To provide an update to the Committee on the progress of the Council’s identified strategic risks (report of the Executive Director Strategy and Governance enclosed).
Consideration was given to the report of the Executive Director Strategy and Governance which provided an update to the Committee on the progress of the Council’s identified strategic risks.
The Committee noted the following:
Although the number of risks had remained static in each category, there had been some positive movement within. For the third consecutive month, there had been no risks identified as high. Of the 15 strategic risks, 13 were medium and 2 were low.
Of those considered a medium risk, there had been a positive movement for the following:
· The risk relating to the Council’s implementation of the GDPR regulations had reduced as a result of the successful completion of the Privacy Notices and development of the Asset Registers.
· There had been a reduction in the risk relating to staff recruitment and retention – Quarter 3 saw the lowest number of officers leaving the council in a single quarter, and staff recruitment continued to improve.
· The risk relating to the Council’s ability to deliver both the financial and non-financial outcomes of Welland Homes business plan had reduced, as the plan was now half way through its lifespan.
· The risk which monitored the Council’s reliance on maximising income from trading opportunities had also been reduced in the last quarter due to the growing presence of EHT&C.
The remaining risks, although reviewed remained static from Quarter 2. These included – the Council’s medium term financial plan, including the uncertainty surrounding the future of the Government’s Settlement Funding; the risk relating to the impact on the Council of the Homelessness Reduction Act; and the risk of a critical breach of ICT security.
Following consideration of the report, the following issues were raised:
· The information provided within the quarterly Risk Report would always be past information. What would happen if an issue moved to ‘high’ after that date, but before the Committee considered the next report?
o The Authority had now adopted a business partner approach and were meeting with services on a monthly basis. In addition, the Performance and Risk Board met on a monthly basis. If the issue was particularly serious, the Chairman of the Committee would be contacted. It was confirmed that a governance process was in place to address issues arising. Officers advised that the scenario raised by members would be considered at the next meeting of the Performance and Risk Board and that the Committee would be provided with a robust response in due course.
· What were the risks of the Funding Review being postponed?
o Members were advised that 2019/20 was the final year of the current 4 year period. Consultation on the fair funding review and a new method of resource allocation had taken place, and the Authority was awaiting the result of the consultation responses. There were many variables and no firm outcome currently, but SHDC was in a strong position to respond. Officers confirmed that Councillor Brewis would be provided with a copy of the Authority’s response to the consultation.
· Members commented that the proposed new Strategic Risk – ‘The impact on the Council of emerging local and national policy, including Brexit’ was very broad. Where would responsibility for this sit and how would it be broken down?
o Members were advised that the Senior Policy Advisor would regularly scan any future local and national policy and consider how it would affect South Holland. The information would be reported within the Risk Report.
a) That the content of the report be noted; and
b) That the following strategic risk be added to the register:
· The impact on the Council of emerging local and national policy, including Brexit.