Agenda item

To consider a report by the Corporate Improvement Team Manager (copy enclosed) on the project closure report for the Strategic Risk Management Review Project.

                                                                                     10.25 a.m. – 10.50 a.m.

A report by the Corporate Improvement Team Manager, which on the project closure report for the Strategic Risk Management Review Project, had been circulated at the meeting.

The Corporate Improvement Team Manager introduced the report which provided an assurance to the Committee that there was a robust process for strategic risk management.  Performance Scrutiny Committee had indicated that they were satisfied with the process which was operating well and easy to follow.

The report provided information regarding the review of strategic risk management and the subsequent implementation of a new process for coordinating strategic risk management.  The Council had undertaken a review of strategic risk management due to concerns about how well embedded the activity was within the organisation.  The review proposed a number of changes to the current process which included a new strategic risk management policy and procedure, and moving responsibility for coordinating strategic risk management from Internal Audit Services to the Corporate Improvement Team.  Following implementation of thee changes, the following benefits had been realised, as detailed on page 5 of the attached Risk Review Closure Report:-

·        A modernised, more integrated and effective Risk Management system which would be fit for purpose and simple to understand.

·        A clear template had contributed to the reduction in the size of the risk registers, as indicated in Appendix making the registers easier to follow and allowing for savings in printing across the authority.

·        A significant reduction in the number of objective traps and issues from 172 to 30, Appendix III.  All 35 instances of duplication had been eliminated from the registers.  A definition of ‘objective traps’ was provided for the Committee.

·        A proactive and continuous risk aware culture across all parts of the Council, which reduced the possibility of unplanned activity or financial costs and their effect on the Council’s reputation, and maintained and improved customer confidence in the Council’s ability to deliver on its commitments.

·        Clear accountability and reporting procedures in place.

·        Services encouraged to take a whole-service approach to their registers, allowing for greater focus, less duplication and fewer issues being reported.

·        A dedicated team in the Corporate Improvement Officers that coordinate risk consistently throughout the Council.  Staffing details provided at the meeting.

·        Resources, including member and officer time, could be used more effectively.

·        The relationship between the Corporate Risk Register and the service risk registers had been better defined, aligning more clearly the responsibility for those risks with Director and Cabinet portfolios.

·        A system which mirrored that used by Conwy County Borough Council, which made for easier planning where joint services were concerned.

Details of the provision of Member training were provided by the Corporate Improvement Team Manager.  A Performance Management Training session would be held on the 23^rd July, 2012 which would encompass Risk Management and the Performance Management Framework. 

In response to a question from Mr Whitham relating to the Corporate Risk Register, it was explained that risks could be identified at service level as risks across the organisation or a service level risk one service.  Some higher level risks might be identified by the Corporate Executive Team and be considered as principle risks to the Authority. 

In response to a suggestion by Councillor M.L. Holland that documentation should be more user friendly in terms the use of plain English, the Corporate Improvement Team Manager agreed with the sentiments of the views expressed and explained that the Appendices to the report had been produced for submission to the Business Transformation Board.

Following further discussion, it was:-

RESOLVED – that the Corporate Governance Committee receives the report and notes the project closure report, Appendix A.