Agenda item 4 - MTFS (Final) Cab 070213 , item 9. PDF 1 MB

More documents

Recommendations

Info

Risk Management Policy Statement Gloucestershire County Council (GCC) recognises that Risk Management is one of the key principles of effective Corporate Governance. It is also a key contributor to a sound internal control environment and the Annual Governance Statement. The Council seeks to adopt recognised best practice in the identification, evaluation and cost effective/proportional control of risks and opportunities to ensure that they are managed at acceptable levels. Risk management within GCC is about managing our threats and opportunities and striving to create an environment of ‘no surprises’. By managing our threats effectively we will be in a stronger position to deliver our business objectives. By managing our opportunities we will be in a better position to demonstrate improved services and better value for money. Risk is unavoidable. It is an important part of life that allows us all to move forward and develop. As an organisation it can impact in many ways, whether financially, politically, on our reputation, environmentally or to our service delivery. Successful risk management is about ensuring that we have the correct level of control in place to provide sufficient protection from harm, without stifling our development. As an organisation, with a range of different stakeholders, each with differing needs and expectations, this can be a challenge. We must ensure that the decisions we take as a Council reflect a consideration of the potential implications for all our stakeholders. We must decide whether the benefits of taking our actions outweigh the risks. The Council’s overriding attitude to risk is to operate in a culture of creativity and innovation, in which risks are identified in all areas of the business, are understood and proactively managed, rather than avoided. Risk management therefore needs to be taken into the heart of the Council and our key partners. We need to have the structures and processes in place to ensure the risks and opportunities of daily Council activities are identified, assessed and addressed in a standard way. We do not shy away from risk but instead seek to proactively manage it. This will allow us not only to meet the needs of the community today, but also be prepared to meet future challenges. The <strong>Cab</strong>inet and the Corporate Management Team are fully committed to effective risk management and see it as part of our responsibility to deliver an effective public service to the communities within Gloucestershire. Gloucestershire County Council - 6
Risk Management Strategy Introduction This strategy recognises that the next few years will present unprecedented challenges for the Council in delivering its services and corporate priorities. Risk Management is a central part of the Council’s strategic management. It is a cyclical process whereby the Council identifies, evaluates, monitors and controls potential opportunities and adverse effects that challenge the assets, reputation and objectives of the organisation. It enables the Council to effectively manage strategic decision-making, service planning and delivery, to safeguard the wellbeing of our customers and stakeholders. The Council should not be afraid of identifying a risk or feel that identifying a risk is a failure. Identification of a risk provides an opportunity for improvement and success! What are the real benefits of managing risk? Risk Management will strengthen the ability of the Council to achieve its corporate objectives and enhance the value of services provided by: ‣ Informing strategic/operational decision-making; ‣ Safeguarding all persons to whom the Council has a duty of care; ‣ Increasing our chances of success and reducing our chances of failure; ‣ Enhancing stakeholder value by minimising losses and maximising opportunities; ‣ Increasing knowledge and understanding of exposure to risk; ‣ Enabling not just backward looking review, but forward looking thinking; ‣ Contributing towards Corporate Social Responsibility and sustainable development; ‣ Reducing unexpected and costly surprises; ‣ Minimising our vulnerability to fraud and corruption; ‣ Freeing up management time from ‘fire-fighting’; ‣ Providing management with early warnings of problems; ‣ Ensuring minimal service disruption; ‣ Ensuring statutory compliance; ‣ Better targeting of resources i.e. focus scarce resources on high risk activity; ‣ Reducing the financial costs due to, e.g. service disruption, litigation, insurance premiums and claims, and bad investment decisions; ‣ Delivering creative and innovative projects; and ‣ Protecting our reputation. Gloucestershire County Council - 7
Page 1 and 2:
Gloucestershire County Council Medi
Page 3 and 4:
7 The capital budget strategy refle
Page 5 and 6:
This will then provide a further £
Page 7 and 8:
The draft budget was also considere
Page 9 and 10:
for non Academy Schools. These amou
Page 11 and 12:
• Providing the basics - In the c
Page 13 and 14:
(1) The budget provides for contrac
Page 15 and 16:
Any increase in a school’s depriv
Page 17 and 18:
In the future there is a risk that
Page 19 and 20:
40 Council’s financial standing a
Page 21 and 22:
2014/15 2015/16 £m £m Budget 420.
Page 23 and 24:
Entry’ approval had been given, w
Page 25 and 26:
escheduling, and investments. • P
Page 27 and 28:
ANNEX 1.1 : COMMISSIONING INTENTION
Page 29 and 30:
Delivering Change Achieving improve
Page 31 and 32:
Currently an estimated 38,000 older
Page 33 and 34:
ANNEX 1.3: COMMISSIONING INTENTIONS
Page 35 and 36:
Looking Forward Some of the changes
Page 37 and 38:
Source LGA: From transition to tran
Page 39 and 40:
The Council is ideally placed to ta
Page 50 and 51:
Proposed Cost Increases 2013/14 - A
Page 52 and 53: Proposed Cost Reductions 2013/14 -
Page 54 and 55: Proposed cost reductions as part of
Page 56 and 57: Annex 4 Proposed Cost Reductions 20
Page 58 and 59: Forward Planning 2013/14 to 2015/16
Page 60 and 61: Revenue Outturn 2012/13 : Forecast
Page 62 and 63: • The Learning Disabilities Exter
Page 64 and 65: • Young people’s support: an un
Page 66 and 67: Reserve movements Balance at 31st M
Page 68 and 69: Academies. Such adjustments will be
Page 70 and 71: Scheme Name Actual Actual Forecast
Page 72 and 73: Annex 9 Capital Programme Prior Yea
Page 74 and 75: Scheme Name Prior Years 2011/12 £'
Page 76 and 77: Capital Programme Forecast - Decemb
Page 78 and 79: 1. Background 1.1 The Chartered Ins
Page 80 and 81: 5.3 Total borrowing requirement at
Page 82 and 83: 7.8 Council’s Banker - The Counci
Page 84 and 85: Appendix A EXISTING PORTFOLIO PROJE
Page 86 and 87: 4. Ratio of Financing Costs to Net
Page 88 and 89: 9. Adoption of the CIPFA Treasury M
Page 90 and 91: Arlingclose’s Economic and Intere
Page 92 and 93: Specified Investments Appendix D Sp
Page 94 and 95: Councils Bank Account The Council b
Page 96 and 97: Notes: • This list could change i
Page 98 and 99: 3. The Local Authority Mortgage Sch
Page 100 and 101: ANNEX 11 RISK MANAGEMENT STRATEGY 2
Page 104 and 105: What are our Strategic Risk Managem
Page 106 and 107: Appendix 1 - Risk Management Accoun
Page 108 and 109: Staff/Other Stakeholders ‣ Mainta
Page 110: i http://www.dh.gov.uk/prod_consum_
show all

Agenda item 4 - MTFS (Final) Cab 070213 , item 9. PDF 1 MB

Create successful ePaper yourself

Delete template?

Save as template?