Corporate Risk Register

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1


Worcester City Council

Corporate Risk Register

2012/13


































Title


Corporate Risk Register

Status


Draft

Document Version

Version
11

Author


Hannah Cooke

Sponsor

Julie Slatter

Owner

Hannah Cooke

Approved by


Approved date


Review frequency

Quarterly

Next Review:


Version History

Version

Date

Description

V1

16/12/2011

Initial Draft

V2

03/01/2012

Amended based on
CMT comments

V3

05/03/2012

Amended following
Audit Committee

V4

17/07/2012

Amendment following
Zurich workshop

V5

03/08/2012

Amendments to draft

V6

05/09/12

Amendments to draft
based on service risk
register

V7

14/09/2012

Additions made to
Risk Rating and MAP

V8

08/11/12

Additions made to
SWDP risks

V9

12/11/12

Amendments made
to risks

V10

21/11/2012

Amendments
following
CMT

V11

07/12/2012

Amendments from
consultees

V12

07/01/2012

Amendment to SWDP
risk following decision


2


Risk Management


Guidance


Risk management is about managing the barriers to achieving our business objectives. The risks included in the Corporate Ris
k Register have been identified
as risks that potentially affect the whole organisation and have severe implications or consequence
s if action is not taken. These risks can be; political,
economic, social, technological, legislative/regulatory, environmental, competitive or customer based risks and are deemed si
gnificant enough to warrant
consideration by the Corporate Management Tea
m and Members.


As a Corporate Risk Register, this register will only include risks that have an initial score of the following; A1


A4, B1
-

B3, C1
-

C3 or D1
-

D2. This is
illustrated in the Risk Profile Template below, and is represented by the
grey
shaded

boxes.


As these risks are positioned above the tolerance line i.e. are in the amber or red boxes and therefore categorised as signif
icant or high risks, they will also
require a Management Action Plan. The Management Action Plan should set out h
ow the organisation intends to reduce the severity of the risk and mitigate
the potential consequences. Risk owners will be required to score the risk initially based no action taken, designate a targ
et score i.e. what do we hope
management of the risk wi
ll bring the score to and finally a revised score which takes account of planned mitigation. The Action Plan should also det
ail the
planned actions that will be taken to manage the risk and note what success looks like for the individual risk.



Risk Profile Template




























Description

Example detail description

A
-

High

Almost certain, is expected to occur in most circumstances.
Greater than 80% chance.

B
-

Significant

Likely, will probably occur in most circumstances. 50%
-
80%
chance.

C
-

Medium

Possible, might occur at some time. 20%
-
50% chance.

D
-

Low

Unlikely, but could occur at some time. Less than 20%
chance.

Description

Example detail description

1
-

High

Service unable to be delivered

2
-

Significant

Material effect on resources and disruption of service delivery

3
-

Medium

Could be contained within
resources and service delivery

4
-

Low

Hardly noticeable


very minor effect on organisation

B
4

B3

B2

B1

Mea
sures of likelihood

Measures of
impact

A4

A3

A2

A1

B4

B3

B2

B1

C4

C3

C2

C1

D4

D3

D2

D1

A

B

C

D

4

3

2

1


3



Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out

CR1.


Local Government Resource
Review:

Increasing pressure on local
authority resources and
its
ability to manage these
resources.


There is a need to balance the
budget and put together a
coherent Medium Term
Financial Strategy which
addresses changes to Council
Tax, National Non
-
Domestic
Rates, Income/Cost Pressures
and the volatility of local
government funding.





Do not achieve
a balanced budget



Decline in
services



Reputational
risk



Damage to
staff morale



In the
extreme, situation calls for
external intervention

A1

A3

A3



Budget challenge
conducted to be supported by
budget consultation



Use
of service
improvement plans alongside
review of corporate plan to
prioritise work



Strategic
programme board to prioritise
projects



Prioritisation of
activity



Shared service
savings



Pooling of
business rates



Development of
commissioning approach



Council T
ax
support scheme adopted with
further review in 2014/15



Shared services
required to meet 15%
reductions



Implementation of
Carbon management Plan



Development of
Customer Access Channel Plan;
exploring options for web and
self service


The authority is able

to meet
the medium term financial
strategy and make efficiency
savings that do not
undermine service provision.

Nov 2012


budget shaping


12/2013
-
local
government
finance
settlement


19/02/2013


Council
approves MTFS
and 2013/14
budget





Lesley
Meagher

CR2.

Long term place
-
shaping
versus short term solutions

There is a risk that the short
term demands on the authority
will hinder the ability of the
council to implement long term
place
-
shaping vision.


Risk that short term decision
making will take precedence
over seizing long term
opportunities.


Lack of clarity of long term
place shaping vision.






Abortive work



Inappropriate
decisions made on staff
resources



Lack of
sustainability



Growing gap in
the

ability to meet local need



Lack of focus
and communication of long
term vision/purpose



Conflicting
short term solutions

A2

B4

B4



Implement wider
collaborative working to reduce
costs and improve service
delivery



Work with public
sector partners to make
better
use of public buildings and
assets



Establish a
commissioning framework



Leadership
development (to include all
members and officers)



Adopt;
SWDP/Local Plan,
Worcestershire Housing
Strategy, Single Sustainable
Adoption Strategy, City Centre
Masterpla
n, Worcester
Economic Prosperity Strategy

Clear place
-
shaping vision
for Worcester City

leadership
training


ongoing


2013


commissioning
framework
finalised


2013


performance
management
system
implemented


Duncan
Sharkey


4


Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out



Implement a new
system to improve the way we
manage performance



Working with
partners


CR3.

Customer
expectations/satisfaction

Customers have increasing
expectations of their local
council. There is the potential
that recent legislation such as
the Localism Act has the
potential to
raise customer
expectation of councils to
deliver local initiatives that are
beyond their resources or
remit.


There is the potential for
disconnect between
expectation and what the local
authority is able to deliver to
local communities.


As an effect
of the recession,
the hub has seen an increase in
the number of customers who
require assistance and
requiring face
-
to
-
face contact
with an advisor.







The council will
not be able to deliver what it
has committed to delivering



Implications on
cost/benefi
t of services



Increased
number of complaints



Lower levels of
satisfaction



Failure demand

B1

B3

C3



Review complaints
system and policy



Develop
communications strategy



Member
engagement with constituents



Adopting
transparent processes



Review and
refresh
community
engagement strategy approach



Customer
satisfaction surveys at service
level



Implementation of
Customer Access Channel Plan,
including exploration of web
and self service options.


Residents feel informed and
satisfied with the local
initiatives t
hat are provided
by the Council. there is on
going dialogue and
consultation with residents
to ensure service delivery is
tailored to the local
community’s needs.


Effective, reduced cost
procedures implemented for
all service contact.

Viewpoint


annual

results


2013


communications
strategy
approved


Carol Brown

CR4.

Organisational Resources

Post restructure there are
fewer people on the ground but
expectations around delivery
are the same. There is a risk
that the Council doesn’t have
the
capacity/skills to meet the
challenging demands placed
upon it and still deliver
excellent customer focused
services


There is a reliance on
individuals and less resilience
in the organisation. Need
to
develop
a more diverse and fit
for purpose skill set t
o meet


inadequate
focus
on good governance



Reputational
risk



Service failure



Increased
incidence of sickness, stress



Employment
tribunal/legal challenge



Lack of
flexibility for service provision
and improvement



Loss of in
-
house expertise

B3

D4

D4



Continuation of
leadership
training programme



Member
development



Development of
learning/work based training
opportunities for staff
members e.g. project
management, risk
management and performance
management training



Continuation of
staff conferences



Continued
engagement with the
leadership team



High performance
The authority is able to
adapt to meet the demands
placed upon it.


The Counc
il’s workforce has
a diverse skill set and
management capacity to
deliver improvement projects
as well as normal service
delivery.


Positive organisational
change and reinforcement of
the Council’s values.

Dec12


June13


high
performance
workshops run
throughout
organisation


Jan
-

April 2013


Service
Improvement
Plans drafted


100% appraisals
completed


April 2013


6 apprenticeship
Mark Edwards


5


Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out

current demands.


Risk of insufficient
management capacity in
services to deliver the required
improvement projects as
identified in service plans and
corporate plan. Need for
succession planning to be
embedded in the organisation.


The ability of

the leadership
programme to deliver
effective/positive and long
lasting organisational change
which results in getting people
to do things differently.
Opportunity for authority to
change how things are done
and services are delivered.


workshops run throughout
organisation



Renew Service
Improvement Plans



Roll out of
appraisals/competency
framework



Identification of
external support for in
-
house
projects



Improve sickness
policy and management of
sickness/m
onitoring data



Management of
absence



Development of
flexible procurement processes



Issue monitored
by Corporate governance
board



Apprenticeship
scheme and work
-
based
placements

posts


Nov
2012


Sept
2014



CR5.

Welfare Reform Bill

The introduction of universal
credit to replace existing
means
-
tested benefits e.g.
income support, jobseekers
allowance, housing benefit and
tax credits starting in 2013.


The replacement of Social Fund
with a new discretionary
localised scheme. Risk th
at the
revised scheme will have
impacts across the range of
council services e.g. private
sector housing and
homelessness and that this will
require additional resources.


Proposal for Worcester City to
accept delegated authority to
accept the replacement
funding
for the Social Fund previously
administered by the
Department of Works and
Pensions and develop a new
local scheme to be delivered
across South Worcestershire




Increased
numbers of people in areas
of high deprivation



Increased
homelessness



Short
term/knee jerk decision
making



Reputational
risk



Potential
impact on housing market
and economy



Increased
poverty, including child
poverty


A1

A4

A4



South
Worcestershire Group
established to consider
approach and develop action
plan



South
Worcestershire Wi
der
Partnership Group established
to engage and work with
private and voluntary sector
partners



Clear
communication of council role
and responsibilities



Management of
social fund



Worcestershire
council’s developing county
-
wide communications plan



Consultat
ion with
residents on changes



Local Scheme
being developed



Scheme approach
will be discussed with
Wychavon DC & Malvern Hills
DC but final decision will be
made by Worcester City



Recurring agenda
Residents are well informed
of the changes to provision
and impact assessments
have been completed where
appropriate.



Council Tax
Scheme
approved by full
Council on 27
November


Revision to
Council Tax
scheme in
2013/14


Local scheme
needs to be
operational by
1
st

April 2013


Implementation
of new revenues
and benefits
service by Oct
2013

Lesley
Meagher/

Julie Slatter


(Nina
Warrington)


6


Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out

item at South Worcestershire
Group

To be incorporated within

the
Budget papers



Implement
commissioning of revenues and
benefits service

CR6.

Non
-
compliance with
legislation in
Localism Act

New legislation defines powers
and responsibilities afforded to
local authorities.


Provisions alter a number of
processes and arrangements
currently in place e.g.
neighbourhood planning. Risk
that the council will fall behind
implementation

schedule.


There is a need to agree an
organisational approach to
meet the provisions in the Act.
The increased requirements
and duties under Community
Rights and subsequent changes
to associated processes may
extend length of time these
processes take a
nd direct
resource away from other
tasks.


There is also the risk that the
council does not meet the
requirements of the act.


Limited capacity both in
communities to take on service
delivery and limited capacity of
the council to support
communities and

build capacity
at the neighbourhood level.



Legal
challenge/judicial review



Wasted
resources



Legal costs



Delays in
service delivery time



Reputational
risk

A1

C4

C4



Localism register
developed and monitored six
monthly by service managers



Seminars with
members on localism
legislation



Internal
discussions on the revisions to
processes that are required as
a result of the legislation



Report to cabinet
on proposed processes



Introduction of
neighbourhood working
initiatives e.g. cleaner &
greener service te
am



Establish a
commissioning framework



Localism policy
forum



Development of
Areas of Highest Need Project


‘My Happy Place’


with pilots
mainstreamed where proved
successful



Support St. John’s
traders and BID



Learning from
WCT Community Development
Wor
k


A corporate response is
agreed. Legislation is
appropriately incorporated
into existing processes and
arrangements, or where
appropriate new
arrangements made.

Provisions in
effect include:

Assets of
Community
Value


June
2012


Community
Right to
Challenge


June 2012


Community
Infrastructure
Levy


April
2014


Neighbourhood
Planning


November 2011


5
th

Dec 2012


Localism Policy
Forum


Jan 2013


report to cabinet
on agreed
processes

Carol Brown/

Julie Slatter


(Paul
O’Connor,
Anne Bonsor,
David

Sutton,
Mike
Worsnop)

CR7.

Shared Service Governance

The Council is involved in a
number of shared service
arrangements. There is a risk
that shared servicesfail to
deliver against corporate
objectives or are
unable/unwilling to deliver
business
improvements or
budget savings.



Failure /
withdrawal from shared
service



Budget
implications



Reputational
damage



Service quality
and failure



Lack of
A2

C4

C4



Development of
corporate
business strategy



Review by
leadership team of strategic
arrangements



Market testing



Production of
governance report


A mature understanding of
the shared service
arrangements in the
organisation, with
appropriate safeguards in
place.


Shared services
have a clear
vision and objectives, which
are embedded in business
11/2012


budget shaping


03/2013
-

local
government
finance
settlement


19/02/2013


Council
Carol Brown/
Julie Slatter


7


Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out


Governance, monitoring and
scrutiny arrangements fail to
safeguard the council’s service,
policy, resources and
reputation.


Inability to manage shared
service goals and collaborative
working.


Failure to capitalise on shar
ed
services.


opportunity to pursue
commercial alternatives.



Financial
implications


linked to
CR1.



plans and are seen to be
delivering.


Strong focus on performance
and delivery.





approves MT
FS
and 2013/14
budget



CR8.

Transformation and
Improvement Agenda

The authority has committed to
a number of individual projects
and there is a risk that without
prioritisation and appropriate
resource allocation
transformation will not take
place.


Failure to deliver the direction
services need to achieve.


Failure to communicate what
transformation looks like


lack
of a coherent transformation
strategy





The
organisation does not
deliver transformation and
improvement



The council
fails to meet financial
targets and customer
needs.



Customer
satisfaction dec
lines



Don’t deliver
value for money.

B2

C3

D3



Development of
business transformation
strategy



Transformation
and improvement included on
service managers meeting
agenda



Production of
service improvement plans.



Strategic
Programme Board


clear on
projects

and delivery



Regular reporting
on projects in performance
report for PMBS and Cabinet



Budget
review/planning



Development of
value for money performance
indicators



Development of
library of improvement tools
and techniques, with ongoing
development of
tools and
techniques as required



Embed systems
thinking into the approach
taken to achieve business
improvement



Increase members
awareness of project delivery



Development of
effective business planning
within services



Development of
Customer Access Channe
l Plan


exploring options available
through web, self serve etc

The organisation achieves
transformational change and
improvement

Dec 2012


June
2013 High
Performance
Workshops
conducted


Jan


April 2013
development of
Service
Improvement
Plans/Busines
s
Planning


2013


business
transformation
strategy


Six weekly
strategic
programme
board meetings
to discuss
current projects



Lesley
Meagher/Julie
Slatter


8


Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out


CR9.

Job Evaluation

Risk that the job evaluation
scheme is overly prescriptive
and does not meet the
Council’s need.


Risk that the job evaluation is
delayed leading to challenge
and uncertainty within
workforce


proving
detrimental to morale.




Wasted
resource



Reputational

damage



Legal challenge



Detrimental to
staff morale

C1

D3

D3



Project to be re
-
launched following revision to
the scheme in January 2013



Development of
scheme to mitigate the risks
stated



Job evaluation
cited project monitored by
Strategic Programme Board


Project completed within
revised timescale and meets
desired objectives.


Scheme supports the
organisation and its
employees to achieve the
corporate objectives.

January 2013


relaunch of job
evaluation
scheme

Mark Edwards

CR10.

Information Management

Current practice resulting in
inefficient approach to
information management.


Failure to secure sensitive data
which in turn affects business
continuity and ability to carry
out day
-
to
-
day business.


Policy and guidance on data
sharing protocols with part
ners
and other bodies is in need of
updating.






Failure to
secure sensitive data which
in turn affects business
continuity and leaves
council open to fines from
the Information
Commissioner for failing to
put in appropriate practices.



Failure to meet
legal requirements.



High costs
spent on information
storage.



Delivery failure



Time wasted
locating documents.



The council
does not properly share the
information it has meaning
ourselves and others cant
deliver




C1

D4

D4



Review of freedom
of information and data
protection policies



Review of
document retention policy



Publish revised
policies internally and
externally



Review overall
approach to information
governance making sure all
employees understand their
responsibil
ities.



Development of
shareportal to be
organisational repository of
information



Implement
document management
system, to include document
retention and version control



Register of data
sharing protocols.



Development of
toolkits to support officers with
information/data management



Development of
Information management
strategy



Development and
implementation of storage
project

Compliance with FOI, Data
Protection/Security
legislation


Effective information
management processes.


Reduced levels of spend on
information storage


Ease of access to
documents.


No information breaches.


Costs reduced on information
storage

2013


revision
to data
management
policies and
protocols


Julie Slatter

CR11

Health & Safety

Non compliance with legal
requirements of the

Health and
Safety at Work Act 1974 and
subsequent health, safety and
welfare legislation.


Fatality/serious injury or
incident in the workplace


Improvement order issued by
the Inspecting Authority


Reputational damage

B2

B3

D4



Adequate control
measures in place to ensure
controlled/managed safety of
the employees



Requirement to
complete health & safety
assessment, to be uploaded on


Suitable and
sufficient supervision in
place



Protocols
and assessments support
the organisation to
effectively manage
Appointment of
Facilities
Manager


Nov
2012


Quarterly Health
& Safety
Duncan
Sharkey


(Mark
Edwards)


9


Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out

Reduced incentive to improve
the management of health &
safety due to continual
budgetary constraints.
Resources not available to
support effective health and
safe
ty/resources not
appropriately allocated to
significant risks.


The authority has a number of
employees who can be
classified as working on their
own and as ‘lone workers’.
Currently lack of adequate
control measures /supervision
in place to manage safe
ty of
the employee.


The authority has a number of
owned/leased properties which
are required under legislation
to have a full and sufficient fire
risk assessment to be carried
out on site. Risk that a lack of
competence means the
assessments are not carried
out satisfactoril
y.







Prosecution


Poor work culture


Large repair bills


Fire at council owned property


shareportal



Training provided
for staff



Regular updates
provided to Health & Safety
Corporate Board and Personnel
& General Purposes Committee



Referral of
significant health & safety risks
into service risk registers



Health & safety
issues discussed at 1
-
2
-
1s



Appraisal targets



Investment in
facilities manager



Review of health &
safety policies and handbook



Investigate

LGA
health & safety self assessment
toolkit



New fire risk
procedure and training of
nominated staff


health and safety



Ownership
of healt
h & safety risks at
management level


Corporate Board
meetings

CR12

SWDP


The SW Local Plan is
considered unsound as a result
of the Government’s
failure to
revoke the West Midlands
Regional Strategy.




Lack of
investment in infrastructure



Increase in
number of planning appeals
and cost



Cost
implications



Damage to the
economic prosperity of the
area

B2



















C3

D2





















Leaders & CEOs
regularly briefed



Regular all
member briefings in all 3
councils



SWJAP


regular
meetings on progress and
issues



Group briefings in
all 3 councils



Parish councils
kept informed in all 3 councils



Engagement with
all members in relation
to
alternative proposals and
associated risks



Officer response
made to the CPG report



Letter from the
Approval granted

by
Worcester and Malvern Hills
on 10.12.2012 and
Wychavon on 18.12.2012
.


The West Midlands Regional
Strategy is revoked.


Consultation underway with
possibility of revocation by
mid
-
2013

10
th

December
2012


meeting
to decide
whether
approval will be
granted



Anne Bonsor


10


Risk
number

Risk

Risk Consequence

Original

Score

Control
Score

Target
Score

Planned Mitigation Actions

Mitigation Success
Factor

Key Dates

Risk Owner

[risk
number/ risk
reference]

Description of the risk or opportunity should
include the reason for the risk and
context/background behind the risk

Consequence of the risk e.g. effect on
service, provision, people, money,
reputation
etc.

Risk score
without
management

Risk score
if action is
taken

Risk score
with
mitigating
internal
controls in
place

Description of actions that will be taken to manage
the risk down to its target score

Description of the desired
outcome/what
will success look like?

Dates for
implementation


Milestones/deadlines

Name of the person
responsible for this
risk and actions
being carried out











Leaders of 4 councils to CLG



Seek counsel
advice on the issue



CR13

Worcester Swimming Pool
Development


The
financial viability of
development.



Project may
not go ahead



Sansome Walk
and Perdiswell sites are
maintained in such event
costs involved in keeping
the site operational.



Reputational
risk



Place
-
based
risk



Unmet
customer need



Poor value for
money
delivery

A1

B3

D4



Detailed business
case and financial management
options are developed for both
its operation and management



A full financial and
market assessment is
undertaken related to the
capital costs of building the
new facility with options
iden
tified for reducing the size
and extent of the facilities to be
provided



Early discussions
to take place with potential
Leisure operators to determine
their commercial views related
to the mix, quality and size of
facilities to be provided



There is a nee
d to
value engineer the project for it
to be affordable to the Council



Explore all options
from council tax referendum



Full funding
assessment



Overall look at
leisure provision through the
Strategic Programme Board

Financial investment is
secured to enable

the
redevelopment to take place.

Draft report
presentation to
be given on the
27 November
prior to its
submission.


30/11/12


draft
report received


5/12/12


CMT
to consider draft
report


07/1/13


Portfolio holder
to approve
report


21/01/13


CMT
approve final
report subject to
planning
approval


24/01/13


Planning
Committee
determine the
outline planning
application


12/02/13


cabinet consider
the report


19/01/13


council consider
and approve
report

Mike
Worsnop&
Lesley
Meagher