Portfolio Risks. Risks to delivering each Portfolio Priority are set out below, including those relating to specific delivery projects and programmes. Operational risks to service delivery are identified, monitored and managed at a service level. A full update on all risks will be included in the Mid-Year and Annual reports, with the First and Final Update reports containing updates by exception. New and emerging risks identified in-year will be added to the register with the approval of the Portfolio Xxxxxx and Director.
Portfolio Risks. This Risk Register is informed by the strategic objectives set out in this Agreement. It incorporates key project risks from the Locality Working IIS Project. Risk Ref Risk Description (and potential impact) Existing Controls Responsible officer 1 Changing nature of crime trends and offending • Threat analysis to inform joint operations • Regular surveillance and reviews of external factors which may impact crime • Annual refresh of the crime assessment to identify emerging trends • Quarterly Partnership Business group meetings to identify threats. Xxxxx Xxxxx, Deputy Head of Service (Community Safety) 2 Changing national and local crime reduction priorities following alignment with PCC priorities Spread impact by pooling budgets and prioritisation. Xxxxx Xxxxx, Deputy Head of Service (Community Safety) 3 Local residents, groups, service users fail to engage Clear structure & process. Clear communications, involve key community organisations early in the process to spread involvement & ownership Xxxxx Xxxx, Head of Customer Engagement 4 Workforce instability / service continuity / productivity during a period of transitional change Regular senior management engagement through Investing in Stockport. Clear responsibilities and defined staff capacity Xxxxx Xxxx, Head of Customer Engagement 5 Joint working and partnership working Engagement Strategy, clear communications & early discussions with key stakeholders. Involve key stakeholders through SBMG, steering group and project teams, engaging with appropriate groups early in the process to develop ownership Xxxxx Xxxx, Head of Customer Engagement 6 Impact on service user outcomes Clear structure and process developed to involve residents and service users in priority setting & the decision making process. Xxxxx Xxxx, Head of Customer Engagement 7 Potential impact of a major incident on Stockport and local communities Stockport Emergency Plan Xxxxxx Xxxxxxxx, Head of Business Support (Place) Risk Ref Risk Description (and potential impact) Existing Controls Responsible officer 8 Central government welfare reforms • Action plan for implementation of reforms within services. • Working with Stockport Advice, DWP, Job Centre Plus, Stockport Homes and across AGMA. • Extending and promoting on-line self-service and increased data integration Xxxxx Xxxx, Head of Customer Engagement/ Xxxxxx Xxxxxx, Head of Revenues and Benefits
