Risk No.

Quality

Programme Risk

Consequences of Risk

Assessment of Risk

Owner

Action Plan

Target Date

Probability

Impact

Q1

Failure to adequately define client/strategic services/ partnership organisational structure

Difficult to monitor and control the quality of the contract and meeting of SLAs and KPIs

2

2

4

PM

In-scope services have already identified the strategic elements of their services that will form the IC with adequate resources and necessary skills.

Q2

Failure to align service developments/improvements across the whole Partnership

Impact on existing services and partnerships.
Interim developments and improvements still need to happen in the period before the partner comes on board.

2

2

4

PD

The Intelligent Client work links with the Performance Management Team to ensure that corporate and service planning processes fulfil this objective.

Q3

Failure to align service developments/improvements to other existing or potential strategies and objectives, fundamentally:-

1.  Customer Access Strategy

2.  Property Strategy

3.  ICT Strategy

4.  Information Management Strategy

5.  Corporate Planning and Strategic Planning driving the SSP, and the LAA

7.  Other Central Government initiatives (e.g. Priority Outcomes, GovConnect)

Lack of Information Management Strategy and Information Asset register could affect the project in a number of ways:-

-  Delivery of a single log of all relevant council services
-  Suppliers to be able to cost streamlining.

Lack of Customer Access Strategy restricts the ability to define scope
Detail of integrated customer access strategy
-  Prospective partners at point of procurement
-  Cross county future partners

Any non-compliance on Priority Outcomes (PSOs) could affect the CPA inspection.  The target for delivery of the PSOs will be pre-partner but there is potential for the partner to deliver some of these, so do the authorities act now, in which case there is potential for wasted investment, or wait and risk non-compliance?

2

2

4

PD

In-scope services have already identified the strategic elements of their services that will form the IC with adequate resources and necessary skills.
The Intelligent Client work package will work with the Performance Management Team to ensure that corporate and service planning processes fulfil this objective.

Q4

Level of complexity of links to out-scope-scope services and/or other 3rd party contractual arrangements

Work post-procurement is underestimated

2

2

4

PD

Work Package for out of scope services for SoR's which will identify external partnerships and business relationships.

Q5

Strategy for Customer Access not tested on communities

No evidence that Strategy matches what citizens really want or need.

1

3

3

PM

Public consultation needs to be actioned in time for ISDS.

Q6

Action Plan to address the Strategy for Customer Access not resourced for delivery

Affects the quality of the ISDS.
Unrealistic bid/ suppliers unable to accurately costs aspects of the Customer Access vision leading to this baseline/specification work having to be carried out early in the contract.

1

2

2

PM

Develop Action Plan and Strategy to deliver customer facing services, including identification of resources.
Planning for Customer Access has to link with service partnership project
Potential workshop to identify deliverables and re-affirm SoRs around Cust. Access.

Q7

Critical success factors and project performance measures inadequately defined, monitored, reported and managed

Project ill-defined, focused and controlled

2

3

6

PS

CSF's included in Business Case.
Application of PRINCE2 and formal Risk Management approaches.

Q8

Benefits Realisation model yet to be defined.

Involvement of relevant parties in the BR process from the outset.

2

3

6

PD

Benefits Realisation Management should be built in to the Intelligent Client.
Programme to develop a Benefits Realisation Plan.

Q9

Insufficient detail to baseline current position - where are we now and what are the true drivers for change?

 (See also C3)

3

2

6

PM

Work Package looking at the quality and standard of the in-scope SR's.

Q10

Lack of links to work of the Change Management Board

The Corporate Change Management Board is not kept informed of project development and may impact on CPA Action Plan

1

3

3

PB

Communications Strategy.
HR officer as a member of the Core Team