Changes to Risk Register since last update (August  2023)

Key Corporate Risk	Changes
KCR1 Financial Pressures	Minor updates to risk details
KCR2 Governance	Revised date for ongoing action; new action regarding FOI compliance
KCR3 Effective and Strong Partnerships	No changes at this monitor
KCR4 Changing Demographics	Completed action around the transition strategy and new action for frailty hub
KCR5 Safeguarding	New control added new risk details and controls
KCR6 Health and Wellbeing	No changes at this monitor
KCR7 Capital Programme	No changes at this monitor
KCR8 Local Plan	Revised action dates
KCR9 Communities	New controls added
KCR10 Workforce/ Capacity	Revised dates for ongoing actions
KCR11 External Market Conditions	No changes at this monitor
KCR12 Major Incidents	No changes at this monitor

KCR 1 FINANCIAL PRESSURES: The ongoing government funding cuts and more recently the impact of Covid and cost of living crisis will continue to have an impact on council services. Over the course of the last 10 years there has been a substantial reduction in government grants leading to significant financial savings delivered. The council needs a structured and strategic approach to deliver the savings in order to ensure that any change to service provision is aligned to the council’s key priorities. In addition, other partner organisations are facing financial pressures that impact on the council.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Reduction in government grants leading to the necessity to make savings Increased service demand and costs (for example an aging population). Financial pressures on other partners that impact on the council The spending review is one year only for 2022/23 and 2023/24 Financial impact of the pandemic on Council budgets Financial impact of the pandemic on the economy as a whole Increased severity and frequency of climate hazard events (e.g. flooding) UPDATED General cost pressures due to continued high inflation (latest CPI figures are 6.7% August 2023, and has been slower to fall than anticipated) Increased risk of UK recession General cost pressures due to impact of Ukraine conflict. UPDATED UK Bank of England Interest rate expected to remain high until late 2024	Potential major implications on service delivery Impacts on vulnerable people Spending exceeds available budget  Lack of long term funding announcements from central government creates uncertainty which hinders long term financial planning Lack of long term funding announcements from central government may impact on staff retention as it creates uncertainty for temporary posts funded by external funding An economic downturn will affect the Council’s main sources of funding; reducing business rates income if premises are vacant and reducing council tax income if more individuals require support due to unemployment. Increased cost of responding to emergency situations, as a result of climate change, and impact on service delivery. Increased interest rates and the continued impact of inflation will reduce the overall funding available to the Council and may therefore lead to reductions in service levels in some areas.	Highly Probable	Major (21)	Regular budget monitoring Effective medium term planning and forecasting Chief finance officer statutory assessment of balanced budget Regular communications on budget strategy and options with senior management and politicians Skilled and resourced finance and procurement service, supported by managers with financial awareness. Climate change mitigation and adaptation programme Financial Strategy 2023/24 approved.	Probable	Major (20)	No change	RISK OWNER: Debbie Mitchell Development of budget strategy for 2024/25 (Debbie Mitchell, 31/01/2024)

KCR 2 GOVERNANCE: Failure to ensure key governance frameworks are fit for purpose. With the current scale and pace of transformation taking place throughout the organisation it is now more important than ever that the council ensures that its key governance frameworks are strong particularly those around statutory compliance including information governance, transparency and health and safety.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
UPDATED Increased interactions in relation to FOIA and transparency, and failures to adhere to statutory timescales for responses. Failure to comply with data protection and privacy legislation Serious breach of health and safety legislation Failure to comply with statutory obligations in respect of public safety	Increases in cases held or fines levied by Information Commissioner Failing to meet the legal timescales for responding to FOIA may result in reduced confidence in the council’s ability to deal with FOIA and in turn, its openness and transparency Individuals will be at risk of committing criminal offences if they knowingly or recklessly breach the requirements of the GDPR legislation. Potential increased costs to the council if there are successful individual claims for compensation as a result of a breach of GDPR legislation. Impact on the end user/customer Public and staff safety may be put at risk Possible investigation by HSE Prohibition notices might be served preventing delivery of some services Prosecution with potential for imprisonment if Corporate Manslaughter Adverse media/ social media coverage Reputational impact	Probable	Major (20)	Electronic Communication Policy IT security systems in place Governance, Risk and Assurance Group (GRAG) covers a wide range of governance issues, including Covid-19 impacts Ongoing Internal Audit review of information security Health and Safety monitoring in place Regular monitoring reports to Audit & Governance committee and Executive Member decision sessions Open Data platform providing Freedom of Information (FOI) requested data Regular review of transparency code legislation and compliance Ongoing management of data architecture to provide de-personalised data to open data platform Public Protection Annual Control Strategy Additional resource, training and improved processes to deal with FOIA requests All officer and delegated decisions are reported publicly to Executive/ A&G to ensure transparency Ongoing Health and Safety Training programmes at all levels Ongoing regular review of internal audit reviews and recommendations SIRO role has changed to Director of Governance and the relationship between the Senior Information Risk Officer (SIRO) and the Caldicott Guardian is being strengthened Customer Complaints toolkit has been reviewed and reports to A&G Governance training provided for Directors Process for consistent completion of Data Protection Impact Assessments (DPIA) has been circulated across the council The LGA will review and report on the achievement of PIR actions Member training in respect of the Code of Conduct and conflict of interests. Review of Council constitution completed in 2022.  Next review planned for after elections in May 2023. New induction programme for elected members	Possible	Major (19)	New action	RISK OWNER: Bryn Roberts REVISED DATE Ongoing review: Continued implementation and embedding of relevant elements from the action plan. (Bryn Roberts 31/12/23) NEW Compliance with the Action Plan required to remedy the backlog of FoI requests, together with resolution of the backlog. (Bryn Roberts 31/10/23)

KCR 3 EFFECTIVE AND STRONG PARTNERSHIPS: Failure to ensure partnership arrangements are fit for purpose to effectively deliver outcomes. In order to continue to deliver good outcomes and services, the council will have to enter into partnerships with a multitude of different organisations whether they are public, third sector or commercial entities. The arrangements for partnership working need to be clear and understood by partners to ensure they deliver the best possible outcomes.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Failure to effectively monitor and manage partnerships Partner (especially NHS, Academies) financial pressures may affect outcomes for residents Unilateral decisions made by key partners may affect other partners’ budgets or services Financial pressure on York and Scarborough Teaching Hospitals NHS Foundation Trust (YTHFT) and the Humber and North Yorkshire Health and Care Partnership ICS Board (previously Vale of York Clinical Commissioning Group (VOYCCG), which may have worsened further due to Covid-19 and the cost of living crisis Cumulative impacts of the pandemic and cost of living crisis and a reduction in volunteering on voluntary and community sector	Key partnerships fail to deliver or break down Misalignment of organisations’ ambitions and direction of travel Ability to deliver transformation priorities undermined Adverse impact on service delivery Funding implications Reputational impact	Probable	Major (20)	Account management approach to monitoring key partnerships. CMT identified the 60 organisations who have the most potential to influence or affect organisational aims and priority outcomes for residents, and monitors on a quarterly basis. Each Corporate Director and the Chief Executive lead on specific relationships. The Integrated Care System now has a strategy in place that aligns with the Health & Wellbeing Board . The York Place Board will oversee the delivery of this at a Place level.  Financial pressure remains, however the Council, ICS and the Acute Trust are working together to reduce delays increase flow to reduce escalation beds and increase staffing. Internal co-ordination such as Creating Resilient Communities Working Group (CRCWG) meet regularly to understand which areas of the council are working with different partners and what is happening across these agendas (including overall monitoring of arrangements with voluntary & community sector as part of prevention and early help work) There were many positive examples that partnerships worked well together in the event of the Covid-19 emergency and successfully deals with issues; e.g. the YCAB partnership; collaboration with DoE Commissioners and the NHS place directors are working closely to deliver a number of key joint services across health and social care. The York Health and Care Board is now in place chaired by Ian Floyd, which supports an integrated decision-making approach across organisations	Possible	Moderate (14)	No change	RISK OWNERS: Bryn Roberts / Claire Foale No current actions

KCR 4 CHANGING DEMOGRAPHICS: Inability to meet statutory duties due to changes in demographics. York has a rapidly changing demographic in relation to both residents and business. This brings with it significant challenges particularly in the delivery of adult social care and children’s services. The council needs to ensure that community impacts are planned for and resourced.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Development and regeneration makes York more desirable and accessible to residents, students and business, resulting in increasing inward migration to York. An increase in the aging population requiring services from the council Increase in complexity of needs as people get older Increase in people living with dementia Increase in ethnic diversity of the population means that the council has to understand the needs of different communities in relation to how services are delivered Growing number of people with SEND or complex needs living into adulthood Demographic of workforce supply unable to meet workforce demand Failure to plan for the impact of a rapid change in demographics to front line service provision The impact of the cost of living crisis may disproportionately affect certain demographics; eg BAME and the older community are more likely to suffer health issues, blue badge holders affected by city centre changes, younger people by job losses	Increased service demand from residents, including; statutory school placements, SEND, mental health, adult social care and environmental services (eg waste collection) Increased service demand in relation to business (e.g. Regulation, Planning) Impact of additional demands cause significant financial and delivery challenges, such as a rise in delayed discharges, deterioration of people in the community awaiting elective surgery as well as increases in the number of people requiring care as the population ages Reputational impact as these mainly impact high risk adult and children’s social care service areas Unable to recruit workers in key service areas eg care worker To ensure that decisions made in relation to cost of living support are taken with a recognition of the different impacts on certain demographics	Probable	Major (20)	Place planning strategy to ensure adequate supply of school places DfE returns and school population reported every 6 months Local area working structures in frontline services, including Early intervention initiatives and better self-care Assessment and Care management review complete, to better manage adult social care demand on CYC based on community led support Advice and Information Strategy complete, to provide residents with direct access to support and services, to better manage adult social care demand on CYC, resulting in the launch of Livewell York Investment in support brokerage work with NHS integrated commissioning Stakeholder and officer group, to create a more connected and integrated health and social care system. Officer caseload monitoring Internal co-ordination such as Creating Resilient Communities Working Group (CRCWG) Establishing a “preparing for adulthood and LD/Autism lead” to ensure smooth transition York Skills Plan The Education Planning Team have completed a review of demographic data to determine the impact on schools Community Impact Assessments are carried out before decision making Redesign and implementation of new arrangements for early help and prevention Ongoing analysis of the Local Plan and Major development projects demographic data to determine the impact on all CYC services. The Covid 19 review ensures that lessons are learned, links to the population hub providing access to the right data ensure services and support is delivered across localities to reduce inequalities NEW Interim Financial Inclusion Strategy monitored by the Financial Inclusion Steering Group Anti Racism Strategy, Action Plan and Pledge	Possible	Major (19)	Completed action, new action and new controls	RISK OWNER: Jamaila Hussain COMPLETED New transition strategy to be agreed. (Jamaila Hussain, 31/10/2023) Produce CYC specific Anti-Racism Action Plan (Pauline Stuchfield, 31/12/2023) NEW Work with health colleagues to implement an integrated frailty hub and support early intervention. (Jamaila Hussain, 30/11/2023)

KCR 5 SAFEGUARDING: A vulnerable child or adult with care and support needs is not protected from harm. Ensuring that vulnerable adults and children in the city are safe and protected is a key priority for the council. The individual, organisational and reputational implications of ineffective safeguarding practice are acute.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Failure to protect a child or vulnerable adult from death or serious harm (where service failure is a factor) Potential for an increased demand on Children’s and Adult services following the pandemic UPDATED Failed statutory inspection (CQC/Ofsted) NEW Supply failure within the national care market for children’s placements following OFSTED introduction for ages 16-17	Vulnerable person not protected Children's serious case review or lessons learned exercise Safeguarding adults review Reputational damage Serious security risk Financial implications, such as compensation payments UPDATED Financial and resource implications of an increase in demand as a result of shortage in supply of placements Financial investment required as a result of a failed inspection	Probable	Major (20)	Safeguarding sub groups Multi agency policies and procedures Specialist safeguarding cross sector training Quantitative and qualitative performance management Reporting and governance to lead Member, Chief Executive and Scrutiny Annual self-assessment, peer challenge and regulation Audit by Veritau of Safeguarding Adults processes Children's and Adults Safeguarding Boards (LSCB & ASB) Ongoing inspection preparation & peer challenge Local and Regional Data analysis National Prevent process DBS checks and re-checks Effectively resourced and well managed service, supported by robust workforce strategy and clear practice model Effective recruitment to senior roles with expert assessment contributing to the process Annual Safeguarding Board annual plan Controls implemented from peer review action plan Chief Officer Group which brings together Chief Officers from relevant organisations in relation to safeguarding e.g. police, CYC Children's Social Care records system is upgraded. This is monitored by a project board. Ongoing development is planned and awaiting costings. UPDATED Ongoing work to ensure capacity is assured to enable any increase in demand to be met after introduction of new OFSTED requirements in children’s care homes Use of different methods of contact methods for vulnerable children, such as facetime, alongside working with the DoE and Ofsted Improvement Plan for Children’s social care in place since 2020 Improvement Plan for Adult Social Care to address current budget pressures in place May 2021 NEW Increasing internal placement options with York by developing LA operated residential care NEW Increasing targeted advertising to attract Foster Carers and increase capacity	Possible	Major (19)	New action; risk details added with controls	RISK OWNERS: Jamaila Hussain, Martin Kelly NEW Establish and recruit to a new support role for ASC (funded through Market Sustainability and Improvement Fund (Jamaila Hussain, 31/12/2023)

KCR 6 HEALTH AND WELLBEING: Failure to protect the health of the local population from preventable health threats through preventable control measures.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Failure to protect the health of citizens against preventable disease by ensuring appropriate levels of vaccination, immunisation and screening. Failure to ensure there are plans in place to respond to wide-scale impacts on the health of citizens from future pandemics, infectious diseases and the health impacts of adverse weather impacts The impact of the non or late diagnosis of health issues due to the impact of Covid-19 and cost of living increases on health services. Failure to protect citizens from the adverse health impacts of climate change	Likelihood of mass disease outbreaks Late diagnosis & delay in treatment of health conditions that could be identified earlier through routine screening e.g. breast & cervical cancer, diabetic sight loss Reduction in life expectancy and quality of life	Probable	Major (20)	York Health Protection Committee is established with good engagement with partners locally and regionally. The Health Protection Committee will produce an Annual Health Protection Report for the Health and Wellbeing Board and Health & Adult Social Care Policy and Scrutiny Committee CYC Director of Public Health is co-chair of the Humber and North Yorkshire Health and Care Integrated Care Board Local Health Resilience Partnership. Health protection governance arrangements are subject to regular inspection through the internal audit cycle. Mass vaccination programme for flu and Covid The 2020 to 2022 Director of Public Health Annual Report focused on the response to the COVID-19 pandemic and makes several recommendations. Climate change mitigation and adaptation programme	Probable	Moderate (15)	No change	RISK OWNER: Director of Public Health No current actions

KCR 7 CAPITAL PROGRAMME: Failure to deliver the Capital Programme, which includes high profile projects. The capital programme currently has a budget of £531m from 2022/23 to 2026/27. The schemes range in size and complexity but are currently looking to deliver two very high profile projects, Castle Gateway and York Central, which are key developments for the city.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Complex projects with inherent risks Large capital programme being managed with reduced resources across the Council Increase in scale of the capital programme, due to major projects and lifting of borrowing cap for Housing Cost pressures due to increasing inflation rate (particularly in Construction where 20-30% increases in costs are being seen) UPDATED UK Bank of England interest rate expected to remain high until late 2024	Additional costs and delays to delivery of projects The benefits to the community are not realised Reputational Damage Pausing or stopping projects because of the economic climate may create some compliance issues and may mean that existing projects require extensions Increased interest rates and the continued impact of inflation will reduce the overall funding available to the Council and may therefore iead to reductions in service levels in some areas.	Probable	Major (20)	Project boards and project plans Regular monitoring of schemes Capital programme reporting to Executive and CMT Financial, legal and procurement support included within the capital budget for specialist support skills Project Management Framework Additional resource to support project management Capital Strategy 2023/24 to 2027/28 approved in Feb 2023 Capital Programmes are sufficiently staffed to deliver to timescales Internal Audit Report gave reasonable assurance on project management arrangements	Possible	Moderate (14)	No change	RISK OWNER: Debbie Mitchell Development of capital strategy for 2024/25 (Debbie Mitchell, 31/01/2024)

KCR 8 LOCAL PLAN: Failure to develop a Local Plan could result in York losing its power to make planning decisions and potential loss of funding. The council has a statutory duty to develop a Local Plan, a city wide plan, which helps shape the future development in York over the next 20 years. It sets out the opportunities and policies on what will or will not be permitted and where, including new homes and businesses. The Local Plan is a critical part of helping to grow York’s economy, create more job opportunities and address our increasing population needs.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Failure to agree and adopt a Local Plan for the City. The Draft Local Plan has started but not completed the Examination stage. There remains a risk that if the Plan fails this stage more work may be required and / or the plan has to be withdrawn by Council and submitted again after the evidence base has been updated. In these circumstances the overall risk score remains unchanged.	The Local Plan Examination process continues and the policies in draft Local Plan is a “material planning consideration” in the consideration and determination of planning applications. Development proposals which are not in accordance with the Draft Plan may continue to be submitted as planning applications, resulting in refusals of planning permission and an increase in planning appeals. An “adopted” Local Plan following the Examination by the Planning Inspectors would carry greater weight than the draft Plan. There may be a negative impact on the council's strategic economic goals and may have an adverse impact on investment in the city until there is an adopted Local Plan which provides greater direction through land use allocations and policies which guide and direct development. For some major planning applications which may be supported by the Council the development processes and decision making is slowed down by need to refer application to the Secretary of State for Levelling Up, Housing and Communities for consideration as to whether a Public Inquiry should be held or not. Central government (DLUHC) have already identified York as a high priority to produce a Local Plan. The failure to prepare and produce a Local Plan in accordance with the timescale accepted by central government could possibly result in action from the Secretary of State for Levelling Up, Housing and Communities to directly intervene in the plan making process.	Probable	Major (20)	The Plan has completed public inquiry phase and its regulation 19 Consultation is complete.  A final report from Inspectors for consideration by full council is expected later in Autumn 2023. Correspondence as to the latest local plan position is regularly published on the Councils website to ensure all parties are kept abreast of the Planning Inspector and CYC dialogue. The plan following national guidance, good practice and specialist legal advice. Continued close liaison with: · DLUHC, · Planning Advisory Services · Planning Inspectorate · The appointed planning Inspectors. The Local Plan Working Group (LPWG)  , the Executive and full Council have all  been engaged in the plan making process at appropriate stages and before submission of Draft Local Plan for Examination. Corporate Director for Place weekly monitoring / management of the process Additional resources to ensure delivery within timescales	Unlikely	Major (18)	No change	RISK OWNER: Neil Ferris REVISED DATE Ongoing action: Monitoring of controls (Neil Ferris, 31/12/2024 REVISED DATE The intention is for the local plan to be adopted later in 2023. After that the KCR will be considered for removal from the risk register. (Neil Ferris, 31/01/2024

KCR 9 COMMUNITIES: Failure to ensure we have resilient, cohesive, communities who are empowered and able to shape and deliver services. The council needs to engage in meaningful consultation with communities to ensure decisions taken reflect the needs of residents, whilst encouraging them to be empowered to deliver services that the council is no longer able to do. Failing to do this effectively would mean that services are not delivered to the benefit of those communities or in partnership.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Failure to effectively engage with the communities we serve Failure to contribute to the delivery of safe communities Failure to effectively engage stakeholders (including Members and CYC staff) in the decision making process Failure to manage expectations Communities are not willing/able to fill gaps following withdrawal of CYC services Lack of cohesion in the planning and use of CYC and partner community based assets in the city Failure to mitigate wider determinants of health/deprivation impacts such as world conflicts and the cost of living increases	Lack of buy in and understanding from stakeholders Alienation and disengagement of the community Relationships with strategic partners damaged Impact on community wellbeing Services brought back under council provision – reputational and financial implications Budget overspend Create inefficiencies Services not provided Poor quality provision not focused on need, potential duplication, ineffective use of resources, difficulty in commissioning community services e.g. Library services Increase in cost of living and in deprivation	Probable	Major (20)	Resilient Communities Strategy Group in place New early help and prevention community based service delivery models in People & Customer & Communities Revised Community Safety Plan Devolved budgets to Ward Committees and delivery of local action plans through ward teams Improved information and advice, Customer Strategy and ICT support to facilitate self service CYC Staff and Member training and development Community Safety Strategy approved on 2 March 2020 covering the period 2020-2023 Community Hubs set up to support residents through pandemic Roll-out of the Community hubs model as agreed in Oct 2020 Management structure (Mar 2021) appointed Director Of Customers and Communities Community Engagement Strategy published Volunteer Centre established through York CVS. ‘People Helping People Strategy’ being reviewed. Financial Inclusion Steering Group Establishment of Food roles in Communities Team Support for Anti-Racism group provided Maintaining strong relationships with parish councils Access Officer role has been established in Communities NEW Interim Financial Inclusion Strategy monitored by the Financial Inclusion Steering Group	Possible	Major (19)	No change	RISK OWNER: Pauline Stuchfield REVISED DATE Team being established to cover equalities, access & inclusion. (Pauline Stuchfield 30/04/2024)

KCR 10 WORKFORCE/ CAPACITY: Reduction in workforce/ capacity may lead to a risk in service delivery. It is crucial that the council remains able to retain essential skills and also to be able to recruit to posts where necessary, during the current periods of uncertainty caused by the current financial climate and transformational change. The health, wellbeing and motivation of the workforce is therefore key in addition to skills and capacity to deliver.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
The necessity to deliver savings has resulted in a reduced workforce requiring new and specialist skills Recruitment and retention difficulties as the council may be seen as a less attractive option than the private sector Lack of succession planning HR Policies may not be consistent with new ways of working (eg remuneration policy) Uncertainty around long term funding from central government. Reduction in posts due to restructures required to achieve budget savings Potential strike action impacting on delivery of services.  Ongoing school strikes and wider transport strikes also implicate on workforce availability. Lack of qualified workforce (eg care staff, HGV drivers) Ongoing national skills shortage Pay structure issues causing pressure at lower end having knock on impact on middle grades and especially supervisory roles around Grade 5 Sickness absence levels remain high.  COVID infections likely to be a feature of winter months, with reduced testing and no need to test and report, staff may be impacted.  Important to remind re flu vaccinations and COVID vaccinations for those eligible. Stress sickness absence remains the highest absence reason, importance of managing stress and potential burnout of staff.  NEW All LA’s have a heightened awareness of the risk of equal pay claims, following recent events at Birmingham	Increased workloads for staff Impact on morale and as a result, staff turnover in key services impacting on business continuity and performance Inability to maintain service standards Impact on vulnerable customer groups Reputational damage as a current and prospective employer. Single points of failure throughout the business Lack of long term funding announcements from central government may impact on staff retention as it creates uncertainty for temporary posts funded by external funding . Impact on the health & wellbeing of staff has been and will be significant and may increase early retirements and leavers. Due to · Remote working (working from home) can have a negative impact on wellbeing. · Work life balance – unable to separate work from home due to work being carried out within the home · Ongoing vacancies and volume of work in hard to recruit roles However many staff may see an increase in their Health & Well Being due to more agile working.  Having greater flexibility between work and home life.  More agile and flexible working may also result in increased retention of staff and increase the attraction of candidates for vacant positions. Reduction in agency spend is a positive however, a reduced spend will impact on Teckal arrangements for City of York Trading (operating as Work With York) NEW Financial & reputational impact of successful challenges to T&Cs and claims for equal pay	Probable	Major (20)	Organisational Development Plan (replaces Workforce Strategy/ People Plan) Stress Risk Assessments PDRs Comprehensive Occupational Health provision including counseling HR policies e.g. whistleblowing, dignity at work Development of coaching/ mentoring culture to improve engagement with staff Corporate Cost Control Group monitoring of absence and performance reporting Apprenticeship task group Agency and Interim Staffing Policies Absence Management Policies Substance Misuse Policy A Workplace Health & Wellbeing Group has been established with staff & trade union representation which is chaired by the Head of HR. A staff health & wellbeing survey has been undertaken & this is being followed up by staff focus groups. Increase in regulatory compliance to protect the workforce eg Health and Safety regulations, working time directives Increase in Living wage (although there is no control over this rate and conflicts with NJC rates) Engagement with staff that had concerns about the EU settlement Scheme for European Citizens and offer of support through York Learning, Registrars and Citizens’ Advice Bureau Joint Health and Safety Board and regular review of support for staff Improved frequency of informal and formal meetings with Trade Unions to improve communications and relationships Increased help and awareness of staff wellbeing and mental health; monthly make a difference communications which focuses on wellbeing   Business Continuity Planning to assist with redeployment of staff or reduction of service during times of shortage e.g. HGV drivers Managers being equipped with the right training to manage and lead teams and workforce plan Review of job descriptions and not one size fits all Retention payments and market supplements agreed for key posts HR Advisory circulars now being issued to managers 2022/23 pay award accepted and implemented	Possible	Moderate (14)	No change	RISK OWNER: Helen Whiting Ongoing action: Review of HR policies to ensure they complement the diverse ways in which our workforce deliver services (Helen Whiting, 31/12/2023) Ongoing action: Review of employee T&Cs.  Progress has started with costing options ahead of discussions with CMT and Trade Unions. (Helen Whiting, 31/12/2023) Ongoing action -Implementation of creative recruitment initiatives New ideas have already been implemented and these will be ongoing and bespoke to the role and service area.  Employer Brand project continues, promoting our employer benefits (Helen Whiting, 31/12/2023) Awaiting the outcome of negotiations of the national 2023/24 pay award and impact on pay model (Helen Whiting, 31/12/2023)

KCR 11 EXTERNAL MARKET CONDITIONS: Failure to deliver commissioned services due to external market conditions.

The financial pressures experienced by contracted services (in particular Adult Social Care providers) as a result of increases due to the cost of living crisis could put the continued operation of some providers at risk. The Council has a duty to ensure that there is a stable/diverse market for social care services delivery to meet the assessed needs of vulnerable adults/children.

Some services provided by the Council cannot be provided internally (e.g. Park and Ride) and must be commissioned. External market conditions such as the number of providers willing to tender for services may affect the Council’s ability to deliver the service within budget constraints. 

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
Increases to the national living wage and wage inflation in general. Recruitment and retention of staff If failure occurs, the Council may remain responsible for ensuring the needs of those receiving the service continue uninterrupted. Providers may go out of business as a result of the cumulative effects of the pandemic and the cost of living crisis Many sectors under financial pressure due to the pandemic and cost of living crisis  (reductions in income or increase in expenditure) Costs and cost of living  pressures due to increasing inflation rate Cost pressures due to conflict in Ukraine	Vulnerable people do not get the services required or experience disruption in service provision Safeguarding risks Financial implications: Increased cost of alternative provider Increased cost if number of providers are limited Reputational damage Providers may face short to medium term recruitment issues due to current market conditions, or face an increase in costs which is passed on to the Council	Unlikely	Major (18)	Clear contract and procurement measures in place and have been further updated A clear progression process is now in place together with changes to JDs and HoS posts. Retention and recruitment drives in place to support staff within the council and potential new employees Ongoing review of operating and business models of all key providers and putting further mitigation in place, such as more robust contract monitoring and commissioning some ‘enhanced’ credit checks.  Enhanced contract and quality team in place to work with providers reducing the potential for failure CYC investment in extra care OPHs has reduced recruitment pressure Revised SLA with independent care group and quarterly monitoring meetings with portfolio holders  Ongoing work with providers to set a York cost of care Local policies in place for provider failure Ongoing attendance at Independent Care Group Provider Conference DASS will have oversight of market sustainability.  The appointment of a Head of Commissioning starting in Jan 2023 will co-produce a market position statement with health colleagues and providers Focus on prevention and early support to ensure residents are supported to stay at home for longer Co-producing model of care with people using services and their carers The Council’s market position statement is regularly reviewed	Unlikely	Moderate (13)	No change	RISK OWNER: Jamaila Hussain No current actions

    KCR 12 MAJOR INCIDENTS: Failure to respond appropriately to major incidents. Local Authorities are required by law to make preparations to deal with emergencies. Local Authorities have four main responsibilities in an emergency 1. to support the Emergency Services, 2. to co-ordinate non-emergency organisations, 3. to maintain their own services through a robust Business Continuity Management process, 4. to facilitate the recovery of the community and 5. since 2013 the council also has a statutory duty to protect the health of the population under the Health and Social Care Act 2012 and the transfer of public health responsibilities to local authorities.

The Council must ensure that its resources are used to best effect in providing relief and mitigating the effects of a major peacetime emergency on the population, infrastructure and environment coming under it’s administration. This will be done either alone or in conjunction with the Emergency Services and other involved agencies, including neighbouring authorities.

Risk Detail (cause)	Implications (consequence)	Gross Likelihood	Gross Impact	Controls	Net Likelihood	Net Impact	Direction of Travel	Risk Owner and Actions
An uncoordinated or poor response to a major incident such as: · Flood · Major Fire · Terrorist Attack · Pandemic Failure to protect citizens from the adverse impacts of climate change Potential for rolling commercial power outages over winter Increasing frequency of extreme weather events	Serious death or injury Damage to property Reputational damage Potential for litigation Potential for corporate manslaughter charges if risks are identified and proposed actions not implemented Reduction in life expectancy and quality of life	Probable	Catastrophic (24)	Emergency planning and Business Continuity Plans in place and regularly reviewed Strong partnerships with Police, Fire, Environment Agency and other agencies Support to Regional Resilience forums Support and work in partnership with North Yorkshire local resilience forums Investment in Community Resilience (re Flooding) Work with partners across the city to minimise the risk of a terrorist attack Implemented physical measures for certain events Review of city transport access measures Development of the local outbreak control plan and a variety of internal recovery strategies Local outbreak prevention, management and response in place Climate change mitigation and adaptation program Regular review and reporting of carbon emissions Carbon reduction and climate change action plan regular updates to PH/CMT Communications to citizens about steps they can take to reduce impact of climate change ( Sustainability leads group to encourage city partners to work together to reduce impact of Climate change Communications incident management plans, including outbreak Regular review of emergency and business continuity plans	Possible	Major (19)	No change	RISK OWNER: Neil Ferris  The Government published a new resilience framework on 19th December 2022.  This KCR will need to be reviewed in light of proposed changes when legislation passed (expected Autumn 2023 along with Martyn’s law obligations for CYC) (Neil Ferris, 31^st December 2023) Directorate risk registers to be updated to include relevant climate change risks (Claire Foale, 31^st December 2023)