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Susie Young introduced the item
along with David Nalder and Helen Marsden. Discussions covered:
· The new framework
provides a way to focus on the uncertainties (risks) that are most important
to manage in order for Council to achieve its goals and deliver on its
purpose and mandate.
· Extensive engagement
across the organisation has agreed concepts, developed dashboards and
established accountability (to ELT owner and Risk Lead {manager}) for each of
the uncertainties (risks).
· For risk scoring,
sentiment surveys take a snapshot (roughly monthly) of views across the
organisation and ELT – of the level of confidence or concern associated
with the critical areas of risk on the dashboard.
· Workshops identified 26
areas of uncertainty (risks) and roughly 209 specific causes/contributing
factors. Now working to identify and document the critical controls to create
a controls library which will be used to confirm that the controls are fit-for-purpose.
Neil
Kirton arrived at 10.15am
· There is no way to manage
risk/uncertainty down to 0 for everything so the risk information is added
into the decision-making process to enable Council to make good trade-off
decisions within the resources available, e.g. flood protection choices about
prioritising work within funds available knowing that there may still be a
gap between what Council can do and what the public expects.
· A programme of work to
document key controls and common controls for the Enterprise Control Library is being undertaken over the next 2
of months. Staff will then confirm the suite of controls across the
organisation within 6 months and begin to test and reverify the controls
outside of the quality management system. Controls and assurance
processes are being used however are not documented in a single repository to
demonstrate to RAC that there are effective and enduring processes in place.
· Only 4 of the 12
councillors (+ Stephanie) (33%) responded to the January Risk sentiment
survey so very difficult to form a realistic view of Council’s confidence/concern
ratings because such a small number skews the results. The intent is to
undertake the survey with councillors on a regular basis to align with RAC
meetings.
· RAC is initially getting
much more detailed information as the new framework is fully embedded and in
future the RAC will monitor the effective and enduring approach to
identify, assess, manage and report on risk/uncertainty and that it’s
working effectively by reviewing the one-page management plans and
dashboards.
· It was reiterated that day-to-day management of
risks is operational and the responsibility of the Chief Executive and ELT,
while the role of governors (RAC and Council) in risk management is one of
governance oversight and monitoring of whether there is an effective risk
management framework, processes and controls in place.
· This approach was
deliberately designed to consciously think about all those things that could
impact on HBRC and prevent us from delivering on our promises to the
community and environment. There is a need to balance the information contained on
the 1-page management plans and the detail contained in the supporting
documentation.
· The HBRC risk profile is
about managing risks to the organisation and contributes to risk and hazard
management across the region, which there’s a 1-page management plan
for.
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