Risk No.

Reputational

Programme Risk

Consequences of Risk

Assessment of Risk

Owner

Action Plan

Target Date

Probability

Impact

R1

Failure to make partnership proposals commercially attractive to the market

Inability to attract commercially/professionally sound partners.
Producing a package of services commercially unattractive to partners/market.
Procurement fails and need seek alternative solution for pressing problems.

2

2

4

PD

Evaluate existing examples of partnering in market Gain independent review in the preparation of proposals.

Soft market test proposals with suppliers

R2

Failure to maintain business as usual during transition (service continuity)

Existing service delivery standards fall resulting in low customer satisfaction.
Failure to meet statutory requirements.

2

3

6

PM

Evaluate partner's Change Management plan and capability.

Evaluate appetite for change and ensure leaders have Change Management skills

R3

Cross authority senior management commitment to the Project is not sustained

Loss of credibility of management to implement change

2

3

6

PS

Review and monitor stakeholder engagement

R4

Agreed timetable for procuring the partner becomes unsustainable

Benefits realisation is delayed
Programme uses short cuts or omits necessary stages (e.g. ISOS)

2

2

4

PM

Programme Management & Planning, monitoring of Plan and re-alignment of resources to meet pressure points.
Possible request for additional resources.
Ensuring ground is prepared in advance of key decisions with key personnel

R5

Key stakeholders lose confidence

Loss of credibility.  Loss of business and revenue.

1

3

3

PS

Change Management Group to monitor.
Communications Planning

R6

Programme objectives agreed at the outset but support is not sustained

Failure to realise the benefits.
Potential delay to delivery.

The underlying business need for undertaking the Programme is unclear or misunderstood.

2

3

6

PS

Regular and open review of objectives to ensure they remain in line with political and senior management aspirations.
Effective communications of any changes.
Gateway reviews to check original business case objectives still aligned.

R7

Failure to reach common understanding regarding programme benefits

Impacts on ability to effectively seek a partner.

Confused messages to staff.  Confusion for Stakeholders Lack of understanding & failure to attract the market

The Programme has an over optimistic view of the benefits profile for a strategic service delivery partnership

2

3

6

PB

Establish clear benefits realisation plan and manage stakeholder engagement in its development and  promotion

R8

Failure to manage across the organisations the expectations of the Partnership

Unrealistic expectations of the partnership on day 1.
Impact on existing services and partnerships.
Uncertain start to new relationship.

2

3

6

PB

Clear Communications Strategy.

R9

Corporate control over in scope areas (e.g. Property) not properly defined for transfer

Boundaries of responsibility unclear causing duplicity and early tensions

1

3

PD

Ensure clear lines of responsibility in scope and that governance mechanisms exist early to deal with any disputes

R11

Corporate commitment to the inclusion of additional out-of-scope areas within the partnership

Business Case does not depend on these service areas but nevertheless wide support for the partnership is a necessary component in achieving Benefits Realisation.

1

2

2

PD

Out-of-scope services to be reviewed against established criteria used for in-scope and approval taken for inclusion at SMB

R10

Unauthorised media contact

Negative press coverage
Increased concern within wider community
Negative effect on staff morale

1

2

2

PD

Staff to be advised of effect of unauthorised media contact
Pre-prepared "Press Response"/holding statement available