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					Report To Cabinet                                                   23 February 2010
Portfolio Holder Presenting: Councillor Ms Cherrett,
Cabinet Member for Education, Performance and

Subject:               Optimising use of Civic Campus
Status:                Open
Report Ref:            -
Ward(s):               N/A
Key Decision:          N/A
Key Decision Ref: N/A
Report Of:             Dorcas Bunton
                       01256 845797
                       1 - Case Studies
                       2 - Feasibility Study Risk Assessment
Papers relied on
to produce this


1     This Report

1.1   The purpose of this report is to recommend to Cabinet that a detailed
      feasibility study is carried out to enable a final decision, to be made later in the
      year, on whether the Council should seek to share the campus with another
      tenant. Over the last two or three years various options have been appraised
      as to the potential to relocate the council offices to another site. The campus
      is currently expensive to run and future maintenance costs are estimated to
      be high, the buildings are also inefficient in energy use terms and under
      utilised. However, having looked at different options at a high level it has
      been concluded that to move from this campus does not present the most
      cost effective solution, development potential of the campus is limited. One
      other option would be to look at releasing one of the campus buildings to
      another tenant, preferably one with complementary services.

1.2   An opportunity has arisen that could result in sharing this campus with HCC,
      which is looking to co-locate 300 staff working in the borough onto one site.
      The arguments to look in detail at this option are strong:

             the campus, on the basis of a brief audit, is underutilised

             customers, from survey research, indicate they are happy with the
              current location of the council

             this opportunity provides enormous potential to create flexible service
              provision, improve customer service, fund retro fitting energy efficiency
              solutions and improve overall physical access

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           if nothing is done, over time the campus will require significant sums
            spent on it in terms of maintenance

           relocating the offices is on a high level option appraisal, more costly than
            staying in situ

           development potential of the existing site is limited

           the broad assumptions made so far suggest that possible savings and
            additional income from the proposal could be sufficient to fund the
            anticipated capital costs of the scheme, either from long term borrowing
            or under invest to grow criteria.

2   Recommendation

    It is recommended that Cabinet agrees the following:

    (i)     that a detailed feasibility study is carried out that will include a full cost
            benefit analysis including qualitative and quantitative assessments to
            enable Cabinet to make a final decision during 2010 on whether to go
            ahead with the implementation of the proposal to share the council‟s

    (ii)    that to facilitate the progress of this study a provision of £150,000 is
            made available either from the 2009/10 outturn or from the pension and
            reorganisation reserve with authority to spend delegated to the Portfolio
            Holder in consultation with the Corporate Director and Section 151

    (iii)   that the exemption in using the formal tendering procedures, as
            permitted in standing order for contracts exceeding £25,000, is granted.

                                          2 of 16

Contribution To Council Priorities
This report accords with the Council‟s Budget and Policy Framework
Council Plan Ref 2009-12:           A1, A19
3-Year Action Plan:
Other References:
Contribution To Community Strategy
Community Strategy 2006-16:
                                                                  Some         Significant
             Type                                  significant
                                                                 impacts        impacts
Impacts      Financial                                                             
for          Personnel                                                             
             Legal                                                   
Impacts   Equality and Diversity
on        Rural/Urban
          Crime and Disorder
             Environment and Climate Change                          
Involving Communication/Consultation                                               
Others    Partners                                                                 
Risk Assessment
Number of risks identified:                                              9
Number of risks considered HIGH or Medium:                               6
Strategic:       Already identified on Corporate Risk Register?
                                                                         No         
Operational:     Already identified in Service Plans?
                                                                         No         

Term                                 Definition
BDBC                                 Basingstoke and Deane Borough Council
DDA                                  Disability Discrimination Act
HCC                                  Hampshire County Council
HR                                   Human Resources
ICT                                  Information Communication Technology
PWLB                                 Public Works Loan Board

                                         3 of 16

3     Background

3.1   The majority of council services, members and officers are accommodated on
      the London Road, civic campus site consisting of Deanes, Parklands and
      Goldings buildings. The council‟s property portfolio also contains within
      London Road, the Orchard (occupied by the Voluntary Sector) and the
      Eastlands building (occupied by commercial tenants). Goldings is occupied
      by both BDBC (HR functions) and HCC (Registry Officer) plus other tenants
      and is due shortly to house the jointly run community safety team. Parklands
      is occupied in the main by BDBC with some HCC Highways staff. Deanes is
      occupied mainly by BDBC with some other external occupiers on
      non-commercial arrangements (eg Chamber of Commerce). Deanes also
      houses the political group rooms, the council chamber and public
      meeting/committee rooms, the staff restaurant and the Mayor‟s

3.2   Deanes and Parklands together have a total floor space in the order of 80,000
      sq ft, there is air conditioning in Deanes but not in Parklands, energy
      efficiency is poor and the layout of both buildings provides limited flexibility. A
      quick audit of desk usage showed under utilisation by up to 50% and
      concerns exist over future maintenance costs. In 2006 officers looked at the
      feasibility of relocating the council offices to see if this might present a more
      cost effective option. They concluded that:

             on a 20 year projection, the cost of moving to a similar size new office
              could be approximately double that of staying in situ

             options to “narrow the gap” included a more peripheral location,
              reduced space, co-location with partners, considering cheaper second
              hand space and developing a site ourselves.

3.3   In June 2009, an update to the 2006 considerations was requested by the
      Strategic Management Team. Specifically officers were asked to carry out a
      quick evaluation of costs associated with staying on the campus for the next
      20 years or relocating to the town centre or to a split across two sites, one
      town centre based and one in Basing View. That evaluation concluded it
      would not be cost effective to relocate. The challenges identified included:

             the campus accommodation, although not that flexible, is cheaper in
              comparison to a relocation option

             alternative value of the campus is limited, it is doubtful that there
              would be much development opportunity

             moving to a third party rented building will always be more costly
              owing to the impact of additional rental cost

             building ourselves on council land is a cheaper option but would
              involve high initial outlay and the payback period is likely to go beyond
              20 years

             fit out of any new buildings is likely to be costly

                                         4 of 16
3.4   It should also be noted that there is no apparent drive at this time from
      customers for a different campus location. During December 2008 the council
      undertook some survey work to ask customers about their experiences when
      visiting and contacting the council. 350 people were interviewed in an exit
      survey in Parklands and of those 94% indicated they were happy with the
      location of the offices. Only 1% said they would prefer to use somewhere
      more local to home. In addition 30 people were involved in focus groups to
      explore ways residents accessed services and to assess their future needs.
      Again they found the offices accessible and opening times convenient.

3.5   This work points to the council remaining in situ, and narrows down options for
      optimising use of the campus to finding another office occupier with whom to
      share the buildings.

3.6   Given the outcomes from the above high level options appraisals, and given
      the concerns that still exist regarding the council‟s under utilisation of its
      existing campus, the ongoing maintenance requirements (particularly relating
      to the windows in Deanes and in mechanical and electrical services), and the
      level of storage taking up costly space, other opportunities to rationalise our
      use of space and the cost benefit equation need to be explored. One obvious
      alternative is to become a shared facility and ideally one in which the
      customer experience could be improved by sharing facilities with other like
      service providers (ie other public sector agencies) providing a possible route
      to “one stop shop” service delivery. The possibility of such an opportunity has
      arisen with Hampshire County Council. The county has an agreement in
      principle to explore options to co-locate the 300 employees it has working
      across the borough in many sites to just one site. One option HCC has
      proposed exploring with the borough is to move its employees onto the civic
      campus co-locating county and borough services to the public in one place.

3.7   Officers‟ previous work in looking at how the council might affect a cost
      effective solution to issues associated with the continuing occupancy of this
      campus has been detailed in the previous paragraphs. The opportunity
      presented by the county of working with it towards a shared campus on the
      borough‟s existing office site is now being presented to members for
      agreement in principle to proceed with the project. In particular, this report
      seeks agreement to carry out a comprehensive feasibility study which will
      examine the detailed costs and benefits associated with such a project, which
      will be brought back to members during 2010 for a final decision to proceed or

4     Rationale

4.1   As explained in the background paragraphs above there are limited options
      available to the council to try and get the best use it can from its campus
      buildings. The opportunity presented to the council, in terms of sharing the
      campus with the county services located in the borough, could help us
      achieve savings in relation to our use of these buildings by sharing costs and
      providing a rental income stream, but perhaps more importantly it could
      become a key driver for improving customer service and delivery and
      introducing a significant cultural change into the way this organisation works.

4.2   The desk space usage within the council buildings runs at about 50% at any
      one time, this is due, in part, to attendance at off-site meetings, attendance at
      on-site meetings, some staff working flexibly from home, the nature of some

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      services meaning officers will often be out and about in the borough and
      absences through leave and sickness. Currently desks are allocated on a one
      to one basis for all full-time and most part-time officers. This clearly is not
      effective use of space. Many modern offices now offer employees different
      and more flexible ways of working and have introduced major changes in
      workplace design, IT, document management and telephony support, eg only
      allocating desks to those staff who have to work on site every day, giving
      other employees a choice of working times, environment and space (including
      home working) to suit the task or function and ensuring officers have the most
      effective technology (mobile or otherwise) to do their job.

4.3   From the summary of experiences of organisations who have embraced
      flexible working changes, it can be seen that such approaches have been
      seen to increase efficiency and effectiveness by:

             achieving more with less

             reducing property costs

             using space held to its full capacity

             introducing standardised office layout solutions

             savings on the costs of moving permanent desk arrangements around

             offering choice of different places to work to best suit the task

             flexibility for the future

             facilitating flexible service delivery options

        Additionally giving individuals the ability to choose, within flexible
        parameters, how, when and where they work could also realise the
        following benefits:

             reducing absenteeism

             improving morale and motivating staff

             better work life balance

             giving responsibility to staff for how and where to get work done

             improving productivity and service and customer satisfaction taking
              advantage of new technologies

             recruiting and retaining high calibre staff

4.4   Appendix 1 provides evidence of some of the above benefits through various
      case studies.

4.5   Making better use of the campus and looking at employing new ways of
      working responds well to the aspirations within the efficiency and savings
      strategy and in addition helps position the council for future challenges it may

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5     Proposed feasibility work

5.1   The County is currently involved in several projects with other councils
      exploring opportunities similar to the one described within this report. Given
      these other pressures, HCC is proposing to its Cabinet in January 2010 that
      this project (looking at the feasibility of locating its 300 staff working in the
      borough onto one site including the option of that site being the civic campus)
      be brought back onto its agendas in early summer 2010 with options and
      conclusions coming forward later in 2010.

5.2   This gives the borough council the opportunity to carry out initial feasibility
      work while awaiting HCC input. Detailed work on capacity, storage,
      telephony, new ways of working could progress so that, when the County is in
      a position to work with us on the detailed feasibility, progress from the
      borough‟s viewpoint can be made quickly. It also gives us the opportunity to
      explore what space/building can be released and to assess the lettability of
      that space should the proposed project with HCC not go ahead and we thus
      need to seek an alternative occupier.

5.3   The work carried out so far on whether the proposal to accommodate 800
      employees on this campus through better utilisation of office space, employing
      new ways of working (desk sharing / flexible / mobile / homeworking solutions)
      and better utilisation of technology to support more flexible working methods
      demonstrates that such an approach is achievable

5.4   Initial discussions with HCC have taken place regarding the use of the two
      main buildings, and the proposed starting point is that HCC occupies
      Parklands and BDBC occupies Deanes. As stated previously, members are
      aware that sharing this campus is only one option that HCC is looking at.
      There are, however, benefits in carrying out a detailed feasibility study that
      moves all borough services into Deanes, to see if Parklands can be released
      for another tenant. Ideally in today‟s market, a committed tenant is preferable,
      ie HCC, however if HCC decided against this, the borough could look at
      releasing Parklands to other tenants. Draft layout plans demonstrate that
      such a split is workable provided that this authority embarks upon
      considerable cultural change with regard to the way it works. HCC (or
      a n other) would lease the Parklands building and pay all associated costs.
      Costs relating to altering Deanes to achieve this rationalisation would be the
      responsibility of this authority. Structural changes and refurbishment, detailed
      descriptions and full costings will form part of the detailed feasibility study.

5.5   The detailed feasibility study will require using a mix of internal resources,
      consultancy support including architectural, interior design and costing
      expertise and will include the following:

             background structural/mechanical/environmental studies

             detailed data gathering re desk utilisation and working practices

             detailed assessments of future requirements, including size and
              nature, for reception facilities, meetings rooms, public space, political
              space, and non office uses such as cashiers, server storage, print
              room accommodation, restaurant, members accommodation and
              mayoral space provision

             work station and office furniture selection

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       review of catering provision on site

       space planning

       legal, planning and conservation issues

       exploring storage requirements and solutions, including enhancing the
        councils current electronic document management systems

       examining service delivery options enabling the release of physical

       exploring flexible ways of working and its potential to reduce space
        need / introduce desk sharing

       examining building management, including contractual, implications of
        dividing the campus occupation

       reviewing staff car parking allocation policies

       examining employer considerations regarding more lone working,
        more home working and greater staff mobility

       reviewing HR policies and examining any impact on staff terms and

       investigating opportunities to improve energy efficiency in our
        buildings, including both environmental benefits and costs

       looking at ICT solutions (including telephony)

       equality impact assessments (staff, members, customers)

       exploring the possibilities for sharing space and office facilities with
        HCC (reception, meeting rooms restaurant, IT, telephony, post etc)

       a decanting methodology, timescale and costs, possibly including

       a full examination of programme, costs and design, including
        alternative design specifications

       a full cost benefit analysis

       change management/communications strategy

There is currently no budget for this work and it is difficult at this stage to give
a precise estimate of what might be required. It is proposed that a provision
of up to £150,000 is made available with authority to spend delegated to the
Portfolio Holder and Corporate Director in consultation with the Section 151
Officer. Funding to cover this provision is discussed in paragraph 6.7
(Financial Implications).

The council‟s contract standing orders require formal tenders to be obtained
for contracts exceeding £25,000. However standing orders do permit an
exemption to the formal tendering procedures by agreement with Cabinet
except where the tender thresholds exceed the EU limit. In order to expedite

                                   8 of 16
      the progress of the feasibility work, it is proposed to request Cabinet approve
      the exemption be granted in this case. The requirement to obtain best value
      would apply in the procurement arrangements used by officers.

6     Financial Implications

6.1   The further feasibility work proposed will be used to establish detailed
      financial implications and options for this council.

6.2   The proposals would have a financial impact for the council in the following

             funding the further feasibility work

             funding the design development work

             funding the “decamp” period whilst the refurbishment works are
              carried out

             funding the capital expenditure for building works and fit out

             new rental income from letting a campus building to HCC (or a n

             an ongoing saving in running costs for the reduced campus used by
              Basingstoke and Deane.

6.3   At this stage illustrative outline figures based on broad assumptions, capital
      costs for refurbishing Deanes building are estimated at between £6-7m.

6.4   The council has two options to fund the capital costs of a refurbishment:

             borrowing either internally from invested capital receipts or externally
              from the Public Works Loan Board (PWLB) or

             to use an “invest to grow” approach and spend currently invested
              capital receipts, replacing the lost investment income with new rental
              income and reduced running costs.

6.5   Borrowing say £6.5m for repayment over a 20 year period would require
      annual payments of £520,000.

6.6   Spending £6.5m of currently invested capital receipts would require additional
      income / reduced costs totalling £325,000.

6.7   The estimated further feasibility study costs of £100,000-£150,000 can be
      funded from the anticipated 2009/10 favourable outturn variance or from the
      pension and reorganisation reserve.

6.8   At this stage, but subject to further detailed feasibility work, based on the
      broad assumptions regarding possible rental streams and reduced running
      costs associated with letting Parklands, it is suggested that the possible
      savings and additional income from the proposal could be sufficient to fund
      the anticipated capital cost of the scheme, either from long term borrowing or
      under invest to grow criteria, but these assumptions require further detailed

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7     Change management implications

7.1   The large scale changes proposed in this report will require thoughtful
      planning and sensitive implementation, and above all, consultation with, and
      involvement of, the people affected by the changes. A recent staff survey,
      however, has shown some positive indications that staff would welcome the
      opportunity to work more flexibly (72% of those responding so far) indicating
      some willingness to change.

7.2   In many cases, the changes proposed will not impact greatly on employees‟
      terms and conditions of employment with the council, except where a greater
      need for home-working is identified. The proposals could also present
      possible opportunities to work in partnership with HCC, if they are to be the
      Parklands tenant, and longer term the possibility of shared services, which
      may impact more significantly on employment terms and conditions. In such
      cases the council will ensure that the appropriate HR policies are followed,
      such as the Security of Employment policy.

7.3   In addition to physical moves, and in a majority of cases staff adjusting to not
      “owning a space”, there will be changes in how technology is used and more
      importantly how storage solutions are to be effected. The “clear desk policy”
      has to become a reality not an empty aspiration.

7.4   To guard against negative impacts, it will be important to ensure that our staff
      understand the need for changes proposed, have an opportunity to decide
      how the change will be managed, and to be involved in the planning and
      implementation of the change. A carefully considered communication plan,
      including face-to-face communication by managers whenever possible, will be
      key to achieving a successful outcome. Managers at all levels will play a very
      important role in engaging staff in the proposals, and driving the change, and
      the council will also need to ensure that they have the appropriate skills and
      training to do this.

7.5   Councillors will also be affected. In order to optimise the use of Deanes
      building for BDBC, the proposals will include changes to member areas and
      committee rooms. Again proper and appropriate engagement with members
      is vital throughout the feasibility stage and during implementation. It is
      proposed that the Portfolio Holder is supported in this work by a Member
      Advisory Panel (MAP). It is suggested that the MAP consists of six members
      (two from the administration and one from each other group/forum) supported
      by officers as appropriate. If members support this proposal, Group Leaders
      will be asked to nominate representatives. Consultation and engagement with
      the Mayor‟s office will also be required as any changes proposed may involve
      a relocation for the Mayor‟s parlour along with changes to other members‟

7.6   External occupiers, (who have already been alerted as to these
      considerations) will similarly be affected and it will be important to keep them
      involved in what is being considered and to discuss, at an early opportunity,
      any matters arising that will directly impact upon them.

7.7   Finally, if we are to proceed with HCC, it will be necessary to commence
      closer working with HCC staff across Basingstoke.

                                       10 of 16
8            Consultation already undertaken

8.1          Members of the Economic, Prosperity and Performance Overview and
             Scrutiny Committee on 9 February considered the proposals detailed in this
             report. They agreed to note the proposals and recommendations to be made
             to Cabinet as stated in paragraph 2 of this report. They requested that the
             proposed Member Advisory Panel (paragraph 7.5) should consist of eight
             members (four from the administration and one from each other group/forum).

9            Risk Assessment

9.1          Appendix 2 details the main risks associated with the feasibility study. Of the
             eight risks identified, after mitigation five are classified medium risk overall,
             one high and two low risk. The high risk area is not being able to deliver the
             feasibility study within appropriate timescales, thereby (if the study is
             successful in gaining approval for implementation) delaying the start date for
             implementation. To mitigate this risk, it is proposed, where possible, to
             delegate authority to secure consultants etc services to officers, in
             consultation with the Portfolio Holder, and waive standing orders where
             necessary as detailed in paragraph 5.5 above. The five medium risk areas all
             are classed as low risk in terms of their likelihood of happening, officers will
             proactively manage the identified risks to ensure the likelihood remains low

G:\Corporate Support Team\Chief Executive and Corporate Directors\Corporate Director - Dorcas Bunton\Reports\Cabinet\Optimising use of Civic
Campus - February 2010.doc

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                                                                         APPENDIX 1



Harnessed communications technology to transform the way the company
runs, moving from a more static, site-based workforce to an „e-BT‟ of employees who
work flexibly and/or from home.

Business benefits

More talented workforce:
      Surveys show that people want to work for companies with a sound work-life
      balance ethos, so BT can draw from a wide talent pool
      Flexible working attracts and retains people often under-represented in UK
      workforce such as disabled people, lone parents and carers.
      More flexible and responsive workforce

Improved retention:
      natural attrition is now only 2.8% pa,
      98% of women return to BT after maternity leave
      flexible working over the last 2 years has helped retain 1000 people.

Reduced absenteeism:
     BT Homeworkers average just 3 days a year sickness absence.
     Absenteeism rate is 20% below the UK average.

Increased productivity:
      BT‟s „Self Motivated Team‟ project involving around 6000 employees and
      associates rewards output rather than attendance – participants now work
      fewer hours and are more productive
      Over 9,000 BT employees now work from home with productivity gains of 15-
      Home-based call centre operators handle 20% more calls than site-based

Happier customers:
      Flexible working helps BT respond to customer demand 24/7
      Customer and employee feedback shows improvements – customer
      dissatisfaction down 22% in last year, home based employees are 7% happier
      than site-based colleagues.

Reduced costs
     The annual cost to support an office-based worker in central London is around
     £18,000. It costs less than £3,000 a year to support a homeworker. On
     average each homeworker saves BT £6000 a year.
     Improved retention saves c£5m a year on recruitment and induction.

                                        12 of 16
Inland Revenue

Working together, union and management explored ways to give people more options
about their working hours at the same time as allowing the business to open beyond
the core hours of 9-5 and to open on weekends

Business benefits

Helping staff to juggle their commitments:
       Possible to reduce absences
       Improve staff morale
       Better able to cover peak times (ie staffing profile matches customer demand).

Recognising diversity:
     Wider pool for recruitment
     Better reflection of customer base
     Staff with broader experience

Extending or improving customer access:
      Customers have choice of access
      Better informed customers lead to less re-work
      Smoothing of business peaks

Becoming an employer of choice:
     Recruitment of quality staff
     Retention of staff
     Reduction in recruitment and training costs due to less wastage
     Improvement of profile in community

Making better use of IT or accommodation:
      Lower unit costs
      More money for existing services

                                        13 of 16

Adopting very flexible working and benefit packages, leading the drive to flex and
adapt corporate structures to respond to the increasing demand – from the business
and from people - for flexibility and work-life integration

Business benefits

Improved staff satisfaction:
      c60% of employees said they were satisfied with their work-life balance,
      compared to 40% in 1999

Improved staff retention:
      Increase in return rate from maternity leave from c40% in 1998 to c80% in

Changing attitudes:
      Increasing acceptance of flexible working in its broadest sense, for example,
      homeworking, flexitime etc, which promotes a greater sense of trust between
      managers and staff and a greater sense of personal control among individuals.

Other quotes

Extracts from LGC article on flexible working:

Around 15% of staff managed by Michael Ripley, a service development manager at
Rotherham MBC, work from home. Since the change in working arrangements,
sickness levels among this group have fallen by 46% and their output has rocketed by

Norma Johnston is assistant head of environment services at Sunderland City
Council, which encourages flexible working hours at all levels. 'My department has to
meet tough performance targets - I've not seen any deterioration in those targets,
people are actually more keen. We are hanging on to our staff in areas where there
are national shortages. The key thing is not to let the service suffer. You can't have
everyone going home early. It has engendered a team spirit as they discuss working
patterns among themselves. It's important that one person doesn't decide they are
going home at 3pm every day without referring to team members. No one has let me
down. I think there is peer pressure - if someone isn't pulling their weight their own
peers pull them up.'

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                                                                                                                                                              APPENDIX 2

Risk   Risk Description          Council    Impact                      Risk           Gross risk      Key controls / mitigation      Residual        Further        Risk
                                 Plan ref                               category                                                      risk score      action         owner
                                                                                                                                                      required and
1      Adverse member                       Proposals not approved      Political      High impact +   Clear communication            High impact +   None at this   Dorcas
       reaction to                          Loss of opportunity to      Financial      Medium          Clear rationale and            Low             stage          Bunton
       accommodation                        achieve financial savings   Reputation     likelihood =    information                    likelihood =
       proposals                            Loss of opportunity to      People         HIGH risk       Member Advisory Panel          MEDIUM risk
                                            increase working
                                            Adverse publicity
                                            Hinders relationship with
2      Insufficient financial    RR3        Unable to proceed           Financial      High impact +   Allocate funds in budget       High impact +   None at this   Dorcas
       resources to implement               Exceed budget                              Medium          process                        Low             stage          Bunton
       feasibility                          Inadequate feasibility                     likelihood =                                   likelihood =
                                                                                       HIGH risk                                      MEDIUM risk
3      Contract thresholds for   RR7        Delay in decision making    Political      High impact +   Identify process early and     High impact +   None at this   Dorcas
       feasibility contracts                and implementation          Financial      High            apply contract standing        Low             stage          Bunton
                                            Higher costs                Reputation     likelihood =    orders or seek exemptions      likelihood =
                                            Breach contract standing    Legal          HIGH risk                                      MEDIUM risk
                                            orders or EU rules
4      Unable to engage                     Delay in decision making    Political      Medium          Clear specification of work    Low impact +    None at this   Dorcas
       consultants for                      and implementation          Financial      impact +        Effective procurement          Low             stage          Bunton
       feasibility stage                    Higher costs                Reputation     Low                                            likelihood =
                                                                        Legal          likelihood =                                   LOW risk
                                                                                       LOW risk
5      Unable to deliver                    Delay in decision making    Political      High impact +   Seek delegated authority       High impact +   None at this   Dorcas
       feasibility on time                  and implementation          Financial      High            Effective project planning     Medium          stage          Bunton
                                            Higher costs                Reputation     likelihood =    and monitoring                 likelihood =
                                                                                       HIGH risk       Make adequate resource         HIGH risk
                                                                                                       Clear consultants brief
                                                                                                       Robust consultant
                                                                                                       Sufficient internal resource
                                                                                                       released to do this work

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Risk   Risk Description        Council    Impact                       Risk           Gross risk     Key controls / mitigation       Residual       Further        Risk
                               Plan ref                                category                                                      risk score     action         owner
                                                                                                                                                    required and
6      HCC pulls out                      Unable to proceed unless     Political      Medium         Clear lines of                  Medium         None at this   Dorcas
                                          an alternative occupier is   Financial      impact +       communication                   impact +       stage          Bunton
                                          found                        Reputation     High           Open, transparent and           Medium
                                          Lost opportunity             People         likelihood =   honest dialogue                 likelihood =
                                          Difficult to implement                      HIGH risk      Joint working                   MEDIUM risk
                                          cultural change at BDBC                                    Negotiation, flexibility and
7      Ineffective change                 Lower morale and             Reputation     Medium         Clear rationale and             Low impact +   None at this   Dorcas
       management                         motivation                   People         impact +       information                     Medium         stage          Bunton
                                          Resistance                                  High           Effective engagement at         likelihood =
                                          Adverse impact on                           likelihood =   the right time and level        LOW risk
                                          service delivery                            HIGH risk      Member Advisory Panel
                                                                                                     Site visits and best practice
8      Adverse reaction from              Adverse publicity            Reputation    Low impact +    Clear rationale and             Low impact +   None at this   Dorcas
       external tenants in                Hinders relationships                      High            information                     High           stage          Bunton
       Deanes                                                                        likelihood =    Effective engagement            likelihood =
                                                                                     MEDIUM risk     through consultation            MEDIUM risk

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