To update the committee on the state of risk management within the organisation (report of the Executive Director, Commissioning and Governance enclosed).
Consideration was given to the report of the Executive Director (Commissioning and Governance) which provided an update on the current state of risk management within the organisation.
The updated strategic risk register included 9 strategic risks. In the past, that report had been by exception, but as there were just 9 in total, all low, medium and high risks had been included and were available within the report. These covered the over-arching risks that may affect the strategic direction of the council, rather than risks linked to business continuity or those that affected discreet service areas.
Risks were grouped into two categories:
· Strategic – these were risks that affected the whole and long term plan of the council. These risks could fundamentally impact upon the Authority’s reputation, the organisation that it was, and the dependable, accountable delivery of public services.
· Operational – these risks concerned the day to day activities in the delivery of functions and services.
Risks were rated using a 3x3 matrix through a numerical number that combined the impact score of the risk occurring, with the likelihood score of it happening. Risks were then classed as High, Medium or Low risk, dependent on their rating.
The risk summary covered two areas: a) The risk summary table showed the total number of risks by category and the percentage of high, medium and low risks within each category; and b) The exceptions report, a detailed report to provide focus on high level risks.
Two Risk Summary Tables were detailed within the report, showing the risk position at 30 June 2014 (Quarter 1, 2014/15) and 30 September 2014 (Quarter 2, 2014/15). Each table detailed 9 strategic risks and 64 operational risks. This information informed that:
· Strategic risks were predominantly medium;
· Strategic risks had not changed;
· Operational risks were predominantly medium and low level risks;
· No operational risks had closed; and
· One operational risk had increased from a low to a medium rating within Human Resources.
· Strategic Risk Overview: Overall rating was medium; and
· Operational Risk Overview: Overall rating was evenly spread across medium and low.
Councillor F Biggadike referred to the risk regarding the monitoring of S106 agreements. Councillor C J T H Brewis advised that it was necessary to monitor the S106 agreements and have member monitoring in place to ensure the allocations were dealt with appropriately. He suggested that the Performance Monitoring Panel might want to review the S106 agreements on a six monthly basis. Councillor A M Newton advised that she would liaise with the Chairmen of both scrutiny panels in order gather their views and agree a way forward.
Councillor Brewis referred to village burial sites and queried what the District Council’s role was should there be an issue with availability of space. He requested that the National Management Trainee provide him with an answer outside of the meeting.
a) That Councillor A M Newton liaise with the Chairmen of both scrutiny panels in order to gather their views and agree a way forward with regard to monitoring the S106 agreements;
b) That the National Management Trainee provide Councillor CJ T H Brewis with information with regard to the District Councils role with the potential lack of burial space in village burial sites; and
c) That the report be noted.
(The National Management Trainee left the meeting at 6.03 pm, following consideration of the above item.)