Barnet Council - Corporate Risk Register

8/13/2019 Barnet Council - Corporate Risk Register

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APPENDIX E

Risk Current AssessmentImpact Probability Rating

Control Actions RiskStatus

BoardAssurance(timing)

Target AssessmentImpact Probability Rating

primary causes of homelessness,

increasing gap between temporaryaccommodation subsidy rates andcost of the accommodation.Increasing the demand for housingand putting pressure on the supply ofaffordable housing.

Consequence: Substantial increase

in homelessness including intentional

homelessness where children areinvolved and the subsequentprovision of affordable housing at asignificant and increasing cost to theCouncil.

Detective:

Action plan being monitored by LeadCommissioner and reported to DeliveryBoard monthly.

Welfare and Benefit Programme(including partners) in place todetermine impact, performanceindicators in place to monitor impact.

Waste Management andSustainability:

without consideration

of alternative ways of improvingrecycling and changing behavioursaround sustainability, costs willescalate in the future. Procuring valuefor money waste disposal andmanaging waste collection servicesboth need to be considered in orderto ensure quality services at anaffordable price delivering optimumcustomer satisfaction.

Cause:Failure to mitigate risingcosts of waste disposal.

Consequence:Increasing costs toCouncil exacerbating budgetpressures.

Major4

Likely4

High16

Preventative:In-house delivery with stretch modelunderway for delivery October 2013.NLWA partnership

Detective:Performance Indicators for recyclingand customer satisfaction.Waste Project Board for oversight ofdelivery of plan. One BarnetProgramme Management untilBusiness as Usual phase

Treat Quarterly Major4

Possible3

Medium-High12


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APPENDIX E





affordable accommodation,

potential for cost pressurestransferred from centralgovernment to localgovernment, and there may be atransfer of costs from one council toanother. In addition, implementationof Universal Credit may requirechanges to Revenues and BenefitsService which will have contractual

impact.

Cause:Central Government hascommitted to a programme of welfarereform, aiming to simplify the benefitssystems, create the right incentives toget more people into work, protect themost vulnerable, and deliver fairnessto tax payers and to those claiming

benefits.

Consequence:potential tonegatively affect those economicallydisadvantaged within the community.

appropriate way. Research on impact

of Universal Credit

Detective:Performance indicators in place tomonitor impact on housing and socialcare demand Financial analysis on thepotential cost of impact of welfarereform underway

People: There is a risk that theorganisations people (competence,skills, knowledge) and culture are notaligned with its medium and long term

strategic direction and will not be ableto deliver the improvements in servicedelivery and on-going change andinnovation required to achieve its longterm goals.

Cause:The context in which theorganisation operates is rapidlychanging and demands continual

service improvements. This requiresthe right organisational and

Major4

Possible3

Medium-High12

Preventative:To understand the current and requiredcorporate capabilities and developcorporate and delivery unit plans to

respond to gaps, recognising the needto create an internal environment thatfacilitates the generation of new ideasand entrepreneurship. To supportchange through leadership and peopleengagement (including throughpartners), to provide results for theorganisation, its people and customers.

Detective:Through the risk management

Treat Quarterly Moderate3

Possible3

Medium-High

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Cause:Further government cuts,uncertainty over the local economicposition for business rates anddemographic changes.

Consequence:Additional pressureand by implication cost in the deliveryof services. Reduction in income.Together these provide a challenge

for the Councils economic position.

reviewed in areas with overspend.

Review capital programme profiling.Value for money indicators in useacross the business. Monitoringdelivery of Medium Term FinancialStrategy.

Information Management:

There is a risk we will not able to getappropriate data and informationthrough insight, self service tosupport the customer access strategy

Cause: Variable accessibility and

quality of data means we dont knowwhat information we hold, its value orsensitivity.

Consequence:Data is not good enough to drive selfservice, single view of customer todeliver customer access vision

Major

4Possible

3Medium

High12

Information Management Strategyapproved (August 2013) and includesa data quality work stream.

Preventative:Fair processing notices to enable us tocompliantly get data we want.

Beginning to understand data sourcesand constraints on them

Phased delivery approach for insightallowing us to assess and baselinedata issues and plan improvements inquality and accessibility accordingly

Detective:Customer Access and InformationBoard to monitor progress anddelivery. Will continually assessprogress with decision to continue tomove forward at each phase boundary

Treat Quarterly Major4

Unlikely2

MediumHigh

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APPENDIX E





Barnets position as a prosperous

suburbis under threat from widerthreats to London as a world city andinfrastructure improvementsconnecting more and new places toLondon.

Cause:Existing infrastructure nearcapacity, other places benefiting fromnew infrastructure digital technology

making physical proximity lessimportant wider threats to London asa world city

Consequence:Barnet becomes lessdesirable as a place to live and work

Major

4

Possible

3

Medium

High12

Preventative:

Develop 21st

century suburb visionjoining up the relevantstrategies/initiatives

West London Alliance: Working withfive other West London Boroughsthrough community budget programmeto develop growth, skills, and jobs.Through this process, will also be in a

position to take a broader view of thetransport infrastructure on an orbitalbasis.

Detective:Regular meetings with place basedservices already exist to discussstrategies (housing, street scene). Theoverarching document will enable more

effective monitoring and on-goingidentification of risks, opportunities anddependencies to be managed.

Treat Quarterly Major

4

Unlikely

2

Medium

High8

Resident Engagement:

Failure to engage properly withresidents

Cause: The lack of an engagement

policy, comprehensive plan andcoordinated approach to consulting

with residents

Consequence: Consultations notcontributing to service design, do notdeliver the services resident want,lack of transparency on outcomes,customer satisfaction declines.

Moderate3

Possible3

MediumHigh

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Preventative:Finance and Business Planning feeding consultations into servicedesign. Ensuring equalities isembedded within the CommissioningGroup.

Governance: Constitutional Review willlook at Public Participation andimprovements.

Social media alternative methods ofengaging with residents to be exploredthrough future updates to the websiteincluded in phase 2.

Detective:

Treat Quarterly Moderate3

Unlikely2

MediumLow

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APPENDIX E





Common understanding of the citizen

engagement within the Council throughreview of complaints data analysis andprior consultations.Performance indicators for customersatisfaction and customer care.

Barnet Council - Corporate Risk Register

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