright). Seek agreement from Members regarding Council Tax increases 09/10 (Steve Pick) Develop a range of potential options to enable the Authority to plan for future public spending scenarios (Steve Pick) Establish extent of. SRB6 Risk Consequences Benefits process must work within strict guidelines. Community Buildings Review (Derrick Taylor). Develop IT Disaster Recovery Plan in liasion with Partners (Ken Rutt). Action plan monitored through Audit Committee (S Pick) 011/01c Strategic Risk Failure to engage and communicate effectively with stakeholders Loss of confidence in Council's ability to deliver services or respond to problems. regulatory or managerial responsibilities. Testing and evaluation of Resilience Plans and BCPs 09/10 (Doug Cartwright). particularly for sections or depts that rely on external funding. fraudulent claims. Breach of Officer/Member Code of Conduct within Statutory roles . Maintenance implications. budget overspend. Seek agreement from Members on Annual MTFS 09/10 (Frances Foster). Effect upon Phil Coppard governance arrangements. Lack of community support which prevents/hinders improvement or effective implementation of change. Employee retention problems. Failure to maintain net spending within overall budget aopprovals.Monitoring Officer. Effect upon RM – ability to maintain controls. public confidence in service/damage to credibility/adverse publicity. Loss of property. Greater focus on service delivery requirements (Ken Rutt). Government intervention. Failure to spend on the right priorities. Non achivement of Balanced Budget.Identification of ongoing inflationary items 09/10 (Frances Foster). Grants etc.acting as a controlling mind (09/10) (Frances Foster). Continual review of BCPs to ensure they mirror current corporate structures (Doug Cartwright) Assess impact of Pitt Review and proposed Flood and Water Management Bill (Also relates to risks 6 and 12) 012/01 Strategic Risk Failure to plan for and manage the occurrence of an Emergency Event 015/01a Mutual Risk BMBC has specific. Impact upon BCPs. Audit plan for corporate governance delivered (Rob Winter).consequence of fire damage). and risk associated with.S issues.Service Delivery options . leading to public dissatisfaction. . Impact on service delivery/Council policies.g. Impact on service BCPs. Linking BIA Registers to Service Risk Registers (Doug Cartwright). impact on partners. Monitoring of key Risk Indicators to inform Management of Trigger events (Rob Winter). Loss of Steve Pick assets and property income from leased/rented assets. and at the right time. 2 . or do not have SAP/CIS/Hyperwave).negative publicity. Ongoing update and review of assumptions. final to go to Audit Committeee November 09. Frosdick Financial impropriety or maladministration.

No focus or direction within Partnership. a new risk consequence is that the Authority will in effect have more/new assets. Retention of staff becomes problematic. Impact upon financial position of the Council. Treatment. Impact on MTFS and other remaking Barnsley projects. Considerable inconvenience to the public and if sustained a resultant potential health problem. (The key Remaking Barnsley project) Lack of overall control regarding Remaking agenda leading to Ann Gosse disillusionment amongst stakeholders. Ensure risk register is fit for purpose and review 08/09 (Edna Sutton). Liaison with Funders 09/10 (Ann Gosse). Employment of joint funded Retail Project Manager (CW). rising absenteeism. Skills gaps. Consider exit strategy within partnership agreements (Ken Rutt) Continued and early identification of financial position (Ken Rutt) Establish Client Steering Group 027/01 Mutual Risk Delivery of Waste Management and the Waste Management PFI project- Without the benefit of a long term contract and the cost efficiencies Ann Gosse that generates.no assurance as to Governance arrangements. failure to build the right buildings. Issue Partnership Risk Management guidance . BT or another competitor could sieze missed opportunity. Non implementation of new technology to update existing unreliable infrastructure. Collateral damage. Inclusion of Partnerships Risks in appropriate risk register (Rob Winter). Transfer station and composting (Ann Gosse). conflict and problems unrelated to the program could manifest. Challenge from either Govt Regulator or issues via procurement. the programme becoming uncontrolled in terms of costs or timing. Develop Contribution and Competency Framework (Julia Bell). Undertake periodic review of One Barnsley Framework (Andrew Frosdick). Financial burden on council increasing in 2009. Reinvigorate and update project Risk Register (CW) Regular review of Project Risk Register 09/10 (CW) Lobby Government to ensure effects of economic downturn do not impact upon project (Ann Gosse) Failure to Retain / Recruit / Maintain / Build Morale and Unable to deliver services effectively. through a joint risk register (Rob Winter).still being developed (50% complete) (Rob Winter). Potential for mistakes to be made. with commencement of BSFprogramme in 2009. Possibility of Government Challenge or censure. Phil Coppard 1 1 024/01a Mutual Risk Impact of the BSF programme on BMBC. Around £180M investment in project. Develop Well Being Programme (Doug Cartwright) Employee Survey communications and action plan Investors in People Build morale of workforce Specific action around developing internal communications to Improve internal communications (Bob Williams) Regular reports to Cabinet 09/10 (Chris Wyatt). Household and Commercial Waste uncollected and left stored at premises and accumulating. Scope form of contractual arrangements for diversion of kitchen waste to meet the overall 50% recycling commitment within OBC (Ann Gosse) Ensure Partners do not withdraw from project at contract break points (14/12/09) Ensure periodic reports are sent to Cabinet (Andrew Frosdick). Lead officers to prepare an annual report for each partnership (Andrew Frosdick). Use of new and possibly untested technology. Ensure Partner risks are identified and managed approprity. property/knowledge.No controlling mind. 1 4 Progress evaluation and procurement through Competitive Dialogue of a 25 year disposal contract (Ann Gosse). (Edna Sutton) Completion of financial closure of phase 2 and phase 3 (Edna Sutton). Adverse CAA Area Assessment 2009. Failure of partnerships will have financial impact in terms of wasted time/costs and potential fire fighting to ensure objectives are still delivered. Surveying of existing infrastructure (Ken Rutt). failure to achieve the required approvals. Review AGS to strengthen Partnership questions (Rob Winter). Loss of intellectual efficiently.BMBC as lead authority makes reputational risks greater for BMBC than partnering authorities. Not achieving the desired outcomes and aspirations of the Edna Sutton Remaking Learning programmes. extensive costs for treatment and disposal would be incurred without a centralised transfer station. Landfill. 1 2 023/01b Mutual Risk Impact of Markets Project on BMBC Ineffective or delayed redevelopment of the existing Market. Develop role of partnership lead officers to include assessment and evaluation questionnaire (Andrew Frosdick). Failure of new Neighbourhoods Framework Andrew Frosdick 1 2 3 . Ensure linkages between relelvant partnerships and SDPs (Andrew Frosdick). Effects on Town Centre generally. Lobby Government to ensure effects of economic downturn do not impact upon project (Edna Sutton) 1 2 026/01 Strategic Risk Failure of Digital Region Project 2 5 Market Testing re demand (Ken Rutt). Falling quality and volume of the service Failure of Authority to function effectively and being delivered to public. and therefore have increased costs in terms of maintaining these properties. Could be lack of demand from Service Providers and Residential and Business Users (revenue). Additional costs of temporary Julia Bell productivity of Workforce outsourcing or recruitment of interim staff. Overall these risks concern the effects the overall scheme may have on public perception and the delivery of educational services (see existing Project Register). Wasted investment from external funders and partnering SY Authorities. Employee Relations Forum with Unions (Julia Bell). Fortnightly Partner Meetings 09/10 (Carol Cooper-Smith).BMBC Strategic Risk Register Risk No 020/01 Risk Group Mutual Risk Risk Title Risk Consequences Risk Manager Current Score Target Score Risk Mitigation Action Emphasise positive side of Public Sector employment (Julia Bell). and collateral problems unrelated to the aims of the programme itself. Ensure effective performance management arrangements in place to deliver LAA in line with statutory requirements (Shaun Jones) Ensure the revised LSP themed Partnerships are more focused in delivery of LAA priorities (Andrew Frosdick/Shaun Jones) 028/01b Mutual Risk Failure of partnership working to deliver necessary outcomes. The Compulsory Purchases have been done. Regular review of project. Conservative Business Modelling (Ken Rutt). risks and effectiveness of controls. Progress and finalise interim (7 year) contractual arrangements for HWRC.

(Edna Sutton). New questionnaire sent to all ADs. Ensure a proactive response and programme management. training. Implementation of Carbon Management Programme (Ann Gosse). Police involvement / criminal investigation. Ann Gosse 1 1 031/01a Strategic Risk Failure to implement sustainable activity. Possible inequalities leading to recruitment and retention issues. Litigation. Appeals have been heard. Regular inspection activity triggered under CAA if assessment not positive. Greater understanding of minority interests through an identification of communities of interest as well as geography (Shaun Jones). property and other assets. Communication with staff / affected staff. stakeholders. further ongoing review for 2009/10 onwards (Rob Winter) Councils environmental procurement policy to be updated. Ensure ongoing proactive dialogue with Audit Commission and other regulators on a 'no surprises' basis (Shaun Jones). stakeholders. 1 2 033/01 Strategic Risk Implementation of Job Evaluation. Financial Budget Financial / loss. CAA will act as umbrella assessment going forward for others to feed into triggering inspections on a risk basis. Poor decision making. Julia Bell 1 1 Steve Pick 1 4 Implementation of the Fraud Risk Action Plan Revised action plan being developed after self assessment against revised CIPFA guidance (Rob Winter). Intervention by DCSF. Ombudsman intervention. Failure to meet quality of life aspirations of the Boroughs inhabitants. (Alan White). Potential adverse Annual Performance Rating. Phil Coppard Special Measures precautions. Will be analysed to update "hot spots" and future IA coverage and guidance. Fraudulent claims and other financial impropriety. Failure to meet government standards and targets under its green policies. in terms of follow-up to the first round of CAA assessments (Shaun Jones) Scrutiny closer focus on customer engagement (Shaun Jones). within and outside of the Council. 2 5 036/01a Strategic Risk Failure to acheive LAA Targets Loss of engagement by community. 1 3 4 . Implementation of Sustainable Community Strategy objectives (Phil Coppard). Dissatisfied staff. views and a lack of satisfaction. Long term issues regarding poor data quality in terms of long term contracts and awards. (S Moralee) Reduction of carbon emissions and further improvements in energy conservation. External Audit Public interest Report. reputational damage. Establishment of new Partnership Performance Clinic within the LSP (Shaun Jones/Andrew Frosdick). Appeals procedure diverting HR staff time. Poor quality of information for management and external parties Shaun Jones (Partners. intervention by Inspectors. (Ann Gosse). 034/01a Mutual Risk Occurence of Fraud and Corruption . Negotiation and agreement of plans with schools with an emphasis on English and mathematics at Key Stage 4 and further securing gains made at KS2 including recruitment and support of teachers (Edna Sutton). Introducing Sustainable Code for Homes for new builds (Stephen Moralee). risk. Potential impact on service delivery. Adverse impact on Corporate Assessment. sharing of good practice etc (Shaun Jones) Develop more robust shared data quality arrangements with partners (Shaun Jones/Andrew Frosdick) Ensure that the learning and recommendations from Directorate based data quality audit activit is taken forward (Shaun Jones) Data Quality questions included in 2008/09 AGS. Implementation of Training and Awareness packages in 09/10 (Rob Winter) Corporate performance monitoring via LPRP (Shaun Jones). Ensuring plans and strategies pay full attention to the needs of the different equalities groups. Loss of confidence by community with Council. governance and data quality issues. Consider mandatory roll out of Electronic Payslips (Frances Foster). with a very small number related to schools to be completed in the new autumn school term. Environmental Agency intervention. Phil Coppard / Increased level of complaints. Poor performance management monitoring. Adverse critisism from Public. compensation claims. BSF and Primary Strategy for change programmes (Edna Sutton) Ensure systematic approach to the embedding of data quality across the Authority via audit activity. Potential pressure from DCSF for Closure of Schools or transfer to Trust status. Failure to meet designated indicators to detail how well BMBC is delivering its objectives to stakeholders in a variety of areas. Further consultation with schools through Partnership meetings on ways of ensuring additional improvements (Edna Sutton). including boys and children with learning difficulties and disabilities (Edna Sutton). Adverse CAA assessment and resulting inspection/government support and intervention. Adverse Martin Farran perceptions. Damage to reputation through poor performance in published Edna Sutton league tables compared to the national average. Dissemination of effective strategies through subject leader networks and school to school partnerships (Edna Sutton). Strong approach to self assessment and self evaluation to embed a continous cycle of challenge and improvement to minimise need for external inspection and regulation (Shaun Jones). Reputational damage from press. Continue work of the LA National Strategies teams and National Challenge Advisers to provide support to schools (Edna Sutton). lossconsequences of income. Censure by central Government. Discrepancies regarding data on number of births and effects upon school rolls. and Inspectors). recruitment .BMBC Strategic Risk Register Risk No 029/01a Risk Group Strategic Risk Risk Title Educational Attainment targets Risk Consequences Risk Manager Current Score Target Score Risk Mitigation Action Implementation of allocation of funds through National Strategies to support National Challenge. Initiative to promote Dearne as an exemplar low carbon area (Steve Jagger) [ Link to risk 06] The Job Evaluation exercise has now been implemented. A cabinet report is to be submitted to close the project. Staff awarneess will be raised through the groups that support the Sustainability Partnership (S Moralee) See long term Environment and Economical effects of Climate Change box.retention issues. Implications for a wide range of audit. Impact on LAA and CAA. Linking designated and non designated PIs to SDPs as part of an embedded approach to Service and Financial Planning of the LAA (Shaun Jones) Ensuring a strong focus between work at corporate level and neighbourhood level to help ensure delivery of LAA targets (Shaun Jones/Kate Roe) 035/01a Strategic Risk Adverse external Inspection finding Poor CAA Scoring. 2 3 030/01b Strategic Risk Standard of Data Quality. partners. Adverse Edna Sutton / publicity. Remaking Learning. low morale.

Service Delivery not aligned to requirements To be allocated 1 2 39 New risk Strategic Risk 40 Mutual New Risk Risk Failure to safeguard Vulnerable Adults Harm to vulnerable adults. systems leading to a failure to protect employees and vunerable children and adults. Legal action and financial penalties. more complaints. Impact on LAA. Project risk registers not on corportate system To be allocated To be allocated 41 Mutual New Risk Risk Project Management Inconsistent approach to. Development of ContactPoint Database within Authority (CYPF Leading) (Edna Sutton). 5 . CAF. or poor quality of. Loss Ken Rutt of reputation. Changing Demographic The effects of changes in. Robust review of tribunal and ombudsman judgements relating to safeguarding (Andrew Frosdick). Legal action and financial penalties. Deliver the parenting and family support strategy (Edna Sutton) CIGG Action Plan for improved information governance. (Ken Rutt) Achieve Government Connects standards for transfer of data (Ken Rutt) Ensure schools comply with policy and procedure (Ken Rutt) To be allocated 1 1 038/01a Mutual Failure to safeguard information assets of the Authority. Compliance with CoCo requirements . or the profile of the population Budgetary pressures. and category 5 and 6 risks ( green). (Ken Rutt). followed by category 3 and 4 risks (amber). Chief Executive and Directors of children-s and adults services prosecuted. Chief allocated Executive and Director of Adults Social Services prosecuted. Category 1 and 2 risks(red) are the most significant risks.BMBC Strategic Risk Register Risk No 037/01a Risk Group Mutual Risk Risk Title Failure to safeguard Service Users Risk Consequences Harm to individuals: children or vulnerable adults Increased dissatisfaction and damage to reputation of Council. All agencies required to submit audit data to Safeguarding Board. Monitoring of LAA targets . Risk Manager Phil Coppard Current Score Target Score Risk Mitigation Action Monitoring of complaints/reputational impacts upon BMBC (Shaun Jones / Kate Roe). Actively promote and implement the Safeguarding Children Board’s business plan (Edna Sutton). Projects not deliered on time and to budget. Ensure appropriate thresholds operating between services (Edna Sutton). Increased scrutiny from external agencies. Improve support through integrated wellbeing services at local level to work with all vulnerable young people (Edna Sutton). Increased dissatisfaction and damage to To be reputation of Council. CIS and Solution Focused working training undertaken (Edna Sutton).Welfare working to ensure that safeguarding is well embedded and people are well trained. Detailed analysis re-registrations (Edna Sutton). Loss of personal details linked to ICT use of personal and confidential information. Public reluctance to utilise electronic self-service (to The risk associated with not adequately controlling the reduce total operating costs). (Edna Sutton). Improve support to children and young people at risk of harm at home through delivery of reshaping social care (Edna Sutton). Right outcomes not achieved. Increased scrutiny from external agencies. Loss of public confidence in Council. AED Safeguarding . more complaints. ICO financial penalties. (Edna Sutton).Impact on LAA. project management Ensure all project managers are PRINCE 2 accredited PRINCE 2 training to be provided Ensure projects objectives are clearly identified from outset Annex 1 Category Scoring Matrix VH H 5 5 5 6 6 VL 3 4 5 5 6 L 2 2 4 5 5 M IMPACT 1 1 2 3 5 H 1 1 1 2 5 VH PROBABILITY M L VL The category score is calculated by plotting the probability score and the highest Impact score for each risk as shown on the Probability Impact Grid (PIG) above The category assigned to the risk will be 1 – 6 based on the traffic light colour system.in order to demonstrate the Authority's Safeguarding abilities (Shaun Jones).Government protocol re: secure communications channels.

Sign up to vote on this title
UsefulNot useful