Transition Payroll not in place by Risk 01/04/13
Threat of competition including CSU consolidation and private sector and/or CCG in house provision of support services eroding market share
Lead (Job Titles)
Option Treat/ Tolerate
Review Date
5
3
15
1. National Payroll provider agreed 1. Employee list ready in Jan 2013, this is in line with national process. 2. National Systems implementation process under way
12
Interim Chief Treat Financial Officer
21/01/2013
5
4
20
1. Use of commercial skills from private sector;
10
Managing Director
Treat
15/02/2013
10
Interim Chief Treat Financial Officer
15/02/2013
10
Interim Chief Treat Financial Officer
15/02/2013
Last Update on 03/01/2013 19/03/2012 Last BF1 update on 18/10/2012 Delivery Risk
Risk Treatment Plan
Residual Risk Rating
22/10/2012
Key Controls in place
Risk Rating
Risk Risk Register Reference
Likelihood
Date Entered
Consequence
Appendix A WYCSU RISK REGISTER AT 15/01/2013 - RISKS WITH RESIDUAL RISK RATING OF 10 OR MORE
1. Commercial Director role to drive commercial strategy of growth;
2. Monitoring via CSU Joint 2. Client Relationship Managers to Committee and CSU authorisation demonstrate that CCG needs are met; process collaborative partnerships with partners to minimise risk and ensure service offering 3. Regular market and competitor analysis and monitoring of customer perceptions;
19/03/2012
BF2
Budgetary pressures - costs are higher than anticipated and/or revenues are lower than anticipated
5
3
15
updated on 22/10/12
Delivery Risk
Transition Failure to agree prices that Risk reflect CSU costs and risks
5
3
15
Last Update on 03/01/2013 29/08/2012 Updated on 22/10/12
Last Update on 03/01/2013
4. Partnering arrangements to retain market share CSU has detailed understanding of Plan for growth, innovation to streamline delivery costs, effective supply chain pricing models, cost base, and pricing and marginal cost analysis, management and flexible staffing structures, apply cost improvement Business metrics and corporate saving, training with budget managers, performance management systems, internal financial control activity monitoring of staff to ensure maximum staff utilisation, pdp, objectives systems etc 1. Costing and pricing strategy 1. Ongoing engagement with CCGs to agreed with CCGs and incorporated understand requirements. Client into SLA. Relationship Managers key to this relationship 2. Agreement of SLA's done. 2. Develop detailed workplans and processes to support SLA's 3. Financial modelling and sensitivity analysis in underway 4. Development of financial systems to
29/08/2012
Delivery Risk
Updated on 22/10/12 Last Update on 03/01/2013 03/04/2012 CF5 Update Delivery 16/07/12 Risk Updated on 22/10/12
Pressure on income and margins due to competition or client funding constraints
3
5
15
Business development strategy, marketing strategy, financial modelling and medium term financial planning, internal business metrics and market intelligence monitoring.
Growth targets allocated to staff through objectives, service improvement plans, ongoing innovation, preferred suppliers for competitive value and efficiency programme.
10
Interim Chief Treat Financial Officer
15/02/2013
Failure to agree service specs with customers so operational model does not match demand and customers choose to commission services elsewhere
5
3
15
Agreement of SLAs with CCGs.
1. SLA for non CCG customers, including KPI's, in development
10
Commercial Director
Treat
15/02/2013
12
Head of IT
Treat
15/02/2013
2. CRM and service lead engagement ongoing with CCG and non CCG customers 3. Flexibility within operating model to respond to changes in demand (associate model)
Last update on 03/01/2013
4. Deployment model development 27th Nov 2012
Last updated on 31/12/2012
Delivery Risk
The national Information Governance framework is not in place to support Data Management & Information Control (DMIC) system implementation. This might lead to constraints in implementing DMIC which is a critical part of the infrastructure needed to support Business Intelligence services.
4
4
16
Development of sharing agreements are underway for the DMIC
Develop local policy based on risk assessment regarding various scenarios for use of the data