Agenda item

The Head of Internal Audit, Anti-Fraud and Assurance submitted a report summarising the risk management activity over the last 12 months which contributed to the assurances the Committee required as part of the Annual Governance Statement Process.  The report also took a forward look at the work planned for the current financial year.

The report outlined the background to the change of approach to risk management, the findings of the Annual Governance Review 2019/20 which confirmed the change needed to the risk management approach and system, the development of the new Risk Management System and work planned for the remainder of the year.  It was also noted that the new Strategic Risk Register had been considered by Cabinet this morning and this had also re started the process of bi-annual reviews of strategic risks by Cabinet.

As part of the wider remit of the Committee to receive presentations from Executive Directors and to be able to check and challenge them on strategic risks within their, Members received their first presentation from Wendy Lowder, Executive Director Adult Social Care and Communities on the risks associated with Community Cohesion and she made particular mention of the following:

·         Why was Community Cohesion a strategic risk?

o   The potential Covid-19 related issues and legacy tensions

o   The potential impact of national asylum seeker accommodation which could be exacerbated by local hotel use

o   The potential lack of tolerance amongst the settled population which was exacerbated by increased tensions related to Brexit or other socio-economic pressures

o   Some risks could be outside the authority’s control in which case the service tried to use its influence and build positive relationships to best effect

·         How was the risk managed?

o   Predominantly via the Safer Barnsley Partnership including the Partnerships own Risk Register which was overseen by the Partnership Board

o   The Community Tolerance and Respect thematic Partnership Group and the refreshed leadership team that was looking at this theme

o   The development of the refreshed Community Tolerance and Respect Plan

o   The development of new Community Tolerance and Respect measures

·         Examples of recent risk activity and risk mitigations included

o   The establishment of new Chairs for Community Tolerance and Respect

o   A refreshed membership of the Community Tolerance and Respect Group

o   A refreshed Community Tolerance and Respect Delivery Plan

o   The recruitment of Community Champions volunteers to reach into diverse communities

o   The continued challenge over Mears property acquisition on grounds of cohesion

o   The success in securing £127,000 from the MHCLG which was helping to build on the community engagement approach which involved working really closely with a whole variety of organisations and groups

o   One of the areas for more work included developing the intelligence picture for the area working in partnership with the Business Intelligence Unit

o   The work of Area Councils and Ward Alliances was particularly valuable as it was through those community activities that were organised that enabled people together and where they could become more familiar with alternative cultures

In the ensuing discussion the following matters were highlighted:

·         The Head of Internal Audit, Anti-Fraud and Assurance stated that the issues highlighted within the presentation today and how they were reflected within the new Risk Management Dashboard would be demonstrated at a future training/awareness session

·         The Executive Director Adult Social Care and Communities commented on the advantages that the new risk arrangements brought which she felt was less onerous than the previous arrangements.  It allowed the Senior Management Team and Business Units to have ownership of the risks within their particular areas

·         In response to specific questioning the Executive Director Adult Social Care and Communities gave details of the background to the Mears property acquisitions and the challenges this brought. 

·         Arising out of the above and in response to specific questioning, reference was made to the way in which risks of community conflict were minimised within the wider community.  Reference was made to the work with Migration Yorkshire and the dialogue with the Home office and with lead offices throughout the region to identify and tackle community cohesion issues.  There was a need to build and foster relationships between all parties to ensure the best outcomes for all

RESOLVED:

(i)            That the report be noted, and the assurances given regarding the Councils governance arrangements be noted as part of the 2020/21 Annual Governance Statement process; and

(ii)          That Wendy Lowder, Executive Director Adult Social Care and Communities be thanked for her presentation, for attending the meeting and for answering Members questions.