Exemplars. Completed Communications Risk Details
(‘Communications’, ‘Staff Communications’, ‘Core Partner
Communications’, and ‘Inconsistency in Communications’)
These documents were prepared by the joint Age Concern England / Help the
Aged Workstream teams in early 2008. They indicate the breadth of work
being carried out by each of the the Communications and other Workstream
teams and the type of risks considered.
(The Copyright in these documents belongs to AgeUK. It is reproduced on this
website with kind permission from AgeUK. AgeUK must be acknowledged as
the Copyright owner in any reproduction that may be made of this material.)
Risk Detail: Communications
Workstream Title
1.7
1.8
Communications
Partner Involvement
Risk Title
Communications
Programme Office Support
XX
Risk Cause(s)
This should describe what gives rise to the risk, otherwise referred to as risk drivers, or risk
triggers. These are not the risk in themselves.

Lack of a coherent communication plan to ensure ongoing consitent
messages about NewCharity reach key internal/external audiences
and stakeholders.
Risk Event
This should describe the risk itself, ie the area of uncertainty.

Insufficient communication and/or mixed messages to key audiences
and stakeholders.
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Risk Effect(s)
This should describe the impacts that the risk would have on the workstream should the risk
materialise, otherwise known as risk consequences or risk implications.



Loss of trust and confidence in ACE/HtA to create NewCharity UK.
Confusion in external/internal stakeholders as to the NewCharity
proposition.
NewCharity UK fails to achieve support and engagement of key
audiences and stakeholders.
Pre-Control Risk Assessment
The ‘pre-control’ risk assessment is the impact and likelihood of the risk, before control
measures are implemented, otherwise referred to as gross risk.
This should rate the risk in terms of its impact and likelihood, on a scale of 1-3, where 3 is
high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
2
2
4
[The following information may only be available once a risk has been
identified and is being managed.]
Controls
This should describe the measures in place, if any, to reduce the likelihood of the risk
occurring, otherwise known as mitigating the risk.
The Communications Workstream is committed to developing a
Communication Plan by end of July 2008 that will include:
 A framework – audiences, strategic messages, use of brands and
principles.
 Ongoing Communications – consistent ongoing communications for
key internal/external stakeholders.
 Planned Communications – responding to key communication trigger
points.
 Crisis Communications – who/how to handle the impact of unforeseen
events.
 Proactive Communications – maximising the support and engagement
for the values and culture of NewCharity UK.
 Programme Director – sign-off of key communications.
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Post-Control Risk Assessment
The ‘post-control’ risk assessment is the impact and likelihood of the risk, assuming the
control measures have been implemented and actions completed, otherwise referred to
as net risk.
As before this should rate the risk in terms of its impact and likelihood, on a scale of 1-3,
where 3 is high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
2
1
2
Risk Detail: Staff Communications
Workstream Title
1.7 Communications
Risk Title
Staff
Programme Office Support
XX
Risk Cause(s)
This should describe what gives rise to the risk, otherwise referred to as risk drivers, or risk
triggers. These are not the risk in themselves.

Ineffective communications with staff about NewCharity UK.
Risk Event
This should describe the risk itself, ie the area of uncertainty.

ACE/HtA staff feel uninformed and unengaged about NewCharity UK.
Risk Effect(s)
This should describe the impacts that the risk would have on the workstream should the risk
materialise, otherwise known as risk consequences or risk implications.

NewCharity UK fails to develop a culture and staff commitment to
achieve its vision.
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Pre-Control Risk Assessment
The ‘pre-control’ risk assessment is the impact and likelihood of the risk, before control
measures are implemented, otherwise referred to as gross risk.
This should rate the risk in terms of its impact and likelihood, on a scale of 1-3, where 3 is
high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
2
2
4
[The following information may only be available once a risk has been
identified and is being managed.]
Controls
This should describe the measures in place, if any, to reduce the likelihood of the risk
occurring, otherwise known as mitigating the risk.
The Communications Workstream has:
 Launched a two-weekly ‘feedback’ publication to keep all staff informed
about developments in NewCharity UK.
 Provided question/answer facility for ACE/HtA staff about NewCharity
UK.
 The People Workstream outputs will include the provision of staff
training in change management.
 ACE/HtA have appraisal systems that can be used by Directors/line
managers to raise awareness by staff of NewCharity UK and
encourage them support/involvement.
Post-Control Risk Assessment
The ‘post-control’ risk assessment is the impact and likelihood of the risk, assuming the
control measures have been implemented and actions completed, otherwise referred to
as net risk.
As before this should rate the risk in terms of its impact and likelihood, on a scale of 1-3,
where 3 is high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
2
1
2
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Risk Detail: Core Partner Communications
Workstream Title
1.7 Communications
Risk Title
Core Partners
Programme Office Support
XX
Risk Cause(s)
This should describe what gives rise to the risk, otherwise referred to as risk drivers, or risk
triggers. These are not the risk in themselves.

Ineffective communications by NewCharity UK to its core partners.
Risk Event
This should describe the risk itself, ie the area of uncertainty.

Core Partners feel uninformed about development of NewCharity UK
Risk Effect(s)
This should describe the impacts that the risk would have on the workstream should the risk
materialise, otherwise known as risk consequences or risk implications.



Loss of engagement and support by core partners for NewCharity UK.
3 Nations fail to create NewCharity in Northern Ireland, Scotland or
Wales.
NewCharity UK fails to form sufficient partnerships with Age Concern
federation Members and/or HtA partners.
Pre-Control Risk Assessment
The ‘pre-control’ risk assessment is the impact and likelihood of the risk, before control
measures are implemented, otherwise referred to as gross risk.
This should rate the risk in terms of its impact and likelihood, on a scale of 1-3, where 3 is
high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
3
2
6
[The following information may only be available once a risk has been
identified and is being managed.]
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Controls
This should describe the measures in place, if any, to reduce the likelihood of the risk
occurring, otherwise known as mitigating the risk.


The Major output of the Communications Workstream is a
Communications Plan that will confirm the extent/nature of consistent
ongoing communications to external stakeholders, including core
partners.
Partner Involvement and 3 Nations Workstreams are providing ongoing
consultation/engagement process with core partners.
Post-Control Risk Assessment
The ‘post-control’ risk assessment is the impact and likelihood of the risk, assuming the
control measures have been implemented and actions completed, otherwise referred to
as net risk.
As before this should rate the risk in terms of its impact and likelihood, on a scale of 1-3,
where 3 is high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
2
1
2
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Risk Detail: Inconsistency in Communications
Workstream Title
1.7 Communications
Risk Title
Inconsistency
Programme Office Support
XX
Risk Cause(s)
This should describe what gives rise to the risk, otherwise referred to as risk drivers, or risk
triggers. These are not the risk in themselves.

Inconsistent messages across internal/external audiences.
Risk Event
This should describe the risk itself, ie the area of uncertainty.

Confusion and lack of trust in NewCharity UK and in the ability of
ACE/HtA to create it.
Risk Effect(s)
This should describe the impacts that the risk would have on the workstream should the risk
materialise, otherwise known as risk consequences or risk implications.


NewCharity UK fails to secure the support and engagement of different
audiences to achieve its vision.
Reduction in influencing and campaigning power of ACE, HtA and
therefore ultimately NewCharity UK.
Pre-Control Risk Assessment
The ‘pre-control’ risk assessment is the impact and likelihood of the risk, before control
measures are implemented, otherwise referred to as gross risk.
This should rate the risk in terms of its impact and likelihood, on a scale of 1-3, where 3 is
high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
2
2
4
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
[The following information may only be available once a risk has been
identified and is being managed.]
Controls
This should describe the measures in place, if any, to reduce the likelihood of the risk
occurring, otherwise known as mitigating the risk.
The major output of the Communications Workstream is a
Communications Plan that will include:
 Framework: audiences, strategic messages, sign-off process, use of
brands and principles.
 Ongoing Communications: agreeing a consistent ongoing
communication plan for key internal/external stakeholders.
 Planned Communications: identifying key communication trigger
points and agreeing the audiences, channels and messages for each
trigger point.
 Crisis Communications: developing a plan to assess the impact of
unforeseen events, including crises, and minimising the reputational
risk through appropriate communications.
Post-Control Risk Assessment
The ‘post-control’ risk assessment is the impact and likelihood of the risk, assuming the
control measures have been implemented and actions completed, otherwise referred to
as net risk.
As before this should rate the risk in terms of its impact and likelihood, on a scale of 1-3,
where 3 is high and 1 is low. The rating equals impact multiplied by likelihood.
Impact
Likelihood
Rating
2
1
2
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies