CORPORATE RISK MONITORING - QUARTER THREE 2009/10 (OCTOBER DECEMBER 2009)

Transcription

1 Resources Committee: 2 March 2010 Page 1 CORPORATE RISK MONITORING - QUARTER THREE 2009/10 (OCTOBER DECEMBER 2009) 1 SUMMARY 1.1 This report presents an update on the status of the Corporate Risk Register at the end of the third quarter for 2009/10. Recommendation that: a b Members assess the above risks and assess the action plan and recommendations in Annex 1; and Members review the risks below and assess recommendations and level in Annex 2. 2 BACKGROUND 2.1 The Executive Board the Corporate Risk Register to ensure the risks below remain so and those which are above have an effective action plan. 2.2 All live corporate risks are reviewed by the Resources Committee. The Resources Committee are asked to review the Corporate Risks at the end of the third quarter of 2009/10 to: Ensure there are pro active plans for risks that are above i.e. risks where the likelihood and impact are not managed to an acceptable level. Monitor risks below to ensure they should still remain at that level. Highlight areas where there may be risks that are not ed. 3 POLICY CONTEXT 3.1 The Corporate Risk Register is a live document which is updated and managed throughout the year. It is used to ensure the events which could be detrimental to the delivery of Business Plan and core business activities are managed to reduce the likelihood or impact. 4 OPTIONS 4.1 Members are invited to comment on corporate risks above and below. 5 PROPOSALS 5.1 We propose that Members agree the recommendations for the above and below risks. This report is broken down into two sections detailed in; Annex 1 risks above Annex 2 risks below. 5.2 Annex 1 This section identifies corporate risks above. These risks identify deliverables or assets that if not managed effectively could have a negative impact on the organisation, as the combined likelihood and impact is too high. Risks above should have an effective action plan to either manage the risk below the line (mitigating the risk) or to remove the risk.

2 Resources Committee: 2 March 2010 Page 2 Resources Committee are invited to comment on those that should remain above and those that should be placed below the line and ed or closed. 5.3 Annex 2 This annex identifies corporate risks below line (acceptable level of likelihood and impact) that have been identified from previous risk assessment processes. 6 BEST VALUE IMPLICATIONS 6.1 Risk management is a method of resource allocation and is an efficient way of allocating limited resource. By ing risks that have a high likelihood or impact, resources can be employed more effectively and efficiently and can be allocated in a systematic way. This ensures the strategy and process enables best value. 7 FINANCE CONSIDERATIONS 7.1 There are no direct financial implications arising out of this report. 8 RISK 8.1 This report considers all live corporate risks. 9 LEGAL CONSIDERATIONS 9.1 The risks identified are audited externally to ensure there are active management plans to ensure they are managed to a level that is acceptable. This active management of risks demonstrates we have a process to ensure any legal considerations of concern are managed effectively. 10 HUMAN RESOURCES 10.1 Effective management of risks demonstrates that we are making effective strides to manage staff time efficiently by planning resources to manage areas which could have a significant impact on the business. 11 DIVERSITY IMPLICATIONS 11.1 There are no direct diversity implications arising out of this report. Diversity risk ing is carried out corporately by the Joint Equality Group and by Heads of Service. There are no live corporate diversity risks on the risk register at the moment. 12 SUSTAINABILITY 12.1 There are no direct sustainability risks arising out of this report. Background Papers None Author/Post Neil Solender (Policy Adviser) Date Written 02 February 2009

3 Resources Committee: 2 March 2010 Annex 1 Page 1 ANNEX 1: ABOVE TOLERANCE RISKS Risk # Risks above Risk owner Update and next steps Recommendation 246 There is no Business Continuity Plan in place Debbie Moore Update The BCP has been tested in August 2009 and has been used for two business matters; swine flu and flooding, since then. Revisions have been made to the plan and the process including the preparation of service plan BCPs. Reduce below Action Finalise service BCPs. 292 The lack of rigorous and well communicated policy framework, results in confusion and legislative errors 293 Income falls in the recession both from asset income sources and government funding Debbie Moore Kerry Powell Report progress to Resources Committee. A review of HR policies has been completed and 6 key policies have been prioritised for work in the next 12 months. These have been agreed with staff reps and are within the HR and P service plan. Next steps Review policies as documented in the 2010/11 service plan. Over the last quarter the Authority has made considerable progress with the development of financial scenario planning which scopes how the Authority would deal with potential reductions in National Park Grant. Those that could be implemented swiftly have been incorporated into the budget for 20010/11 in order to allow the Authority to boost reserves in the short term. Those which take longer to implement are ongoing with the view to being ready to go at the point that any National Park Grant reductions are to hit. At national level the English National Park Officers and ENPAA are developing lobbying strategies with all political parties that emphasise the national value that derives from the small public investment in our National Parks.

4 Resources Committee: 2 March 2010 Annex 1 Page Not building a Business Park for new and developing small businesses in the national park by March 2012 Steve Ratcliffe Entec appointed to carry out work. On site investigations delayed due to landowner negotiations. On-site investigations imminent for Troutbeck site. NWDA Concept forms being prepared for submission to secure funding for build stage Once on site investigations underway members will be updated through In Focus Preparing for Examination in Public, commencing 6 May 2010, to defend allocations intent in Core Strategy Work now commenced on Allocations DPD. Six week consultation on Issues and Options for Allocations DPD to begin in March 2010 Employment Site Programme included in both Eden and South Lakeland Delivery Board Investment Programme and West Cumbria Delivery Board s Programme. Please note that Business Plan includes a revised target of There is planning approval for at least one Business Park, for new and developing small businesses, within the National Park by If accepted this risk should move to below.

5 Resources Committee: 2 March 2010 Annex 1 Page Non Delivery of the new visitor attraction at Brockhole is fully operational by March 2012 Adam Thomas HLF bid unsuccessful, on their advice resubmitting the bid March 2010 for circa 2M. Focus of first phase will be the infrastructure. Contingency in place to undertake emergency drainage. Progression project fully underway, 15% financial improvement indicated in the 2009/10 figures. 25% improvement target for Sept The commercial manager recruitment underway, restructure of staffing nearly complete, significant investment in wet weather attraction will be complete by summer Still awaiting formal confirmation from NWDA but been encouraged to plan 1 st phase of project for 2010 delivery including the delivery of a new jetty. And design and planning application for the new centre.

6 Resources Committee: 2 March 2010 Annex 1 Page Non Delivery of the Kendal to Keswick cycle route by March 2012 Steve Ratcliffe Ambleside to Bowness Feasibility Study nearing sign off. Delays due to landowner negotiations. Funding to be sought to allow for more detailed studies of Phase1 (Stages (a) and (b)): Ambleside to Brockhole and economic and social assessments. Public consultation anticipated at end of year. Round Thirlmere Family Friendly Cycle Route Concept funding bid submitted for north and south underpasses Transport Programme Board convened Develop communications strategy in advance of consultation on options Please note that Business Plan includes a revised target of Planning permission has been granted for the final section of the Keswick to Kendal cycle route by April 2012 The first stage of the Ambleside to Bowness cycle route has been implemented by April 2013

7 Resources Committee: 2 March 2010 Annex 1 Page Non Delivery of a 25% reduction in carbon dioxide from own operations by March 2012 Martin Curry Charlotte Smyrl Achieved a 4.2 % reduction 08/09 on the 07/08 baseline which is a major achievement for the organisation. This came from a combination of the facilities, ICT and transport projects. We were awarded the Fleet Hero Award by the energy savings trust, for small fleet management. We are now on target for further a 6.3% reduction for 09/10 (total of around 10%) against 07/08 baseline. We are looking for any funding opportunities to get the much needed Murley Moss bio mass project delivered.

8 Resources Committee: 2 March 2010 Annex 2 Page 1 ANNEX 2: BELOW TOLERANCE RISKS Risk # Risks below that are ed. 239 Key partners don t work towards delivering the LDNPA Vision Recommendation 282 Risks associated with Greenside Mines 242 The culture of the organization may be unable to welcome and to continue to adapt to change 243 Lack of co-ordinated leadership and promotion of consistent messages to staff and public 244 There is insufficient capacity to deliver the business plan 245 The quality of data is insufficient to deliver the business plan 240 The Authority doesn t effectively work in partnership 247 External influences lead to a disproportionate effect on other aspects of the business plan 301 There is a risk to our reputation by not having an up-to-date National Park Management Plan (new risk)