Agenda item

The Executive Director Core Services will submit a report prefacing a report that is programmed to be considered by Cabinet on the 9^th January, 2018 on the latest review of the Strategic Risk Register.

The Executive Director Core Services submitted a report prefacing a report that was programmed to be considered by Cabinet on the 9^th January, 2019 on the latest review of the Strategic Risk Register.

The report, which was presented by Mr A Hunt, Strategic Risk, Insurance and Governance Manager, formed part of the Committee’s assurance process where it was agreed that following the completion of the review of the Strategic Risk Register, the Committee consider the latest version and provide appropriate comments thereon.

The Register contained those high level risks that were considered significant potential obstacles to the achievement of the Authority’s Corporate Objectives.  It was important that the Register remain up to date and be reviewed regularly in order to accurately reflect the most significant risks to the achievement of objectives and facilitate timely and effective mitigations to those risks.

Following a review of the Strategic Risk Register in March 2018, a further review had been undertaken in October, 2018 the outcomes of which were detailed within the report.  Mr Hunt outlined the way in which the register had been reviewed together with the role of the Senior Management Team in this process.  He commented on the main components of the review and the items included.

The report outlined:

·         The introduction and background to the Strategic Risk Register

·         The distribution of the risks across the six concern rating classifications

·         The changes since the last review including

o   The significant red risks

o   New and deleted risks – the number of risks logged had decreased by one

o   Re assessed risks – a significant number of risks had been reassessed, resulting in changes to risk concern ratings

o   Other material changes.  Details of the risk concern ratings, including a direction of travel indicator to provide details of the ‘trend’ of the risk profile was included as Appendix 1 to the report

o   The SRR was attached to the report as Appendix 2 and sought to provide assurances that significant risks were being managed appropriately

The developing Managers toolkit and Accountability Framework would provide a robust control in terms of the engagement of senior members of staff with the Strategic Risk Management approach and would also have a beneficial impact on the engagement with risk management across the Council.  In addition, it was reported that consideration was being given to the way in which future reports would be presented an it was hoped that they would include infographics and pictograms to demonstrate visually the changes made to the Risk Register.

In the ensuing discussion, particular reference was made to the following:

·         In relation to risks 4249 (Failure to ensure that the Council is able to fully understand the implications of BREXIT, and is able to ensure that opportunities that may arise are fully understood and exploited), it was noted that this was a new addition to the risk register and would also include opportunities as well as potential risks.  It was also noted that a detailed report on this matter was to be submitted to SMT in the near future

·         The rationale for removing risk 3024 (Lack of Educational Attainment) and replacement with risk 4248 (Lack of adequate qualifications at L3 and above to progress through to further and Higher Education) was explained

·         There was a discussion of risk 4170 in relation to The Glassworks and to the operational risk registers that would underpin this strategic risk.  Members asked if they could have sight of these operational risk registers

·         One Independent Member in particular questioned why risk 3025 (Failure to safeguard vulnerable service users) given a risk assessment of 3/4 given their personal experience and also in view of the fact that demand for services (particularly the elderly) was increasing.  Reference was made in this respect to provider capacity in relation to social care.  Questions were asked, therefore, as to whether or not there was confidence that this risk could be appropriately managed.  Mr Hunt stated that these issues would have to be taken up with the risk holder.  The Executive Director Core Services stated that he did not think there were any particular concerns as he felt that risks were sufficiently mitigated against and within this context made he made reference to the provider market and resilience and to the arrangements in place  to undertake assessments to meet individual needs.  Arising out of this discussion reference was made to the increasing financial pressures, the changes in demographics and the impact this could have on long term financial plans.  The Service Director Finance commented, however , that he felt these issues had been addressed moving forward as part of the medium term financial plans

·         In response to detailed questioning a reassurance was given that all risk owners were fully committed to risk and undertook appropriate reviews of their risk registers on a regular basis.  Mr Hunt explained his work with the Senior Management Team in this regard and outlined the way in which support was now provided to managers so that they were able to take responsibility for their own individual risk registers.  In response to further questioning he outlined the ways in which feedback was obtained of managers views on how they felt they were dealing with risk management.  The core offer of his services was about enabling others to undertake risk management assessments rather than doing them on their behalf.  There was engagement from all Service Directors and regular meetings were held with them to give them assistance and ensure appropriate compliance

RESOLVED:-

(i)             that the report on the outcome of the recent review of the Strategic Risk Register in relation to the management, challenge and development of the Register be noted and referred to Cabinet for consideration and approval; and

(ii)          the Committee continue to receive periodic updates as to the process of the actions taken and their impact on the Strategic Risk Register.