Agenda Item: 9
Paper no: CM/02/12/08
MEETING:
PUBLIC BOARD MEETING
DATE:
Wednesday 16 May 2012
TITLE OF PAPER: Strategic Risk Register
SUMMARY:
The Strategic Risk Register is presented to the Board regularly to enable it to monitor risks
to the achievement of strategic objectives. The Board needs to be able to take assurance
from the Audit and Risk Assurance Committee that:
 the register is regularly updated and the risks attached to CQC’s strategic objectives
are prioritised and effectively managed; and
 it is satisfied with the assurance it receives.
RECOMMENDED ACTION:
The Board are asked to REVIEW the risks in light of the report from the Audit & Risk
Committee and the quarterly performance scorecard.
Board for
information
Executive and Board
decision
Executive and Board
shared decision
* Check box as required
LEAD
Alastair Cannon, Head of Governance
AUTHOR:
Alastair Cannon, Head of Governance
DIRECTORATE
Governance and Legal Services
DATE:
9 May 2012
SUPPORTING
PAPERS:
Annex 1 – Strategic Risk Register
Page 1 of 3
Executive and Board
discussion/Board
decision
Agenda Item: 9
Paper no: CM/02/12/08
GOVERNANCE
AUDIT TRAIL:
Audit Committee, 2 May 2012
LINK TO STRATEGIC
OBJECTIVES AND
BUSINESS PLAN
FINANCIAL IMPACT:
The strategic risk register relates directly to meeting CQC
strategic objectives.
RISK IMPACT:
A summary of mitigating actions completed and those
identified in high risk areas are specified in the register.
REPUTATION IMPACT:
By putting an effective risk monitoring system in place,
stakeholders can be assured that CQC is committed to
proactively identifying and minimising its risks. This
reduces the likelihood of public concerns as well as
negative media attention.
HEALTHWATCH IMPACT:
N/A
EQUALITY IMPACT
ASSESSMENT:
N/A
N/A
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Agenda Item: 9
Paper no: CM/02/12/08
1.
Background
1.1 As part of the CQC’s risk management framework there is a register of risks to
achieving strategic objectives and meeting statutory duties. These risks are owned
by the Board and should be reviewed periodically in light of performance, changes in
the operating environment and changes to the strategy. The current register is
attached at Annex 1.
1.2 The register is presented to the Board with the quarterly performance scorecard so
that the risk ratings can be reviewed in light of current performance. The Audit & Risk
Assurance Committee keeps the operation of the risk management framework under
review and provides the Board with advice on the register and the framework.
1.3 In reviewing the residual risk and the effectiveness of the mitigating actions, the
Board helps to set the risk appetite for the organisation.
2.
Executive Summary
2.1 The Audit & Risk Assurance Committee has recommended a thorough review of the
strategic risk register to align with the revised strategic priorities. A risk workshop is
being arranged for the Board in order to do this.
2.2 Conclusion
3.1 Pending the Board risk workshop the Board are asked to:
 Review the risks to check that they remain relevant and whether others should be
added;
 Indicate for the Executive what their risk appetite is for each risk ( ie whether they
are content with a residual risk of red, green or amber);
 Determine what additional controls or mitigations they require, if the residual risk
exceeds the Board’s risk appetite.
.
4.
Next Steps
4.1 The register will be thoroughly revised and updated following the planned Board
workshop and reviewed at the Audit and Risk Assurance Committee meeting in
September 2012.
Name:
Title:
Date
Alastair Cannon
Head of Governance
9 May 2012
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