Paper 5 Annex 1 Strategic Risk Register

Risk | Old | Theme | Risk cat­egory | Risk descrip­tion | Mitigation/​controls in place | Cur­rent | Cur­rent Risk | Trend | Com­ment | Planned actions | Due date | Risk | Tar­get | Tar­get | Tar­get | Risk own­er | Date last ref­er­ence | ref­er­ence | | | | | impact | like­li­hood score | | | | | appet­ite | impact | like­li­hood | risk | | updated | ce | | | | | | | | | | | | | | score | | 17 | | Place | Stra­tegic deliv­ery | Uncer­tain­ties on fin­ance, pro­cure­ment, con­tract­or cap­city and part­ner­ship devel­op­ment com­bine to pre­vent achieve­ment of key Cairngorms 2030 com­munity trans­port infra­struc­ture enhance­ments. | Pre­vent­at­ive: pres­sure on extern­al fun­ders to make decisions with­in neces­sary timetable Pre­vent­at­ive: revised pro­cure­ment approach to sim­pli­fy require­ments and min­im­ise per­ceived con­tract­or risk Pre­vent­at­ive: estab­lish over-arch­ing agree­ments with part­ners | 4 | 4 | 16 | New — Exec­ut­ive review May 2025 | Leg­al advice on pro­cure­ment approach received and being imple­men­ted in adjust­ments to new pro­cure­ment approach to mar­ket Ongo­ing con­tact with extern­al fun­ders to secure clar­ity on fin­an­cial pos­i­tion Devel­op­ment of memor­andum of agree­ment with key loc­al author­ity part­ner | 14 July 25 next check­point | Cau­tious | 3 | 2 | 6 | Gav­in Miles | 13/05/2025 Man­aged risks | | | | | | | | | | | | | | | | | 7 | | All | Resources — staff­ing | Scot­tish Gov­ern­ment Main Group award ²⁰²³⁄₂₅ cre­ates sig­ni­fic­ant fin­an­cial pres­sure on the Park Authority’s resource budget for ²⁰²⁴⁄₂₅, with the poten­tial to affect pos­it­ive rela­tion­ships with the Uni­on, staff mor­ale and motiv­a­tion, recruit­ment and reten­tion. | Pre­vent­at­ive: devel­op­ment of pay mod­els to identi­fy the poten­tial cost to the Park Author­ity of fol­low­ing the Main Group pos­i­tion & con­sider the impact of poten­tial pay strategies on the devel­op­ing budget pos­i­tion for ²⁰²⁴⁄₂₅; con­sider pay award dates and staged awards as tools to meet expect­a­tions while main­tain­ing afford­ab­il­ity | 3 | 3 | 9 | Man­aged | SG remu­ner­a­tion Group turned down ini­tial busi­ness case. Amended busi­ness case sub­mit­ted and approv­al received end Aug 24. Staff con­sulta­tion under­way to end Oct. Sea­son­al staff pos­i­tion resolved sat­is­fact­or­ily. Awards for com­ing three years agreed | | Open | 3 | 3 | 9 | Dav­id Camer­on | 20/01/2025 8 | A9.3 | All | Resources — staff­ing | Our Cor­por­ate and Oper­a­tion­al Plan­ning sys­tems do not adapt to deliv­ery of major fun­ded pro­grammes along­side deliv­er­ing ​‘core’ nation­al park object­ives. This leads to work­force stretch between 3^rd party fund­ing deliv­ery and ​‘core’ cor­por­ate plan activ­it­ies with increased risks of stress and reduced mor­ale. | Pre­vent­at­ive: Staff and fin­an­cial resources con­sidered dur­ing budget devel­op­ment pro­cess for ²⁴⁄₂₅. Pre­vent­at­ive: Stra­tegic and oper­a­tion­al plans developed with extern­ally fun­ded pro­ject deliv­ery as intrins­ic ele­ments of plans to ensure deliv­ery capa­city is con­sidered fully. Preventative:Importance of staff man­age­ment and task pri­or­it­isa­tion rein­forced through lead­er­ship meet­ings. Pre­vent­at­ive: Focus on few­er, lar­ger impact pro­jects (C2030). Remedi­al: Per­form­ance Devel­op­ment Con­ver­sa­tions (PDCs) being deployed reg­u­larly with all staff to check on staff work­loads, with 2 way flows of com­mu­nic­a­tions enabled through that pro­cess on staff work­load and capa­city. Pre­vent­at­ive: Staff and fin­an­cial resources for C2030 con­sidered along­side oper­a­tion­al plan activ­ity as part of budget devel­op­ment pro­cess for ²⁴⁄₂₅. | 3 | 3 | 9 | Man­aged | Pay mod­els developed are being accom­mod­ated with­in the budget, based on indic­at­ive Grant-in-Aid fund­ing for ²⁰²⁴⁄₂₅. Addi­tion­al recruit­ment has alle­vi­ated key staff pres­sure points. Fixed term staff con­tracts reviewed through­out the year. Staff sur­vey res­ults (23÷24) pos­it­ive. Impact score of 3 reflects the risks inher­ent in the likely intens­ity of work dur­ing ini­tial stages of C2030.Likelihood of risk there­fore held stat­ic. Impact of meas­ures and risk pro­file will con­tin­ue to be closely mon­itored through staff man­age­ment pro­cesses. | | Open | 3 | 3 | 9 | Dav­id Camer­on | 20/01/2025 12 | | All | Resources — staff­ing | Scot­tish Gov­ern­ment pay remit for ²⁴⁄₂₅ is lower than desired pay award. Pay expect­a­tions of staff may not be met, lead­ing to issues with pay align­ment with oth­er NDPBs and con­sequent effect on staff mor­ale and motiv­a­tion | Pre­vent­at­ive: Devel­op­ment and sub­mis­sion of busi­ness case for pay align­ment in keep­ing with SG nation­al two-year sec­tor­al pay award. | 1 | 2 | 2 | Man­aged | | 31/12/2024 | Open | 1 | 2 | 2 | Dav­id Camer­on | 20/01/2025 5 | A29 | All | Resources — staff­ing | Increas­ingly com­pet­it­ive and restric­ted recruit­ment cli­mate pre­vents staff with the required exper­i­ence and skill sets being secured. Plan­ning and oth­er spe­cial­ist staff (IT, pro­cure­ment, fin­ance) require­ments impacted by nation­al labour/​skills short­ages and/​or salary struc­tures not suf­fi­ciently com­pet­it­ive to attract or retain key staff. | Pre­vent­at­ive: focus on train­ing and devel­op­ment and intern­al suc­ces­sion plan­ning, in turn bring­ing recruit­ment into less experienced/​less highly skilled mar­kets and devel­op­ing pipeline of qual­i­fied staff Pre­vent­at­ive: con­sid­er­a­tion giv­en to job design, cre­at­ing roles with more seni­or­ity (high­er grades), and flex­ib­il­ity of offer regard­ing part-time/ job share. | 2 | 2 | 4 | Man­aged | Evid­ence of redu­cing num­ber of applic­ants and can­did­ate lists for vacan­cies ongo­ing, while trend in unsuc­cess­ful recruit­ment exer­cises has been acted on with no recent unsuc­cess­ful recruit­ment. Suc­cess­ful recent recruit­ment in dif­fi­cult sec­tors includ­ing pro­cure­ment and planning.Salary struc­tures reviewed with three year pay pos­i­tion now agreed. Remedi­al: con­tin­gency plan­ning for example around out-sourcing of aspects of deliv­ery eg estab­lish call-off frame­work for con­sult plan­ning ser­vices. | 31/03/2025 | Open | 2 | 3 | 6 | Dav­id Camer­on | 12/05/2025