Agenda item

Report of Ann Wolstencroft, Head of Performance, Projects and Risk

The Executive Director for Finance and Assets introduced the item on behalf of the Head of Performance, Projects and Risk, saying acronyms had been removed, as requested, and giving further information about the council’s two highest risks:

-       the MX development is near conclusion but the developer is still experiencing workforce shortages which could potentially disrupt the completion of the groundwork, in turn causing budgetary pressures as a result of the requirement to keep both resources and welfare facilities on site until completion;

-       at the moment, the council is meeting the developers frequently, recalculating the programme, and retaining a level of focus and scrutiny on the risk.  An update will potentially be taken to March Council, with details of the expected completion and opening dates;

-       regarding Publica, its IT and the security of its systems is essential to business operations, and there are concerns about the stability of the service and whether Publica has the ability to recruit and retain the specific skills required.  Publica has reacted to this risk, appointed an interim MD and Programme Director, and assurance has been provided by its IT contact.  This risk will probably be reviewed and hopefully reduced in February, but the need to focus on this essential service is highlighted for the committee.

A Member asked that the grid presenting various levels of impact and probability be reinstated in the report in future as it is useful for reference, showing whether the risk is higher or lower than reported at the previous meeting.  The Executive Director for Finance and Assets confirmed that Level 5 represents a high risk, with a probability greater than 90%; risk scoring tries to quantify the probability of something happening without intervention, and identify where it is critical that the council puts mitigation and control measures in place to bring the scores down.  The Chair felt this would be helpful, and that the committee considers the higher risks at each meeting and receives assurance that these measures are in place – in particular for the MX project.  He also noted that several review dates had passed.

The Executive Director for Finance and Assets agreed that MX is the council’s biggest risk, and confirmed that the project steering group scrutinises its progress at every stage.

A Member raised the issue of the developing business continuity and corporate recovery plans, and suggested that a rigorous test exercise should be added to the plan to make sure everything works effectively in a role-playing scenario.  The Executive Director for Finance and Assets confirmed that a number of council officers undertake training in this area, which involves practical scenario testing, including sessions at Gloucestershire Airport and Waterwells. A lot of lessons are learnt from these exercises.   The Member suggested that this training should be included in the risk register, as it reduces and mitigates risks.

The Chair suggested that, while the table is useful, officers can’t be expected to respond fully on every item at every meeting; going forward, the committee could have the opportunity to raise concerns and request a more detailed report on specific items.

A Member commented on the recent order from the Secretary of State for Levelling Up, Housing and Communities that councils produce productivity plans as extra funding is unveiled, to ensure the best use of tax payers’ money.  He asked how CBC measures the effectiveness of non-financial matters such as its equality, diversity and inclusion (EDI) work, and whether, under ‘governance’, the committee should be considering what is being achieved.

The Chair agreed, though felt that the requirement for productivity plans were often used as an excuse for councils receiving less money from government.  He said he would follow this up with the Head of Corporate Services.

A Member said that Overview and Scrutiny Committee had been looking at the DEI policy and was making tangible progress; it could be useful to contextualise CBC’s development in that area in a wider national context.  She also felt it would be useful to explore emergency drill case studies undertaken by other councils – the Chair agreed and suggested selecting two or three areas to consider at the next meeting.

There was no vote on this item.