Business Plan

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Business Plan

  1. 1. CONSORTIA DEVELOPMENT FUND INFRASTRUCTURE BUSINESS PLAN 2008-11 (Dec 2007) Consortium Name: Brighton & Hove ChangeUp Consortium Area of Benefit: Brighton & Hove Accountable Body: Community & Voluntary Sector Forum Contact details: Emily O’Brien ChangeUp Project Manager Brighton & Hove Community & Voluntary Sector Forum Community Base 113 Queens Road Brighton BN1 3XG JARGON-ARY: Additional Support Programme (ASP) ChangeUp funding to March 2008 focussed on BME, Asylum Seeker & Refugee, Gypsy & Traveller & faith groups BME Black & Minority Ethnic ChangeUp A government funding programme aimed at strengthening the support available to groups Communities of Interest Those providing support to individual groups and networks/forums who experience, oppose and resist prejudice, discrimination & social exclusion. Infrastructure Organisations which exist to provide support to other voluntary and community organisations Infrastructure Development Plan (IDP) Plan for improving the support to groups (agreed in Brighton & Hove March 2006) Widening Engagement Additional Support Programme (Brighton & Hove) – see above Brighton & Hove ChangeUp Business Plan 2008-11 page 1 of 21
  2. 2. Summary of Consortium Infrastructure Business Plan 2008-11: Our Vision is to have a strong, diverse and vibrant voluntary & community sector, in which groups: • have the knowledge, skills and resources to run their activities • network and collaborate • reflect and promote diversity and equality • influence strategic policies and programmes Our Mission is to identify and meet the needs of groups, and work in partnership to develop high quality, sustainable support services which are easy to access, empower their users, and are appropriate to the different kinds of groups in the City. Key Needs Identified: Support for Groups Information & Advice project: Maintain and develop the Support for Groups Website (www.supportforgroups.org.uk), Common database of community & voluntary organisations and Joint infrastructure newsletter Capacity Building including  One to one support plus a range of short courses  Increasing support from businesses through brokering service and workshops  Support in procurement, tendering & contracting Communities of Interest support including an action plan for representation, a capacity building programme for BME groups and looking at the needs of other Communities of interest groups Map resources across the city so groups can access accurate web-based information about access to equipment Develop ICT support for groups who cannot pay for it Develop a social enterprise offering professional services such as HR support, accounting and contract management Better joint working of infrastructure organisations including  Referrals system or similar  Co-ordinated approach to charging for services, quality standards, sharing back office services etc  Monitoring use of support services  Co-ordinated fundraising information and advice services  Better joint working of funders including a pilot Funder’s Forum and possible joint contract unit Brighton & Hove ChangeUp Business Plan 2008-11 page 2 of 21
  3. 3. What are the aims and objectives of the Consortium? Consortium Aims • To build the capacity of the Brighton & Hove voluntary and community sector, in all its diversity • To ensure that support for groups is targeted, co-ordinated, and easy to access. • To support successful partnership working, including partnerships with the statutory and business sectors, to maximise the opportunities for improving the quality of life in the city. Consortium Objectives: • To provide a central point of contact for groups to go for help and advice, and a clear system of signposting so that groups are always referred to the support organisation who can best meet their needs. • To improve access to information for groups in the City, including developing and improving supportforgroups.org.uk and the joint infrastructure newsletter. • To increase the capacity of the sector to manage and fund their organisations through co-ordinated training and support, including support from businesses, and professional services provided through a VCS-run social enterprise. • To increase the capacity of the voluntary and community sector to influence of the design of services; to tender for delivery of services; to demonstrate the impact of services; and to work with the statutory sector on improving their commissioning practices. • To improve the reach of support services, both geographically and to more diverse communities, and ensure they are appropriate to the groups they serve. • To ensure that support is available for smaller groups, which volunteers may run and have different needs, including access to equipment and free ICT support. • To plan and provide high quality support services in partnership, respecting the principles in the Brighton and Hove Agreement on Support Services, and to develop better links with national, regional and Sussex-wide support services. • To improve the sustainability of support services and work more efficiently through sharing back office services, premises and information technology including the common database. • To support the role of the Community and Voluntary Sector Forum in representing the sector, organising sector elections onto the LSP and other partnerships, championing the Compact, co-ordinating the Economic & Social Audit of the City and negotiating priorities in the Local Area Agreement (LAA) and other plans. Please provide evidence of 3rd sector frontline need (references in brackets relate to the Brighton & Hove ChangeUp Business Plan 2008-11 page 3 of 21
  4. 4. Brighton & Hove Infrastructure Development Plan (IDP): A wide range of research has taken place to identify the support needs of groups and so ensure that the priorities in this plan are the right ones: • Extensive consultation exercise to produce Brighton & Hove Infrastructure Development Plan included over 1000 questionnaires, workshops & specific work with community of interest groups o See Section 4, Needs of Frontline Organisations p.12-18; o Annex 3 Support Needs, p. 43; o Annex 4 Support Framework, p. 44-51 o Appendix 3 Needs of frontline organisations o Appendix 7 Reports from ‘widening engagement’ projects  BME (by BMECP)  Faith (by Churches Together)  Travellers and Gypsies (by STAG) • Infrastructure Development Plan incorporated previous reports and previous survey of infrastructure organisations (King/Clarke Dec 2004). • Evidence from organisations in receipt of funding from Brighton and Hove City Council, who have raised issues / identified support needs during the grant application, approval and monitoring process • ‘Refresher’ mini-consultation with groups (via email & workshop) 2007 to draft Development Strategy and Business Plan.  Further consultation with groups on this plan to take place Jan-March 2008. Brighton & Hove ChangeUp Business Plan 2008-11 page 4 of 21
  5. 5. What are the outcomes and long terms changes that your Consortium intends to bring about? Groups are able to the access information and advice they need (H1) Signposting to support services is improved through better co-ordination, referrals and a central access point (H2) Groups become more competent through a co-ordinated approach to training and support in: • Fundraising & related activities e.g. project development and business planning (H3) • Moving towards social enterprise (H14) • Procurement, tendering & contracting (H4) • Partnerships and collaborations (H12), including consortia development (new) • Performance development and quality (H5) • Marketing & Publicity (H6i) • Human Resources (H8) • Involving volunteers (H11) • Governance & Risk Management (H10) • Campaigning Support to community of interest groups is improved (X1) Access to equipment is improved, including fundraising equipment, printing and photocopying, and ICT equipment. (X8) Groups, including groups who are not funded, are able to get effective ICT support. (H9) Groups can buy in reasonably priced professional support in human resources, accounting and contract management. Confidential one to one support, for organisations in crisis, and for lone workers, is available (H13) There is better joint working between Infrastructure (support) organisations and between Statutory Organisations (X1 & X9) Brighton & Hove ChangeUp Business Plan 2008-11 page 5 of 21
  6. 6. Who are your beneficiaries and stakeholders and how were they involved in the process? Please include all front line organisations, public sector partners including groups serving the ‘equality strands’ i.e. age, disability, Black and Minority Ethnic [including refugee], women, lesbian, gay, bisexual and transgender [LGBT] and faith within your geographical area of benefit. Our Beneficiaries are: Approx 1500 frontline groups in Brighton & Hove. Including ‘community of interest’ groups serving age, disability, Black and Minority Ethnic [including refugee], women, lesbian, gay, bisexual and transgender [LGBT] and faith groups. Also smaller community and neighbourhood based groups, some of which are based in very deprived areas. Other Stakeholders are: Primary Care Trust (PCT), Brighton & Hove City Council (BHCC), Learning & Skills Council, regional infrastructure & regional networks. How stakeholders were involved in developing the Infrastructure Development Plan IDP: There was a high level of stakeholder involvement in the development of the ChangeUp Infrastructure Development Plan (IDP) of March 2006. Approx 100 frontline groups were involved, along with both main citywide funders - PCT & BHCC and regional bodies such as the Learning & Skills Council. The methods used were: • Over 1000 questionnaires about support needs to frontline groups (results summarised in IDP Annex 3) • Workshops with frontline groups • Workshops with community of interest groups (ASP funded) • Research from ‘widening engagement’ (ASP) projects to identify specific needs and priorities of BME, refugee, traveller and faith communities. • Stakeholders were invited to comment on draft IDP Dec 2005 to March 2006 How stakeholders have been involved in implementing the IDP and developing the Business Plan i.e. from March 2006-March 2008 The Community and Voluntary Sector Forum (CVSF) is a member-led organisation of approx 530 Brighton & Hove voluntary & community groups, and also acts as Accountable Body for the ChangeUp Consortium. Its publications, email discussion list, quarterly conferences, Economic & Social Audit (‘Taking Account, 2007-8) and elections for sector representatives on the LSP and other cross-sector partnerships, plays a key role in ensuring stakeholder involvement. Stakeholder engagement is embedded in the ChangeUp Business Management Group, which has a total of 12 seats representing the key stakeholders: • The main local funders – Brighton & Hove City Council and the Primary Care Trust – have 2 seats • 3 out of 12 seats reserved for specialist infrastructure (In Dec 2007 these Brighton & Hove ChangeUp Business Plan 2008-11 page 6 of 21
  7. 7. were held by Age Concern, The Federation of Disabled People and Black & Minority Ethnic Community Partnership) • Frontline Group have 2 seats reserved – frontline representatives are elected through the CVSF election process and tasked with bringing a ‘frontline perspective’ • The remaining 6 seats are taken by infrastructure (support) organisations. • A Business Management Group member attends regional meetings, and the ChangeUp Project Manager attends regular SE regional co-ordinators meetings. An Annual ChangeUp Consortium meeting is held to engage with and feed back to the wider sector and stakeholders (e.g. in June 2007). There is a commitment to engaging with stakeholders at other key intervals, e.g. when developing this business plan & development Strategy. The methods used were:  An email questionnaire to CVSF email list Autumn 2007  Workshop held Dec 2007 at the CVSF quarterly conference  Further feedback on the plan will be invited from Jan to March 2008 An Equalities Conference is proposed for March 2008 to bring together community of interest groups to look at  Specialist infrastructure needs & provision  Representation CVSF also plays a role in ensuring that ChangeUp priorities are represented in the Local Area Agreement (LAA). A business case was submitted to the 2008/10 Local Area Agreement in November 2007 evidencing the sector’s role in community engagement and the need for high quality infrastructure (support services). Negotiations are ongoing. How Stakeholders are involved in planning ChangeUp Projects • There is a commitment that all ChangeUp projects should be planned and delivered in consultation with stakeholders, and ChangeUp Project planning guidance was revised in 2007 to ensure this. • A Joint editorial board (including specialist infrastructure groups) was established Sept 2007 to plan, launch and oversee the new joint infrastructure newsletter • Stakeholder workshops were held for the following ChangeUp projects: i. Oct 2006 – Support for Groups Website, Common Database, Infrastructure Newsletter ii. Dec 2006 – Support for Groups Website, Common Database, Infrastructure Newsletter iii. June 2007 – Support for Groups Website, Common Database, Infrastructure Newsletter iv. Oct 2007 – Support for Groups Website • Stakeholder involvement is encouraged and facilitated at a variety of levels, to ensure there is a variety of opportunity for input. For example, in Brighton & Hove ChangeUp Business Plan 2008-11 page 7 of 21
  8. 8. the Support for Groups website/database project, stakeholders can contribute at four different levels; contributing partner, member of development working group, member of reference group, commentator – each of which has defined terms of reference and accountability • Stakeholder involvement is budgeted for in all aspects of project development and delivery, so that costs of groups participating can be reimbursed. Where possible, a participation fee will also be paid • Funder involvement is facilitated through the ChangeUp Business Management Group and new strategic level dialogue is being developed with the piloting of a new Funders’ Forum, which has come back from a need identified by the ChangeUp Consortium. Please provide a summary description of the projects identified and match against stated objectives: The letters and numbers in brackets refer to the ChangeUp Infrastructure Development Plan (IDP) OBJECTIVE PROJECT Support for Groups Develop and maintain Information and Advice • Support for Groups Website Service: (www.supportforgroups.org.uk) • Common database of community & voluntary • Groups are able to the organisations in Brighton and Hove (thankq) access information and • Joint infrastructure newsletter (Spoke) advice they need (H1) Develop and/or signpost to information and good practice. Including gaps identified in the IDP e.g. • Signposting to support human resources advice (H8). To be delivered via services is improved the Support for Groups website. Full list at through better co- Annex 11. ordination, referrals and central access point (H2) Brighton & Hove ChangeUp Business Plan 2008-11 page 8 of 21
  9. 9. Groups become more Capacity building project (BASIS funded competent through a co- 2007-2010) ordinated approach to training and support in: One to one support to improve volunteer • Fundraising & related management activities e.g. project development and Training & one to one consultancy support in business planning (H3) strategic management & planning • Moving towards social enterprise (H14) • Procurement, tendering Short courses in & contracting (H4) Fundraising, Bidding/tendering, Strategic planning, • Partnerships and Managing staff/volunteers, Team work, Organisational development, Project collaborations (H12), delivery/management, Diversity/equalities issues, including consortia Staff/volunteer recruitment, Marketing, Financial development (new) management, Project design, Partnership working, • Performance Legal issues development and quality (H5) • Marketing & Publicity Increase support from businesses through (H6i) brokering service and workshops on • Human Resources (H8) • Partnership with businesses • Involving volunteers • Engaging business support (H11) Support in procurement, tendering & contracting • Governance & Risk through: Management (H10) • Cross-sector networking events • Workshops • One-to-one support • Networking support Develop co-ordinated fundraising information and advice services, including grant funding (NB: related to but not part of Capacity Building Project) Develop strategic role of the sector in service delivery (new) (NB: related to but not part of Capacity Building Project) Support to community of Develop action plan for Communities of Interest interest groups is improved representation (from March 2008 Equalities (X1) conference) Develop capacity building programme for BME groups. Develop plan for meeting support needs of other Communities of interest groups (using learning from BME approach as appropriate) Brighton & Hove ChangeUp Business Plan 2008-11 page 9 of 21
  10. 10. There is better joint working Shared system for monitoring use of support between Infrastructure services, and unmet demand (X3) (support) organisations and Co-ordinated approach to charging for services, between Statutory quality standards, sharing back office functions etc Organisations (X1 & X9) (X6, 7, 10) Referrals system or similar to clarify roles & responsibilities of Infrastructure Organisations (X1) PCT & BHCC Investigate feasibility of joint contract unit (X9) Pilot a ‘Funders Forum’ (new) Access to equipment is • Sustain and develop existing services at the improved, including fundraising Resource Centre equipment, printing and • Map equipment and resources across the city photocopying, and ICT and ensure that frontline groups have easy equipment. (X8) access to accurate web-based information about access to equipment. Groups, including groups who Develop ICT support for groups who cannot pay are not funded, are able to get for it, not including funded groups who are able to effective ICT support. (H9) contract with SCIP (IT social enterprise) Groups can buy in reasonably Develop a social enterprise offering professional priced professional support in services such as HR support, accounting and human resources, accounting contract management to voluntary & community and contract management. groups Please provide details of research into any similar or related services or projects provided by other organisations: A) RESEARCH INTO EXISTING SERVICES: (1) Initial research to produce the IDP (March 2006) took on board various analyses and reports;  Section 5, p.19 analysis (including SWOT) of current support service provided by local infrastructure organisation provision plus  Brighton and Hove City Council (BHCC)  Other local providers including private providers  Sussex based providers  Regional providers  National providers  Annex 6 National hubs of expertise, p. 54  Annex 7 Support needs and national and regional support, p.55  Table demonstrating where local needs can be met regionally/ nationally (2) ChangeUp-funded research into existing good practice information The Better Information Project - co-ordinating and improving good practice and other information (WTP 2006) Brighton & Hove ChangeUp Business Plan 2008-11 page 10 of 21
  11. 11. (3) The business plans for the new BASIS funded projects in the city include extensive analysis of current issues and provision locally (4) The 2008/11 Local Area Agreement business case [as part of the LAA negotiations process] focuses on the role of the sector in supporting the reduction of inequalities in Brighton & Hove, through a strategic approach to community engagement, and improved Third Sector service delivery. The key indicator in the new Local Area Agreement, which is likely to be supported by the Local Strategic Partnership (confirmation due in Jan 08) will be NI7, Creating an Environment for A Thriving Third Sector, recognising the importance of community and voluntary organisations in meeting the city’s strategic priorities; so that partners acknowledge and financially support the services that community and voluntary groups require to achieve these outcomes. B) KEEPING ON TOP OF NEW DEVELOPMENTS • CU project manager job description includes:  keeping a watching brief on provision by National Hubs/ National Support Services  attending SE Co-ordinators meetings and participating in e-discussion  gathering news and good practice information for ChangeUp consortium members, through subscriptions to various newsletter / e- bulletins • BMG and the Consortium have regional & national news and information sharing as standing items on their meeting agendas. There is frequent e- communication in between meetings. Terms of Reference require that organisations communicate around development activities and opportunities. Representatives are also delegated to attend appropriate regional meetings. • New Support for Groups website & joint infrastructure newsletter will co- ordinate information about available support. • The CVSF as part of its core services to the sector provides regular newsletters, e-news and web alerts on key developments affecting the sector, including national policy and funding news. Brighton & Hove ChangeUp Business Plan 2008-11 page 11 of 21
  12. 12. What are the key targets that you plan to achieve within each of the three years? YEAR PROJECT TARGET Support for Groups Information and Advice Service projects 2008-20 Develop and maintain Shared information systems worker 11 • Support for Groups recruited Website • Common database of 10+ local infrastructure organisations community & voluntary are providing and publishing information organisations in Brighton on their services through the Spoke and and Hove Support for Groups • Joint infrastructure newsletter [Spoke]. 10+ infrastructure organisations are exchanging contact data with / within the thankq database 200+ frontline organisations make contact with infrastructure organisations through Support for Groups / Spoke / first port of call enquiry line 200+ frontline organisations access good practice information through Spoke and Support for Groups Editorial Board meets 4 times a year, to oversee production of Spoke Develop and/or signpost to Gaps in information and good practice information and good filled by Dec 2009 practice. Including gaps identified in the IDP e.g. human resources advice (H8). To be delivered via the Support for Groups website. Full list at Annex 9. Brighton & Hove ChangeUp Business Plan 2008-11 page 12 of 21
  13. 13. Capacity building project (BASIS funded 2007-2010) & related projects Brighton & Hove ChangeUp Business Plan 2008-11 page 13 of 21
  14. 14. 2008-2 One to one support to improve Increase the capacity of 54 VCS 010 volunteer management organisations (18 per year for 3 years) through one to one support to improve the management of volunteers; leading to increased retention and improved productivity of volunteers and increased recruitment and matching of volunteers. (IDP H11) One to one consultancy Work with 10 organisations per year support in strategic over 3 years management & planning Short courses in Deliver courses to a minimum of 100 Fundraising, Bidding/tendering, TSOs and good practice information to Strategic planning, Managing 1000 TSOs over 3 years. (IDP H14, H4, staff/volunteers, Team work, H7) Organisational development, Project delivery/management, Diversity/equalities issues, Staff/volunteer recruitment, Marketing, Financial management, Project design, Partnership working, Legal issues Increase support from Increase capacity of 20 TSOs per year businesses through brokering (IDP H14). service and workshops on Improve financial stability of 50 TSOs • Partnership with businesses through: • Engaging business support • 4 introductory workshops per year to 6 organisations per workshop to help them to develop action plans to work in partnership with businesses • 3 workshops per year to 12 organisations per event on how to engage business support. (IDP H14, H6i) Support in procurement, • Facilitate 3 major Cross-sector tendering & contracting (VCO, business and statutory sector) through: networking events, 100 places per • Cross-sector networking event, over 3 years to build events relationships and networking skills. • Workshops • Build the capacity of 40 VSOs, 10 in • One-to-one support year 1, 15 in year 2 and 15 in year • Networking support 3,to tender for contracts through the delivery of workshops, one to one support and network support. • Raise the capacity of the statutory Brighton & Hove ChangeUp Business Plan 2008-11 page 14 of 21
  15. 15. Support to Community of Interest Groups 2008-201 Develop action plan for Complete Plan by March 2009 1 Communities of Interest representation (from March 2008 Equalities conference) Capacity Building Programme 50 BME groups and organisations have for BME Groups access to appropriate good practice information in the following areas:  Setting up a group to include registration as a Charity and role of committee members  Equal Opportunity  Identifying gaps in good practice information 50 BME groups and organisations trained and supported in the following:  ICT  Setting up an organisation  Project planning  Performance  Finance and fundraising  Development and implementation of business plans 50 BME groups and organisations receiving training and one to one support in relation to social enterprise. 60 BME Groups and organisations working together collaboratively and also with other equalities strands to address common and individual issues. Develop plan for meeting Complete Plan by March 2011 support needs of other Plan to contain further targets for Communities of interest implementing groups (using learning from BME approach as appropriate) Brighton & Hove ChangeUp Business Plan 2008-11 page 15 of 21
  16. 16. Access to Equipment & Access to professional support 2008-10 (A) Sustain and develop Stage 1: identify sources of funding existing services at the and secure funds for the project Resource Centre Apr 2009 (B) Mapping exercise to collect accurate data on Stage 2: mapping exercise. Information equipment available for from over 250 of the 500 suppliers community groups across the currently listed in Beachcomber city – to be more readily (Resource Centre online database) to available to groups be updated, and new suppliers added Stage 3: Resource Centre and SCIP to work together on review of Beachcomber and RC website, in order to make the information more readily available to groups Stage 4: development of systems for maintaining accurate data 2008-11 Develop ICT support for TBC groups who cannot pay for it, not including funded groups who are able to contract with SCIP (IT social enterprise) 2008-10 Set up a social enterprise Support 20 organisations in Year One offering professional services such as HR support, Support 30 organisations in Year two Accounting, contract management voluntary & Support 40 organisations in year 3 community groups Minimum of 3 conferences per annum. Better Joint Working Brighton & Hove ChangeUp Business Plan 2008-11 page 16 of 21
  17. 17. 2008-201 Shared system for monitoring By Dec 2009 1 use of support services, and unmet demand (X3) Co-ordinated approach to By March 2010 charging for services, quality standards, sharing back office functions etc (X6, 7, 10) Referrals system or similar to By March 2009 clarify roles & responsibilities of Infrastructure Organisations (X1) PCT & BHCC Investigate By March 2010 feasibility feasibility of joint contract unit Further targets to be agreed (X9) Set up a pilot ‘Funders Forum’ First meeting by Dec 2008 to test out effectiveness (new) Brighton & Hove ChangeUp Business Plan 2008-11 page 17 of 21
  18. 18. RISK ASSESSMENT OF THE BUSINESS PLAN Risk Assessment: General Risks to ChangeUp Projects Proba- Existing controls and action Lead Description of risk: Impact bility required to mitigate the risk responsibility Lack of full Failure to med • Engagement with & Consortium engagement by bring about feedback from Consortium [org tbc] infrastructure joined up member organisations’ and/or statutory services & Boards of Trustees organisations in take a • ‘Sign up’ to Joint collaborative model strategic Infrastructure Agreement approach to • Clear communication and support expectation services. • Revised consortium structure (2007) simplified And/or too & less time-consuming much • Split tasks – allocate ‘lead’ work falls to roles and responsibilities one or two • Statutory Representation organisations on Business Management Group Funders do not Failure to low • Key funders sit on BMG support the IDP – deliver ChangeUp Business [org tbc] fund outside the improved Management Group. identified priorities support • IDP linked to the emerging services 2008/11 Local Area Agreement, which determines all partners priorities in the city, including the development of a thriving environment for the third sector Insufficient funding Failure to high • Estimate full costs of BMG overall to deliver deliver projects and communicate [org tbc] existing support improved this effectively to potential services and / or and/or funders improvements existing • Continue to improve NB possible support efficiency & sustainability ‘external’ risks: services of infrastructure • Increase in organisations demand for • Work to influence external support stakeholders services • Reduced funding = cuts Brighton & Hove ChangeUp Business Plan 2008-11 page 18 of 21
  19. 19. in existing services Processes fail to Projects do low • Work to priorities BMG prioritise needs of not fit the identified in consultation frontline groups needs of with groups frontline • Re-engage with groups at groups key intervals • Engage frontline groups in planning changeup projects Lack of Projects low • Deliver in partnership to BMG competencies to aren’t maximise skills [org tbc] deliver delivered • BMG to identify skills gaps effectively & bring in expertise/ training Risk Assessment: Capacity Building Project (Working Together Project, Brighton & Hove Community Initiatives & Business Community Partnership are key partners) Description Existing controls and action Lead of risk: Impact Probability required to mitigate the risk responsibility 2‚hvwhsf bwhts btswÌtqv EduxhÌdc 9tvv te Gghv 9t wt 6s yhd te EdbÌxhw qq pdƒ txqc rdchxr wgd ÌdËq`bd Ë`ÌwsdÌ vw`ee qd`c wt qq vËÌd`c te rdsw v `w rdradÌv ` cdq`ƒ tÌf`shv Ìhvp bghde dhwgdÌ hs `whtsv `bÌtvv teehbdÌ ËÌtidbw cdqhyd g`yd wgÌdd qdydq vw`ee tÌ Ìƒ tÌ d‚bdqqds tÌf`shv` wgdhÌ btxqc w vw`ee whtsv r`s`fdÌ Ìdcxbd Ìdwdswh wgdÌd hv v txwËxw ts ` fttc v ÌdbtÌcv Ëtvvhahq Ftrd hwƒ te wghsfv ËÌtyhchs b`sstw f btydÌ ad xswhq ` ËÌdchbwd ÌdËq`bdr c dsw hv ÌdbÌxhwd c 3xschsf Bsd 9t 6swdÌs`q GÌ`sved qq bÌhvhv Ë`Ìwsd vËÌd`c ehs`sbh` Ì wgd Ë`ÌwsdÌ etÌ tsd Ì txqc te q Ìhvp tÌËg`sd v te wgd ad qtvw `bwhyhwƒ r`s`fdrd c vwddÌhs Ë`ÌwsdÌ `eedbw `sc sw te ËÌtidbw f fÌtxË v hsf ` exschsf d`bg vw`ee Brighton Hove ChangeUp Business Plan 2008-11 page 19 of 21
  20. 20. wghÌc vtxÌbdv tÌf`shv` hswt tsd te wgd hwghs whts te wgd ËÌtfÌ` d`bg twgdÌ rrd `sc ËÌtidbw Ë`ÌwsdÌ g`yhsf rhshrhv tÌf`shv ` pstbp dv wghv `whtsv ts Ìhvp deedbw ts twgdÌ Ë`Ìwsd Ìv tÌp Bsd Edcxbd 9t C`ÌwsdÌv Edyhd FwddÌhsf Ë`ÌwsdÌ txwËxw ghË Ìd`vtsv 4ÌtxË e`hqv wt v aƒ ` fÌddrds etÌ cdqhydÌ wghÌc w cdqhyd̃ ts wgdhÌ @tswgqƒ e`hqxÌd txwËxwv wd`r rddwhsfv FwddÌhsf 4ÌtxË 6sbÌd`v FxËËtÌ @dchxr d hs w wt ghfg cdr`sc vdÌyhb dv e`hq wt rddw cdr`sc Risk Assessment: Improving access to equipment project Description Existing controls and Lead of risk: Impact Probability action required to mitigate responsibility the risk Existing Action controls Required Resource If the Low to med Currently the Urgent action Resource Centre Resource Resource to identify Centre unable to Centre is Centre is sources of secure long- forced to operating funding for term funding close or with annual the Centre’s for its core severely cut deficit work as a work back its approx whole. existing £40,000 services due (offset by to lack of core restrictions funding, the in service project would delays in fail. equipment renewal). Lack of Work to make Med Clear Resource specific the web- description Centre Brighton Hove ChangeUp Business Plan 2008-11 page 20 of 21
  21. 21. investment based of the project of funds for information included in this project service more this business accessible plan and the and useful to revised IDP groups would not go ahead Lack of staff Delay in Low Good track Forward RC/SCIP time within implementing record of planning and either the the mapping joint working. good project Resource and website Commitment management Centre or aspect of the to in both SCIP project partnership organisations See also Annexes 1-10 of this plan Brighton Hove ChangeUp Business Plan 2008-11 page 21 of 21

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