Agenda Item:
Paper Number
MEETING:
PUBLIC BOARD MEETING
DATE:
7 FEBRUARY 2013
8
CM/01/13/07
TITLE OF PAPER: CQC STRATEGIC RISK REGISTER.
SUMMARY:
This paper provides current strategic risk information and asks the Board to review the
adequacy of mitigating actions, the appropriateness of each risk target and seeks approval
for the strategic risk ratings.
RECOMMENDED ACTION:

The Board are asked to APPROVE the draft strategic risk register attached to this
report as a key element of CQC’s approach to managing risk.
Board Agreement/Endorsement
Board Discussion
LEAD DIRECTOR:
Louise Guss
AUTHOR:
Amanda Bellis
DIRECTORATE
Governance and Legal Services
DATE:
29 January 2013
SUPPORTING PAPERS:
Annex A – Strategic risk register
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Agenda Item:
Paper Number
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GOVERNANCE
AUDIT TRAIL:
The strategic risks identified were developed by members
of the Board and the Executive Team at a joint workshop
on 17 October. The mitigating actions and evidence of
mitigation have been further developed from those agreed
risks and the integrated register is attached for approval.
LINK TO STRATEGIC
OBJECTIVES AND
BUSINESS PLAN
The strategic risk register has been developed using the
current strategic objectives, business plan and draft
strategic objectives for 2013-16, each risk is aligned to
these objectives.
IMPLICATIONS FOR NCSC
Although there are no specific mitigating actions for NCSC
at this level, some underpinning actions may have an
impact for NCSC and these will be developed in
partnership.
FINANCIAL IMPACT:
N/A.
RISK IMPACT:
The Strategic Risk Register forms part of CQC’s risk
management model. The register reports identified risks,
controls and mitigating actions at a strategic level.
REPUTATION IMPACT:
The Strategic Risk Register is presented at all Public
Board meetings and is in the public domain via the
publication of Board papers on CQC’s external website.
LEGAL IMPLICATIONS:
HEALTHWATCH IMPACT:
There are no legal implications of this paper.
Although there are no specific mitigating actions for
Healthwatch at this level, some underpinning actions may
have an impact; these will be developed in partnership with
the Healthwatch who will develop their risks and issues as
part of their governance.
EQUALITY IMPACT
ASSESSMENT:
N/A.
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Agenda Item:
Paper Number
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1.
Background
At the last Board workshop on 17 October there was a discussion on defining the strategic
risks for the organisation. Since then there has been work on developing the mitigating
actions supporting each strategic risk, and the evidence required to provide assurance to
the Board. This work has been subsequently discussed and agreed with the Executive
Team, feedback has been positive.
2. Executive Summary
The Audit and Risk Assurance Committee recommended a thorough review of the
strategic risk register to align the register with the revised strategic priorities.
The development of the strategic risk register is an integrated component of the ongoing
Corporate Governance Framework Project, which is currently updating and bringing
greater clarity to an integrated governance framework including purpose, structures, roles
and responsibilities, performance and risk management, and the underpinning
accountability framework and information and assurance flows.
Three strategic risk workshops were held in June and July and more latterly in October
2012 to complete the process. These were attended by members of the Board and
Executive team, Independent ARAC members, relevant staff and invited guests.
Significant progress is being made to refresh the strategic risk register and as an outcome
of the workshops the seven risk areas were agreed for inclusion. Further work has now
been undertaken to identify the supporting mitigating actions, evidence, and risk ratings. A
refreshed strategic risk register is now attached for Board consideration and approval of
the risk ratings.
3. The Strategic Risks
Given the timing of this work the risks identified and particularly their mitigation span both
this year and future years, but are aligned with the emerging 2013-16 strategic objectives.
The register attached shows mitigating activity and evidence underway this year, and
those planned for future years. The strategic risk data will be updated immediately
following the Board’s agreement of CQC’s strategy and accompanying business plan
planned for March 2013.
4. Next Steps
The Board are invited to consider and approve the following as detailed in Annex A:
 any additional strategic risks to be captured
 the tolerance or risk appetite for each risk. This is the target level for the risk
 once mitigation is implemented (scales as below)
 the rating of the current net risk level given the mitigation currently
implemented
 any changes required to the planned mitigation
Scale for Risk Tolerance or Target Level, and Net Risk Level
MEDIUM
HIGH
HIGH
Major
IMPACT
LOW
MEDIUM
HIGH
Medium
LOW
LOW
MEDIUM
Minor
Unlikely
Likely
Very likely
LIKELIHOOD
Page 3 of 4
Agenda Item:
Paper Number
ANNEXES:
Annex A – Draft strategic risk register
Name:
Title:
Date
Louise Guss
Director of Governance and Legal Services
29 January 2013
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