| OPPORTUNITIES FIFE PARTNERSHIP - Risk Register |
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2019 |
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As of Feb 2020 |
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Original risk score |
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Managed risk score |
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| Issue ref |
Risk title |
Risk description |
Date raised |
Raised by |
Risk Owner |
Likelihood |
Impact |
Overall score |
Proximity |
Escalation to issue required? |
Action(s) required |
Action Taken |
Responsibility for Action |
Outcome |
Current status |
Likelihood |
Impact |
Overall score |
Score difference |
Date last reviewed |
Last reviewed by |
Next Review Date |
| R1. |
Failure to have an effective and representative membership |
Inadequate representation of stakeholders; poor member attendance and lack of partner commitment to implementation. |
11/04/2018 |
OFP Risk Sub-group |
|
1 |
4 |
4 |
Ongoing |
No |
The structure of the OFP and its Delivery Groups are aligned to manage current need |
Delivery Groups have been reviewed and an Employer Engagement group introduced to address identified gap. |
OFP Chair |
The membershjp of the OFP is regarded as being fully representative of the skills/employability sector in Fife |
Open - Being Monitored |
1 |
3 |
3 |
1 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| OFP Partnership Manager/Chair manage relationships with individual partners, introduction of a membership checklist to log attendnace/non-attendance to ensure partner involvement |
OFP Manager to prepare an attendance list to be considered by the OFP at the first meeting of the year. |
OFP Manager |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| R.2 |
Failure to establish clarity of purpose within regional and national context |
Inadequate employment and skills strategy; lack of coherence with / input to UK, Scottish and local policy and partner drivers |
11/04/2018 |
OFP Risk Sub-group |
|
1 |
4 |
4 |
Not soon |
No |
NAMED contacts for Local Outcome Improvement Plan (LOIP) "Plan for Fife", Fife College Regional Outcome Agreement, City Region Deals, Local Area Plans, Health and Social Care, Participation Measure, DYW, Welfare Reform |
Keith Winter has been identified as the OFP's LOIP contact. |
OFP Executive Group |
Stategic plan is connected, reflective and relevant to current and future needs of the Region |
Open - Being Monitored |
1 |
2 |
2 |
2 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Bi-Annual Evaluation of Partnership activity and Strategic Planning Workshop |
A Strategic Workshop took place in 2018 and a was completed again in June 2021 after the Covid Lockdown restrictions were relaxed. |
OFP Executive Group |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Staff resources allocated to attend, input and report back to OFP on National priorities |
OFP Partners attendeing relevent events and providing feedback |
OFP Partnership |
The OFP is an active, respected and valued presence at relevant national groups/conferences |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| R.3 |
Failure to secure required level of (operating) funding |
Reduction in existing and future available Employability Spend, including ESIF, large grant funding (Big Lottery), Fife Council resourse, changes to Employabilty Fund, use of DWP Dynamic Purchasing System |
11/04/2018 |
OFP Risk Sub-group |
|
3 |
4 |
12 |
Soon |
No |
Influencing Scottish /UK Government in relation to future, replacement funding for ESIF/Employability Fund |
OFP Partnters feeding into National policy decisions though CoSLA, SLAED etc |
OFP Partnership |
Manage to maintain or grow level of provision required to meet the needs of the Region |
Initiated |
2 |
4 |
8 |
4 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Fife Council Employability funding decisions approved by OFP (and continue to be used as match) |
OFP Core Costs and allocation to the Employability Pathway is approved by the OFP Executive Group |
OFP Executive Group |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Support for Third Sector Partners to identify and apply for alternative funding sources |
OFP Core Costs support funding of Third Sector Employability Development post |
OFP Executive Group |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Conduct employability mapping to ensure duplication of delivery is minimised and provision is quality assured |
Conducted by FVA on behalf of the OFP and published on the Employability Directory |
OFP Partnership |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Work collegiately with DWP to enable effective use of Dynamic Purchasing Resource in line with local priorities |
Members of the ADG work closely with DWP collegues to maximise use of DPS, this should be encouraged and replicated in each of the other Delivery Groups. |
Delivery Group Chairs |
Initiated |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Failure to deliver targets and maximise spend due to cashflow issue resulting from delayed ESIF claims process |
11/04/2018 |
OFP Risk Sub-group |
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2 |
3 |
6 |
Soon |
No |
Establish clear processes and provide relevant training to all commissioned provision, with the requirement of grant that providers attend |
Activity is ongoing with delivery partners to support the compliance and monitoring requirements. |
OFP Manager |
Underspend reduced and maximised draw down of available funding ; robust financial monitoring of commissioned delivery |
Open - Being Monitored |
2 |
3 |
6 |
0 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Produce schedule for delivery partners to co-ordinate the verification and monitoring of financial claims and ensure timeous submission of financial and beneficiary information |
Due to ESF suspension, this has been delayed, but will be implemented once suspension is lifted and claims are being accepted |
OFP Manager |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Undertake OFP Governance health check on third sector organisations commissioned to deliver services |
FVA carried out on behalf of OFP |
OFP Manger / Third Sector Employabiltiy Development |
Open - Being Monitored |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Failure to comply with funders audit and verification requirements |
18/02/2020 |
OFP Chair/ Manager |
|
2 |
4 |
8 |
Ongoing |
No |
Ongoing performance management of delivery partners compliance with regard to national rules, for both beneficiary information and the evidence behind the financial claims |
OFP Manager works closely with Community Investment Manager to monitor the evidence submitted by Delivery Partners with regard to financil claims and the OFP Support Officer to verify beneificiary information is compliant |
OFP Manger |
The European Commission's Audit Authority conducteda 127b audit in 2018 and found no significant issues with the programme so far. This is followed up with compliance and verification checks for each submitted claim. |
Open - Being Monitored |
1 |
4 |
4 |
4 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| R.4 |
Failure to drive and commission provision that matches the current and future employabilty needs of individuals and employers. |
The commissioning process for employability services is insufficiently robust and does not reflect partnership needs |
11/04/2018 |
OFP Risk Sub-group |
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1 |
4 |
4 |
Soon |
No |
Commissioning strategy comprises clear outcomes and targets, reflective of the OFP's Strategic Plan, relevant to the current and future needs of the labour market. Decision making process must continue to involve a range of the key partners (currently SDS, DWP and FC) |
OFP Challenge Fund Activity for 2019-2022 delivery was carried out in 2018. Decisions were made in conjunction with key partners and approved by the OFP Executive Group. This is reflected in the process used for NOLB activity and currently being evaluated by PHIRST. |
OFP Executive Group |
Appropriate services commissioned; outcomes evidince a positive impact on key client groups (eg. mental health, youth employment, mid-Fife) |
Open - Being Monitored |
2 |
2 |
4 |
0 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Inadequate monitoring and reporting of agreed targets and outcomes for all commissioned provision |
11/04/2018 |
OFP Risk Sub-group |
|
2 |
3 |
6 |
Ongoing |
No |
Performance monitoring and progress reports published for scrutiny after presented to the Partnership |
Performance reporting will be circulated between partners from April 2019, not just reported at Partnership level |
OFP Manager |
Providers incentivised and supported to achieve target outcomes |
Open - Initiated |
1 |
2 |
2 |
4 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| 25/01/2022 |
| Eligible clients become harder to reach and less willing to engage with available provision |
11/04/2018 |
OFP Risk Sub-group |
|
1 |
3 |
3 |
Not soon |
No |
Commissioning strategy comprises clear objectives for community engagement and challenges potential bidders to include innovative strategies that take into account the specific needs of beneficiaries |
Phase 2 activity that has been commissioned takes into account smaller numbers of beneficiaries worked with to take into account the complxity of engagement |
OFP Executive Group |
Provision of services is inclusive and addresses individuals perceived and actual barriers to engagement and progression. |
Complete |
1 |
2 |
2 |
1 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Capacity of current provision is unable to meet the specialist demands of clients (ie. Mental health issues, history of convicions |
11/04/2018 |
OFP Risk Sub-group |
|
1 |
3 |
3 |
Ongoing |
No |
OFP must ensure providers have appropriate knowledge and understanding to support clients with specialist needs and develop appropriate tracking mechanisms on FORT CRMS |
With Phase 2 activity and NOLB provision OFP has invested in training through Fife Centre for Equalities to support frontline staff. The Commissioning process for both is EQIA assessed |
OFP Manager |
Commisssioned provision meets the range of needs identified by the clients and outcomes evidence a positive impact |
Open - Being Monitored |
1 |
2 |
2 |
1 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| The impact of Covid-19 and resultant restictions means those furtherst from the job market become more marginalised and disengaged |
25/08/2020 |
OFP Board |
|
3 |
4 |
12 |
Live |
No |
OFP must ensure that delviery partners provide physical outreach, as safely as possible and work with strategic partners to provide equipement and connectivity to support online engagement/technology and training where possible |
As restrictions have relaxed delivery partners have embraced hybrid style working with physical meetings where possible and ongoing virtual support. |
OFP Board |
Those who do not have access to techonolgy, devices or connection are able to borrow/use this equipment and access the necessary training to ensure they are able to continue learning |
Open |
2 |
2 |
4 |
8 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| The number of young people leaving school to a negative or unknown destination increases and widens the gap between Fife and the national average |
23/03/2021 |
OFP Executive Group |
|
3 |
4 |
12 |
Live |
No |
Update and revise the Youth Employment Recovery Plan to identify ways of addressing the key challenges arising from the COVID 19 pandemic. Involving and including all partners to support this priority area and as a result, provide appropriate offers to meet the needs of young people, without duplication. |
Initial plan was drafted and apporved by the OFP in September 2020. This plan has been extended with targets focusing on longer term interventions, to mitigate the impace of Covid-19 |
OFP Board |
Maintain or improve School Leaver Destination Report Initial positive destinations from 2019 levels of 94.4%, improve Follow Up positive destinations from 2019 level of 91.0% and maintain or improve Participation Measure from 2020 level of 91.7% |
Open - Being Monitored - Requires Discussion |
3 |
3 |
9 |
3 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| R.5 |
Potential economic recession as a result of the Covid-19 pandemic |
Decrease in youth and adult employment resulting in higher demand for employability services |
07/07/2020 |
OFP Chair/ Manager |
|
3 |
4 |
12 |
Soon |
No |
Ensure there is sufficient delviery capacity available for adult and youth employability provision to support an increased demend. Essential to link in with economic recovery agenda to ensure there is a demand for the supply. And ensuring NOLB activity is relevant to changing agenda. |
OFP feeds into updated Fife Economic Recovery Plan and Plan4Fife 2021. |
OFP Executive Group |
At this time the projected unemployment spike has not materialised. September will see the end of furlough programme and we will monitor the impact. |
Open - Being monitored |
3 |
3 |
9 |
3 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| Current local and National employability strategy and policies are not sufficiently aligned to respond effectively to the changed circumstances. Synergies not being reiliesed (Post ESIF) |
07/07/2020 |
OFP Chair/ Manager |
|
2 |
3 |
6 |
Soon |
No |
Work closely with National and Ragional Partners through established forums such as SLEAD, COSLA, SOLICE and through both Edinburgh & South East Scotland and TayCities City Region Deal areas to ensure policy is developed in a cohesive manner that responds to the the changing needs of the labour market, but does not overlap or duplicate existing provision. |
OFP Partners engage with major National, Regional and local organisations and forums to ensure Fife is instrumental in shaping policy going forward |
OFP Executive Group |
Ensure policy decisions responsive to the demands of the changed labour market, and allow local delivery where required, but scope for regional working where appropriate to maximise impact. |
Open - Being Monitored |
2 |
2 |
4 |
2 |
27/09/2021 |
OFP Exec |
25/01/2022 |
| R.6 |
Impact of Brexit |
Brexit resulting in loss of European Funding, reduction of migrant labour particulalry in certain industry sectors, impact on businesses |
25/08/2020 |
OFP Board |
|
3 |
4 |
12 |
Soon |
No |
Work closely with National and Ragional Partners through established forums such as SLEAD, COSLA, SOLICE and through both Edinburgh & South East Scotland and TayCities City Region Deal areas to ensure policy is developed in a cohesive manner that responds to the the changing needs of the labour market, but does not overlap or duplicate existing provision. |
OFP Partners engage with major National, Regional and local organisations and forums to ensure Fife is instrumental in shaping policy going forward for the replacement of ESIF funding |
OFP Executive Group |
Ensure policy decisions responsive to the demands of the changed labour market, and allow local delivery where required, but scope for regional working where appropriate to maximise impact. |
Open - Being monitored |
2 |
3 |
6 |
6 |
27/09/2021 |
OFP Exec |
25/01/2022 |
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