RISKS TO THE NDC PROGRAMME BEING TRANSFORMATORY
B. Inability to deliver programme (MHH)	For the 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
				Work with English Partnerships on Mixed Communities agenda	Prog Team
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
3. Loss of key staff towards end of programme	H	M	M	Design staff retention policy. Develop contingency plans for staff departure.	Chief Exec
4. Loss of strength / continuity in leadership	H	H	H	Review succession planning	Chair / Chief Exec
5. Scale of problems on economic prosperity mean delivery of outcomes is unrealistic	H	H	H
6. Insufficient skills to deliver large re-development projects	M	M	M
7. Board instability/splits in transition to future structures	L	H	M
8. Fraud/theft/money laundering	L	L	L
9. Inadequate monitoring / mgt / financial systems	M	L	M
10. Reputational risk due to negative press coverage of local conflicts or dirty local politics.	M	M	M			ongoing
						ongoing