Appendix 2 – Children's Services - Key Risks 2006-2007 Ref Risk description Owner Potential consequences Counter actions to reduce risks RISK RATING 1 Failure to provide a strategic lead, support and A failure to perform in this area would lead to an increased Performance Management arrangements in place include rigorous self MEDIUM challenge to schools to deliver high quality number of schools in serious weakness or special evaluation process against Ofsted/Joint Area Review criteria. education services would undermine a key measures/poor Joint Area Review outcomes and poor Council Completion of Annual Performance Assessment for Children‟s function of the LEA . CPA score. Services. The new Children‟s Directorate has commissioned a Performance Improvement Team to develop sustained improvement in critical areas 2 Recruitment and retention of social workers for Recruitment is a national difficulty with local issues added. Premium for staff joining is part of developed recruitment strategy in MEDIUM Children‟s Service Impacts on service delivery in sensitive area. rolling programme. R&R priority for Performance Improvement Team. 3 Implementation of the integrated children's The loss or misreporting of data Problems identified and steering group set up to make progress against MEDIUM system (RAISE) may make it difficult to produce an action plan. Paper recording re-instated in interim. Supplier focusing accurate information. on rectifying problems 4 Failure to reduce the number of permanent Failure to deliver on this target will have long-term adverse A range of strategies to build capacity in schools and strengthen the LOW/ exclusions from schools in line with targets. implications for the children who have been permanently Behaviour Support service. These Include:- Key Stage 3 Attendance MEDIUM excluded and also will leave the authority subject to scrutiny and Behaviour Strategy, Learning Support Units within secondary under future Joint Area Review inspections of Children‟s schools, “Invest to Save” Initiative at Silverbank Park, promoting Services. managed transfer of pupils between schools, Connexions Personal Advisers. Fundamental Review of Exclusions is currently in progress. Current figures for 2004-05 show a substantial fall in numbers of permanent exclusions. 5 Failure to meet targets in national strategies for Failure to meet national targets for raising attainment (for The range of measures to support and challenge schools on raising LOW raising attainment in schools. example at Key Stage 2) will adversely affect the life chances attainment are set out in the Education Development Plan; the Primary of the children concerned, including their subsequent Strategy, the Key Stage 3 Strategy and the 14-19 Strategy. There is a opportunities to access a fast-changing labour market. Standards and Review process for looking at individual schools in conjunction with the school. 6 Death or injury of a service user Such an event would have a major impact. Existing Area Child Protection Committee (ACPC) procedures give LOW detailed guidance to all staff working with vulnerable children. All staff are trained in these procedures and are required to comply with them. Regular supervision is provided for all staff working in this arena. Audits of activity are undertaken to ensure that proper processes are complied with. Appendix 2 – Children's Services - Key Risks 2006-2007 Ref Risk description Owner Potential consequences Counter actions to reduce risks RISK RATING 7 Failure to plan adequately for pupils with high This could lead to pupils‟ needs being met inadequately, or These are set out in the Medway Inclusion Strategy and SEN LOW levels of special educational needs. high levels of expenditure in the independent/nonmaintained Development Plan 2002-05 and include: delegation of funding to schools‟ budget. Planning is undertaken through the Special Schools so that they can plan flexibly to meet pupils‟ needs, provision of Educational Needs Development Plan and in conjunction with a wide range of training for schools, close working with Social Services Social Services and Health. and Health. 8 Inability to deliver services due to vacancies of There are continuing difficulties in recruiting and retaining Through the Teacher Recruitment Team, Medway has: developed a LOW key staff and the lack of suitably qualified staff. teaching staff in schools and pupil referral units, particularly in wide range of measures to encourage Newly Qualified Teachers to the shortage subjects and in more difficult-to- recruit areas locate in Medway Schools; Support Graduate and Registered Teacher such as behaviour management. There are also difficulties in Programmes, has two training schools, runs a Returner‟s Course and is recruiting to some central services, including the Behaviour raising awareness of teaching as a Profession amongst minority ethnic Support Service and the Educational Psychology Service Communities. The school Well Being Initiative for Staff is in place. 9 Ineffective School Place Planning Good place planning, including reviews of schools, and new Capacity will be built into the new Children's Services Directorate to LOW build where necessary, is essential to avoid vacant places undertake this. above government guidelines, or alternatively children out school. 10 Sustainability of services through changes to the Changes in the methodology for local government funding This is being taken into account in the budget LOW Central Government Funding Formula. have led to potential risks to centrally-funded services as opposed to schools and other services which a re in the “schools block” of funding. 11 Failure to spend capital project allocations. Medway's school's capital programme is currently of the order The Schools‟ Capital Programme is managed closely and effectively in LOW of £20m per annum and Medway has an excellent track record accordance with DfES policies and the need to meet targets for raising spending its capital allocations within the timescales required. attainment in schools. 12 Planned maintenance programmes to ensure the Lack of effective planned maintenance will lead to a poor Effective support to schools from commissioning and technical LOW continuing development and safety of buildings physical environment for children and potentially health and services. Under the LEA Asset Management Plan, there is a rolling infrastructure. safety risks. programme of condition surveys of school buildings which are reported back to schools and are monitored centrally. Maintenance Programmes are planned in the light of this. 13 Failure to implement tracking of children out of Failure to implement system to track children not in school can A multi-agency strategy for children out of school is in place LOW school. lead to children being lost to education, with all the consequences that entails. Appendix 2 – Children's Services - Key Risks 2006-2007 Ref Risk description Owner Potential consequences Counter actions to reduce risks RISK RATING Integration Programme Risks 1 Impact of Joint Area Review (JAR) Rose JAR work has to take priority and this will impact on staff‟s Employ additional resources to backfill staff seconded to JAR HIGH/ Collinson time MEDIUM 2 Delivery of the integration programme on time. Program Workstreams do not get delivered. Employ additional resources/release staff where possible MEDIUM/ me board HIGH 3 Culture change required for integrated teams not Program Staff do not change their current way of working leading to a Ensure all forms of communication are used, culture change support HIGH embraced me board fragmented approach to service delivery and training is given 4 Lack of funding Program Workstreams will not be delivered Identify funding requirements and seek funding sources MEDIUM me board 5 Redvers centre not completed by 1st April Moira Staff remain in situ until completion – could cause uncertainty Increase funding to employ additional builders to complete renovation LOW Bragg for staff work in a shorter timescale 6 Partners do not engage Program No joint commissioning/CAF/children‟s trust arrangements Invite agency representatives to programme board, communicate with LOW me board partners at an early stage and ensure early involvement of partners in implementation meetings 7 Change in Central Government priorities Program Approach to delivering services for children may change Keep abreast of government initiatives LOW me board Appendix 3 – Community Services - Key Risks 2006-2007 Ref Risk description Owner Potential consequences Counter actions to reduce risks RISK RATING 1 Independent providers of social care do not accept Dave Probability is high and could have a major effect on budgets. Procurement team negotiates increases in liaison with service HIGH the price increase factored into the 2006/07 budget Wilkinson commissioners. In the medium to long term the older persons plan will rebalance the Council‟s dependence on the independent sector. 2 The pressure on social care services continues to Dave There is no financial provision for any unexpected demand on Extremely robust gate keeping arrangements are in place. HIGH grow due to demographic changes and increasing Wilkinson service due to, e.g., exceptional winter weather or a pandemic. expectations of the public. There is no provision in Regular budget monitoring by service managers and DMT will ensure the „06/‟07 budget for this growth. the early identification of problems Project Boards in place to develop and implement cost-reducing service changes 3 Risk of litigation from death or injury of a service Dave For all CSSRs this is an inevitability and the duty is to limit the All staff are trained in procedures on working with vulnerable people HIGH user. Wilkinson number of occurrences. and are required to comply with them. Regular supervision is provided for all staff working in this area. Audits of activity are undertaken to ensure that proper processes are complied with. 4 Reduced levels of funding from the Learning Skills Adult Reduced programme offers in both Further Education and ACL Programme planning / development being carefully matched to funding, HIGH Council Learning provision; reduced learner Numbers could affect LSC targets and to maximise income and minimise impact on learners; retain breadth of Manager / future levels of funding curriculum offer SMG 5 Reduced budget provision from Education budget Discontinuation of arts projects targeted at boys, literacy problems, Investigfate possibility of maintaining some provision through HIGH for targeted Arts education Programme in 2006/7 failing schools and preparation for Ofsted. A diverse programme of partnership with Advisers Team but resources there are very limited. work which will affect all age groups including Black History Month. 6 Re-structuring of the Adult Learning Service Adult Potential disruption to service delivery. Good communication links with staff, to keep fully informed of process / MEDIUM Learning procedures; reliance upon professional attitude; staff support systems Manager High associated costs (redundancy / pension entitlements) where needed. High initial costs to Service need to set against longer term savings 7 Closure of Woodlands Centre Adult Potential disruption to service delivery and impact on learners Every effort being made to absorb provision into other main centres; MEDIUM Learning current programme planning needs to reduce due to lower levels of Manager / funding; natural wastage of some tutors SMG 8 Incomplete information in (RAISE), the adult social May not be able to provide timely data for Statutory returns Meet with Careworks to investigate usage of RAISE to carry out a gap HIGH/ care system, may make it difficult to produce required for assessment of CPA and annual reports for adult social analysis of missing data then adjust usage and rectify missing or MEDIUM accurate information. care to DH. insufficient data. Extract information manually from records if RAISE cannot produce the required information. 9 Potential funding gap or slippage to the Geoff Impact potentially high on the Council‟s reputation in terms of Older Persons Plan agreed to address these issues. PFI outline MEDIUM development of Woodlands and Shaws Wood. Ettridge ability to deliver and being seen to offer modern services. business case is under development for Woodlands and Shawswood. Appendix 3 – Community Services - Key Risks 2006-2007 Ref Risk description Owner Potential consequences Counter actions to reduce risks RISK RATING 10 Staff shortages and quality issues across the Dave Disruption to care services Workforce plan and learning & development strategy is being MEDIUM council and independent sector. Wilkinson developed in conjunction with the private care sector. Relationships with the „Universities at Medway‟ are being developed. Effective agency staff arrangements are used to ensure services remain safe and compliant with statutory requirements. 11 Decline in service users (learners) Adult Inability to meet LSC participation targets – impacting on future Careful monitoring of current / has been devised and is undertaking An absence management planpotential learners‟ needs; being MEDIUM Learning funding levels; high risk of not passing future ALI inspections; community outreach work; careful monitoring of learner feedback Manager / reduced status of Service (satisfaction surveys); liaison with other providers/ agencies. SMG 12 Impact of regeneration programme on the Central Any change affecting the operation of the theatres would impact Clear information on risks to be presented when the theatres are MEDIUM Theatre and/or Brook Theatre highly on Medway Council's reputation and on its ability to lever-in discussed in the context of regeneration. external funding and to meet audience development requirement within Medway Renaissance Strategy 13 Impact on service delivery of a lack of rolling Theatre venues are not purpose built and fitness for purpose Prepare a log of equipment and venue presentational shortcoming to MEDIUM capital programme for the venues. issues will increasingly impact on ability to programme as needed. inform future capital bids. Theatre equipment not keeping pace with industry standards will impact on the reputation of Medway's venues, affecting income and may also have health & safety implications. 14 Failure to achieve revenue targets for Medway Carl Budget pressure on Directorate and have significant impact on the A web site -www.castleconcerts.co.uk has been secured exclusively for MEDIUM summer concerts Majitey Council's annual events programme. the Summer concerts. All advertising and promotional material will carry the web address. We have arranged for tickets to be sold through ticket master, as well as the visitor information centre to ensure that they are accessible to all at all times. Arrangements have also been made for the Box Office within the castle gardens to be operational prior to the infrastructure being built, therefore enabling curious people to become customers very easily. The projection screens on either side of the stage will be replaced by LED screens which will enable advertisements to be sold and played on them generating revenue. 15 Failure to demonstrate rising standards in adult Adult Adult education is a key issue for helping Medway‟s citizens Close partnership with Learning and Skills Council. Review of Adult LOW basic skills Learning achieve their aspirations. It is also central to improving the Basic Education Strategy and Provision to be completed by December Manager/ economy and regeneration. Success in this area is of key strategic 2005. curriculum importance. staff 16 Range of health, safety and welfare issues arising Carl Potential serious injury or death to staff, stewards, general public Risk assessments in place for each event. All contractors to be LOW from organising and holding events. Majitey and contractors. screened for Health and safety standards requesting evidence of competence, insurance and method statements. Regular training for all staff and stewards. Events Manager is producing a full emergency evacuation plan which is agreed in conjunction with the Police, Fire Brigade and Ambulance services, Security, Stewards and Production Crew, Safety Stewards and first aid services. Appendix 3 – Community Services - Key Risks 2006-2007 Ref Risk description Owner Potential consequences Counter actions to reduce risks RISK RATING 17 Abuse by carers in the independent Sector Dave Such an event would have a major impact on all concerned. The Directorate‟s Social Care Procurement Team oversees the LOW Wilkinson independent sector's compliance with health & safety requirements and promotes good practice. In the medium to long term the older persons plan will rebalance the Council‟s dependence on the independent sector. 18 Loss of crematoria „business‟ to new and more Dave Probability is increasing and would have a significant effect on An Asset Plan for the service is being developed to seek ways to LOW modern facilities being developed close to Wilkinson budgets rationalise the portfolio and to invest more into modern facilities and Medway. buildings. 19 Loss of Registrars „business‟ as a consequence of Dave Probability is increasing and could result in failure to achieve An Asset Plan for the service is being developed to seek ways to LOW better facilities being offered elsewhere Wilkinson income targets. rationalise the portfolio and to invest more into modern facilities and buildings. 20 Underachievement of income across all chargeable Dave This could have a significant impact on budgets. Marketing plans are being developed to sustain or increase income. LOW services –bereavement, social care, interpreters Wilkinson Plans for joint working with the DWP will result in access to more and Registrars. comprehensive data on service users‟ financial circumstances. 21 Health and safety risks to staff and service users Dave The Council retains ultimate liability for services provided on its Established programme for H&S training is in place, supported by three LOW inherent in the nature of the work. Wilkinson behalf by the independent sector. H&S staff. Health & Safety Audits are undertaken to check compliance with policies and procedures. H&S is overseen in the Directorate by service specific H&S Groups that report to a Directorate H&S Board. Dedicated staff provided to cover H&S issues. Learning and Development funding provided by Council and Department of Health. The Directorate‟s Social Care Procurement Team oversees the independent sector's compliance with health & safety requirements and promotes good practice. 22 Loss of a facility (Council or independent sector) Dave Service users could be left without care or a residential placement High level of engagement with CSCI, and other regulatory bodies LOW because of fire / flooding/loss of registration /non- Wilkinson ensures that risks are identified and addressed at an early stage. compliance with DDA 23 Failure of Inward Investment Kathy Would have a significant impact on support for Medway‟s Cultural Substantial external funding is being levered in to support Medway‟s LOW Wadsworth and Leisure Strategy. Cultural and Leisure Strategies. 24 Health & Safety risks associated with the operation Death / injury in swimming pools All lifeguards suitably qualified with regular, ongoing, training. Systems LOW of public swimming pools and procedures in place 25 Failing Adult Learning Re-inspection Adult Learning Skills Council would no longer fund all or any parts of the Service has developed a Post Inspection Action Plan / Development LOW Learning Service not achieving a minimum satisfactory outcome Plans to address areas of weakness and monitor progress Manager / SMG Appendix 3 – Community Services - Key Risks 2006-2007 Ref Risk description Owner Potential consequences Counter actions to reduce risks RISK RATING 26 Under-achievement of Service targets Adult Reduced levels of future funding / current allocations; negative Careful / regular monitoring of progress towards targets; early LOW Learning impact on Service credibility; denied opportunity to access responses / remedial actions to address under-performance; ensure Manager / additional funding streams the Service is set realistic / achievable targets curriculum staff 27 Failure to change the programming to develop Theatre Reduction in income. Create an audience development strategy which prioritises and costs LOW audiences among minority groups, young people Manager out all potential areas for development. and the elderly. 28 Death or injury to a member of the public, staff or Theatre The impact would be significant Health & safety procedures fully contained in procedural manuals. LOW visiting crew due to the nature of the work of the Manager Regular training updates given. Close liaison with Fire Officer on theatre. evacuation procedures. Technical staff review procedures with visiting crews as necessary. All incidents are fully investigated and risk assessments revisited on a rotating basis within Procedures Manuals. 29 Failure to deliver projects to time and/or spend the David May affect future funding, possibly lead to projects being delivered Business and Project plans are in place, specific ownership of project LOW SEEDA/EC or ODPM funding Candlin by others and affect the Council‟s reputation. delivery, dedicated steering groups work to resolve issues and problems and continual dialogue with funders helps to mitigate the risk 30 Potential falling/slipping at the Visitor Information Simon Serious injury (broken limb) to public or staff. Regular staff checks of public areas and additional cleaning as LOW Centre or any of the heritage attractions Curtis required. Closure in event of icy conditions inside Rochester Castle Keep. Regular renewal of warning signs. Annual review of building risk assessment Appendix 4– Regeneration and Development - Key Risks 2006-2007 Ref Risk/issue description Owner Potential consequences Counter actions to reduce risks RISK RATING 1 Reduction in income due to changing profile of Keith Likelihood of problems in 2006/7 are low but impact on service The directorate has a successful track record of managing budgets to HIGH parking in redeveloped Chatham. Hanshaw users and budget pressures are likely to increase in the future ensure a balanced position over the year. years. Future changes in income will be profiled within the medium term financial plan and addressed as part of future budget setting. 2 Changes to the road network in Chatham Brian Possibility of increase in compalints Ensure services are resourced and staff appropriately briefed. Public MEDIUM Weddell communications strategy in place. 3 Increase in contractor/3rd party charges above All Reduction in service delivery to manage potential budget Negotiate with contractors MEDIUM inflation pressures Reduce level of spend on budgets to fund pressures. 4 Severe weather from rainfall, wind and bad winters Phil Moore Budget pressures e.g. additional gritting costs Reduce the level of spend on the highway maintenance budget to fund MEDIUM any overspend. As an alternative, set-off against other budgets. In addition, the Belbin scheme provides central government funding for major natural disasters to mitigate against their costs 5 Inability to recruit regeneration staff due to Thames Brian Would affect delivery of regeneration projects Support to staff development and training. Assessment of recruitment MEDIUM Gateway/Olympics Weddell 6 Surge tide > 5m Return period 1:200 so probability Ian Wilson Flooding of areas of Strood including Civic Centre would occur. Flood gates and boards are regularly checked but the only mitigation of LOW in any I year is low Significant costs would be incurred in cleaning once levels reduce, a flood of this level would be capital investment in permanent or including all drainage systems in affected areas. A flood of this demountable defences. level would constitute a major emergency for the Council. 7 Ability to support delivery of key regeneration All Would affect delivery of regeneration projects Project plan key service delivery milestones and plan staffing LOW projects. requirements accordingly. 8 Poor delivery of LTP strategy Steve Reduced funding allocation from government and unsuccessful Regular reports to DMT and project boards in place to monitor progess. LOW Hewlett bids for future funding allocations and could affect the Council's CPA. 9 Failure to deliver projects to time and/or spend the Brian May affect future funding, lead to projects being delivered by Business and Project plans are in place, dedicated project boards work LOW ODPM funding Weddell others and affect the Council‟s reputation. to resolve issues and problems and continual dialogue with ODPM helps to mitigate the risk Appendix 4– Regeneration and Development - Key Risks 2006-2007 Ref Risk/issue description Owner Potential consequences Counter actions to reduce risks RISK RATING 10 Reduction in ODPM Funding for Core Brian Failure to progress regeneration projects and attract private Continue monitoring of activity and assessment of costs and outputs LOW Regeneration activities Weddell funding. and outcomes. Continue dialogue with ODPM 11 Lack of private sector interest Brian Would affect delivery of regeneration projects and ability to attract Pro-active approach to regeneration. Active PR campaign LOW Weddell funding. 12 Deterioration of the highways network, including Phil Moore Likelihood of problems in 2006/7 are low but potentially increasing Systems to ensure early identification of problems exist along with LOW the Medway Tunnel, and assets due to level of for future years if no action is taken. regular monitoring and reporting of the state of the assets committed funding. Increased levels of insurance claims, budget pressues and on the reputation of the Council. 13 Failing to achieve planning targets Dave Harris Will affect the amount of Planning Delivery Grant awarded to the Performance is regularly monitored locally, at DMT, CMT and LOW Council and service delivery Members. Appendix 5 - Chief Executive and Finance and Corporate Services - Key Risks 2006-2007 Ref Risk/issue description Owner Potential consequences Counter actions to reduce risks RISK RATING Chief Executive's Services (A number of this directorate risks are covered in the Cross Council Risks) 1 Lack of resources and funding to respond to Stephanie Risk to council‟s reputation Maximising external income MEDIUM demand for communications support Goad / LOW 2 Lack of funding success both internally and Stephanie Reduced funding to support service delivery across Medway. Ongoing staff learning and development to ensure a comprehensive LOW externally for the VCS sector due to the Goad & Neil understanding of funder‟s requirements for successful applications. increasingly competitive market for funding. Davies Ongoing meetings/discussions with funder‟s. Ongoing monitoring and feedback of applications to continually improve the quality of applications. Ongoing meetings with other L/A funding officers in the SE region to identify best practice and performance management. 3 Failure to deliver campaigns which will help the Stephanie Risk to the council‟s PSA targets and CPA score It‟s essential that the communications team co-ordinates all campaign LOW council achieve targets in Regeneration, Recycling, Goad planning Road Safety, Tourism etc. Finance and Corporate Services (A number of this directorate risks are covered in the Cross Council Risks) 1 Recruitment Freeze All Loss of knowledge base Achievable work programmes to be negotiated LOW Linked with “Lack of succession planning” & “Loss of key staff members” under number 13 of the Cross Council risks 2 Large scale fraud Mick Hayward Poor stewardship of public money, risk to service provision and Adequate insurance provision, Established control procedures in place. LOW / All reserves Compliance with Controls framework, Daily check on bank account and bank . Operation of procedures assessed by internal and external Failure to set sustainable budget – Continued overspending audit. Established fraud reporting procedures at officer and member resulting in inevitable cuts in service delivery. level 3 Loss of investment income through economic Mick Hayward Resulting in revenue losses – further drain on reserves and or cuts Reduce investment by reducing external borrowing. Make less use of LOW downturn in service delivery. Fund Managers to avoid the risk of Capital losses on Government securities Appendix 6 - Cross Council - Key Risks 2006-2007 Ref Risk/issue description Owner Potential consequences Counter actions to reduce risks RISK RATING 1 Violence towards staff and customers All Injury, stress, insurance and compensation claims Security systems and procedures in place HIGH 2 Failure to carry out timely racial impact All Legal challenge, loss of reputation, CPA impact Provide ongoing learning development and support. Directorates to MEDIUM assessments monitor compliance 3 Partners do not engage in shared responsibility on All Strategic aspirations of the authority rely on effective partnership Partners are aware of their responsibilities through effective MEDIUM key projects working (e.g. Medway Renaissance) clearly weakness of a collaborative working and SLAs. A further control is the existence of partnership has the ability to delay or curtail these programmes. sound project management systems overall combined with cross agency working to assist in delivering joint objectives. 4 Service demand exceeds budget provided All Reduction in service delivery to manage potential budget Regular budget monitoring by service managers and DMT will ensure MEDIUM pressures the early identification of problems. Project boards in place to develop and implement cost reducing services changes 5 The creation of the internal market All The creation of the internal market for support services may result Ensure internal customers receive the service they wish to buy. MEDIUM in a lack of joined up thinking resulting in additional costs due to Ensure that services provided are of the (or better than) the standard the fixed overhead nature of some of the corporate systems. and price set and agreed within the SLAs 6 Failure of IT Systems Andrew Resulting in delays or loss of services throughout the Authority, Large investment in ICT systems in recent years. Opportunities for MEDIUM Wright examples of the impact could include, delays in billing leading to future investment identified. All single points of failure identified and cash flow problems, backlog of benefits could increase monitoried. Dedicated resources and effective programme for homelessness levels resulting in a negative impact upon the local response in place. Regular attendance at IT user groups; encourage economy. Failure to pay suppliers could lead to service greater support from partners; keep up to date with releases of new suspension. software. 7 Loss of power supply Andrew Lead to the delays and breaks in service delivery Stand by Generator / UPS for loss of power MEDIUM Wright 8 Fire at any of the Council's buildings All Death / injury to public and staff, damage to property and Automatic Fire detection systems in place (which are regularly tested MEDIUM equipment and maintained), systems and procedures in place, staff receive regular, ongoing, training 9 Failure to deliver PSA2 targets All Loss of potential revenue Action plans to be drawn up, with other agencies, for all targets. To be MEDIUM monitored monthly / LOW Appendix 6 - Cross Council - Key Risks 2006-2007 Ref Risk/issue description Owner Potential consequences Counter actions to reduce risks RISK RATING 10 Health & Safety not being given due regard All Possible threats to staff and damage to property. Could result in A Corporate H&S Unit has been established to ensure H&S policies are LOW including lone working or subject to anti-social lost time (due to increased sickness or injury) impacting negatively implemented across the Council. Ensure risk assessments are up to behaviour on performance, loss of revenue (compensation claims) as well as date and implemented. the legal consequences. May result in Notices being served on the Council. 11 Failure to implement/keep up to date with All This could lead to the failure to receive resources, inappropriate Close monitoring, management awareness, networking, attending LOW legislation use/distribution of resources or liable compensation claims. seminars. Engage consultants for up to date advice. Ensure systems are compliant and lead in should be suitably long enough for proper arrangements to be made. 12 Failure to achieve local area agreement by April All CPA impact All directors to support review of LSP and community plan. Recruit to LOW 2007 new LSP performance mgt post 13 Loss of key staff and potential difficulty in replacing All Resulting in the inability to deliver services which, depending on Use agency staff where needed. Continually review and implement LOW them due to skills shortage the nature of the service affected, may have a knock on impact on new opportunities of enhanced recruitment activity. Explore and other areas i.e. failure to pay or process housing benefits claims implement new ways of working and generating additional capacity in could result in increased homelessness and thereby impact on the Medway. Refine and continue to implement existing workforce plans local economy. across the council, augmented by the learning and development strategy. Implement a policy of „growing our own‟ The Council's reputation may suffer if we could not deliver services to an acceptable standards. 14 Failure to maintain harmonious employee relations All Increase in Employment Tribunals which are costly to the Regular review of employment policies in line with legislation. Focus on LOW and address issues of discrimination organisation in terms of time, compensation, reputation and resolving issues at informal stage. Sound HR advice. Manager employee morale. Training. Commitment to equalities and promotion of anti bullying and harassment culture. Raise awareness of disability and cultural issues through training. Stress at work policy. Commitment to health, safety and well being. Occupational Health Advisors to work with Managers and HR in addressing absence and reasonable adjustments. 15 Staff Sickness All Leads to the depletion in quality or timeliness of service delivery Procedure for standby call out staff . Monitor and deal with. Ensure LOW staff flexibility and procedures are in place 16 Lack of prioritised service continuity plan in the Andrew Without an agreed priority for services to be recovered following With assistance from Marsh Risk Management Consultants a plan is LOW event of a major disaster Wright disaster, resources could be misplaced resulting in major strategic being developed (focusing on property, ICT and service delivery) to impacts on the Authority and the community. address business interruption. Appendix 6 - Cross Council - Key Risks 2006-2007 Ref Risk/issue description Owner Potential consequences Counter actions to reduce risks RISK RATING 17 Failure to deliver capital programme Mick All capital spends are there for a strategic purpose, covering Established and effective monitoring procedures have doubled delivery LOW Hayward economic development, regeneration, improved or continuous of capital schemes since 2001. Regular reporting to Members and service delivery. Failure to achieve that programme could result in management teams is in place. Pro Active monitoring by Finance the loss of that strategic purpose. Staff. The development of the role of the Capital & Property Board to Reputation risk to Council – Risk that ODPM etc. will lose faith in oversee programme development. Bringing new schemes in to Medway as a delivery vehicle for regeneration etc. – result will be replace abortive works. loss of grant /borrowing approvals 18 The need to respond to a large scale civil Angela Normal service delivery would be affected A comprehensive Emergency Plan and periodical practice events LOW emergency Wilkins attempt to minimise disruption 19 Demands for new statutory/mandatory services All Possible budget overspends Regular budget monitoring by service managers and Directorate LOW Management Teams will ensure the early identification of problems and look for compensating savings.