Bradford Trident Risk Register					Appendix 7
RISKS TO THE NDC PROGRAMME BEING TRANSFORMATORY
A. Doing the Right Thing
	Probability	Impact	Overall	Counter Measures	Who	When
	(H/M/L)	(H/M/L)	(H/M/L)		Responsible
1. Inadequate data/problem analysis	M	H	M	Further analysis of National Evaluation data (MORI and Secondary) especially in worklessness area	Prog Team/NRA	By March 2007
2. Programme fails or percieved to fail to improve outcomes for particular communities of interest	M	M	M	Improved evaluation and monitoring at communities of interest level. Further support where outcomes not being achieved. Further support for groups where engagenment could be improved	Board / Prog Team	Ongoing
3. Programme inadequately targetted to key transformatory tasks	M	H	M	Balance between capital and revenue (ie physical and social/economic) programmes reviewed on an annual basis	Board / Prog Team	Annual
B. Inability to deliver programme				Counter Measures	Who	When
	Probability	Impact	Overall		Responsible
	(H/M/L)	(H/M/L)	(H/M/L)
1. Insufficient £ esp for housing	H	H	H	Continue to lobby Local Authority and Regional Housing Board and ODPM for resources	Board / Prog team	Ongoing
				Work with English Partnerships on Mixed Communities agenda	Prog Team	Ongoing
2. Agencies attention diverted by central government agendas	M	M	M	Continue to invest time in developing relationships at senior level with key service providers - LA, Police, PCT	Board / Prog Team / NM Team	Ongoing
3. Loss of key staff towards end of programme	H	M	M	Design staff retention policy. Develop contingency plans for staff departure.	Chief Exec	By Jan 07
4. Loss of strength / continuity in leadership	H	H	H	Review succession planning	Chair / Chief Exec	By July 06
5. Scale of problems on economic prosperity means delivery of outcomes is unrealistic	H	H	H	Review economic performance and MORI data.	Jobs & Crime Prog manager	Summer 06
				Work with partners and Trident Working Group to look at strategic response to data analysis.	Working group + economic partners	By end 06
6. Insufficient skills to deliver large re-development projects	M	M	M	Review project management and co-ordination arrangements for Reyner House and other Park Lane Redevelopment projects.	Chief Exec/Co Secretary & BTT Board	Summer 06
7. Board instability/splits in transition to future structures	L	H	M	Ensure transition to new arrangements carefully planned and managed	Chief Exec/Co Secretary & BTL Board	Through next year
8. Fraud/theft/money laundering	L	L	L	Review processes through Accountable Body	Company Secretary	By Jan 07
9. Inadequate monitoring / mgt / financial systems	M	L	M	Complete systems review and implement recommendations of internal audit	Company Secretary	By July 06
10. Reputational risk due to negative press coverage of local conflicts or difficult local politics.	M	M	M	Continue to monitor potential for negative coverage and manage press relations	Neighbourhood Manager	Ongoing
C. Inability to sustain changes at end of programme				Counter Measures	Who	When
	Probability	Impact	Overall		Responsible
	(H/M/L)	(H/M/L)	(H/M/L)
1. Mainstreaming of projects doesnπt fully happen	H	M	M	Work with service providers on key projects at an early stage to examine the potential for mainstreaming	Programme team	To Mar 09
2. NDC has no future strategy / mechanism to manage assets & income	L	H	M	Review asset management strategy	Company Secretary	By Mar 07
3. Future Governance plans not carried through and undermine legitimacy of Board	M	M	M	Support council on Parish Council Review and develop contingency plans for future governance	Programme team & neighbourhood team	To June 07
4. Net income stream from assets not enough to support neighbourhood management aspirations	H	H	H	Continue to work to maximise income through lettings and land development. Develop reserves policy and ensure capital receipts are protected	Bradford Trident Trading / Company secretary	Ongoing
5.Clawback remains on assets hindering ability to generate future funds	M	M	M	Work with ODPM and Local Authority to ensure conditions in Guidance are met	Chief Exec / Local Authority	By Mar 09
D. NRU/GO pick up problems too late or cannot resolve them				Counter Measures	Who	When
	Probability	Impact	Overall		Responsible
	(H/M/L)	(H/M/L)	(H/M/L)
1. Government support weakened by Gershon Review	H	L	L	Minimise support needs and flag up issues as appropriate	NDC team / GOYH	Ongoing
E. Major external event impacts on prog	For the Programme			Counter Measures	Who	When
	Probability	Impact	Overall		Responsible
	(H/M/L)	(H/M/L)	(H/M/L)
1. Change in government policy	H	M	M	Keep abreast of Government Policy agenda and develop contingency plans as necessary	Programme Team / Board	Ongoing
2. Government withdrawal of funds	L	H	L	Ensure front end spend of NDC funding	Programme Team / Board	By Mar 09
3. Major conflict with another prog / strat eg LSP / LAA	L	H	L	Work in partnership with District and LSP to ensure good fit of Trident strategies	Programme Team / Board	Ongoing
5. Community disturbances / riot	L	H	L	Continue to monitor community tension. Work with police and community to overcome identified issues.	Jobs & crime co-ordinator / Working Group	Ongoing
6. Act of God/War/disaster	L	H	L	Ensure understanding of Council's disaster planning procedures	Company Secretary	By Mar 07