Ref. Risk description
Staffing
1. Insufficient resources to manage normal operations
Consequence Likelihood Impact
Deterioration in response time – service failure / Missed opportunities /
Increased cost
L H
2. Skills gap
3. Resistance to change
Insufficient skills to deliver services
– service failure / Missed opportunities
L
New structure not embraced by single team / Fractions between two existing teams / Staff performance issues – service failure
M
4. Differences in Salary / Terms and
Conditions
New structure not embraced by single team / Fractions between two existing teams / Staff performance issues – service failure
M
M
M
L
Risk Manager Mitigating action

Development of joint ICT annual work programme monitored by Head of
Service and respective Portfolio
Holders.

Regular review of helpdesk response times

Regular service reviews with SMT

ICT Forums with services

If additional resources are required this will generate options appraisal and request to SMT

Skills gap analysis to be undertaken by Internal Audit

Appropriate training arranged for appropriate staff

Greater reliance placed on external suppliers / vendors

Full consultation with staff on changes

Regular team meetings / 1to 1 meetings

Single management team introduced at the earliest opportunity

Joint training / skills sharing opportunities

Standardised HR procedures

Full consultation with staff on changes

All roles job evaluated – HR procedures followed

Effective use of the HR teams where appropriate

Regular team meetings / 1 to 1 meetings

Single management team introduced at the earliest opportunity to instigate any required changes
Head of Service
Head of Service
Head of Service
Head of Service /
ICT Operations
Manager

5. Key personnel leave
Loss of key skills – service reduction L
Technology
6. Changes in future technologies Inappropriate investment in current technologies / skills development requirement /
Missed opportunities
M
7. Failure of existing technology Inability to provide IT services M
Regulatory
8. Do not meet data security / other legislative requirement (e.g.
Government Connect)
Loss of data – potential prosecution / failure to provide services / reputational impact / loss of customer confidence
– increased costs
L
M
L
H
H

Joint training / skills sharing opportunities

Greater reliance placed on external suppliers / vendors

Regular appraisals
Head of Service /
ICT Operations
Manager

Defined requirement within all ICT
Management roles of assessing emerging technologies

Obtain external advice / support where appropriate

Work closely with other public sector organisations to review future opportunities

Membership of SOCITM / access to other external professional bodies to review technology trends

Regular monitoring of equipment / applications

Greater reliance placed on external suppliers / vendors – appropriate service level agreements

Timely replacement of ageing / failing equipment

Effective disaster recovery plans implemented
ICT Management
Team
ICT Management
Team

Systems reviewed to ensure they meet legislative requirements

Regular internal audit reviews of key systems

Obtain Government Connect certification

Adopt and implement standardised
ICT Security policy and related procedures
Head of Service

Financial / Procurement
9. Insufficient funding to cover service
Unable to provide elements of the service / contractual disputes
L
10. Issues with single / joint procurement / licensing arrangements
Unable to obtain all the benefits of shared working / delays in the programme delivery / additional costs
M
Other
11. External organisational changes – work with other Public Sector
Bodies / changes of Government approach / broader changes to local government
Programme specific
12. ICT operational performance dips during delivery of the Joint ICT programme
Delays in programme delivery / additional costs / unrequired costs
Deterioration in response time service failure / Missed opportunities /
Increased cost
–
M
M
L
M
M
M
13. Delays in programme delivery Failure to obtain service / financial benefits as per plan / Delays in phase
2
– reducing potential for improved service delivery and reduction in organisational costs
L H

Regular review of budgets

Standard annual budgetary process

Formal request / approval for additional funding through normal channels

Regular discussions with the
Procurement / Legal teams

Early discussions with suppliers

Review joint ICT implementations / approaches elsewhere – lessons learnt
Head of Service
Head of Service

Continual monitoring of Government announcements

Continued cross working with other local authorities / public sector bodies
Corporate
Management
Team

Development of joint ICT annual work programme monitored by Head of
Service and respective Portfolio
Holders.

Regular review of helpdesk response times

Establishment of Programme Board -
Agreed rescheduling of programme plan if deemed appropriate by the
Project Board

Development of joint ICT annual work programme monitored by Head of
Service and respective Portfolio
Holders.

Establishment of Programme Board to monitor progress and to initiate remedial action

Regular reporting to the Joint
Partnership Board
Head of Service
Head of Service

14. Insufficient resources to deliver the programme
Delays in programme delivery / staff morale impacted
L H
15. Under-estimation of required budgets / overspend
16. Insufficient development of Phase
2 requirements
Delays in phase 2
– improved service delivery and reduction in organisational costs
17. Proposed technical solution proves inadequate / lacks resilience
Delays in programme delivery / additional costs or reduced programme of work – reduced benefits
Delays in programme delivery / additional costs / service failure
M
L
M
H
H
H

Development of joint ICT annual work programme monitored by Head of
Service and respective Portfolio
Holders.

Establishment of Programme Board to monitor progress and to initiate remedial action

Regular team meetings to review progress / keep team informed

Establishment of Programme Board to monitor progress and to initiate remedial action

Technical business cases approved by Portfolio Holders

Effective budget estimation within outline Business Case

Service Plans developed by Heads of
Service

Role instigated to develop Phase 2 programme plan

Regular discussion at Corporate
Management Team

Establishment of Programme Board -
Agreed rescheduling of programme plan if deemed appropriate by the
Project Board

Technical infrastructure reviewed externally

Continual reviews by the project team

Revision of plans / solutions / expenditure where appropriate and with the appropriate approval
Head of Service
Head of Service
Head of Service
Head of Service