BMBC Strategic Risk Register

Risk Current Target

Risk No Risk Title Risk Consequences Risk Manager Risk Mitigation Action
Group Score Score
001/01d Strategic Failure of Political Control Lack of decision making leading to organisational paralysis. Loss or Phil Coppard Clear strategic framework and implementation plans to deliver agreed priorities via SCS, LAA and
Risk failure of key policy initiatives. Failure or reduction in quality of Corporate Plan to minimise potential instability (Shaun Jones);
Instability in Political Control (ie ability to take service delivery. Failure to agree priority areas and allocation of Member working policy to plan and oversee progress (Andrew Frosdick);
necessary political decisions) and quality of decision- resources. Failure to set budget. Government intervention. Review and update of Constitution 09/10 (Andrew Frosdick);
making. Failure of the new Neighbourhoods Framework 1 2 Review compliance with Member Development Accreditation (Andrew Frosdick)
Develop protocols for operating without overall political control (Andrew Frosdick)
Briefings for Opposition Group on key issues
Greater clarityof Member / officer roles(PJC)

002/01a Strategic Poor standards of Member and Officer Conduct. Lack of robustness/quality of decision making. Legality of decision Andrew Promote greater awareness of Codes of Conduct for 09/10 for Members and Officers(Andrew Frosdick);
Risk making due to bias or challenges to Council decisions nationally Frosdick Review compliance with Member Development Accreditation (Alan Maher);
Breach of Member or Officer Code of Conduct or and locally. Damage to public reputation/image of the Authority. Take appropriate action in the case of breach.(Andrew Frosdick)
related inappropriate behaviour. Breakdown of Adverse CAA judgement. Public Interest report by External Auditor. 1 3 Standards Committee to undertake Risk assessment of high risk areas (AF)
member officer relations. Difficulty in implementing the new Neighbourhoods Framework

003/01a Strategic Failure to conform with Legislation, Regulation or Displacement of existing local policy priorities. Unanticipated Andrew Formalise Horizon Scanning activites (Shaun Jones);
Risk Government Policy budgetary pressure not included in SFP. Government initiatives in Frosdick Plan implementation of compliance with new Laws and Regs and Legislation (Shaun Jones)
conflict with BMBC interests. Failure to deliver specific services as
Failure to plan adequately for new legislation and required by statute. Failure to comply with prescribed statutory
Government initiatives.Issues such as failing to meet requirements as to manner in which services are delivered. 1 3
Equalities and Diversity Guidelines. Health and Safety Censure by Central Government. Financial Penalties. Claims from
Act. Local Government Act.Environmental Acts. Third Parties. Reputational Damage.
Planning Statute.
004/01 Strategic Failure to implement New Technology solutions within Impact on technical architecture and infrastructure within BMBC and Ken Rutt Keeping abreast of developments in new technology09/10 (Ken Rutt);
Risk BMBC partnering organisations. Failure of systems leading to breakdown Identify consortium of other Local Authorities that could seek protection as a group (Ken Rutt);
in service delivery and communications and transforming services. Future Proof Partnership Agreement (Ken Rutt); Develop Phase 2 of Partnership with Bull TCL (Ken Rutt);
Lack of horizon scanning of technological advances Impact on partners suppliers contractors. New initiatives/projects Improve project management procedures and skills on new initiatives.(Ken Rutt);
that could aid/hinder staff in service delivery. IT change management. Failure to deliver efficiency savings and meet Scope change requirements and identify wider impact at earlier stage.(Ken Rutt);
Systems do no support council activity. Change IEG targets. Additional costs and loss of personal details linked to 2 5 Greater focus on service delivery requirements (Ken Rutt);
Management regarding Bull/ICT Partnership Stage II. IT systems. Non adherence to CoCo. Develop IT Resilience Plan (BMBC) (Ken Rutt);
Develop IT Resilience Plan (BULL) (Ken Rutt);
Develop IT Resilience Plan (TCL) (Ken Rutt)
Establish Innovation and Challenge Group.

005/01a Strategic Failure to manage the Health and Safety of Public and Death or injury resulting in compensation claims. Major delays to Julia Bell SMT formal review of learning and action plans - post incidents. (Shaun Jones);
Risk Employees capital projects or disruption of service delivery. Prosecution, fines H and S to be included as quarterly item on SMT work programme (Doug Cartwright);
and penalties, litigation or claims for damages arising from Fatal Accident Protocol being rolled out (exemplar for LGA) (Julia Bell);
Failing to keep workforce and public safe from harm. negligence. Insurance claims costs. Insurance Premium costs. CEX briefings with Head of H-S (Julia Bell)
Damage to property. Financial Cost. Bad Publicity. Loss of Action Plan for improving fleet risk (Darren Richardson)
Confidence in the Council.Exposure to Corporate Manslaughter 1 3 Action Plan for improving grey fleet risk (Julia Bell)
prosecution. Ensure responsibilities as Social Landlord are discharged (Steve Jagger)
Ensure Statutory Food Standard requirements are met (Ken Eastwood)
Assess impact of Pitt Review and proposed Flood and Water Management Bill (Also relates to risks 6 and
12)
006/01a Strategic Long term environmental and economic effects of Censure by central Government. Detrimental quality of life for Ann Gosse The starting point is to ensure the LDF is the spatial expression of the Sustainable Community Strategy.
Risk climate change. stakeholders. Less attractive community. Long term issues for This will be achieved through the LDF Core Strategy and subsequent Development Plan Documents. The
future generations. Council will also carry out its leading role through the Sustainability Partnership of the LSP. This will ensure
Local authorities have a key role in leading their Failure to manage Carbon Reduction Commitments leading to delivery of NI 186 (Reduction of CO2 emissions across the Borough) and NI 188 Adapting to Climate
communities to tackle climate change. The Local additional costs in region of £500K, possible fines and jail Change. Coordinated Action Plans across the Council will be created to deliver this. (S Moralee) Also
Government White Paper published in October 2006 sentances there is a performance clinic meeting in September to monitor progress against NI 186 and NI 188. (S
explores the role that all local authorities can play in Moralee)
tackling climate change, reinforced by the Local Exploiting synergies between tackling climate change and disadvantage, for example using energy
Government - Public Invovement in Health Act 2007. efficiency improvements in homes to reduce fuel poverty and mitigate the effects of rising fuel prices for
The Council and its partners also has a carbon those on low incomes.(Steve Jagger);
emissions target in the LAA. 1 2 Working with energy service supply companies to develop innovative mechanisms to improve energy
efficiency in housing, for example through council tax rebate schemes.(Steve Jagger);
Extend the criteria for private sector energy interventions (S Jagger)
Bid for ERDF resources for private housing stock (S Jagger)
Implementation of Sustainable Communities Strategy. (Phil Coppard);
Ensure a coordinated approach with partners to reduce carbon emissions (Ann Gosse);
Supporting environmental partnership and providing a leadership role for reducing CO2 emissions
(Stephen Moralee);
Initiative to promote Dearne as an exemplar low carbon area (Steve Jagger)

1
 BMBC Strategic Risk Register

Risk Current Target

Risk No Risk Title Risk Consequences Risk Manager Risk Mitigation Action
Group Score Score
007/01b Strategic Failure to have Financial Control in respect of external Benefits process must work within strict guidelines. Failure to Steve Pick Annual Review of AGS arrangements / Compliance / Assurance checks 09/10 (Steve Pick);
Risk funding issues maximise any external Grants or funding oppotunities, particularly Ongoing work undertaken by Grants Review Team - acting as a controlling mind (09/10) (Frances Foster);
for sections or depts that rely on external funding. Annual SFP process requests grant fallout details service by service (09/10) (Frances Foster);
External funding issues such as Benefits, Grants etc. 1 2 Monthly monitoring of FSM-s (Frances Foster)
Objective One, YF. ERDF, SRB6

008/01a Mutual Failure to Achieve a Balanced Budget Unplanned, significant overspend, budget overspend, adverse Steve Pick Review level of Balances / Reserves within the council's S & F P process during 09/10 (Steve Pick);
Risk effect on Council reserves falling below minimum working balance Ongoing update and review of assumptions, based on MTFS - Identification of ongoing inflationary items
Failure to produce a deliverable and sustainable levels. Failure to maintain net spending within overall budget 09/10 (Frances Foster);
balanced budget which allows the successful delivery aopprovals. Impact on service delivery/Council policies, adverse Seek agreement from Members on Annual MTFS 09/10 (Frances Foster);
of priorities. External Audit report (Annual Audit and Inspection Letter), Delivery of timely efficiency savings 09/10(Phil Coppard);
Government intervention, impact on and reputation, - negative Seek agreement from Members regarding Council Tax increases 09/10 (Steve Pick)
publicity. Develop a range of potential options to enable the Authority to plan for future public spending scenarios
Increase in potential liabilities arising from exclusion in insurance (Steve Pick)
cover relating to medical procedures carried out by employees 1 2 Establish extent of, and risk associated with, medical procedures carried out by employees and consider
Production of Balanced budget is a legal requirement how to provide imdemnity

009/01b Mutual Not maintaining statutory, regulatory or managerial Impact upon BCPs. Employee retention problems, loss of skill, de- Steve Pick/ Active monitoring of impacts against existing BCPs (Doug Cartwright);
Risk responsibilities. skilling jobs, training needs to cover skills gaps, Effect upon Phil Coppard Monitoring of key Risk Indicators to inform Management of Trigger events (Rob Winter);
governance arrangements, Effect upon RM – ability to maintain Ensure Services Resilience Plans take into account outcomes of ZBAR (Doug Cartwright);
Failure to ensure effective processes and service controls, or addressing over control (risk aversion)- Service Delivery SMT considering process and delivery options (Phil Coppard);
delivery. Failure to spend on the right priorities. options - outsourcing. Non achivement of Balanced Budget. 1 2 Continuing to ensure spending is allocated to appropriate areas (Steve Pick);
General detrimental damage on Authority. Corporate Capacity Review. Finance Directorate will have to re- District Audit review of ZBAR, draft report recieved, final to go to Audit Committeee November 09. Action
consider budgets for affected departments. plan monitored through Audit Committee (S Pick)

011/01c Strategic Failure to engage and communicate effectively with Loss of confidence in Council's ability to deliver services or respond Kate Roe / Develop a comprehensive framework to respond to the Duty to Involve, covering inform, consult and
Risk stakeholders to problems. Lack of community support which prevents/hinders Shaun Jones / engage (Kate Roe / Shaun Jones / Joe Micheli)
improvement or effective implementation of change. Bob Williams / Develop a more systematic approach via the work of CCCIG to receive, evaluate and respond to customer
Non ability to explain Councils position/public relations. Failure of the new Neighbourhoods Framework Andrew intelligence and consultation activities (Kate Roe / Shaun Jones)
Failure to communicate effectively with Frosdick / Programme of mystery shopping and focus groups to help understand customer experience and reputation
community/stakeholders. Lack of proper engagement Diane Tweedie (Kate Roe / Shaun Jones)
1 2
with stakeholders, at the right level, and at the right Review of Community Engagement Strategy (Joe Micheli)
time. Third Sector Review Project (Joe Micheli)
Review of complaints procedures (Derrick Taylor)
Communications Strategy (Bob Williams)
Specific Action for One Barnsley

012/01 Strategic Failure to plan for and manage the occurrence of an Loss of life. Loss of property. Poor planning will result in a poor Doug Continual review and update of BIA registers (Doug Cartwright);
Risk Emergency Event response to the event, leading to public dissatisfaction, wasted Cartwright Testing of Recovery Plans (Doug Cartwright);
resources, duplicated efforts. Impact on service BCPs. Imapct on Linking BIA Registers to Service Risk Registers (Doug Cartwright);
BMBC has specific,statutory responsibility as a community in general. Costs to Council regarding Recovery Phase. Continual review of BCPs to ensure they mirror current corporate structures (Doug Cartwright)
2 5
Category 1 responder under the Civil Contingencies Assess impact of Pitt Review and proposed Flood and Water Management Bill (Also relates to risks 6 and
Act 2004. This includes both Rising Tide events- 12)
pandemics etc and Big Bang events-bombs, explosions
etc.
015/01a Mutual ICT Systems do not support council activity Failure of ICT systems leading to breakdown in service delivery and Ken Rutt Improve project management skills on new initiatives (Ken Rutt);
Risk communications, particularly new initiatives (eg Scope change requirements/wider impact at earlier stage (Ken Rutt);
Current systems not sufficiently robust, or do not have SAP/CIS/Hyperwave). IEG targets not met. Loss of suppliers, Greater focus on service delivery requirements (Ken Rutt);
capacity or functionality required. contractors, impact on partners, loss of income, failure to deliver 1 1 Develop IT Disaster Recovery Plan in liasion with Partners (Ken Rutt);
efficiency savings (eg workstyle), additional costs. Project planning procedures (Ken Rutt);
Develop Phase 2 of Partnership (Ken Rutt)

017/01 Mutual Breakdown in Corporate Governance Arrangements Breach of internal control arrangements leading to financial loss, Andrew Additional awareness and training from staff and members (Andrew Frosdick);
Risk loss of income, property and other assets, fraudulent claims, Frosdick Audit plan for corporate governance delivered (Rob Winter);
Financial impropriety or maladministration. Breaches irregularities etc. Breach of Officer/Member Code of Conduct Further develop links with outside agencies (Andrew Frosdick);
1 2
within Statutory roles - Monitoring Officer, S151 Officer, leading to challenge to Council decisions (locally/nationally). Loss of Review AGS question set - completed as part of 2008/09 AGS. Review annually (Rob Winter)
Head of Paid Service. public confidence in service/damage to credibility/adverse publicity.
Adverse CPA impact.
019/01 Mutual Loss or inneficiency arising from the failure to manage Loss of use of asset (e.g.consequence of fire damage), Loss of Steve Pick Continue to review and develop the Asset Management Plan 09/10 (Steve Pick);
Risk assets and property income from leased/rented assets, H - S issues, Implications of Testing and evaluation of Resilience Plans and BCPs 09/10 (Doug Cartwright);
DDA 1995, Maintenance implications, Valuation issues (Balance Review budget provision for annual maintenance 09/10 (Steve Pick)
1 2
Assets and Property of the Authority not managed or Sheet), Asset Management Plan (VFM) Review budget provision for annual maintenance 10/11.
maintained to appropriate standards. Community Buildings Review (Derrick Taylor).

2
 BMBC Strategic Risk Register

Risk Current Target

Risk No Risk Title Risk Consequences Risk Manager Risk Mitigation Action
Group Score Score
020/01 Mutual Failure to Retain / Recruit / Maintain / Build Morale and Unable to deliver services effectively. Additional costs of temporary Julia Bell Emphasise positive side of Public Sector employment (Julia Bell);
Risk productivity of Workforce outsourcing or recruitment of interim staff. Retention of staff Employee Relations Forum with Unions (Julia Bell);
becomes problematic. Falling quality and volume of the service Develop Contribution and Competency Framework (Julia Bell);
Failure of Authority to function effectively and being delivered to public, rising absenteeism. Loss of intellectual Develop Well Being Programme (Doug Cartwright)
efficiently. property/knowledge. Skills gaps. Potential for mistakes to be made. Employee Survey communications and action plan
1 2
Investors in People
Build morale of workforce
Specific action around developing internal communications to Improve internal communications (Bob
Williams)

023/01b Mutual Impact of Markets Project on BMBC Lack of overall control regarding Remaking agenda leading to Ann Gosse Regular reports to Cabinet 09/10 (Chris Wyatt);
Risk disillusionment amongst stakeholders. Financial burden on council Liaison with Funders 09/10 (Ann Gosse);
Ineffective or delayed redevelopment of the existing increasing in 2009, with commencement of BSFprogramme in Fortnightly Partner Meetings 09/10 (Carol Cooper-Smith); Employment of joint funded Retail Project
Market. (The key Remaking Barnsley project) 2009. Around £180M investment in project. Effects on Town Centre Manager (CW); Reinvigorate and update project Risk Register (CW) Regular review of Project Risk
generally. Impact on MTFS and other remaking Barnsley projects. Register 09/10 (CW)
Collateral damage, conflict and problems unrelated to the program 1 1 Lobby Government to ensure effects of economic downturn do not impact upon project (Ann Gosse)
could manifest. The Compulsory Purchases have been done; a new
risk consequence is that the Authority will in effect have more/new
assets, and therefore have increased costs in terms of maintaining
these properties.

024/01a Mutual Impact of the BSF programme on BMBC. Not achieving the desired outcomes and aspirations of the Edna Sutton Ensure risk register is fit for purpose and review 08/09 (Edna Sutton);
Risk Remaking Learning programmes, failure to build the right buildings, Regular review of project, risks and effectiveness of controls. (Edna Sutton)
failure to achieve the required approvals, the programme becoming Completion of financial closure of phase 2 and phase 3 (Edna Sutton).
uncontrolled in terms of costs or timing, and collateral problems Lobby Government to ensure effects of economic downturn do not impact upon project (Edna Sutton)
unrelated to the aims of the programme itself. Overall these risks 1 2
concern the effects the overall scheme may have on public
perception and the delivery of educational services (see existing
Project Register). Impact upon financial position of the Council.

026/01 Strategic Failure of Digital Region Project Wasted investment from external funders and partnering SY Phil Coppard Market Testing re demand (Ken Rutt);
Risk Authorities. Non implementation of new technology to update Conservative Business Modelling (Ken Rutt);
existing unreliable infrastructure. BT or another competitor could Surveying of existing infrastructure (Ken Rutt);
sieze missed opportunity. Could be lack of demand from Service Consider exit strategy within partnership agreements (Ken Rutt)
Providers and Residential and Business Users (revenue). Use of Continued and early identification of financial position (Ken Rutt)
new and possibly untested technology. Challenge from either Govt 2 5 Establish Client Steering Group
Regulator or issues via procurement. Possibility of Government
Challenge or censure.BMBC as lead authority makes reputational
risks greater for BMBC than partnering authorities.

027/01 Mutual Delivery of Waste Management and the Waste Without the benefit of a long term contract and the cost efficiencies Ann Gosse Progress evaluation and procurement through Competitive Dialogue of a 25 year disposal contract (Ann
Risk Management PFI project- that generates, extensive costs for treatment and disposal would be Gosse);
incurred without a centralised transfer station, Household and Progress and finalise interim (7 year) contractual arrangements for HWRC, Landfill, Treatment, Transfer
Commercial Waste uncollected and left stored at premises and station and composting (Ann Gosse);
accumulating. Considerable inconvenience to the public and if 1 4 Scope form of contractual arrangements for diversion of kitchen waste to meet the overall 50% recycling
sustained a resultant potential health problem. commitment within OBC (Ann Gosse)
Ensure Partners do not withdraw from project at contract break points (14/12/09)

028/01b Mutual Failure of partnership working to deliver necessary Adverse CAA Area Assessment 2009. No focus or direction within Andrew Ensure periodic reports are sent to Cabinet (Andrew Frosdick);
Risk outcomes. Partnership- No controlling mind- no assurance as to Governance Frosdick Undertake periodic review of One Barnsley Framework (Andrew Frosdick);
arrangements. Failure of partnerships will have financial impact in Inclusion of Partnerships Risks in appropriate risk register (Rob Winter);
terms of wasted time/costs and potential fire fighting to ensure Develop role of partnership lead officers to include assessment and evaluation questionnaire (Andrew
objectives are still delivered. Frosdick);
Failure of new Neighbourhoods Framework Issue Partnership Risk Management guidance - still being developed (50% complete) (Rob Winter);
Ensure Partner risks are identified and managed approprity, through a joint risk register (Rob Winter);
1 2 Lead officers to prepare an annual report for each partnership (Andrew Frosdick);
Ensure linkages between relelvant partnerships and SDPs (Andrew Frosdick);
Review AGS to strengthen Partnership questions (Rob Winter);
Ensure effective performance management arrangements in place to deliver LAA in line with statutory
requirements (Shaun Jones)
Ensure the revised LSP themed Partnerships are more focused in delivery of LAA priorities (Andrew
Frosdick/Shaun Jones)

3
 BMBC Strategic Risk Register

Risk Current Target

Risk No Risk Title Risk Consequences Risk Manager Risk Mitigation Action
Group Score Score
029/01a Strategic Educational Attainment targets Damage to reputation through poor performance in published Edna Sutton Implementation of allocation of funds through National Strategies to support National Challenge. (Edna
Risk league tables compared to the national average. Reputational Sutton);
damage from press. Potential adverse Annual Performance Rating. Continue work of the LA National Strategies teams and National Challenge Advisers to provide support to
Impact on LAA and CAA. Intervention by DCSF. Potential pressure schools (Edna Sutton);
from DCSF for Closure of Schools or transfer to Trust status. Negotiation and agreement of plans with schools with an emphasis on English and mathematics at Key
Stage 4 and further securing gains made at KS2 including recruitment and support of teachers (Edna
Sutton);
2 3
Dissemination of effective strategies through subject leader networks and school to school partnerships
(Edna Sutton);
Ensuring plans and strategies pay full attention to the needs of the different equalities groups, including
boys and children with learning difficulties and disabilities (Edna Sutton);
Further consultation with schools through Partnership meetings on ways of ensuring additional
improvements (Edna Sutton);
Remaking Learning, BSF and Primary Strategy for change programmes (Edna Sutton)
030/01b Strategic Standard of Data Quality. Poor quality of information for management and external parties Shaun Jones Ensure systematic approach to the embedding of data quality across the Authority via audit activity,
Risk (Partners, stakeholders, and Inspectors). Poor performance training, sharing of good practice etc (Shaun Jones)
management monitoring. Poor decision making. Adverse critisism Develop more robust shared data quality arrangements with partners (Shaun Jones/Andrew Frosdick)
from Public. Long term issues regarding poor data quality in terms 1 1 Ensure that the learning and recommendations from Directorate based data quality audit activit is taken
of long term contracts and awards. Discrepancies regarding data on forward (Shaun Jones)
number of births and effects upon school rolls. Data Quality questions included in 2008/09 AGS, further ongoing review for 2009/10 onwards (Rob Winter)

031/01a Strategic Failure to implement sustainable activity. Censure by central Government. Failure to meet government Ann Gosse Councils environmental procurement policy to be updated. (Alan White);
Risk standards and targets under its green policies. Litigation. Staff awarneess will be raised through the groups that support the Sustainability Partnership (S Moralee)
Environmental Agency intervention. Failure to meet quality of life See long term Environment and Economical effects of Climate Change box. (S Moralee)
aspirations of the Boroughs inhabitants. Reduction of carbon emissions and further improvements in energy conservation. (Ann Gosse);
Implementation of Carbon Management Programme (Ann Gosse);
1 2 Implementation of Sustainable Community Strategy objectives (Phil Coppard);
Consider mandatory roll out of Electronic Payslips (Frances Foster);
Introducing Sustainable Code for Homes for new builds (Stephen Moralee);
Initiative to promote Dearne as an exemplar low carbon area (Steve Jagger)
[ Link to risk 06]

033/01 Strategic Implementation of Job Evaluation. Dissatisfied staff, low morale, recruitment - retention issues, Julia Bell The Job Evaluation exercise has now been implemented. Appeals have been heard, with a very small
Risk compensation claims. Potential impact on service delivery. number related to schools to be completed in the new autumn school term. A cabinet report is to be
Communication with staff / affected staff. Appeals procedure 1 1 submitted to close the project.
diverting HR staff time. Possible inequalities leading to recruitment
and retention issues.
034/01a Mutual Occurence of Fraud and Corruption . Financial
Financial /loss,
Budget
lossconsequences
of income, property and other assets. Steve Pick Implementation of the Fraud Risk Action Plan Revised action plan being developed after self assessment
Risk Fraudulent claims and other financial impropriety. Police against revised CIPFA guidance (Rob Winter);
involvement / criminal investigation. External Audit Public interest 1 4 New questionnaire sent to all ADs. Will be analysed to update "hot spots" and future IA coverage and
Report. Adverse impact on Corporate Assessment. guidance.
Implementation of Training and Awareness packages in 09/10 (Rob Winter)

035/01a Strategic Adverse external Inspection finding Poor CAA Scoring, reputational damage, intervention by Inspectors, Phil Coppard Corporate performance monitoring via LPRP (Shaun Jones);
Risk Special Measures precautions. Regular inspection activity triggered Establishment of new Partnership Performance Clinic within the LSP (Shaun Jones/Andrew Frosdick);
under CAA if assessment not positive. CAA will act as umbrella Ensure ongoing proactive dialogue with Audit Commission and other regulators on a 'no surprises' basis
assessment going forward for others to feed into triggering (Shaun Jones);
inspections on a risk basis. 2 5 Strong approach to self assessment and self evaluation to embed a continous cycle of challenge and
improvement to minimise need for external inspection and regulation (Shaun Jones);
Ensure a proactive response and programme management, within and outside of the Council, in terms of
follow-up to the first round of CAA assessments (Shaun Jones)

036/01a Strategic Failure to acheive LAA Targets Loss of engagement by community, partners, stakeholders. Phil Coppard / Scrutiny closer focus on customer engagement (Shaun Jones);
Risk Increased level of complaints. Ombudsman intervention. Adverse Edna Sutton / Greater understanding of minority interests through an identification of communities of interest as well as
publicity. Loss of confidence by community with Council. Adverse Martin Farran geography (Shaun Jones);
perceptions, views and a lack of satisfaction. Adverse CAA Linking designated and non designated PIs to SDPs as part of an embedded approach to Service and
assessment and resulting inspection/government support and Financial Planning of the LAA (Shaun Jones)
intervention. Implications for a wide range of audit, risk, governance 1 3 Ensuring a strong focus between work at corporate level and neighbourhood level to help ensure delivery
and data quality issues. Failure to meet designated indicators to of LAA targets (Shaun Jones/Kate Roe)
detail how well BMBC is delivering its objectives to stakeholders in
a variety of areas.

4
 BMBC Strategic Risk Register

Risk Current Target

Risk No Risk Title Risk Consequences Risk Manager Risk Mitigation Action
Group Score Score
037/01a Mutual Failure to safeguard Service Users Harm to individuals: children or vulnerable adults Increased Phil Coppard Monitoring of complaints/reputational impacts upon BMBC (Shaun Jones / Kate Roe);
Risk dissatisfaction and damage to reputation of Council. Legal action Monitoring of LAA targets - in order to demonstrate the Authority's Safeguarding abilities (Shaun Jones);
and financial penalties. Chief Executive and Directors of children-s Development of ContactPoint Database within Authority (CYPF Leading) (Edna Sutton);
and adults services prosecuted.Impact on LAA, more complaints. Robust review of tribunal and ombudsman judgements relating to safeguarding (Andrew Frosdick);
Increased scrutiny from external agencies. AED Safeguarding - Welfare working to ensure that safeguarding is well embedded and people are well
trained. (Edna Sutton);
All agencies required to submit audit data to Safeguarding Board. (Edna Sutton);
Improve support to children and young people at risk of harm at home through delivery of reshaping social
1 1 care (Edna Sutton);
CAF, CIS and Solution Focused working training undertaken (Edna Sutton);
Actively promote and implement the Safeguarding Children Board’s business plan (Edna Sutton);
Detailed analysis re-registrations (Edna Sutton);
Ensure appropriate thresholds operating between services (Edna Sutton);
Improve support through integrated wellbeing services at local level to work with all vulnerable young
people (Edna Sutton);
Deliver the parenting and family support strategy (Edna Sutton)

038/01a Mutual Failure to safeguard information assets of the Authority. ICO financial penalties. Loss of public confidence in Council. Loss Ken Rutt CIGG Action Plan for improved information governance. (Ken Rutt);
of reputation. Public reluctance to utilise electronic self-service (to Compliance with CoCo requirements - Government protocol re: secure communications channels. (Ken
The risk associated with not adequately controlling the reduce total operating costs). Loss of personal details linked to ICT 1 2 Rutt)
use of personal and confidential information. systems leading to a failure to protect employees and vunerable Achieve Government Connects standards for transfer of data (Ken Rutt)
children and adults. Ensure schools comply with policy and procedure (Ken Rutt)

39 Strategic Changing Demographic Budgetary pressures, Service Delivery not aligned to requirements To be To be allocated
New risk Risk allocated
The effects of changes in, or the profile of the
population
40 Mutual Failure to safeguard Vulnerable Adults Harm to vulnerable adults. Increased dissatisfaction and damage to To be To be allocated
New Risk Risk reputation of Council. Legal action and financial penalties. Chief allocated
Executive and Director of Adults Social Services prosecuted.
Impact on LAA, more complaints. Increased scrutiny from external
agencies.

41 Mutual Project Management Projects not deliered on time and to budget. Right outcomes not To be Ensure all project managers are PRINCE 2 accredited
New Risk Risk achieved. allocated PRINCE 2 training to be provided
Inconsistent approach to, or poor quality of, project Project risk registers not on corportate system Ensure projects objectives are clearly identified from outset
management

Annex 1 Category Scoring Matrix

VH 5 3 2 1 1

H 5 4 2 1 1
PROBABILITY

M 5 5 4 2 1

L 6 5 5 3 2

VL 6 6 5 5 5

VL L M H VH

IMPACT

The category score is calculated by plotting the probability score and the highest
Impact score for each risk as shown on the Probability Impact Grid (PIG) above

The category assigned to the risk will be 1 – 6 based on the traffic light colour
system. Category 1 and 2 risks(red) are the most significant risks, followed by
category 3 and 4 risks (amber), and category 5 and 6 risks ( green).