Risk Category

 

Risk Owner

Risk Description

 

LIKELIHOOD

 

IMPACT

SCORE

TASKS TO MITIGATE RISKS

Residual Risk

 

Direction of Travel

Current Update

Dec 24

L

I

S

 

 

Programme and Delivery Risks

 

 

 

 

 

1.       DMO -  Destination Management Organisation

 

1a

DMO 1

Sam Hunt / Lisa Gr

to filming request and events programme)

Failure to maximise tourism in York and deliver marketing activities relating to tourism and conferences.

4

5

20

·         Horizon scanning for funding opportunities to deliver tourism outcomes.

·         Successful events programme in place.

·         Advertising campaigns delivered through strong links with partners across York and North Yorkshire.

·         Media / filming requests handled by an in-house resource.

·         International marketing in place.

·         Utilising Innovative flexible approaches to digital and creative marketing.

3

5

15

No change to risk

 

Visit England Grant awarded with North Yorks for imagery on VB website as part of LVEP status

 

2 x campaigns launched with Minster and other; First Bus, Jorvik, NRM, YMT, Choc Story and City cruises

 

International marketing plans in discussion with North Yorks and James Herriott.

SL and SH attended New Tork with Chamber of Commerce and City partners.

 

 

1b

 

DMO 2

Sam Hunt

Visit York membership schemes collapses

 

2

4

8

·         Concerted, ongoing effort to maintain existing members, attract new members and grow membership.

·         Review of member benefits and added value to offers.

·         CRM system in place to track member information past and present for re engagement if needed.

·         Marketing Partnership model ongoing implementation to secure revenue opportunity.

·         Member events take place

·         Member monthly newsletter produced

·         Dedicated relationship resources in place.

·         An annual Conference to engage partners.

 

 

 

 

 

 

 

2

3

6

No change to risk

 

Membership retention currently 84% with still some outstanding being chased. Potential is 92%

 

New membership tracking well and likely to be achieved

 

Marketing partners committed for summer, green and haunted.

1c

 

 

DMO 2

Eleanor Bryson/

Failure to keep partners on board

1

3

3

·         Member Advisory Board in place with regular meetings

·         Key Account Management

·         Member Events

·         Regular liaison with key partners.

·         Stake Holder Events

·         Newsletters and Bulletins

·         Tourism Advisory Board attendance

·         York Bid partnership working.

1

3

3

No change to risk

 

MAB in regular meetings still

 

Retention showcases successful account management

 

Member events still regular

 

TAB still attended monthly and continue supporting strategy action plan

1d

 

 

 

DMO 3

Sam Hunt

Failure of the Local Visitor Economy Partnership to  formalise regional  working partnerships leading to position York as a leading destination reducing its ability to effectively secure and access funding and support from VisitEngland and Central Government.

1

3

3

·         Regular LVEP meetings in place attended by Managing Director. Deputised by Sam Hunt

·         York Tourism Strategy in place.

·         Development of a North Yorkshire Destination Management Plan.

·         TAB monthly meetings

·         KIT meetings with Visit England

 

1

3

3

No change to risk

Meetings with LVEP and VE ongoing

 

Tourism Strategy implementation support

 

 

 

 

 

 

 

 

2.       VED - Visitor sector development

 

2a

VSD 4

 

Eleanor Bryson

Failure to attract new business tourism to the city.

2

2

4

·         Generic marketing to promote York as a destination for business Conference

·         Attendance at relevant shows and events

2

2

4

No change to risk

3.       TAB – Tourism Advisory Board

 

3a

 

TAB 1

Sam Hunt

Failure to Deliver the Tourism Strategy

3

4

12

·         Tourism Strategy based on research from Group NAO report, in collaboration with Tourism Advisory Board, input from residents through CYC’s Our Big Conversation, Visit York Visitor Survey, and key city stakeholders

·         Strategy has now gone through further consultation with key stakeholders to ensure inclusive and meets city’s needs pre-publication – including Tourism Advisory Board, Culture Exec, MIY Board, BID Board

·         CYC to adopt in February 2024

·         Evidence being monitored - including through Visit York Visitor Survey, footfall data, and partner data

·         TAB monthly meetings to progress Strategy with independent Chair (YSJ)

2

4

8

No change to risk

 

Strategy signed off by CYC

 

 

4.       MAR - Markets

 

4a

 

MAR 1, 2

Lisa Grimbley

Jon Wilmot

Failure to Improve Shambles Trading performance

 

3

3

9

·         New Markets and City Centre Manager with extensive experience in markets appointed with a priority of recruiting new traders and delivering a sustainable market

·         Balance of trade policy implemented ensuring high levels of consumer service, trading opportunities and existing business sustainability leading to trader retention.

·         Monthly budget monitoring in place with accurate forecasting

·         New Management software implemented.

·         Proactive business development plan to grow speciality markets.

·         Rules and Regulations in place with annual reviews.

·         Development of a Market Strategy.

 

2

3

6

Risk is currently the same.    

 

 

4 b

 

MAR 3

Jon Wilmot

Failure to operate York’s market charter on behalf of the Council.

3

3

9

·         Monitor and review other proposed Markets in the City

·         Promote the rules of the Market Charter to ensure other operators understand

·         Develop a Market Strategy for the City

2

3

6

No change, risk is still the same. Market Manager has monitoring in place for permitted markets.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

5.       CE - Commercial Events

 

5a

 

CE 1

Rachel Harvey/

Lauren Frost

Failure to provide a strong inclusive and diverse events programme to deliver the longer-term aspirations to grow events and speciality markets, deliver exceptional Visitor Experience that keep’s York’s profile high and generates high economic impact for the city.

3

3

9

·         Project Board for all Key projects in place

·         Budget Monitoring in place and reviewed

·         Contracts in place and managed

·         Contingency plans to defer activity

·         Event evaluations in place

·         Regular meetings with licencing authorities in place.

·         Inclusivity, diversity and accessibility are part of event planning and management.

·         Directly enabling championing, coordinating, programming, promotion and delivery of events that add value to the tourism experience and the local economy.

·         Partners investing in their events

2

3

6

Risk remains the same

 

New financial system has been implemented to control and monitor budgets

 

Event evaluation framework has been developed and rolled out for more comprehensive evaluation data per event

 

New speciality markets delivered as part of the city programming in 2024-2025 (Yorkshire Day/World Food)

 

Full event planning procedures in place for all events being delivered.

5b

 

CE 1

Lisa Grimbley

Failure to deliver key events due removal/restriction of premises licence resulting in reputational damage and loss of income.  

3

4

12

·         Review of tendering and contract procedures to provide full assurances of compliance with licence conditions by 3rd party provider

·         Enhanced premises checks to be undertaken by MIY during events to ensure compliance

·         Scrutiny of 3rd party providers operations to ensure fully compliance.

·         Scrutiny of Event Management Plans prior to event

 

2

4

8

Robust monitoring of premise licence is in place.

 

No change, risk is still the same.

 

5c

 

CE 6

Lisa Grimbley /Rachel Harvey/Lauren Frost

Failure to support Local and Community Events to be delivered safely

3

4

12

·           Community event toolkit to be created to allow event organisers to self-serve including guidance on event management and highlighting where permissions would be required.

·           Review their event documentation.

2

4

8

No change, risk is still the same.

 

Number of community bookings being held in the city centre, supported pre-event by the Events Team

 

5d

Rachel Harvey/

Lauren Frost

Poor contract management in place leading to negative publicity and maximum contract value not being delivered.

3

4

12

·           Contract management process in place

·           Regular monitoring reviews

2

4

8

Risk remains the same

 

Regular on-site monitoring with robust checklists. Any issues being logged on specific event logs and where applicable contracts can be.

 

Contractor meetings scheduled for larger scale events before, during and post event to ensure compliance of contracts

 

Review of contracts in place and revised processes to be implemented

6.       CCV - City centre vibrancy

 

6a

 

CCV 1

Rachel Harvey

Failure to maximise opportunities to commercialise Eye of York, Tower Gardens, Exhibition Square, Kings Square and St Helen’s Square due to constraints - operational and logistical

3

3

9

·      Investment opportunities for the locations to be identified to make areas usable spaces

·      Liaison with commercial agents

·      Liaison with community & voluntary groups

·      Regular e-mail shots to third party organisers

·      Promotion and advertising plan to be in place

·      Review of pricing plan

 

3

3

9

Exploring options to tender spaces for signature events.

 

Scoping documents completed.  

6b

CCV 5

Lisa Grimbley

Jon Wilmot

Failure to improve the management of buskers, street traders, street cafes and pedlars due to policy not being endorsed, approved for implementation and enforced.

 

 

2

3

6

·         Spaces and Places Policy to be developed in conjunction with CYC and Partners to obtain buy in.

·      Collective partnership working to address issues

·      Conflict management training for staff

·      Promotion of the busking rules

·      Train all front line staff of the rules on busking

 

2

3

6

Spaces and Places policy drafted for CYC October 24.

 

MIY was a consultee for CYC street trading consultation.

7.       CUL - Culture

 

7a

 

CUL 1

Lisa Grimbley

Failure to contribute to the delivery of the culture strategy along with other partners to enable an ambitious and cohesive programme of cultural development for the city covering the arts, heritage and creative industries from the spaces managed by MIY.

2

2

4

·         Events Calendar in place each year

·         Delivery of an annual free trail or event

·         Continue to collaborate with creative networks to diversify the cultural offer at MIY delivered events.

2

2

4

3 Trails free delivered in 2024

7b

 

CUL 1

Dom Berry /Flick Ramsay

Failure to deliver Trailblazers programme and recoup funding from York Civic Trust (from National Lottery Heritage Grant)

 

3

4

12

·         Deliverables for MIY and YCT written into NLHF project bid and budgeted against (inc. grant-giving, marketing and sculpture trail for MIY)

·         Partnership agreement and its parameters cosigned by MIY and YCT and submitted to NLHF as part of bid

·         Governance in place to ensure project deliverables remain on track: project overseen by project board of main partner organisations and community groups that meets quarterly to ensure delivery on track

·         Monthly project team meetings of YCT and MIY to ensure progress against deliverables

·         Internal project group at MIY, with reps from key areas (culture, events, marketing) to deliver on MIY’s responsibilities

·         Regular budget monitoring and contingency written into budget in event of materials increasing in price

·         Evaluation strategy in place

 

2

4

8

Risk Removed – Project Completed

8.       EVF – Events Framework

 

8a

 

EVF 1

Lisa Grimbley

Failure to deliver a city-wide Events Framework that enables the city proactively to identify the events that it wishes to host and attract and enables the Council to respond in an informed way when opportunities are brought forward.

3

3

9

·         Work with business, visitor economy and cultural sector

·          

2

3

6

Ongoing work, no change, risk is still the same.

 

Awaiting North Yorkshire combined Authority events framework before finalising a York specific framework.

 

9.       UD UNESCO designation

 

9a

UD 1

Sam Hunt

Failure to support the Guild of Media Arts as the focal point for UNESCO City of Media Arts designation by Promoting York’s status.

2

2

4

·         Promotion of the designation through MIY digital assets MIY Events Calander, MIY Linked in and member e news.

2

2

4

No change to risk

 

Support on new UNESCO report with city partners

10.   Visitor Information

 

10 a

Debbie Carlisle/

Rachel Mackean

Visitor Information Service failure to cover costs

 

 

3

3

9

·         Regular budget monitoring

·         Contingency plans for improved revenue generation

·         Increase of commission-based Ticketing Offerings (transport, attractions, tours) including re-negotiating of existing Ticket commission rates

·         Retail Strategy to cover next 18 months mid-production

2

3

6

No change to risk.

10 b

Debbie Carlisle/

Rachel Mackean

York Pass failure to receive income

3

3

9

·         Renegotiating contract/SLA for 2024/25 with TWG

·         Regular monthly meeting with TWG and TurboPass in place to resolve immediate issues and settle outstanding debt

·         TurboPass bringing Trade Supplier and Pass Sales experience to maximise pass potential – roadmap ongoing

·         Robust financial system in place

·         Increase in web and hotel trade suppliers for additional revenue streams

·         Overall product analysis and digital review taking place in 2023-2024

 

 

 

 

 

 

 

 

 

 

 

 

3

3

9

No change to risk level.

New model of software license agreement with TurboPass confirmed with new contract.

 

 

 

 

11.   Corporate Risks

 

11 a

Karen Collins

Failure to deliver on the SLA with CYC

 

2

3

6

·         Monthly Client Meetings

·         Monthly Officer Meetings

·         Weekly Executive meeting

·         ¼ Board meetings

·         Key Performance Data provided

·         Risk Register in Place

·         Service Delivery Plans in place

·         Action logs introduced

·         MD attends CMT as requested

·         MD attends Scrutiny as requested

 

1

3

3

Regular monitoring meetings in place.

 

 

11 b

Karen Collins

Change in CYC Governance arrangements impacting on MIY Business Model and reporting requirements

2

3

6

·         Regular Client dialogue with CYC officers and Local Members

·         Regular Stakeholder meetings in place

·         Regular local member meetings in place

·         CYC members on the board

 

1

3

3

No change to risk or mitigation

11 c

Tony Spinks

Failure to maintain a  balanced budget for the delivery of outcomes in line with SLA.

3

4

12

·         Head of Finance in post.

·         Quarter Budget Monitoring reports are presented to MiY Board for scrutiny

·         Monthly budget monitoring reports provided to Heads of Service

·         Budget monitoring provided to Shareholder

·          

·          

2

3

6

No change to risk

11d

Tony Spinks

Unexpected increase in overhead costs and project costs

2

4

8

·         Regular budget monitoring and performance review in place

·         Budgets are updated as new information is known and in response to any relevant internal and external factors.

·         A robust structure exists to oversee the budgetary control process from budget setting through to monitoring,

·         Decisive action to address expenditure increase

·         Effective tendering and contract management introduced

·         Project Boards for key projects in place

·         Contingency plans in place to improve revenue

·         Key projects have contingency built in.

 

2

3

6

No change to risk

11e

Tony Spinks

 

Failure to deliver revenue generation targets

 

3

4

12

·         Evidence based targets on realistic assumptions

·         Regular budget monitoring

·         Contingency plans for improved revenue generation

·         Review of charges annually for public spaces

·         New Markets Management software implemented with live data which address bad debt

·          

2

4

8

Regular monitoring in place

11 f

Tony Spinks

Reduction in income

3

4

12

·         3 year Budget produced and monitored.

·         Exploration of external funding opportunities.

·         Prudent budget management.

·         Accurate forecasting prepared.

2

4

8

Budget monitoring in place monthly

11g

Tony Spinks

Ignorance or non observance of agreed governance protocols and/or poor decision making.

1

4

4

·         Annual Audit Report

·         Board report templates

·         Articles of Association/Standing Orders/Scheme of Delegation

·         Service Planning

 

1

4

4

Audit of contracts undertaken

11 h

Karen Collins

Failure of IT, data Loss, data breach, successful cyber attack.

2

4

8

·         Business Continuity Plans in place.

·         IT contingency/disaster recovery plan with IT contract.

·         All PCs, Laptops and Servers are protected by Virus Protection Systems and cannot be disabled with automatic updates.

·         All incoming mail is scanned automatically with quarantine in place for suspicious emails.

·         External Management of IT provision with security measures in place.

·         External system back up in place.

·         Training and Awareness for staff.

 

2

3

6

IT security policies in place.

Back up process in place.

GDPR training

Key elements on key multifactor to protect.

11 i

Karen Collins

Staff Capacity impacting performance of the business and constrains capacity

 

3

3

9

·         Specific budget to enable consultancy or short term employment contracts.

·         Regular reviews to shift resources around the organisation.

 

2

3

6

No change to risk

11 k

Tony Spinks

Karen Collins

Legal and Financial Compliance failure  

 

3

4

12

·         Policies and procedure to promote appropriate use of resources.

·         Clear delegation of authority.

·         Purchase order sign off procedure.

·         Public Liability assessment and insurance.

·         Policies and procedure to maintain high standards of behaviour and integrity eg IT useage policy.

 

3

3

9

New advanced purchase order system  implemented

11l

Karen Collins

GDPR and date protection compliance failure

 

2

4

8

·         Full review of date collection, usage and storage.

·         Review of policies and procedures in relation to maintaining date.

·         Policies and procedure to maintain high standards of behaviour and integrity eg IT use policy.

·         All staff training to be undertaken Data Protection and GDPR.

 

2

4

8

Staff training undertaken annually.

11 m

Karen Collins

Failure to comply with Health and Safety legislation/practice leading to a) intervention, prosecution by the HSE and other agencies b) injury to employees and other parties c) increase in sickness absence d) liability claims e) damage to reputation f) corporate manslaughter g) reduction in performance and standards

 

 

1

4

4

·         Designated Health and Safety Officer.

·         Health and Safety Policy with roles and responsibilities clearly defined.

·         Health and safety consultation and communication with employees.

·         Health and safety audit (External), monitoring and inspection programmes for high risk areas.

·         Fire plans in place.

·         Health and safety training, toolkits and information dissemination.

·         Process and system for recording and monitoring incidents and accidents.

·         Health and Safety induction for new starters

·         Full H&S assessment for events and event management plans.

·         All events considered by external Safety Advisory Group.

·         Relevant staff appropriately trained in IOSH  and NEBOSH AND crowd Safety.

·         External experts commissioned where required

·         Appropriate insurance and public liability insurance in place

·         Third party events – Risk Assessment, Event Management Plan required and Safety Advisory Group approval required.

·         Market Traders public liability in place and PAT testing requirement.

 

1

4

4

Ongoing staff training via SAGE HR

Induction training for new staff via SAGE HR

Revised Facilities Management monitoring/reporting systems implemented.

More robust Market food trader record management to include LPG and Food Hygiene management as due diligence.

11n

Karen Collins

Failure to retain and recruit adequately trained and experienced staff and or departure of key staff having a negative impact on Business plan, SLA, business transformation, planning performance and delivery etc.

 

 

1

4

4

·         Refresh of  our employee engagement to ensure our employment practices are fit for purpose.

·         Sickness and absence monitoring in place.

·         Regular 1:1’s introduced.

·         People Performance Management framework including and annual appraisal process and training needs analysis in place.

·         Service Planning in place.

·         Hybrid working implemented.

·         Benchmark of salaries.

·         Recruitment process in place.

·         Able to recruit short term agency staff if required for critical roles.

 

 

 

1

4

4

Sickness absence reduced

Annual pay review implemented

All HR policies updated to reflect changes in legislation.

11 0

MD/HOS

Emergency and continuity planning

 

Failure to plan and develop processes and keep maintained and updated  to ensure business continuity in the event of a significant event occurring,

 

 

 

·         Good partnership working arrangements at all levels to.

·         Business Continuity plans in place.

·         Hybrid working for staff

·         2 office locations in use.

·         Business Impact is reviewed at least every 12 months, or when substantive changes in processes and priorities are identified.

 

 

 

 

BCP in place and tested

12.   External Threats

 

12a

MD/HOS

Economic constraints impacting on MIY reducing revenue generation capability

3

4

12

·         Ability to reduce activity.

·         Ability to restructure the organisation.

 

3

4

12

No change to risk

12b

MD/HOS

Austerity from all sectors reducing revenue generation capability

3

4

12

·         Ability to reduce activity.

·         Ability to restructure the organisation.

 

3

4

12

No change to risk

12c

MD/HOS

Adverse media attention – Public perception, Partner perception and Stakeholder perception – reputational damage

 

2

2

4

·         Plan for Press Release and Media Response.

·         Designated Media Responders.

·         Appropriate Rebuttal and Evidence.

 

2

2

4

No change to risk

21d

MD/HOS

Factors outside MIY control means key aspects of the SLA are not delivered

 

3

2

6

·         Ongoing communication with key Stakeholders.

·         Regular monitoring of the SLA with corrective. planning if targets are not being hit.

·         Contingency plans and Business Continuity plans in place.

 

2

2

4

No change to risk

 

 

Risk Matrix

 

Likehood

Consequence (Impact)

1 Rare

2 Unlikely

3 Possible

4 Likely

5 Almost Certain

5 Catastrophic

5

10

15

20

25

4 Major

4

8

12

16

20

3 Moderate

3

6

9

12

15

2 Minor

2

4

6

8

10

1 Negligible

1

2

3

4

5

For grading Risk scores obtained from the risk matrix are assigned grades as follows:

1-3

Low Risk

 

Increased Risk

Risk remains the same

Decreased Risk

4-6

Moderate Risk

 

 

 

              

 

        

8-12

High Risk

 

 

15-25

Extreme Risk