Meeting documents
Cabinet
Tuesday, 20 September 2005
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Org Struct PBs Contracts Gross Budget Allocation Funding Chart1 Sheet1 C&F RH
Detail C&F C&F2 RH Summary Detail OP SHC2 new OP RH Detail MH MH RH SHC3 new
Example LD Detail LD SHC4 new LD RH Detail PD PD RH SHC5 new
Detail DMT Detail BS SHC6b new BS RH
Detail P&P Old capital
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÷ ü ` ² ¡ a) Regular liaison meetings and contact with Probation Service b) Regular monitoring of draft legislation through Parliament. Potential Value of RiskO Potential overspend of £40k in 2005/06, with no anticiapted pressure in 2006/07¯ a) LMT minutes and production of financial reports as well as monthly bills to Directorates. b) Scrutiny of Queen's Speech and Legislation UpdateL a) Awaiting confirmation of likely work requirements from Probation Service.ÿ a)HRP/NG , Medium Low LS3 Efficiency SavingsÌ Principle method by which efficiency savings to be produced is reduction in the use of Counsel by Legal Services. Despite monitoring during 04/05 substantial increase in Counsel's costs for last quarter.{ Efficiency saving target will not be met and resultant gap between expenditure and income creating deficit for the Service. Monitoring by LMTd Report to LMT by HRP by end June 2005. Identify any necessary action required as a result of review. HRP High/Medium LS15C Risk of failure to cover total costs of provision of Legal Services_ Under-recovery will require savings to be made by way of redundancy costs or other expenditure.Œ General management and monitoring by LMT. Ensuring appropriate cover. Ensuring charges are made and time recording kept up to date. € LMT Minutes. Monthly invoicing Client Directorates Financial reports to LMT. Continuance of monitoring R HR7H To ensure delivery of both cash releasing and non-cash releasing savings_ Developing a strategy to deliver the benefits of shared services both internally and externallyƒ BPR (Business Process Review) support is proposed via a third party (PWC) which will monitor activity via an impartial view point. ™ None at this stage. Until CCMT agree use of third party to execute BPR best practice, work cannot begin to implement efficiency saving programmes of work DL Resources F MBR New Risk Insufficient funds to support core activities of unit. S&HC PP 4% Matching external funding to strategyõ The Supporting People Grant for 05/06 will not be announced until Sept 04 yet the strategy has to be submitted to ODPM by Nov 04. It is uncertain how much less the grant will be and therefore developing the strategy in advance is more difficult.Ê Assumptions have to be used to form the basis of the strategy. Whilst there is a reasonable confidence in the level of the cut based on past trends there is still uncertainty about the impact for 05/06. Work plan on track.> No action can be taken to reduce this uncertainty any further. NW S&HC CS 3! Out of county placements (agency)q Minutes of agency panel meetings (fortnightly) and reviews of all placements available. HoS involved in reviews S&HC CS 4" Demand is higher than budgeted for² Services which are demand led means that is difficult to plan ahead. There is a risk that the service will not be able to meet demand or budgets will be overspent even further.Ï Budget overspend. Affects on performance. High thresholds resulting in children & families reaching S&HC when behaviours and difficulties so entrenched that difficult to help/care for children within county.ý HoS - L&C, NHS & S&HC leading each of the 4 pilots. Minutes available. Outline project proposal in place with external consultants/trainers to appointed to train staff in February 2005 -Findings of 'Bridging the Gap' study written up and informing BVR.Ž Best Value Review of Children in Need will address the prevention and earlier intervention agenda as will Prevention & Intervention programme. SC S&HC CS 9" Financial Information and planningí Discrepancy between individual managers reckonings and financial information. Staffing inaccurate. Higher risk of overspending affecting ability to invest in preventative work. Risk of poor Inspections affecting star and CPA rating.õ UM making placements (following panel agreement) and Finance Officer to agree system for projecting costs to ensure accuracy of financial print outs. - underway. Need to develop a means of identifying Unit costs - initially at half year point. Ø Entry into the care systems tightened up and all care packages costed at the meeting which deals with this. Increasing rigour around decision making for external placements - some reduction. Remains a high risk area.
S&HC CS 12d Increased number of unaccompanied asylum seekers and families without recourse to the 'public purse'º There has been a significant increase in the number of unaccompanied asylum seekers who now count for 12% of CLA. There is uncertainty about how these numbers will continue to increase.= Ensuring maximum funding claimed from the Home Office Grant. Ó Grant claim overseen, monthly update to SM on expenditure, oversight of budget by Finance Officer and process established that ensures new commitment signed off as affordable within the grant by Finance Officer. JB× Proposal not progressed following fall in numbers and governments early retun project. Review of in house provision underway. Increasing costs of education (post 18) for this group which is oputside of the HO grant. S&HC CS14V Closure of Summerfields Resource Centre for refurbishment leading to unfunded pressureR May lose families to Direct Payments through inability to meet full care packages … Minutes of meetings overseeing the project. Updates from Service Manager (disability) to Head of Service through supervisory process. A See officer column JH/SES RF8 Financial Management & The Financial strategy is not achieved= Balances are lower than required and savings are not achievedx CPA score is affected. Low levels of balances could cause service reductions. The Council's priorities are not achieved.‰ Budget Monitoring reports including reference to levels of balances; ESSG Minutes; Annual Efficiency Savings Statement; SAP Board minutes„ Financial Strategy should be reviewed and updated (Summer 2005), discussed and adopted at CCMT and Cabinet and integrated into MTFP. N RF199 Pension Fund investments do not meet the returns expected ANNEX 4œ If the Investment team fail to properly monitor the fund managers, and loses occur then the returns will be inadequate to meet the liabilities of the fund, c If liabilties are inadequate, the triannual review will lead to increases in employer contributionsQ Regular monitoring of investment performance; reporting to the pensions committeeT minutes of meetings with fund managers; minutes and agenda of the Pensions committee SC/TW RF20L No reliance is placed on the work of Internal Audit by the External Auditorsˆ More liklihood of errors or frauds arising if control issues are not picked up by Internal Audit and subsequntly addressed by managementV Monitoring of the work of Internal Audit, by management and by the audit working Group Minutes of the AWG¯ Review of the structure of internal audit, to strengthen it. Appointment of a new Assistant Head of Audit (June 2005). Completion of the strategic plan for 2005/06 (June 2005) SC/KB RF26“ Not meeting the performance expectations, especially efficiency savings targets and the expectations detailed in the National Procurement Strategy.· Failure to meet the savings targets due to other performance expectations being more important to Directorates, especially with the current lack of procurement performance appraisals.¼ Damage to the council's and its strategic procurement unit's reputation, and impact on the mtfp. Possible intervention or offers of 'support' that cannot be refused by government agencies.£ Include procurement targets, including the creation of medium and longer term (3 to 5 years) source planning, in Appraisal and reward schemes for Heads of Servicesu Reports on < both Source Plans and achievement against objectives to be reported to the Procurement board each quarter.Ô Include procurement in relevant peoples' performance appraisal. Link performance rewards to their contribution to corporate procurement performance. Provide comprehensive support and advice via the Council's SPU. SMcH TP R BS 1 Printing% Ability to replace printing equipmentP The service may not be able to replace equipment that is worn out beyond repair.‹ Service quality will fall. Maintenance costs will increase. Customers will go else where and ultimately the service may go out of business.Ê A print replacement fund has been established to meet future needs. 24 hour maintenance contracts are in place for all major items of equipment and these are serviced regularly to pick up any problems. œ The fund has recently been used to purchase a major item of printing equipment and the budget is able to pay of the capital costs within the timescales set. R BS 2# Lack of investment in new equipment Investment in new technology (not replacement equipment) may not be possible if demands on surpluses are increased by Council.* Unable to maintain market competitiveness.G Regular meetings involve Head of Service where issues can be discussed.€ Influence used by Head of Service to ensure that service can continue to develop and still meet pressures to generate a surplus. R BS 3 Future of service¾ Whilst there is no current plan to review the service in terms of in-house/external provision, there is always the possibility that the service could be sold off to make a short term saving.¸ Whilst a short term saving would be made, the directorate costs for external services would be much higher in the longer term. Loss of expertise that has grown over a number of years. à Previous attempt to sell off service was halted due to the successful transformation of the service. Examples of savings made by directorates by using the in-house provision are available. Customer satisfaction is very high. R BS 10 Future viability of the service’ There is a continuing pressure on the Service to find alternative customers and not rely too heavily on Language Line bookings (currently at 85%).d The service will struggle to break even. Staff will leave due to high uncertainty about their jobs. ] New Service Manager's objective is to increase bookings with external and internal customers.¹ Objectives in place. Process of raising awareness is taking place. Monthly financial review of budget to highlight risk if Language Line bookings are below £11,000 (so far not happened)S Issues need to be escalated to Business Manager if financial situation deteriorates TV RBS 22 Efficiency savings4 Efficiency savings included in the MTFP are not met.z If savings are not achieved, there will be pressures on other areas of the Resources budget or there will be an overspend. Assess whether savings offered are realistic. Monthly budget monitoring to check that services are on target to achieve savings. Reports to heads of service, DMT and the Cabinet. Print Unit and procurement savings were achieved in 04/05 but ICT telephony savings were not ‘ Continuing monitoring. Implement action plan if there is a risk that savings will not be achieved. Head of ICT to implement telephony strategy. R P 5 Various Capital ProgrammeE Delays in availability of property. Financial costs. Legal liability.ª Risk assessments are carried out for the major projects but it is not practicable for there to be full risk workshops and assessments for all of the individual projects. ! Risk registers for some projects. Further risk assessments. NM? Risk Assessments to be carried out for all major projects (NC) CE CS 3 Finance AWIS; Spiralling costs due to lack of financial planning/control.‡ Awareness of financial issues and an agreement has been reached that tight financial controls will be in place for duration of project. DDŠ Budget needs to be set aside more widely in the context of ICT development outside of obvious AWIS development (supporting infrastruction) Management Info Systems P Updated Risk Register May 2005 ?? £0.5m £1.2m £1.4mU Children's Placement Strategy overspend of £0.471m projected for 2005/06 in July MMR. -o Projected £0.146m overspend in 2005/06 on Business Support - includes additional spending on financial control. £0.920m £0.6m ?? (To be in place by 2008) Learning & Culture Social & Healthcare Environment & Economy Community Safety Registrat- ionô New Risk The budget allocation for 2005/2006 does not provide for the 13.2 staff currently employed within the Service. If the Service is to meet DfES national deadlines the number of staff cannot be reduced at this time. Monthly monitoring.
CSMT medium term financial planning.
CSMT nominee to ensure awareness of funding opportunities.
Cross-directorate working group in place.[ Good budgetary planning and control.
Ensure revenue and capital budgets address priorities. The rate and scope of improvement in services will be compromised by the need to make revenue savings (e.g. extension of library opening hours). Improvements to access to buildings will not be made without capital minor works allocations being sufficient.Ø All services are to varying degrees dependent upon income generation. Income from the library audio-visual loan service may not continue at previous rates, with the DVD hire service facing increasing competition. There is a considerable reliance on external funding to meet core business. £1.4 and there is uncertainty how this will continue. In addition the recent OFSTED Inspection has pointed out the impossibility of the Service sustaining its current level of delivery.þ Overspends have to be found from elsewhere in the service. Target for relative spend affected (PAF E44) - currently poorer than comparator authorities. Additional travelling costs and time of social workers. Children placed out of Oxon away from family.ß The cost of out of county placements with most being outside of the 20 mile radius of the child's home. This is the expectation of Central Government and information is being collected on this for the first time this year. ù No agency placement without Panel approval and evidence of need. All agency placements reviewed by the Agency panel every quarter - SWs have to make the case for continuation. Outreach project using sessional workers to befriend/mentor young people.ú Intentions outlined in Commissioning Strategy need to be implemented asap but relies on funding from reductions in agency placements. Outreach project is under funded and funding allocated to the Intervention and Prevention programme being developed.ø Making a Difference: 3 year placement strategy in place. Implementation will require close monitoring - aimed at reducing high cost placement's bringing budget back in line and reinvesting in earlier intervention/front line family support services.Õ Establishment of 4 pilot integrated support services (multi agency) in areas of highest need/demand to ensure earlier intervention, co-ordination , joint working, reduction of duplication and increased capacity. ï While financial information is improving, it still remains inadequate in some areas. Unit costs, for eg are remain unknown until the end of the financial year and therefore not clear whether financial performance targets will be reached. ê Costs of placements projected forward . Monthly attendance of Finance Officers at CMT to review spend, identify patterns of spend and overspend, make adjustments as necessary. Monthly expenditure spreadsheet to all budget holders. Costs of all placements together with likely length of placement available at all agency panel meetings and minuted. Copies of financial spreadsheets sent to SMs & UMs available. Budget standing agenda item on Ops Manager supervision of SMs - minutes available.ï Additional budget pressures and significant impact on performance especially Ed. Attainment& stability of placements. Following Hillingdon Judgement, all UASCs are eligible for Lea< ving Care Services up to age 21 or longer if in Education. Development of a specialist leaving Care Team for UASCs aged 16 + in partnership with a voluntary Agency able to contribute funding. Proposal to Exec and tendering underway. Impact on Leaving Care budget of UASCs taking up further/higher education likely. › Building for overnight stays being identified. Meeting with the children & parents to discuss care packages and creative ways of meeting need/requirements.f Increase the capacity of financial management to deliver the appropriate control and reporting regime. The funding available to deliver all ICT projects is only 50% of the amount required. Continued underfunding will put existing service delivery at risk and the ability to develop improvements restricted. E.g The renovation of infrastructure primarily use.ñ a) Legal Services conduct breach of Community Orders on behalf of Oxfordshire and Buckinghamshire Probation Service but increase in use of in house provision has led to a reduction in legal work. 1 General Litigation and Environ-ment and Contracts Legal Services is a trading organisation and does not hold a specific budget (apart from Counsel and legal fees). It therefore relies on instructions received and invoices made for work done. The Service is therefore at risk for failing to recover its costs.ð BPR business case is with CCMT for comment. Additional funds are sought to commence the project. Project will look to increase efficiencies through regulated and consistent BPR approach to efficiency saving programme throughout the Council.ð Closer supervision and scrutiny of Counsel spend. Increase in in-house advocacy by means of increasing cases heard in lower Courts by Child Care Team. Closer scrutiny as to authorisation for use of Counsel. Review of last quarter spend. Balances are reviewed as part of budget process and risk assessed. Efficiencies Group meets to look at savings targets and solutions. Investment in Procurement. HoS exercise to find efficiencies for 05/06 budget. Investment in SAP dependent on Business Case. External Audit will not place any reliance on the work of internal audit if their work is deemed to be inadequate or ineffective. This can lead to increased charges from External Audit, and is likely to lead to an increased risk of a breakdown in internal Manager keeps up to date on external provider costs so that rates are always more competitive. Financial statements monitored every month to stay within forecasted end of year position. Customer satisfaction monitored to ensure that standards are maintained. Translation & Interpret-ation The Capital Programme includes building works generally with a value of some £25 million per year. There are significant risks relating to financial management, programming, service delivery, communication, internal resourcing, planning, health and safetyä Finance is in place but may not be enough to cover all costs. ICT development/implementation costs. Departmental resource costs - staff re-training, re-deployment, changed working patterns/processes & internal development time. ô Reserve fund needed for unexpected issues to support existing government funding. Departmental budget holders need to be aware of implications and account accordingly. Authority wide finance group to meet quarterly and then increase regularity.| The Service could incur an overspend of up to £40k during 2005/2006, or alternatively, fail to meet DfES national deadlines. % 3 G New Risk Inadequate financial monitoring systems ) Negative - Financial burden placed on OCC S&HC BS19 Efficiency savings 2005/06{ The risk is that the directorate is unable to live within its means and achieve the designated efficiency savings in 2005/6V The capacity of the directorate to delivery the appropriate service will be restrictedi Substantial budget and financial monitoriing. Zero based budgeting based on non-financial activity levelsj Monthly financial reports, commentary and reconciliation of budget book back to activity and service plans RF S&HC AS 1 LD Ability to balance LD budget Although there was an underspend in 03/04 the ability to predict demand for services and changing demographics and children coming through transition makes it difficult to predict expenditure. Budget continues to overspend.G Budget Action Plan with monthly monitoring and formal six month review.. Monthly monitoring and formal six month review[ Plans to pool budgets with health and to improve forecasting for future services and costs. AS R S&HC* Reduction in funding for Supporting People The Supporting People Funding for 04/05 has been announced and there will be a shortfall of around £600-£800k. Impact of this is not yet known. Action 1 in Budget Action Plan R AS 2 All Changes in external£ Increased freedoms to spend grant money but this may result in Council spending money elsewhere. Grant amounts can fluctuate and are sometimes notified very late.& Uncertainty over continuity of service8 Monitoring of grants by production of "new initiatives". New initiatives produced weekly.} Responsibility needs to be taken by HoS and Ops Manager to action info. Anything received by finance to go to Bus Man & HoS. LB AS 3 Pooled budgets with HealthË Several areas of uncertainty. Financial health of NHS not good. Lack of contingencies and clarity of financial obligations to pooled budget. Lack of flexibility to move budget across S&HC once committed.. Destabilisation of market. Perf could reduce.z Financial & Risk Management protocol being agreed. Regular reports to OHSE & PCTs/Members' Nearing completion for formal sign-off.ƒ Implementation of protocol in all S31s. Improved Governance Arrangements AS 5( Impact of Job Evaluation on agency staffÊ External organisations may have to increase their costs to attract staff as OCC have higher wages. Increase use of agency staff will put financial pressure on providers. Difficult to predict the impact.x Providers may have additional costs that may lead to financial difficulties and in extreme cases closure of the service.Í We are in close contact with all providers through our monitoring process. Meetings are in place to negotiate higher rates for key services. Payment introduced for hospital admissions (retention price).— Service manager for external home support contracts reports issues and current position of external market to the Head of Planning and Partnerships. X Scrutiny have carried out a review of agency costs. An analysis of the issues is needed. SS AS 11
S&HC AS 23€ Delayed discharges within OXMHC Rehabilitation and Acute beds requiring agreement on funding and discharge to Community Services^ Over spending through new cost pressures on purchasing budgets for Residential / Nursing Care.m Budgets will be overspent if agreements and joint contingency and Commissioning does not resolve the problem.• There has been correspondence and joint S&HC & OXMHC discussion Executive Team and Operational Board level within the Trust acknowledging the issues.L There is no focussed planned approach to jointly work on the problem as yet.‚ There is a need for further joint understanding of the problem and then for Commissioning and provider staff to work on solutions. GW
S&HC AS 24‚ Partner organisation is promoting the NIHME benchmarking figure identifying a short fall in OCC funding for Mental Health Services= That Mental Health services may be identified as underfunded.Š A Review of OCC funding in conjunction with key partners may be required to scope the problem and establish actions to address the problem¾ Assertions about the NIHME benchmarking need to be tested and understood and a Review process established to begin working on any identified problems in the funding of Mental Health Services LB/GW S&HCAS 26. Strategic Review of Supporting People Services¤ In a situation of reducing budgets in Supporting Peop< le funding there is a need for the Strategic Review to be a whole systems review of resources in Mental Health.‚ Reductions in some services could negatively affect the capacity of services to efficiently discharge Service Users from hospital.– Commissioning staff are establishing a Strategic Review which will include PCT commissioning staff, Trust managers, partners and Service Users/Carers.T The Strategic Review is being discussed at the Mental Health Housing Strategy Group.` The next Housing Strategy Group will continue to discuss the structure of the Strategic Review. GW
ODPM ahnged the date of submission for the Supporting People 5 year strategy, and gave more information on the exepcted level of SP grant 2005 - 2008. The OCC SP programme is preparing a 5 year straetgy for November 2004, for final submission to ODPM in the new year.
Financial $ Ability to achieve break even target’ For at least four years the Registration Service has exceeded its annual budget. Efforts are being made to reduce expenditure and increase income.¡ It is difficult to develop the Service or undertake any marketing/promotion of the services offered unless the Service generates a surplus to cover these costs.› Monthly budget monitoring by the Management Team. Review of all aspects of the Service to identify efficiencies and scope for increased revenue.– Minutes of Management Team meetings. Outcomes of reviews undertaken so far. Deficit was halved during 2003/04 and significantly reduced again 2004/05. Continued monitoring and review. medium p E&E T 20 Street Lighting Cost of energy supply, Late claims for street lighting energy costs) Work deferred to pay for the energy costs= Further justification requested. Consultant advice available Budget monitoring procedure. KCM F Financial Management E&E SD 14 Affordable Housing Fall in housing marketH This could discourage people from applying for loans for the PSA scheme. Targets not achieved.Î 1. Make scheme as attractive as possible - but can't control. 2. Make loans as quickly as possible. 3. Consider introducing greater flexibility in allocation of loans between City and County employees.¯ 1. Loan applications continuing to come through from County Council employees - in fact we have a waiting list. 2. Have requested City Council to release more of its loans.= 1. Active marketing. 2. Pursue release of loans from City. Ongoing DW P F CS FS6 Regional Fire Controls. High start up and transition and running costs1 Senior manager representing our service interests CS FS7% Current resilience, golden handcuffs., regional collaboration to prepare for issues CS EPU 5H Loss of funding or over-demand on limited funding during major incident: Inability of the unit to function if funding were reduced H Monthly review of financial position and cabinet Office audit of funding/ Monthly reports to Executive by the Directorate CEPO, Continuous monitoring of financial position CS FS53 Service Support Pensions+ New employer contribution requires a budget Risk Ref Division/Group Category of Risk Area of Risk/Uncertainty Description of risk/uncertainty4 Description of outcome on the service if risk occursE What processes or controls are in place to mitigate risk/uncertainty?A What evidence is there that this control/process is in operation?7 What further action or controls are needed and by when? Officer Risk Status4 Outcome of risk on Council incl. level of certainty Qrtly Review Outcome Certainty: Note Outstanding action and changes in risk status/outcome L&C CL 7 3 - Student Support Budget© It is anticipated that savings may be made during the latter 6 months of the 2005/2006 financial year, thus offsetting the potential overspend during the first 6 months.è Monthly monitoring of the budget, and regular consultation between Head of Service and Head of CL. Options for temporary re-deployment of Student support staff to other areas within CL ( AL for example) will be explored from Sep 05. Record of meetings and outcomes. MM/RH N/A Deemed high High RC Medium all None RM Low Adult Learning Service documentation PL Remains high 1 -EY Service records Remains medium L&C CL 17 CLSU Finance7 Operation of unit is too dependent on external funding.? Service quality declines. Staff may have to be made redundant.S Seek external funds to support additional Unit staffing· Build associates strategy.? Take forward plans to set up trading company by Winter 2005. JO/RH Deemed High L&C R 5 Financial Viability of CFM, esp. catering.| JE priced CFM out of the market. Overheads high and out of their control. Contacts for some OCC internal work lost on price.A Balances run out. Unable to maintain a sustainable business base.; Issues paper seen by Members. Full review under BV format. BV in progress' Calling-in of school debts in progress.e Poor. Political flux at national and local level. Lack of definition. BV curtailed. Market costs. L&C CS 1 Funding— The continuation of some services and the development of certain projects are dependent upon external funding or the allocation of corporate capital. L&C CS 2 Income Generation¥ Compensatory revenue savings would have to be made to offset any failure to meet income targets which could have a detrimental effect on the level of public service.È S t r o n g f i n a n c i a l m a n a g e m e n t , p r o m o t i o n a l a c t i v i t y , p r o m p t p u r c h a s e o f r e n t a l t i t l e s o n d a y o f r e l e a s e a n d m a i n t a i n i n g a w i d e v a r i e t y o f s t o c k w i l l l e s s e n a n y i m p a c t o n a u d i o - v i s u a l s e r v i c e s i n c o m e . Monthly monitoring
L & C CL1 Funding of increase in early education entitlement for 3 & 4 year olds in private and statutory sector settings after April 2006.p Council funding will be insufficient to meet extension of statutory duty (estimated additional £1.2 m needed). ) Significant overspend on existing budget.0 Clarify government funding intentions for 06/07.? Briefing notes to members/senior officers dated Feb and May 05.[ Ensure that financial pressure is incorporated into Council budget planning for 06/07 asap. RH Remains High L&C CL5 2 - Youth Financial viabilityO Core provision has to close. Quality and quantity of work can not be sustained.é External funders now give written confirmation that funding will be available. More intensive budget monitoring now in place. Ongoing discussions at DLT and Executive level about adequacy (or otherwise) of the Service's core budget.< Records of monthly monitoring meetings; reports to members., Action at Executive and Chief Officer level. MH L&C CL 12" Failure to secure external fundingî S u b s t a n t i a l f a i l u r e t o s e c u r e f u n d i n g f r o m p r i n c i p a l f u n d e r s , d u e t o l o c a l o r n a t i o n a l d e c i s i o n e . g . c h a n g e s p r e f i g u r e d i n F u n d i n g A d u l t L e a r n i n g m a j o r c h a n g e s o f f u n d i n g f o r t y p e s o f c o u r s e o r l e a r n e r o r i n L S C S t r a t e g i c A r e a R e v i e w . T Leading to financial retrenchment, turbulence, and underfunding of infrastructure. ² Regular review of funding issues and service priorities with OCC officers and Members, and with LSC staff. Up-to-date MIS; good, medium and worst case scenario forward planning; Move to high risk
Moves to high L & C CL15/ Failure to invest in new business opportunitiesì Loss of opportunity due to sector history of low investment (e.g. in premises, renewal of ICT equipment, advance training of staff for emerging curriculum needs); limited experience of such investment, and management of associated risk.? Learners cease to use the service in favour of other provision.Õ Regular review of funding issues with OC< ‰ C officers and Members, and with LLSC staff; comparison with similar providers; advice from NIACE; aim for reasonable permitted operating surplus, and forward resource plan. L & C CL10 Financial systemst Inadequate system for monitoring income and expenditure as a whole strategic service and to match the new structure.› Inability to make effective business decisions and on reductions in funding inability of staff to work within strategic and performance management culture.X Joint plan with finance to set up management/ operational income and expenditure system.( Engage emergency finance officer support PL/RH Deemed very high\ Negative - Financial burden placed on OCC and loss of performance if experienced staff leave ) Negative - Financial implications for OCC R ICT 1 Adequate finance for projectsK Reduces ability to maintain existing services. Projects have to be delayed.U Unable to change funding allocation. Close monitoring of cashflow by Head of Service. SAP reports. No further action planned. K June 05 - Further mitigation:
Awareness raising within ICT Steering group LS2» Risk of reduction in income to Legal Services due to reduction in Probation work being conducted within the Service. In addition possible changes in legislation to Section 106 Agreements.Z Expenditure will become more than income with no contingency funds to cover any shortfall.ÿ º / w T o L ú × " z % ó Ø( µ ý, Ú 40 X1 5 Á3 ž Ã5 ¶9 o ¶; o Í> †
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Legislation
Management Information
Partnerships
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Planning
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ð ¶ < The purpose of this section is to identify whether the area of risk has the potential to have a significant adverse impact on the Council as a whole and what level of confidence can be placed on that assessment. Inset None if there is no significant impact.< Ú ß • ì ~ ð~ ¢
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R= Significant additional resources are required to manage the risk or need to be diverted from other budgets
or None if the above no not apply
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ð ¶ ä < å 1 = More than 50% certain based on evidence of previous incidents here or elsewhere.
2= 50% certain - some evidence but not necessarily same scenario
3= Less than 50% certain - limited evidence or experience to base assessment
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