RISK REGISTER - OUSE WASHES Landscape Partnership scheme Last updated: 29/03/2016; Mark Nokkert

Transcription

1 RISK REGISTER - OUSE WASHES Landscape Partnership scheme Last updated: 29/03/2016; Mark Nokkert 1 Lack of relevant skills within CACRE s central OWLP team needed to successfully coordinate the scheme Organisational Low High Delivery of the scheme will not meet the high standards set by the OWLP Board and Heritage Lottery Fund. (1) Ensure all recruitment procedures and paperwork are scrutinised by the Board, in order to recruit relevant skilled staff. (2) Liaise with partners and set up Task & Finish groups where required, bringing together staff from the wider partnership forum to ensure that relevant knowledge, skills and expertise is drawn to complement the range of skills in the central team. (3) Ensure that all OWLP staff are supported to develop new skills, where deemed necessary. Chief Executive Cambridgeshire ACRE / LP Manager / LP Board Manager continued his position for the delivery phase. Countryside Engagement Officer and Support Officer started May 2014). New Countryside Engagement and Marketing Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 1

2 Officer started January 2015 Marketing and Events Intern, recruited for May august Delivery partners, staff or community groups leave project; or changes due to migration of people or discontinuity of functions as a result of organisational changes Organisational Medium Medium Loss of individual partners or staff could affect the delivery of individual projects in the short term. (1) Ensure the OWLP partnership benefits from a strong and diverse membership with a range of skills. Loss of individual partners might not affect the delivery of the scheme as a whole if another suitable body or individual can deliver the same work. (2) Ensure all partners project delivery sign the OWLP Partnership Agreement. (3) Ensure that all members and their staff are fully briefed so that they can support and mitigate any changes; any Delivery Partners / LP Board / LP Manager / Chief Executive, Cambridgeshire ACRE 2016: solid and competent central team in place Partnership Agreement signed by all 26 Key partners (Oct 2013) Some staff changes have occurred at the OWLP s central team and with delivery partner project staff. Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 2

3 knowledge transfer to be assured. (4) Ensure that there is excellent staff motivation and management with a realistic work timetable for all staff involved in the delivery of OWLP projects. (5) Ensure that there is an agreed procedure for staff recruitment and this is put into place as soon as necessary. On the whole, various major personnel changes within delivery partners organisations have had little effect on the delivery of the OWLP scheme. 2016: a range of changes, in particular with delivery partners and their project managers have meant that continuation, information handover as well as delays to projects have been fairly common; few Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 3

4 3 Ongoing Board expansion risks pulling the partnership in divergent ways Organisational Low Medium Lack of effective two-way communication between project Board and the OWLP delivery partners. (1) Board to ensure that there is sufficient feedback from the board to all key partners and vice versa, to ensure continual two-way information exchange LP Board / Delivery Partners / Partnership / LP Manager such changes expected for the remainder of the scheme Greater clarity enabled in responsibilities and reporting lines across the whole of the OWLP partnership through diagram (2014) 2016: ongoing work done through communications, partnership events and workshops, top encourage information spread between diverse partners 4 Projects Organisational Medium Medium Poor project (1) LP Manager keeps Delivery Detailed LCAP Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 4

5 inadequately delivered / fail to meet targets / timetable slippage 5 Budget inadequate to deliver required management would affect ability to meet key project outcomes; slippage in delivery against original timetable would risk failure to deliver crucial elements of the OWLP delivery plan. Financial Low High Unable to deliver all the project elements track of a programme timetable with clear lines of responsibility for delivery of each project. (2) Projects encouraged to get started as early as possible. (3) Regular reporting to be undertaken to highlight any potential issues; reporting by delivery partners to OWLP s central team and by OWLP s central team to the HLF and the OWLP Board. (4) The progress of the projects will be closely followed through a regular monitoring scheme, to ensure that the overall scheme delivers the intended outputs and outcomes. (1) All projects to be fully scoped, costed and sources of match Partners / LP Manager / LP Board LP Manager / Chief handed in with the HLF (Oct 2013) Project changes proposed and approved by HLF where changes to activities, outputs, outcomes or budget are deemed necessary. 2016: Ongoing issues with project delivery delays, although central team non-stop discusses such issues with all partners Detailed costings for all Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 5

6 outcomes planned which would impact on the ability to address the scheme-wide outcomes envisaged. funding identified in the Development Phase. (2) Manager to be supported by partner project delivery organisations in securing match funding, in-kind contributions and financial management of the programme. Executive, Cambridgeshire ACRE / Delivery Partners / LP Board projects have been prepared for LCAP, and approved by HLF (March 2014) Budget changes for individual projects proposed to and approved by the HLF. 6 Partners unable to deliver pledged match funding and in-kind contributions Financial Low High Other partners would have to deliver more matchfunding or in-kind contributions instead; viability of (1) All partners to provide evidence on paper for all match funding and in-kind contributions pledged. (2) All partners to provide this evidence with every financial claim made schedule to be agreed for Delivery Partners/ LP Board / Chief Executive, Cambridgeshire ACRE / OWLP s 2016: Although the overall budget, as well as project-level budgets remain tight, it all seems doable To date, most pledged in-kind contributions have materialised, but only a little Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 6

7 7 Lack of voluntary participation Participation / Organisational entire OWLP scheme at risk if minimum requirement of 5% match funding cannot be achieved; Cambridgeshire ACRE would lose out financially - last 10% of project grant could be withheld by HLF Low Medium Would affect successful delivery of project and particularly the learning and participation outputs. It could also affect the amount of in-kind funding made available. this with Cambridgeshire ACRE from the start. (3) Cambridgeshire ACRE as well as delivery partners to try and find additional sources of in-kind contributions (extra volunteer help; venue provision; etc) above what already pledged to ensure compensation for shortfalls elsewhere. (1) Ensure there is widespread publicity of the volunteering opportunities to a wide range of audiences. Use Access & Audience Plan as a basis for targeting existing and new audiences. (2) Use communication methods suitable for isolated populations; this should also come out of the Audience & Access Development Plan. (3) Ensure that community empowerment is an important element in everything that happens within the scheme. (4) Ensure that volunteers are supported, motivated and adequately trained for the relevant Central Team Delivery Partners/ OWLP s Central Team of the pledged match funding (although all still pledged). 2016: Majority of match funding is now secured; no longer a real risk Overall, a relatively high number of volunteer input has been achieved, and is still growing across all OWLP projects. 2016: Ongoing very active volunteer input in the projects, for instance via the successful Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 7

8 8 Monitoring & Evaluation Framework fails to deliver intended results for individual projects or scheme as a whole Partnership commitment / Organisational Medium High Non-adherence to monitoring & evaluation framework could result in fewer benefits delivered through projects or scheme as a whole than intended originally. tasks. (5) Undertake regular monitoring and evaluation to ensure any early warnings of issues are apparent. (6) Delivery partners to consider the offer of a small travel bursary where possible. (1) Implement robust Monitoring & Evaluation framework: (2) Project lead partners are required to undertake their own project monitoring and report back to the central programme team on a quarterly basis, via a standardised project report. (3) Each project has set clear activities linked to the delivery of a set of outputs and outcomes. (4) Baseline data will be collected at the start of each project, with their specified indicators, evidence types, measurement tools, monitoring regimes and targets and milestones set. (5) Assist delivery partners further in managing their project s progress and aligning their work to the overall OWLP scheme. (6) Project lead partners are offered a series of templates to show how Delivery Partners/ LP Manager / LP Board Community Heritage Fund, the partnership s small grants scheme Scheme-wide Output data collated (Jan 2014; updated Feb 2015). Clear M&E Framework in place (summer 2014). Additional Monitoring & Evaluation work, including workshop April instigated and carried out from April December Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 8

9 9 Scheme is unable to create greater awareness of the distinctiveness and significance of the landscape area and its diverse heritage, Partnership commitment / Organisational Medium High Unable to create much-needed awareness of the significance and uniqueness of the Ouse Washes Landscape; unable to the outcomes and outputs they aim to achieve by the end of their project will feed through to the overall scheme s outputs and outcomes and strategic aims and objectives. (7) Schedule review meetings, where needed, between central programme team and project delivery partners to update outputs, outcomes, indicators, evidence types and monitoring regimes. (8) Central team to focus on baseline data set for scheme as a whole, to ensure that aggregation of projects outputs & outcomes, together with schemewide activities will result in delivery of scheme-wide outputs and outcomes. (1) Ensure that all partners, stakeholders and communities are aware of the vision, aims and objectives set for the whole project, and understand the needs that the project aims to address. (2) Throughout the scheme there OWLP s Central Team / LP Board / Legacy Planning Working Groups / Delivery Partners Most partners regularly reporting on their progress to central OWLP team. 2016: the coordination of the M&E requires a lot of time from the central OWLP team; due to limited capacity at the central team this often does not get enough attention Individual projects specifically targeting this are e.g., the Annual Conferences, Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 9

10 and the issues it faces. create closer partnership working between different sectors of society. will be an emphasis on promoting the Ouse Washes Landscape as a distinctive visitor and local destination, and on raising awareness and understanding of the role of the washlands, its pressures and man s role in maintaining and conserving a dynamic landscape. (3) Through organised events, lectures, workshops and debates ensure that partners, locals and visitors to the OWLP area are made aware of all (potential) conflicting demands on the landscape, e.g., Habitat creation vs. food production; Conservation vs. impact of increased tourism; Working landscape vs. increased public access & need for more green space; & necessity of climate change adaptations and flood prevention measures. As a result, partners will be better able to understand and communicate competing land uses and decide on sustainable management practices for the future. (4) Involve local held each November; the Opening up the Ouse Washes to All workshops held in summer 2014; the OWLP website, social media, as well as the leaflets and marketing materials produced and distributed. 2016: promotion of the landscape and its heritage is working well, with Ouse Washes Landscape being increasingly recognised as a separate, Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 10

11 10 Scheme does not deliver long-term sustainable benefits for the landscape, its heritage and communities Partnership commitment / Organisational Medium High Unable to create a lasting legacy for the promotion and management of the Ouse Washes Landscape Councils to ensure they make use of the benefits the scheme brings. (1) Throughout the scheme, the focus will be on increasing strategic partnership cooperation; improving community interaction and participation to maintain the area s inherent beauty, natural and built heritage assets and international importance; and developing skills training opportunities to upskill local communities to enable them to be involved in conserving and managing the landscape. (2) Actively involve the landowners in the OWLP scheme area. (3) The success of the scheme will be evaluated against the OWLP s strategic Aims & Objectives, with a robust framework put in place to track progress, outputs and outcomes. (4) Partners leading on projects are required to undertake their own monitoring and report LP Board / Legacy Planning Working Groups / Delivery Partners / LP Manager / OWLP s Central Team distinct landscape, with a unique heritage package Legacy Planning Framework, with associated timeline finalised (Dec 2014). Working Groups to be set up in 2015, focusing on the legacy of: Tourism promotion (set up May 2015); Future Land Management; and Education. 2016: Mid-point review report (Dec 2015) highlighted the Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 11

12 back to the programme team on a quarterly basis. Each project will also be properly evaluated, to understand what worked and what would need adaptation if replicated, using the baseline data and targets set at the start of each project. (5) Create a useful and widely accessible Completion and Evaluation Report for the whole of the scheme, including quantitative and qualitative data and which tells the story of the scheme. (6) Partnership to work towards a strong Forward Plan to encourage communities and partners to take the scheme forward beyond March (7) Build in ongoing maintenance and management requirements into projects wherever possible. (8) Work closely with partners who are able to provide continuation of the project s aims beyond the timescales of the OWLP scheme, to ensure that the benefits of the scheme will be maintained. (9) From 2014 onwards, need to work more on this; renewed impetus given through Board discussions, workshops and Task & Finish group set up for the purpose of getting a clear and sustainable legacy for the partnership and its work in the area. Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 12

13 11 Non-alignment between the OWLP partnership s ambitions and those of the key agencies involved in the management of the Ouse Washes Landscape Partnership commitment / Organisational Medium Medium With ongoing changes in budget, structure and personnel at key partners such as the Environment Agency and Natural England there is a risk of losing continuity and thus established joint-up approaches for the Ouse Washes Landscape Cambridgeshire ACRE will start looking into other funding streams that could be used to continue the work of the partnership and fund its forward strategy. (10) Create a Legacy Planning Framework to guide the legacy planning work streams. (11) Set up Working groups formed of relevant partner organisations, to ensure key OWLP partnership legacy ambitions will be taken forward, and funding will be found to implement the legacy recommendations. (1) Ensure direct input into the strategic direction of related partnership initiatives, such as the Fens for the Future Partnership, the Great Fen and Wicken Fen Visions, and similar initiatives. (2) Help reinvigorate a high-level, cross agency, strategic management group for the Ouse Washes area. (3) All partners to help out with strategic alignment of their own organisations policies with the OWLP partnership ambitions and recommendations. LP Board / Legacy Planning Working Groups / Delivery Partners / LP Manager 2015: started setting up Legacy Planning working Groups, to enable strategic-level discussions, continuation of the partnership s work and ambitions, and embedding of the Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 13

14 partnership s recommendatio ns into updates of relevant policies and strategic documents. 2016: new initiatives instigated by the Environment Agency (Ouse Washes Strategic Group and steering Group for the Great Ouse Tidal River Strategy Update both of which OWLP and CACRE are key partners in) will help these discussions and Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 14

15 12 Major flooding on the washlands or other adverse natural conditions 13 Livestock disease outbreak Environmental Low Medium Unable to deliver some events which would impact on community engagement. Environmental Low Medium Restricted or no movement around the OWLP area. Unable to carry out (1) cannot be taken to prevent risk, but action can be taken to get people to think about the vulnerability of where they live and work. Climatic and environmental events could focus people s minds and encourage engagement in the scheme. (2) Ensure that outdoors events are held during periods in which climatic and environmental conditions are likely to be good. (3) Have alternatives in place for events organised in risky areas. (1) Comply with DEFRA guidelines to ensure there is no spread of any disease. (2) Ensure that there are alternative venues in place and OWLP s Central Team / Delivery Partners OWLP Central team / Delivery Partners allow for different land use interests to come together and discuss the future of the Ouse Washes landscape and its management. No such incidents have materialised out-of-season (bar the usual, relatively short winter flooding of the local causeways at Sutton Gault and Welney) No such incidents have materialised Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 15

16 14 Inappropriate behaviour towards children or vulnerable adults many of the projects. Participation Low High Negative publicity towards the project and possible prosecution. consider moving projects bases outside of the affected area. (1) Ensure that sufficient safeguarding procedures are in place. (2) Ensure all project staff, partner staff and volunteers who are in direct contact with children or vulnerable adults and are providing an activity that needs clearance are cleared through the Disclosure and Barring service. Delivery Partners / OWLP s Central Team / Chief Executive, Cambridgeshire ACRE / LP Board No such incidents have materialised Ouse Washes Landscape Partnership scheme - RISK REGISTER [Last updated 29/03/2016] Page 16