Corporate Risk and Opportunities Registermodgov.southnorthants.gov.uk/Data/Audit...

Document Reference Number: Version: 7 Date: 11 January 2012

Review Date: Final Quarter 2011/12

Corporate Risk and Opportunities Register

South Northamptonshire Council

CONFIDENTIALITY AND COPYRIGHT

The information contained in this document, is confidential and is issued by South Northamptonshire Council on the understanding that it will be used only by the staff of, or consultants to, South Northamptonshire

Council. Where consultants are employed, the use of this information is restricted to use in relation to the business, in particular, the contents of this document may not be disclosed in whole or in part to any other

party without the prior written consent of South Northamptonshire Council.

VALIDITY OF INFORMATION: South Northamptonshire Council has made every effort to ensure that all statements and information contained herein are accurate.

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2

(1) Document Version Control

Author Corporate Performance Manager with input from JMT

Type of document (strategy/policy/procedure) Strategy

Version Number 7

Document File Name Corporate risk and opportunities register 2011-12 v4.doc

Issue date 11 January 2012

Approval date and by who (CMT, Cabinet, R&D) Audit Committee approved v2 on the 29th June 2011

Document held by (name/division) Claire Taylor / Resources / Performance

Document on available on Council website Latest version on Nellie. Version 2 is on CMIS (linked from Nellie and website) Audit Committee 29 June 2011

Review Date Quarter 4 2011/12

(2) Change History

Issue Date Comments

Version 1 07 June 2011 Updated with input from CMT on 07/06/11

Version 2 16 June 2011 Inclusion of Shared Working with Cherwell Business Case risks following review by Executive on 15/06/11

Version 3 30 June 2011 Updated for risks where Director of Community Engagement and Corporate Services is the risk champion. Amendment made to action plan timings in relation to Moat Lane.

Version 4 12 July 2011 Updated risk assessment from the Head of Environment and Implementation

Version 5 11 August 2011 Risk and Action Plan updates received from the Director of Community Engagement and Corporate Services.

Version 6 26 September 2011 Risk and Action Plan updates received from the Director of Service Delivery.

Version 7 11 January 2012 All risks allocated to JMT All risks reviewed by JMT Champion

(3) Consultees

Name/Group/Organisation Division / Stakeholders / Partners

JMT

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3

RISK PROFILE SUMMARY

Corporate Risk Register Risk HEAT MAP

Impact Likelihood

Rare - 1 Unlikely - 2 Possible - 3 Likely - 4 Almost Certain - 5

Catastrophic - 5 12

Major - 4 5.2, 14, 15 6, 7, 8, 9, 10 1, 2, 3, 4

Moderate - 3 5.4 13 5.1, 5.3

Minor - 2 16

Almost none - 1

High Risk Medium Risk Low Risk

Table 1: SNC - CORPORATE RISK REGISTER

CORPORATE

AIM REF

RISK

CHAMPION

PRINCIPAL RISKS RISK SCORE

KEY CONTROLS ASSURANCES ON

CONTROLS

GAPS IN CONTROLS GAPS IN

ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities

What could prevent this objective

being achieved?

Total (L) (I) What controls/systems are in

place to assist in securing

objective?

What evidence shows

controls/systems are

effective?

Where are there no controls

or ineffective controls?

Where is further

evidence of effective

control required?

What should we do

to rectify the

situation?

1.1, 3 Director of

Development

1. Coalition Government and

Legislative Change.

Risk of resources and

sustainability of the Council to

adapt to changes of

legislation that Impacts on

welfare, housing and planning

and the role of local

government.

16 4 4 Experienced, dedicated and

competent benefits manager

interpreting welfare

information as it comes

through

Input of Chief Executive and

Head of Finance who are

copied into all

correspondence and briefed

by the Benefits Manager on

Welfare reform

Input of experienced

colleagues in Strategic Policy

and Strategic Housing

As there is little detailed

information through just

yet it is too early to

determine if the controls

are robust.

JMT undertake policy

oversight role.

Unknown at present

Unknown at

present

To be established

based on

legislation

consultation and

timetable for

implementation.

Risk to be

subject to a

fundamental

review by JMT

February 2012.

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4

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

1.1 Head of

Finance

2. Uncertainty about the

Local Government

Resources Review and

the impact that will have

on the Council’s finances

from 2013-14 and for

some aspects (Business

Rate discounts – April

2012 for example) earlier.

16 4 4 Experienced S151 officer well

versed in interpreting

information from central

Government and translating it

into impact on Council

Experienced, high quality

accountancy team with four

qualified accountants as part

of the team.

Good networks established.

Northamptonshire Finance

Officers, Countywide

Accountants’ Network,

Liaison with Cherwell DC,

Society of District Council

Treasurers, District Councils

Network

There are no

assurances that are

available yet as the

details of the review are

unknown

None that we are currently

aware of – we await the

details of the review and

are prepared for

interpreting that

information and the

impact on the Council as

soon as it comes out

None Finance Bill

published at end

of 2011. Impacts

under review.

Risk reviewed

11/01/12

Risk to be fully

reviewed and

updated at JMT

session 22/02/12

1.2, 1.4 Director of

Resources

Head of Public

Protection and

Development

Management

3. Emergency Planning and

Business Continuity

Planning addressed

inadequately or piecemeal

across the organisation

leaving the organisation

and the public exposed to

risk of significant service

failures

16 4 4 Emergency Incident Manual

Business Continuity Plans

EART (Emergency

Arrangements Review Team)

Nominated SNC out-of-hours

emergency planning officer

Service level agreement with

Northants County Council.

Regular participation in Local

Resilience Forum.

EART meets at least six

times per year.

Incident Manual in

place.

Some business

continuity plans in place.

Up-to-date SLA with

NCC in place.

SNC regularly

participates in NCC

training exercises

Emergency Incident

Manual has been updated

and CMT Members

briefed.

Business continuity plans

are missing or

inadequate.

Inadequate officer /

administrative resource.

Currently dependent on a

single SNC officer to

provide duty emergency

planning officer role.

Incident Manual

not yet tested.

Business plans will

need to be tested

once developed.

Incident training

exercises to be

carried out once

new senior

management

team is in place to

test the incident

manual and

business

continuity plans.

Audit of EP / BC

policies and

documents

completed

(Audit in two parts

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5

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

Regular participation in LRF

training events and exercises.

Key staff booked on

NCC Gold, Silver and

Loggist training during

2011.

Incident response to

disruptive snow on

several occasions, and

to gas leak during

elections, was positive

and appropriate.

Action plan to address

identified shortcomings

being actioned.

Interim support

commissioned from the

Local Resilience Forum.

and second part

scheduled for

February 2012)

Business

continuity plans to

be revised an

updated alongside

service plans.

JMT to adopt

business

continuity strategy

(scheduled Jan

2012). ICT

business

continuity

planning already

underway as part

of the insource

project.

Risk Reviewed

Updated

11/01/12

1.4 Head of

Finance

4. Failure to manage the end

of the existing outsourced IT

contract and development of

collaborative solutions with

Cherwell effectively could

lead to loss of key business

systems and services.

16 4 4 Audit of existing (and CDC) IT

estate

Independent review of

viability of sharing services

with CDC (Socitm report)

Contract negotiations with

Capita and other suppliers.

Also with CDC.

Audits completed

August 2011

Socitm report

completed. (July 2011)

Discussions underway

with Capita, Opentext,

Agresso and Northgate.

Independent review of

business case and

proposed supporting

architecture required in

Autumn 2011.

Formal procurement plan

to be developed when

relevant officers return

from leave

Limited time and

resources to

progress.

Potentially

significant impact

from the

introduction of the

shared

management team

Induct new project

manager (

Confirm

procurement route

and procure

solutions for

Academy,

Agresso, HR &

Payroll and RKYV

(Oct 2011)

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6

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

Clear roadmap of future

provision of IT services after

the end of the current Capita

contract.

Independent review of future

proposed architecture.

Procurement of new solutions

as required with legal,

financial and procurement

input into the process

Costed Business Case for

consideration by Members.

Regular reviews within SNC

by portfolio holders.

Regular review of shared

service proposals by Joint

Arrangements Steering

Group IT Subgroup

High level roadmap

drafted and agreed with

CDC. Project plan

drafted.

Review requirements

drafted and procurement

in progress.

Procurement

requirements identified.

Procurement route to be

confirmed when relevant

officers return from

leave.

Regular meetings being

held with Andrew Wilby

and Ian McCord (last on

08/08/11)

Regular reports given to

JASG subgroup.

Project manager

appointed 15/08/11.

Business case(s) to be

developed.

Risk register to be

completed.

Develop outline /

full business case

for life after Capita

contract and

shared services

(Oct 2011)

Independent

review of business

case and

supporting

architecture (Oct

2011)

Project team in

place and

operating

Operational risk

logs active.

Risk Reviewed

Updated

11/01/12

ALL Head of

Community

Services

5 Risk of partnerships failing

to deliver key objectives

through poor relationship

management, ineffective

performance management,

insufficient capacity or failure

of key partner.

See Items

5.1 to 5.4

below.

Contract management

arrangements, joint boards,

Procurement process, Audit

and management review,

Draft Partnership Protocol,

use of service level

agreements. Regular review

of strategic fit of proposed

partnership arrangements

Internal Audit; CAA; external

audit.

Organisational

Development Review

SNC senior

management restructure

prior to joint working

improved capacity for

Corporate buy-in to

partnership protocol and

agreed definition on what

is a ‘partnership’.

Service awareness of

partnership controls and

review/assurance from

them of their partnerships.

Lack of added

value assessment

of benefits

achieved and

Services reporting

on effectiveness of

Partnerships

Review internal

audit of

Partnerships that

was undertaken in

Dec (awaiting final

report).

Confirm

Partnership

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7

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

and review of cost/benefits

achieved.

increased partnership.

Shared Management

has placed partnerships

within Community

Services where there is

a need to identify

suitable resources to

manage this work as still

insufficient to deal with

emerging shared service

agenda.

Inadequate methodology

to assess effectiveness of

current and future

partnerships. (

Protocol through

report to JMT (Q1

2012/13).

Build Partnership

reporting into

Service Planning

for 2012/13.

Risk Reviewed

Updated

11/01/12

1.2 Head of

Community

Services

5.1 Community Safety

Partnership. Statutory

partnership subject to budget

cuts and lack of member

support.

12 4 3 SNC Community Safety

Partnership merged following

approval of the Home Office.

The joint partnership creates

one team across Daventry &

South Northants with

management and reporting

through Community

Partnership Unit (which is

hosted by Daventry District

Council) to the CSP. Themed

working groups established

which report to the Business

Subgroup. The unit is core

funded by DDC ,

Northampton Police and

South Northamptonshire

Council; funding from other

partners is used for project

funding. Countywide review

of effectiveness of

Community Safety

Partnerships in progress but

Clear organisational

structure with reporting

to CSP Board on

progress. Joint Action

Groups (JSG’s) provide

support Annual report to

Social and Community

R&D and Daventry DC

equivalent. Portfolio

holder direct

involvement on the

CSP. Head of Service

attendance at CSP

meetings. Formal

arrangements for CPU

staff to be located at

SNC offices- but needs

review as little

recent/current presence.

Limited control over the

ground resources of other

organisations –

partnership unit maintains

overview of all resources.

Funding allocated on

annual basis- current

issues around budget

reduction by £20k and no

knowledge of Police

funding nor implications of

PCC

Limited ‘presence’ across

SNC which appears to be

an outcome of the vacant

Policy Head pre

restructure and greater

‘pull’ from DCC because

of base there.

Clearer

communication

across the

organisation and

District about

partnership

activities to

maximise benefit

and minimise risk

Improved reporting

into SNC

Committee on

level of delivery

across SNC and

effectiveness of

this work..

Continue to fund

CPU for 2012/13;

HofS attending

the CSP; Greater

presence in SNC

to ensure VFM

and equitable

share of the joint

resource.

Improved

Performance

reporting through

P+ to show impact

and outcomes of

CPU work in SNC

Formal reporting

of Annual report

and Performance.

Risk Reviewed

Updated

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8

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

report delayed until Feb 2012

in light of uncertainties

around Police Crime

Commissioners.

Formal arrangements for

CPU staff being based at

SNC not really effective.

Operates very informally

with Environmental

Health.

11/01/12

2. Director of

Development

5.2 WNDC.

(1) Planning Powers:

Planning powers being

transferred back to Councils

in two stages (April 2011 and

intended April 2012), prior to

WNDC’s abolition in 2014/15.

Will add significant financial

resource growth pressure or

extra workload on

professional officers.

Complex issues related to

staff transfer (TUPE/COSOP

or not) – may have significant

financial impact.

Timescales very tight – could

affect DCLG ability to lay

Statutory Orders. Would lead

to slippage in transfer dates.

Potential loss of access to

specialist expertise (e.g.

urban design, landscape

architecture) when planning

work is disaggregated.

Risk of loss of developer

8 2 4 Membership of WNDC

Transition Board

Also, WNDC main Board

membership, Towcester

Regeneration Board. Moat

Lane Regeneration

Programme.

Planning application liaison,

notably Towcester Vale

Planning Project Board

Transition Board meets

monthly.

Minutes, good control

through members of

Transition Board,

Planning Project Board

and other bodies and

seeking to engender

positive working

relationships.

Quarterly meeting (or

more frequently if

necessary) between

Chief Executives and

between Chairman and

Leader

Re planning powers

transfer, none.

Re wider regeneration

issues, limited board

membership – one ,

governance board

reviewed 2010 and new

requirements will apply to

SNC Board Member

(changes mid 2011)

Re planning application

projects, none

None known –

Keep under review

1. Phase 1

transfer of

planning powers

April 2011

successfully

implemented

2. Phase 2

transfer of

planning powers

planned for April

2012. Continued

attendance at

Transition Board

meetings.

3. High level

liaison with

WNDC senior

management on

significant

proposals,

supplementing

‘case officer’

liaison.

Council have

agreed transfer

arrangements

statutory

instrument to be in

place on the 1st

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9

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

confidence re smooth

transition arrangements –

could lead to risk of appeals.

(2) Regeneration:

Above issues related to

planning powers transfer are

separate to and should not

affect wider relationships on

Regeneration issues, unless

SNC/WNDC relationship

sours.

(3) Major planning

applications:

WNDC determine some key

applications, of strategic

interest to SNC

April 2012

Risk Reviewed

Updated

11/01/12

2 Head of

Strategic

Planning and

the Economy

5.3 JPU

(1) Management of effective

partnership

Disagreement in partnership

leads to inability to prepare

LDF

(2) Preparation/approval of

LDF Core Strategy

Delay means Councils have

out-of-date planning policies,

which increases risk of

‘planning by appeals’

decisions on planning

applications. Key risk of delay

is legislative uncertainty

about status of draft Strategy

12 4 3 3 members from district sit on

Joint Planning Committee.

Representation on Officers

Programme Board, which

manages work programme.

Number of officer/member

workshops completed to

ensure delivery development.

SNC lead on management of

budget, Northampton BC

manages the Joint Planning

Unit.

Agenda/minutes of both

bodies. Local

Development Scheme

approved by

Government Office

None None 1. Produce LDF

Consultation (Feb

2011) - completed

2. LDF

Examination

(Delayed. LDS

timetable aimed

for submission in

July 2011 and EiP

December 2011.

But Government

delays in

progressing

Localism Bill and

abolishing

Regional Spatial

Strategy results in

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10

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

pending abolition of Regional

Spatial Strategy.

legal advice not to

proceed to

intended

timetable.

Decision on new

LDS timetable will

be made following

localism Bill

enactment – est

February 2012).

Risk reviewed

No changes

11/01/12

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11

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

2.1.2 Head of

Environmental

Services

5.4 Northamptonshire Waste

Partnership

6 2 3 Agreement between partners,

known as a Memorandum of

Understanding (MoU). This

defines the aims and

operation of the

Northamptonshire Waste

Partnership Shadow Board

(NWP). 2 members from

district sit on Board. Board is

a non-contractual partnership

– NWP is not enabled to take

decisions except in respect of

limited budget based on

agreed contributions [position

reviewed by NWP and agreed

as still appropriate for the

foreseeable future].

Jointly agreed Waste

Management Strategy, which

defines the future direction for

waste management in the

county.

Joint officer groups.

Minutes of NWP

meetings, Waste

Steering Group and

Waste Focus (technical)

Group

Attendance and active

participation in the work

of these groups.

Reports to Service

Delivery R&D

Committee as required.

None Steering Group

reports to each

NWP Board on

progress against

Waste Strategy

and Action Plan.

MoU updated and

revised, and with

partner Councils

for sign-off [MoU

was originally

agreed until 2011;

and needs

revision following

demise of NCC’s

‘Project Reduce’

(July 2011)]. SNC

approved August

2011.

Risk reviewed

11/01/12

No changes

2.1 , 2.3 Director of

Development

6. Failure to secure long term

benefits from Growth Agenda

12 3 4 Cllr Barnes sits on WNDC

Board. Staff support Leader

in this role and lobby WNDC.

Bids are submitted for WNDC

funding. Moat Lane

Programme. Well advanced

public/public partnership

Board Meeting Minutes

Officer attendance at

Board Meetings

Successful bid

outcomes.

No guarantee that WNDC

will heed lobbying or grant

our bids.

WNDC may grant

planning

permission for

developments

without requisite

infrastructure.

1. Continued

attendance at

board meetings,

high level liaison

with WNDC,

senior

management

team on

significant

proposals.

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12

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

Developer

contributions in

place.

Risk Reviewed

Updated

11/01/12

1.2 and 1.3 Head of Law

and

Governance

7. Poor quality of Member

decision making leading to

potential non-delivery of

Council’s priorities and lack

of engagement of members

with external organisations.

This may in turn affect

funding.

• Cabinet not engaging

with all members and

vice versa

• Officers not engaging

with members and vice

versa

12 3 4 Member Development

programme and budget.

Member induction

programme.

Evening meetings (people in

employment can attend)

Provision of IT to Members.

All Cabinet and Committee

papers available to all

members on request and

accessible on CMIS (with

limited necessary

exceptions).

Constitutional rights of access

to meetings and documents.

Member/Officer protocol.

Minutes of member

meetings showing

quality of decision

taking.

Reasoned Cabinet

decisions.

Standing Cabinet

agenda item for items

referred by R&D

Committees.

Member Development

attendance records.

Member induction packs

and member induction

process in 2011.

Minutes of Member

Development Group.

Member Development

events not mandatory.

Corporate Training budget

further reduced for

2012/13

Member Development

Group abolished in 2010

(but remit of Community

and Resources R&D

Committee).

No formal liaison between

Cabinet and R and D

Committees.

Poor attendance

at Member

Development

events.

Consider re-

introduction of

regular meetings

between Leader,

Deputy Leader

and R&D

Chairmen by

September 2012

with first meeting

held by November

2012 if re-

introduced.

Risk Reviewed

Updated

11/01/12

1.1, 1.2,

2.1.3

Director of

Development

8. Moat Lane relocation.

12 3 4 Business plan considered

and approved by s151 officer

and Council.

Moat Lane Advisory and

Procurement Groups

established with Member s

attending.

Legal and technical advice

procured in respect of

Procurement, CPO and

Planning processes.

All meeting minutes and

actions reviewed.

Programme plans

established. Financial

controls and monitoring

in place.

NCC still to confirm their

contribution to the

scheme.

Procurement process will

define whether the

business case reflects

current market conditions

none 1 Communication

to staff and

members to

explain where the

financial savings

are coming from.

2. Create

permanent

facilities manager

in new structure.

3. Procurement

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13

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

Separate Moat Lane

relocation work stream and

Board created.

assessment to be

completed in July

with Council

decision by the

end of September.

Council have

agreed on the

terms to be

included within

any Preferred

Bidder letter

Procurement

process

timetabled to

conclude with the

signature of a

conditional

Development

Agreement at the

end of February

Risk Reviewed

Updated

11/01/12

1.1, 1.2,

2.1.3

Director of

Development

9. Moat Lane Development

12 3 4 Business plan considered

and approved by s151 officer

and Council.

Moat Lane Advisory and

Procurement Groups

established with Member s

attending.

Legal and technical advice

procured in respect of

Procurement, CPO and

All meeting minutes and

actions reviewed.

Programme plans

established. Financial

controls and monitoring

in place.

NCC still to confirm their

contribution to the

scheme.

Procurement process will

define whether the

business case reflects

current market conditions

none 1 Communication

to staff and

members to

explain where the

financial savings

are coming from.

2. Create

permanent

facilities manager

in new structure.

$ux5jjwas.doc

14

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

Planning processes.

Separate Moat Lane

relocation work stream and

Board created.

3. Procurement

assessment to be

completed in July

with Council

decision by the

end of September.

Council have

agreed on terms

to be included

within any

Preferred Bidder

letter.

NCC have

confirmed their

contribution

Procurement

process

timetabled to

conclude with the

signature of a

conditional

Development

Agreement at the

end of February.

Risk Reviewed

Updated

11/01/12

2.1.1, 3 Head of

Strategic

Planning and

the Economy

10. HS2 Rail Link failure to

influence decision and

managing impact.

12 3 4 Regular reviews of

information/links on website

Officers monitoring HS2

Ltd/Department for Transport

statements.

Website

Contact with

Department for

Transport.

Ear marked reserve

None None 1. Develop good

relationships with

other affected

organisations.

2. Officers

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15

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

NCC officers and members:

regular contact as NCC is the

strategic authority

Analysis of area and features

affected by route to date.

Consultation expected early

2012.

Councils along preferred

route options – regular

contact.

Contact with Department for

Transport and HS2 Ltd.

Consortium of authorities

formed to object to

development

created.

Dedicated resource

allocated to HS2

monitoring

websites,

responding to

consultation and

lobbying on routes

Risk reviewed

Updated

11/01/12

3 Head of Public

Protection and

Development

Management

12. Inadequate Health and

Safety compliance leading to

death or serious injury to

staff, citizens and other

stakeholders through failure

of duty or expectation leading

to financial, reputational and

personal liability.

10 2 5 Integrated Management

System (incorporating all

health & safety policies and

procedures) subject to

external audit by accreditation

body and internal audit

programme

Corporate Health and Safety

Advisor (shared with Cherwell

DC); safety committee, staff

training programme

IMS Board

Safety policy;

Documented accredited

IMS system

demonstrates that

significant health and

safety risks are

identified and controlled

– provides platform for

safety instructions, risk

assessments and SWPs

Accessible to all staff via

Council intranet and

policies reviewed;

internal/external audits

(including regulatory by

HSE) to confirm that

system controls risks

and identifies gaps and

new risks; Safety

committee with union

In the short term there is

some reduced resilience

due to the sharing of one

resource between CDC

and SNC.

Proposal for long

term

arrangements for

both authorities to

be considered in

January 2012

Risk Reviewed

Updated

11/01/12

$ux5jjwas.doc

16

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

representatives to

provide consultative

forum for worker

involvement and to

identify new risks and

proactively discuss

accident statistics ; Up

to date employer and

public liability insurance

hs training needs

identified via EDAS and

carried out by qualified

trainers . H&S is

covered on corporate

induction training. Risk

based H&S inspections

and audit of contractors

take place to monitor

standards.

$ux5jjwas.doc

17

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

1.1 Head of

Finance

12. Not retaining financial

viability

8 2 4 Robust Medium term financial

plan and financial scenario

modelling, budget

consultation, capital strategy,

sound financial management,

financial regulations, council

tax & rent collection rates.

Review of priorities through

strategic planning. 2 year

settlement, consultations ,

intelligence gathering, NFOs,

technical courses, inclusion of

portfolio holder on intelligence

gathered, member of lobbying

groups such as SPARSE,

LGA etc. Budget working

group, zero based budget

process,

Budget reports/

monitoring, reports from

HoS to CMT, reports to

cabinet & R&D

committee, annual audit

letter, minutes of

strategic planning

meetings, budget

working group, reports

to relevant forums.

Enhance external funding.

Failure and confidence to

stop doing things –

working on non-priorities.

Do not know what the

public want budget spent

on. Uncertainty

around government grant.

Making difficult decisions

during budget process

External funding,

predicting wider economic

indicators (demography,

interest rates, and

unemployment), and

resources.

Inability to influence

government decisions on

RSG Restricted influence

countywide regionally and

nationally

Not knowing what

the community’s

expectations are.

Controls in place.

Impact of finance

review will

determine the

future

management of

this risk.

Risk reviewed

11/01/12

Financial risks to

be fully reviewed

by JMT

22/02/12

1.1 Director of

Resources

13. Issues relating Shared

Senior Management with

Cherwell.

Comprehensive list of risks

established in the business

case. (See the joint working

business case register for

risks identified).

9 3 3 Joint Arrangements Steering

Group and the specific

responsibilities contained

within their terms of

reference, in line with S113

Agreement (signed 8/12/10)

Reports received by the

Joint Arrangements

Steering Group (First

meeting 13.1.11)

Minutes of meeting

Success criteria set out

in business case. First

project review due

September 2011.

None known – keep under

review.

None known –

keep under

review.

Risk Reviewed

Updated

11/01/12

(see detailed

shared services

risk in table 2)

1.4 Head of

Community

Services

14. Failure to achieve

customer channel shift whilst

delivering demonstrable

improvements in customer

service and financial savings.

8 2 4 Service Improvement

Strategy in place (but affected

by Shared Management).

Formal project management

has been established, but

Project on budget but

behind original schedule

due to a combination of

ambitious scheduling,

loss of key staff, change

Channel volume data not

yet routinely available.

Reporting to and

engagement of key

Need for greater

buy in of key

public facing

services

particularly

Meeting with

Head of Finance

and Team leaders

from Revenues.

$ux5jjwas.doc

18

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

restructure and Shared

Programme Management has

had significant affect.

Regular budget monitoring

reviews with Project

Accountant.

Regular review of customer

satisfaction via Govmetric

reporting.

Achieving and maintaining

measurement of channel

activity as service

improvement project roles

out.

SOCITM annual review of

council websites

Business Process Review

and Redesign carried out and

signed off by relevant people.

Meetings with Cherwell to

harmonise approach where

possible and to avoid

reinventing approaches and

solutions.

to Corporate priorities,

IT infrastructure issues

and a range of

unexpected legacy

problems which needed

addressing.

Implementation of

technical infrastructure

completed E payments

a crucial component.

Decision around

application delayed until

post Capita IT April

2012 .

Customer satisfaction

measures from

GovMetric indicate

customer satisfaction

levels being maintained

and improving but

telephony performance

on the slide with

increased call

abandonment and

slightly reduced

performance on calls

answered within 20

seconds.

Early indications of

channel shift to self

service being achieved

for waste management

stakeholders and Portfolio

Holder requires further

development.

Shared Management

Programme Management

having an effect on the

priority of this work with

work streams on hold

pending the IT work

Programme being

concluded.

Monthly Tiger logging

reports sent to each

division to monitor.

Quarterly stats provided

for P+

Revenues for web

access and

service delivery

Need to review

Plan in light of

Shared

Managements and

secure Corporate

commitment to

revised priorities,

particularly IVR

and Voice mail

Policy

Remaining

infrastructure

requirement (on-

line card

payments)

delayed by joint

working

Management

focus and drive

may be affected

by changes

Discussions with

Waste and

Recycling Service

to consider further

transfer of

functions.

Secure approval

for IVR and Plan

roll out through

12/13.

Voicemail Policy

adopted

Corporately

Establish

mechanisms for

regular provision

of channel volume

data.

Continue to

develop and

improve

transaction based

website.

Implement on-line

e-payments

solution Decision

delayed until new

IT support in place

– will be joint

application with

$ux5jjwas.doc

19

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

processes

Customer service and

technical meetings held

with Cherwell.

CDC

Agree joint

approach to

development of

Lagan/online

services/CSC

service delivery –

April 2012

onwards

Agree joint

approach to

reporting as part

of project

development April

2012 onwards

Agree joint

approach to

benefits

realisation as part

of project

development

April 2012

onwards

Risk Reviewed

Updated

11/01/12

1.3 Head of

Transformation

15. Limited resources

leading to failure to manage

community engagement and

communications effectively

leading to reputation damage.

8 2 4 Minimum level of resources

needed to handle

engagement effectively.

External communications

policy, strategic

Good progress made on

external comms with

significant increase in

take-up of SNC stories

and positive reporting in

the media.

Baseline survey of

Member and staff

satisfaction with

communication process

required as part of

development of shared

Significant

changes to the

communications

team likely from

August 11

onwards.

Shared

communications

manager now in

post.

Work developing

a business case

$ux5jjwas.doc

20

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

communication strategy and

community engagement

strategy. Focused

communications campaigns.

Proactive media relationship

management.

On-line consultation section

of council website and

feedback from Govmetric.

Strong professional input in

key engagement areas

(including in particular Moat

Lane and planning policy).

Member Communications

Panel provide oversight on

communication issues.

Consultation section is

helping mitigate impact

of limited engagement

resources. GovMetric is

providing strong, quick

feedback from service

users.

Good professional input

developed and being

sustained in key areas.

communications service

and move to shared

management team

underway.

Community

Engagement

Strategy to be

refreshed and

taken through

committee

process in early

2012.

Risk Reviewed

Updated

11/01/12

1.3, 1.4 Head of

Transformation

16. Failure to continue to

progress on equalities issues

4 2 2

Equalities Group chaired by

Director of Policy with

Cabinet portfolio holder on

the group. New & combined

equalities policy has

accompanying action plan

with priorities identified.

Equalities impact assessment

training.

Equalities Group meets

regularly with input from

policy officer, access

officer and Head of

Personnel & Executive

Support. The Equalities

Group further reviewed

its membership and

added additional

members to broaden

across directorates.

Work programme

established and

occasional reports to

Cabinet. Equalities

consultants advised on

Insufficient time to deliver

the work programme.

Equalities are not an

identified corporate

priority therefore lacks

Member commitment.

Local Government

equality standard changed

and there are no PIs

national or local to cover

this.

Access Officer

deleted from the

establishment. No

qualified equalities

officer. Limited

resources

available to

achieve Action

Plan outcomes.

Increasing number

of equal pay

challenges going

through the courts.

1. Continue

Member training.

Receive policy in

line with changing

legislation

2. Equalities

update will be

taken to Cabinet

in February 2012

3. Building control

shared service will

pick up access

issues.

$ux5jjwas.doc

21

CORPORATE

AIM REF

RISK

CHAMPION



CONTROLS


ASSURANCE

ACTION PLAN with

DEADLINE(S)

Link to the Key

Corporate

Priorities


being achieved?



objective?

What evidence shows


effective?



Where is further


control required?

What should we do

to rectify the

situation?

key areas for action.

Veredus review of equal

pay was undertaken in

2005/6 and an officer

equal pay group did a

follow-up in Autumn

2006. Training in

equalities impact

assessment for G39

took place Sept 2007.

Concluded Council wide

general equalities

training. Identified

qualified equalities

officer

Risk reviewed

11/01/12

Actions updated

$ux5jjwas.doc

22

JOINT WORKING WITH CHERWELL – REVISED BUSINESS CASE RISK REGISTER

ALL LINKED TO CORPORATE RISK REGISTER NUMBER 13

TABLE 2 – Shared Management Team Business Case

Risk L I Inherent

Score

Mitigating Factors Currently in

Place

L I Residual

Risk

Actions / Controls Comments

January 2012

Next steps

January 2012

Relationship Risks

Perception of "take-over" rather

than joint working.

4 3 Medium Communication with staff affected,

joint working group meetings and

briefings. Agreed joint press releases.

2 3 Low Open consideration and

debate on the content

of the business case

supported by dialogue

with comparable Local

Authorities

No longer a

risk.

Categorise as

an issue for

active

management

within the

service

transformation

programme.

Service transformation

programme risk

• Rapid timescale for the change.

• The business case does not

affect the majority of staff in the

organisation.

• Regular monitoring of

performance.

• Desire to close the budget deficit

present in both Councils.

• Communication of the financial

problems that will result in

redundancies whether there are

joint services or not.

Unwillingness of staff across

both Councils to engage

proactively in the delivery of the

programme of change emerging

from a decision to go ahead

3 2 Low

2 2 Low Ensure clear lines of

responsibility and

strong united leadership

giving a consistent

message about the

aims of the shared

working.

Communication of the

benefits of the shared

working.

A regular programme of

staff engagement,

communication and

consultation to ensure

staff are fully involved

with the process.

On-going and regular

dialogue with Unions

throughout the whole

process to ensure they

Risk passed as

shared

management

team now

implemented.

Recast risk as part of

service transformation

programme risk log.

On-going potential risk

regarding impact for

future shared

services.

$ux5jjwas.doc

23

are involved in the

process.

Competent and confident senior

managers search for new

opportunities and become more

attractive to the external market

3 3 Medium The implementation timetable has

been extended leading to the process

not being as rapid as initially

anticipated. This heightens the risk

and there are examples where staff ‘in

scope’ are leaving their organisation

prior to the implementation of the

arrangement.

Associated communications will

provide more certainty to staff and are

factors which will seek to mitigate this

risk as far as possible

2 3 Low Clear and effective

communication and

leadership, identifying,

acknowledging and

reasonably addressing

staff concerns.

Investment of time by

new Chief Executive in

building relationships

and respecting local

expertise, knowledge

and intelligence.

Communication of the

enhanced roles that will

be available for ring

fenced recruitment.

Ensure adequate

remuneration packages

and continuing

opportunities for

development of senior

managers.

Risk passed. Close risk

Bad feeling between officers at

different authorities develops.

3 2 Low Joint working group work, informal

contacts developing between officers,

senior officers model co-operative

behaviour

2 2 Low Investment of time by

new Chief Executive in

building relationships

and respecting local

expertise, knowledge

and intelligence

Risk changed

given the

implementation

of JMT

Recast risk as part of


project- maintaining

effective relationships

A resistance to the cultural

change required by the impact

of shared management

arrangements on individual

roles and responsibilities by

4 3 Medium 3 3 Medium Investment in and

commitment to a

meaningful

organisational

development

Risk continues Ensure risk reflected

in service

transformation

programme risk log.

$ux5jjwas.doc

24

members and officers programme that

promotes the

development of a new

culture for the

partnership

organisation (which is

not subordinate to the

pre-existing cultural

norms). Involving staff

in the new

arrangements through

their services.

Other partnership opportunities

are lost because of the focus on

the joint working project.

3 3 Medium Relationships with other Councils still

exist and are maintained e.g. CDRP,

LEP

2 3 Low Decisions to join

services should actively

look for other partners

to become involved to

increase opportunities

for greater efficiencies.

Hiatus over new

partnerships during

business case need to

visit after completion in

Summer 2010. NOTE:

Should not jeopardise

existing partnerships

Risk continues

but should be

reflected at the

corporate level

rather than the

programme

level.

Ensure JMT consider

as part of their

February 2012 risk

management

workshop.

Risk L I Inherent

Score


Place

L I Residual

Risk


January 2012

Next steps

January 2012

Operational Risks

Other projects suffer due to lack

of capacity during the joining up

and also after the staffing have

been reduced.

4 4 High 3 4 Medium Impact assessment on

major projects is

needed. For example

Moat Lane and Eco

Town.

Risk continues

but should be

reflected at the

corporate level

rather than the

programme

level.

Ensure JMT consider

as part of their

February 2012 risk

management

workshop.

Practical arrangements not

properly thought through as a

result of limited numbers of

4 4 High Since the original risk was highlighted

the business case has been the

subject of Councillor, Staff and Union

2 4 Medium Widen involvement in

the joint working

arrangements or

Risk passed –

effective

programme

Close risk.

$ux5jjwas.doc

25

officers involved. consultation processes at both

authorities.

Whilst this risk was raised as a

concern it was based on conjecture.

As part of the consultation process no

strong evidence has been presented

to substantiate the claim.

increase meaningful

consultation and

involvement.

management

and

accountability in

place.

Challenges presented by

requirement to harmonise

staffing/terms and conditions

and pay are insurmountable

3 4 Medium Work is already underway to identify

and address these differences and

this will be accelerated to ensure a

common set of terms and conditions

is in place as soon as possible.

The proposed Joint Working Group is

well established and will provide

expertise and resource to plan and

lead the implementation programme.

The financial plan for the shared

services includes funding to provide

additional Resources support during

the period of transition.

2 4 Medium Proposals negotiated

successfully with trade

unions and a staffing

protocol established

and agreed which

provides a

comprehensive and

consistent framework

and balances the

interests of the Councils

with the rights and

obligations towards

employees

JMT

implemented as

risk as outlined

has passed.

Terms and conditions

issues will be

managed as part of

the service

transformation

programme.

Senior Managers leading with

major projects leave the

organisation before the

completion of major projects.

3 4 Medium Robust project management and

procedures, clear milestones and

budgets.

3 3 Medium Business continuity

plans in place and

tested regularly.

Specific risk

associated with

shared services

(JMT) has now

passed.

Risks associated with

continuity will be

included on the

corporate risk register.

Greater distance causes

reduced capacity as staff spend

more time travelling (and

increased costs of mileage).

3 3 Medium Teleconferencing available. 2 3 Low Greater use of tele- and

video- conferencing.

Training for members

and staff. Clear

organisational plans to

communicate when

officers will be in which

building.

Clear policy in

place regarding

travel, tele-

conferencing

established.

No longer a

programme risk,

should be monitored

via the finance and

performance system.

Reduced senior management

capacity to sustain focus upon

and achievement of local

service priorities and objectives

and deterioration of front line

3 4 Medium 3 4 Medium The determination of

clear arrangements for

‘locally focused’

management and

adequate support /

This is no

longer a risk but

an operational

issue, to be

managed by

No longer a

programme risk,

should be monitored

via the finance and

performance system.

$ux5jjwas.doc

26

service standards. backfill arrangements.

Enhanced roles of the

levels below senior

management. Reduce

the number of

objectives or accept

longer deadlines for

implementation or those

objectives.

JMT.

The focus upon bilateral

arrangements makes the

councils too insular and limits

their ability to engage in wider

partnership working and

influence changes at local,

regional and national levels

3 3 Medium 3 3 Medium The Joint working group

must ensure a wider

perspective in their

target setting and

assessment of

proposals for change,

together with a

willingness to address

the enhanced two tier

agenda and cross

public sector working.

NOTE: working across

two counties provides

both challenges and

opportunities for shared

best practice and

lobbying.

This risk

reflects general

partnership

issues.

To be reviewed by

JMT in February 2012

– corporate risk

register.

Members reduced access to

their senior management on

operational issues

4 2 Medium 3 2 Low Clearly identified and

communication ‘local’

management

arrangements and

regular and effective

strategic dialogue at

SMT level

This is no

longer a risk but

an operational

issue, to be

managed by

JMT.

No longer a

programme risk,

should be monitored

via JMT/CEO and

Directors at the

corporate level.

Reputational impact on Councils

if high profile objectives fail to

secure improvement and/or

positive impact on external VFM

indicators

2 4 Medium Full business plan developed,

dedicated project management team,

regular site visits.

2 4 Medium Make sure the project

delivers and secure

improvements.

Risk entered

next phase as

associated with

the service

transformation

programme.

To be recast and

included with the


programme risk log.

$ux5jjwas.doc

27

Speed of project leads to

mistakes being made or short

cuts taken that expose the

Council to risk later on

(Tribunals, grievances etc).

4 4 High Project management, HR, Legal,

Finance involvement in the joint

working group and budget available if

further expertise required. JWG

meeting regularly held, briefing

meetings for councillors and regular

contact between the officers involved.

2 4 Medium Risk associated

with the

implementation

of JMT passed.

To be recast and

included with the


programme risk log.

Risk L I Inherent

Score


Place

L I Residual

Risk


January 2012

Next steps

January 2012

Financial Risks

The financial benefits fail to meet

projected targets and service

enhancements

4 4 High Close involvement of finance officers. 2 4 Medium Development of a clear

benefits realisation

plan, with SMART

targets and robust and

regular monitoring by

elected members.

To be recast and

included with the


programme risk log.

One off costs become prohibitive

for further stages of the project.

4 5 High Detailed financial modelling. 2 5 Medium Work done on costs

model.

Risk

associated

with the

implementation

of JMT

passed.

Business case process

mitigates this for


programme.

One off costs larger than

anticipated

4 4 High Contingency budget proposed.

Detailed financial modelling taking

place.

2 4 Medium Further development of

costs model.

Risk passed. Close risk (risk above

covers potential

issues)

HAY Job Evaluation cause

current in-scope staff to either

seek work elsewhere or

volunteer for redundancy

4 3 Medium 4 3 Medium Risk passed. Close risk

$ux5jjwas.doc

28

CORPORATE OPPORTUNITIES REGISTER (reviewed 11/01/12)

CORPORATE

AIM REF

RISK

CHAMPION

Opportunities Further information Any RISKS arising? Actions

1.1, 1.2, 2.1.3 Director of

Development

Moat Lane regeneration Transformation of the town centre, increased use of the

area.

Major project, dependant on

public funding, can’t guarantee

that all funding will be obtained.

Procurement assessment to be

completed in October with

Development Agreement in place by

the end of February.

2.1 Head of

Strategic

Planning and

the Economy

Regenerate the market

towns

Significant contribution to housing stock and opportunities

for housing and planning delivery grant. Substantial

physical and social infrastructure including Moat Lane

regeneration in Towcester.

Poor linkages to Towcester

Town centre and Brackley–

insufficient infrastructure.

Implement Master Plans.

1.2 Head of

Community

Services

Partnership working with

other organisations-

voluntary, statutory or

private sector.

This provides the opportunity to work co-operatively to

deliver services in a more joined manner, and improve the

service quality for consumers as well as providing the

opportunity to make efficiency savings.

Disagreement on services

which would be appropriate to

jointly deliver; different priorities

existing for each organisation;

budget reductions in public

sector organisations making

them a higher risk to work with

in terms of delivering quality

services.

Officer and member steering groups

meet regularly, plus informal contact

to develop trust and confidence

whenever possible.

1.2, 1.4 Head of

Community

Services

Improving the Leisure

offer through the leisure

trust

Set up to be better able to provide leisure services with

better funding opportunities.

Risk that charitable status may

be removed. Risk that services

provided are not as good as, or

better, than those provided by

SNC before the Trust was

founded.

Develop better relations with the Trust

and the contractor

Improve awareness amongst SNC

members as to the objectives and

work of the Trust in meeting Council

priorities,

Joint planning of strategic facility

provision.

Start to think about Procurement

approach for post 2016.

1.1, 1.2, 2.1.3 Director of

Development

Office relocation Decision to be made about supporting town centre

economy. Delivery of purpose built civic centre

Resources availability. Land

value of existing site.

Procurement assessment to be

completed in October with

Development Agreement in place by

the end of February .

1.1, 1.2, 2 Director of

Development

Localism New homes bonus. Planning reform locally driven.

Planning application fees full cost recovery. Reflection of

local priorities. Community development plans

Resources availability. Land

value of existing site.

Report on implications of Localism Act

in February 2012

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SNC PRIORITIES 2011-2012 As Approved by Full Council on 24th February 2011

Priority Key Themes Objectives Initiatives / Tasks

1.1

Financial viability

1.1.1

To ensure the financial

viability of the Council

over the five year life of

the medium term financial

plan whilst protecting

services as far as

possible.

• Implement second phase of savings approved within budget for 11/12 as part of MTRP

• Establish Shared Senior Management Team with CDC in line with Business Case approved December 2010

whilst retaining the Council’s identity.

• Identify other savings as required to deliver a sustainably balanced budget over the five year life of the

medium term financial plan.

1.2

Partnership

working

1.2.1

To participate in

partnerships which benefit

the public.

• Participate in partnerships that secure SNC objectives. Influence delivery of local priorities but do so with the

minimum resources possible (med term).

• Support and progress the government’s ‘localism’ agenda to the benefit of the district.

1.3

Effective

Communications

1.3.1

To ensure we understand

what people want and

that people understand

what we do.

• Put effective communications at the heart of the Council.

• Secure the understanding of local people, organisations, councillors & staff regarding the economic pressures

on the organisations, the nature and reason for proposed changes, the role and future priorities of the Council

and the implications for service delivery.

• Develop effective community engagement across the Council within the resources available.

1. ENHANCE

Performance

1.4

Customer service

1.4.1

To provide strong

customer service as

efficiently, effectively and

economically as possible.

• Review and redesign business processes across the organisation from the customers’ perspective, stripping

out any activities which add no value to the public

• Progress the roll-out of the architecture required to support the above including the roll-out of the CRM, the

development of a transaction based website and integration of systems taking the opportunity of joint working

fully into account.

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2.1.1 To protect the existing sense of place in our villages and landscape, direct future growth to appropriate locations, secure dynamic towns and ensure quality developments.

• Ensure the key elements of the Local Development Framework (Core Strategy by Dec 2012; South Northants Rural Areas DPD by Sept 2012) are completed and reflect SNC objectives.

• Implement Brackley, Roade and Towcester Masterplans • Support the implementation of the Neighbourhood Planning Vanguard Scheme if current bid to CLG with local

community is successful. • Complete SNC-wide review of Conservation Areas at the rate of 5 per year. • Influence design of major development proposals (e.g. major housing and other development, wind turbines,

other renewable energy), through pre-application discussions and robust planning application negotiations. • Respond to the Government timetable for HS2, collaborate with other Councils and local action groups and

mitigate damage to the district. • Implement Climate Change Strategy actions so far as they directly support LDF and development

management. • Implement other actions in Climate Change Strategy where resources allow, by March 2014 (med term).

2.1.2 To deliver services which enhance environmental well being.

• Ensure effective planning control by proactive monitoring and enforcement. • Ensure development management achieves quality developments, while achieving top quartile performance

for planning decisions. • Achieve up to 55% recycling rate by 2020 to meet county-wide targets but at no extra cost.

2.1 Environmental well-being

2.1.3 To deliver key projects which enhance environmental well being.

• Deliver the Moat Lane regeneration project by letting the development contract during 2011 and completing the build out by around 2015-16.

• Deliver the Moat Lane relocation project (subject to receiving appropriate planning permission and the project falling within the agreed business case assumptions) by 2013-14.

2.2 Economic well-being

2.2.1 To develop the economic strength of the market towns and the rural community.

• Deliver the priority actions of the Economic Development Strategy Action Plan by Sept 2012 (job clubs, business to business connections, next generation broadband, strengthening the rural economy).

• Deliver the non-priority actions of the Economic Development Strategy Action Plan by March 2014 (med term).

2. PRESERVE

what’s special

2.3 Social well-being

2.3.1 To deliver affordable local housing which results in balanced communities

• Enable affordable housing to meet local need in appropriate locations (to achieve outcome sustainable communities) in line with needs surveys.


3. PROTECT

the vulnerable

3.1

Benefits ,

Welfare Advice

and Housing

3.1.1

To deliver key services as

efficiently and effectively

as possible.

• Provide benefit services to the public at current levels of performance whilst reducing costs as far as possible though efficiencies, shared services and other means.

• Enable effective welfare advice for those who need it within the resources available. • Provide housing services to the public at current levels of performance whilst reducing costs as far as possible

though efficiencies, shared services and other means. • Provide Environmental Health services to protect the public at current levels of performance whilst reducing

costs as far as possible through efficiencies, shared services and other means

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