Appendix A – Risk Management
Vulnerability/Risk |
Trigger |
Consequences |
Current Rating |
Service is not financially viable |
- Unable to retain suitable staff to carry out work - Fail to issue FPNs - Low payment rate of FPNs - Legal costs are higher than expected |
Cost of the service cannot be recovered through FPNs and therefore has to be funded internally
|
Likelihood: 3 Impact: 3
Rating: 9 |
Reputation
|
- Poor training of staff - Staff turnover - Inappropriate behaviour - Financially driven service |
Negative publicity Lack of trust in the service Reduction in payment rate resulting in higher legal costs Service no longer tenable |
Likelihood:3 Impact: 3
Rating: 9 |
Service is not deliverable
|
- Unable to recruit staff - Staff turnover - Unable to retain suitable staff - Systems not in place to operate i.e. issue FPNs - Low payment rate puts pressure on legal services |
Service fails to change behaviour as not seen as effective Cost of service cannot be recovered through FPNs and therefore has to be funded internally Negative publicity Lack of trust in service |
Likelihood: 2 Impact: 3
Rating: 6 |
Incorrect prosecution |
- Back office system is unable to reconcile payments - Management of FPNs is not robust |
Reputational risk to the Council Negative publicity Lack of trust in the service Legal action against Council |
Likelihood: 2 Impact: 3
Rating: 6 |
No. |
Current Rating |
Target Rating |
Risk |
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1 |
9 |
6 |
Service is not financially viable
|
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Control in place |
Adequacy of controls |
Required action/control |
Responsible Officer |
Success Factors |
Date for Review |
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Modelling of costs based on historical data 18 month trial proposed
|
Good |
Staff training Performance monitoring of staff Varied work for staff to ensure remain engaged Monthly reviews of income |
Jennifer Shepherd |
Payment rate > 70% No. of FPNs issued No. of complaints received low |
6 months from start of service |
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No. |
Current Rating |
Target Rating |
Risk |
|||||
2 |
9 |
6 |
Reputation
|
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Control in place |
Adequacy of controls |
Required action/control |
Responsible Officer |
Success Factors |
Date for Review |
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Direct employment of staff New delivery model which tackles wider range of issues Service not financially driven
|
Fair |
Recruitment of appropriate staff Training provided Performance management of staff
|
Jennifer Shepherd |
Low level of complaints High payment rate of FPNs Positive behavioural outcomes |
6 months from start of contract |
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No. |
Current Rating |
Target Rating |
Risk |
|||||
3 |
6 |
6 |
Service is not deliverable
|
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Control in place |
Adequacy of controls |
Required action/control |
Responsible Officer |
Success Factors |
Date for Review |
|||
Process map prepared Working with digital team to design technology solutions New delivery model which tackles wider range of issues offers staff range of duties Admin support already available for team Experienced staff within team
|
Good |
Training programme for staff Monthly team meetings Performance reviews Explore opportunities with technology Offer opportunities for staff to progress within Waste and Street Scene Team to improve retention |
Jennifer Shepherd |
Service implemented Staff recruited FPNs issued Payment rate > 70% Low level of complaints |
6 months from start of service |
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No. |
Current Rating |
Target Rating |
Risk |
|||||
4 |
6 |
6 |
Incorrect Prosecution
|
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Control in place |
Adequacy of controls |
Required action/control |
Responsible Officer |
Success Factors |
Date for Review |
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Prosecution will not be sought without full reconciliation of the system Lower levels of tickets issued allows additional checks to be carried out Sufficient time allowed between issue of FPN and prosecution to enable checks to be completed |
Fair |
Appropriate Back office system used (included in costs) Explore other systems already used by MBC (i.e. Parking) |
Jennifer Shepherd |
Full reconciliation completed every month High Payment rate Low level of complaints
|
Monthly |
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