Gloucestershire Joint Waste Commitee Strategic Risk Register (JWC Version 130731) Last Reviewed March 2013 v.Lo = Lo = Med = Hi = v.Hi = Read with Risk Appetite Matrix (see Appendix 3B) Ref Area Risk Effect Impact (threats) Negligible Minor Moderate Major Catastrophic Raw Score Impact (opportunities) Negligible Minor benefit Moderate benefit Major benefit Groundbreaking benefit Mitigation planned Impact prob. score 1 increased workload for remaining staff Key staff decide to leave at a critical time and potential to set back delivery of key actions Hi Med 2 Lack of cohesion in new JWMU due to virtual set up Frustration and potential for confusion as to accountability and roles Hi With very few staff already, focus remains on operational issues Operations continue in silos, reduced probability of partnership succeeding with strategic objectives Hi Lo Hi Support for staff through communication inc meetings, effective line management and team building Hi Med Hi Hi JWMU Management Team to take responsibility for Strategic development with guidance from SMG 3 Members and influential officers continue Conflicted priorities and interests for to regard individuals as "X" Council's staff, undermining ability to manage staff. JWMU agreed priorities Hi Hi 4 Temporary appointment increases uncertainty regarding leadership and direction Relationships at time of major change are overshadowed by uncertainty which may impact on trust and motivation Hi V.Hi Part time appointment provides insufficient time to fulfil main aspects of role and build stakeholder relationships Frustration and potential for confusion as to accountability and roles, burn out. 5 6 Opportunity: to share resource and experience with Somerset Waste Partnership 7 8 9 Obtain advice from and work jointly with SWP across various aspects where there is common benefit. change implemented piece-meal and Reputational damage, low morale inefficiently. Management of Opportunity: To identify, harmonise and Change Builds trust and confidence in the unit embed good practice in the new Joint Waste Management Unit 10 11 Opportunity: To bring in experience and Builds trust / provides confidence about impartiality at low cost, retaining flexibility equality of partnership at implementation. and increasing resilience for the future. Administering Authority 12 Poor or partial support to partnership from Administering Authority (AA) Lack of clarity about role of Administering Authority within GCC Lack of clarity about role of Administering Authority within other partners Med Hi +ve In time consider moving JWMU staff to HQ and fully integrate team base Med Lo Med Med Undertake a structural review in first year of operations to identify roles and deploy resources accordingly Med Lo Clear expectations and lines of communication understood by all members and officers Med Med Likely to diminish once trust is established but may require reinforcement from time to time Med Lo Provide HoS with clear and realistic objectives for the initial setting up phase and communicate these widely and often Med V.Hi Support from SMG and clear lines of accountability within JWMU, promote recognition from stakeholders that the role is an overseeing not an operational one Med V.Hi Longer term approach to be clarified Hi v.Hi +ve Shared Head of service approach on an interim basis Hi Hi +ve Potential to look at further areas for sharing expertise within recycling and waste management functions of both partnerships Hi V.Hi +ve Hi Involve staff and develop culture and processes to promote good practice Hi Lo Med Med +ve Involve staff and develop culture and processes to promote good practice Hi Med Med +ve Hi Hi Med Hi Hi Set clear goals and pathway to reach them via Business plan Hi Med JWC members may not be comfortable with taking decisions to meet another authoritys' savings targets. Tension between partners V.Hi +ve tension between partners 14 Lo Hi Med Reputational damage, loss of support from householders leading to reduced commitment to recycling V.Hi SMG to review position frequently and consider a more permanent arrangement after experience of early months Hi Hi Pressure to reduce services to save money Lo Aim Interim arrangement in place tension between partners Reputational damage, loss of support from partners, disincentive to other partners to join. Financial pressures on partners V.Hi Target Score Impact Prob. Med Lo Hi Failure to deliver savings in longer term 15 Hi Future Actions Recruit replacement staff or share resources. undermines confidence in JWMU and project overall 13 Mitigated Score Impact Prob. score Support for staff, through communication, effective team building JWMU Staff Shared Management Arrangement with Somerset Waste Partnership v.Lo = Lo = Med = Hi = v.Hi = Appendix 3A Probability Not foreseeable Unlikely Possible Likely Almost certain Med Ensure all partners (especially GCC) understand role of AA and principles within the Inter Authority Agreement. HoS and GCC Director relationship is key. SMG to deal with any issues arising as a priority. Med +ve design change management protocols for adoption Med Lo design change management protocols for adoption v.Hi Hi Lo Lo Lo Lo Lo Lo Review frequently and be prepared to set new objectives as required Hi Lo Consider potential savings early in the MTFP process and engage with members on implications Lo Hi encourage partners to identify savings requirements as early as possible in the process Lo Lo Med Lo Med Lo Med Lo Hi Med Hi Ensure that key implications of changes are identified in advance and reported with recommendations. Work closely with contractors to identify all possible options Med Hi Hi Develop a strong strategic and corporate mentality within the JWC. Med Lo SMG to review arrangements and support from time to time. SMG members to act corporately in support of JWMU. +ve Financial pressures on partners 16 Councils are penalised by DCLG for not collecting refuse weekly Creation of tension within councils and with some householders. 17 Opportunity: Joint decision making promotes rational savings decsion 18 19 Brief members on how to engage with DCLG to demonstate performance and continuing cost benefits of current systems Hi Lo Consider options that have least impact or avoid changes to public facing services Med Hi Use community survey data where possible to demonstrate satisfaction with system Hi Med JWC gives opportunity for services to be looked at from holistic perspective both vertically (collection-disposal) and horizontally (collection- collection). Med Hi Qualitative and/or quantitative reduction in contractor's management team Deterioration in service, higher complaints, reduced satisfaction with service, more pressure on client, lack of capacity to innovate. Hi Hi Frequent programmed engagement with Senior Management Teams of all main contractors. Hi Med Seek to find further economies of scale / resource sharing arrangements which benefit both client and contractor. Med Lo Qualitative and/or quantitative reduction in front line service Deterioration in service, higher complaints, reduced satisfaction with service, more pressure on client and partners. Hi Hi Frequent programmed engagement with local Managers of both contractors. Client Team sign off significant changes to rounds etc. Hi Med Continue to improve quality of monitoring and response to any recurring problems areas. Use of liquidated damages where appropriate (Ops Team) Med Lo 20 Contractor defaults or fails Potential short term delivery implications, requirement for service review / procurement with associated costs of process and potential higher cost of delivering the service. Med Awareness of financial state of companies through regular contact with Senior Managers, networking with wider industry to understand / give early warning of trends and pressures Med Hi Respond quickly to any relevant intelligence obtained, assess risks that ensue and act accordingly. Med Lo 21 Opportunity to improve efficiency at client/contractor interface. Opportunity to explore further efficiencies Med Hi Further review of functions around client / contractor roles Med v.Hi +ve 22 Due to fuel costs -increase in material in Heavy material goes in kerbside bins not kerbside bins rather than recycling to Recycling Centres. Impacts on district centres recycling rate (not to County overall). Directed Messages about how to use services sustainably. Promote cost effective disposal routes for business waste. Med Hi Promotion using variety of media as described in the Communication Plan Lo Hi Positive promotion of the scheme. Med Hi Promotion using variety of media Lo Hi Directed Communications campaign, proposals in business plan for reuse centres Med Med +ve Promotion using variety of media as described in the Communication Plan (Comms Team) Hi Hi Financial pressure on Contractors 23 Financial Pressure on Householders Loss of income while costs remain fixed Opportunity to encourage householders Waste reduction and improved to save money individually by waste participation and capture rates. reduction and collectively via recycling 24 Ref Reduction in existing or new garden waste customers Area Risk Effect Hi +ve Med Med +ve Hi V.Hi Med V.Hi Lo Lo +ve Raw Score Mitigation planned Impact prob. score Loss of shared vision Difficulty in agreeing priorities, impact on reputation of partners, partners consider leaving which could destabilise the partnership 26 Loss of Trust between partners Focus becomes on managing negative relationships, not the business, partners consider leaving which could destabilise the partnership 27 Unrealistic expectations of short term savings potential from JWC arrangements Loss of patience or confidence in partnership to make savings, reputational damage, disincentive to other partners to join 28 Concerns by members not on GJWC about loss of control of the services Potential loss of confidence within partners about benefits, pressure on SMT to react to non strategic issues and fight fires 25 29 We are a multiple partner organisation working in a Lack of member engagement and/ or political frequent member turnover. environment Potential failure within partners to understand basis and benefits of JWC. Diversion of attention to managing relationships not the business +ve +ve Mitigated Score Note that majority of cost saving opportunities lie with service delivery and seek opportunities to derive economies of scale across borders Future Actions Impact Prob. score Med Lo Hi Hi Involve all partners in the business plan process. Hi Lo Maintain awareness of partner pressures and aspirations via the GJWC, SMG and formal/informal contact with all partners Hi v.Lo Hi Med Involve all partners in the business plan process and continue to promote early dialogue about issues via SMG group and with individual partners as appropriate Hi Lo Maintain awareness of partner pressures & aspirations via the JWC, SMG and frequent direct formal/informal contact with all partners Hi v.Lo Hi Hi Clarity of short and long term objectives within the business plan Hi Med Engage members on opportunities for savings and implications early in MTFP process Med Lo Hi Head of service and officer Team to engagage with partner members through attendance at meetings and ensuring that they have information about who to contact Hi Med Ensure that Scrutiny Committees or other reviwing bodies are consulted on plans etc Med Lo Med Induction Training for new members, involve all partners in the business plan process, monthly member briefings, continue to attend and inform scrutiny committees and other local bodies including TCs/PCs Hi Lo Hi Hi Encourage continuity and support partners' Scrutiny processes +ve Target Score Impact Prob. Med Hi +ve Hi v.Lo Aim We are a multiple partner organisation working in a political environment 30 External agencies fail to understand us and penalise effective joint working. 31 Inefficiencies due to IT and customer More staff required to do same job, relations systems not accessible or being slower response to customers joined up 32 With 3 DCs outside of GJWP, lost opportunity to align strategic objectives Sub optimal operation across county 33 Opportunity: GJWP enables partners to tackle new and emerging issues from an holistic and mutually supportive perspective Economies of scale in analysis, planning and managing responses to new legislation or Govt policy or other changes in the operating environment. 34 Opportunity: New partners can join in future. Inceased scope for efficiencies and holistic improvements Hi Lo 35 Reduction in the availability of recyclate (eg declining newspaper readership) Recycling rate drops, impact on contractor income and viability Hi 36 Impact of austerity means recycling is a lower priority for householders Recycling capture rate drops increasing disposal costs and reducing recycling rate Hi 37 Lose control of situation resulting in high Lack of preparedness or poor response call loads; Loss of customer confidence to service disruption events eg weather / and reputation; Loss of partner flooding confidence in JWMU Socio-economic impacts Unexpected costs on the partnership (eg loss of partial VAT exemption) Reputational issues if public interest and Service Delays or set backs in EfW infrastructure expectations are raised but delays disruption due to project ensue, continued reliance on landfill tax things outside of Impact on contractor bottom line and our control 39 Drop in value of recyclate viability of contracts; Loss of public confidence in recycling 38 40 41 42 Opportunity: Increase in value of material or energy Issues inherent in working at Risk of serious injury or death to staff roadside and/or with heavy vehicles manoeuvring in Risk of serious injury or death to member confined of the public working areas. Potential for income share with both contractors Med Hi Joint approach to briefing and lobbying at appropriate level. Med Med Act quickly and in a concerted way to any new threats (SMG) Med Hi Ensure that all JWMU staff have access to appropriate systems Med Med Undertake review of IT requirements once established Med Lo Hi Hi need to enegage all GWP authorities on big picture opportunities Hi Med Seek ways of incentivising involvement Med Lo Estabish the JWC Hi Hi Need to engage all GWP authorities on big picture opportunities Hi Med +ve Med Not within control of JWC or JWMU Hi Med Med Promote link between higher recycling and lower costs to community Hi Lo explore further incentives to increase capture Med Lo Business Continuity Plans (BCPs) in place for GJWC and contractors. Draw previous experience of severe weather events. Agree clear communications and "catch up" strategy Hi Lo Review BCP arrangements regularly Med Lo Med Med +ve Hi +ve Hi +ve Develop a culture of innovation with support from JWC. Seek / bid for external funding where possible. Not within control of JWC or JWMU Lo Hi Lo v.Hi +ve v.Hi Hi Hi Med Med Med Regular, open operational meetings with provider and briefings for the JWC Med Lo Devise fall back communications strategy Lo Med Maintain emphasis on quality which provides the best buffer for this risk. Med Lo Provide reassuring messages to the public in the event of further price drops Lo Med Continue to lobby govt for challenging packaging recovery targets and lobby industry for quality to be reflected in higher prices Med Med +ve Evaluate potential for risk/reward share in current and all future ventures including infrastructure and collection system developments Med Hi v.Hi Med Annual report to GJWC on internal and contractor performance to maintain a high profile Hi Med v.Hi Level of accidents to public on sites are very low and generally self-inflicted. v.Hi Lo Hi Lo Med +ve Personal impacts; Potential fines, legal claims; intervention by HSE etc. Loss of reputation v.Hi Personal impacts; Potential fines, legal claims; intervention by HSE etc. Loss of reputation v.Hi Med Hi Health & Safety has a high profile within service and with contractors. Internal H&S advisory Group and input to WISH group. Implement HSE requirements for monitoring crews. On public sites separate users from heavy plant movements. Lo +ve Lo +ve
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