Document
Corporate risk register
001 The Benefit Subsidy claim may be qualified and/or financial losses.
Horsham District Council has a case load with a particularly high number of working people with many changes of circumstances.
Risk Cause
The External Auditors audit the Horsham District Council Benefits Grant Subsidy return to the Department for Work and Pensions (DWP) on an annual basis to identify errors.
Risk Effects
Financial. Service Delivery. Compliance with regulation. Reputation.
Controls
- Continuously monitor the level of quality control checking.
- An earmarked reserve for subsidy provision is now in place that would cover the loss of subsidy in the event that the upper threshold in the subsidy claim is breached.
Quarterly update
Pressure has been building in the service since the outbreak of Covid-19. In 2022/23, a pre-audit 0.58% Local Authority error rate breached the upper threshold of 0.54%, resulting in a loss of £122,925. Post-audit, the final subsidy loss was £191,235 after extrapolations. As part of a commitment to continued service improvement, including staff development, 2024/25 has seen an increased amount of quality assurance measures in year. These increased measures have also been a result of the issues previously identified, as well as areas for improvement identified in some of the quality review deep dives. A DWP support review was also undertaken in 2024 to help improve processes, procedures and approaches. The outturn LA error for 2023/24 was for a pre-audit figure of 0.24%, below the lower threshold of 0.48%, leaving some headroom. However, the audit identified some errors which, after extrapolation, has pushed the error rate over the lower threshold to 0.50% and a loss of £65,510 in subsidy. The LA error rate outturn for 2024/25 is 0.34% following the identification of two large errors: a £15k error from 2016 (Census legacy) and one £11k error from 2021 (during Covid). The pre-audit year-end error rate position gives little headroom (only £30,452) beneath the lower threshold limit and only £43,443 to the upper threshold limits for extrapolated audit errors. Therefore a loss of subsidy is again anticipated in 2024/25, which is why the risk remains red.
Target Risk
High (16) (Threat; High; Major)
Current Risks
High (20) (Threat; High; Critical)
Responsible Officer
Director of Resources
Action Officer
Director of Resources
002 Recruitment and Retention.
Inability to recruit and retain officers in key service areas, especially Legal, Building Control, Planning and Technology Services. Failure to have resilience in the staff structure, and so lacking the right number of staff with the right skills to deliver services, along with unrealistic expectations of services.
Risk Cause
Linked to national shortage of labour in some sectors as well as experienced professionals leaving the public sector for retirement or better pay in the private sector. Capacity problems increase turnover and absence and adversely affect wellbeing and productivity levels.
Risk Effects
Adverse effect on morale. Financial. Failure to achieve agreed business objectives. Compliance with regulations. Complaints / claims / litigation. Stress and absenteeism.
Controls
- Workforce planning, training, development, growing your own, leadership and management programmes, apprenticeships, coaching, supporting skills and qualifications are all activities undertaken.
- Efficient, effective recruitment processes tailored to jobs, enhancing the employer brand, recruitment benefits, such as relocation package, flexible and hybrid working, market supplements, recruitment & retention payments, review of pay point spinal column or a HDC weighting allowance.
- Ongoing workforce planning and review of recruitment and retention effectiveness; staff surveys and action plans progression; sponsorships for professional development; career grades.
Quarterly update
Recruitment and retention in key services such as Building Control, Planning and Technology Services has resulted in locums and vacancies, resulting in delays in delivering workloads. There is also currently a recognised national shortage of mechanics, with heavy vehicle mechanics in short supply. This poses a risk to our Waste and Recycling teams. Senior posts are currently all filled. Legally trained support staff are in place and lawyer posts have been filled recently, reducing the need for legal locums. Building Control has three trainee posts filled. Four employees have left for career progression and the associated greater pay, following their registration as Inspectors. Some activity has slowed down and we are considering the options for future service provisions. Other services have been able to recruit, but also retained their staff well, against a background of the recruitment market slowing down and fewer jobs being available for people to move to. With the announcement of Local Government Reorganisation, this risk will be closely monitored as there is a concern this will impact both recruitment and retention of staff, however, we are yet to see the impact of this.
Target Risk
Medium (12) (Threat; Medium; Major)
Current Risks
Medium (12) (Threat; Medium; Major)
Responsible Officer
Director of Resources
Action Officer
Head of HR and OD
003 Rapidly rising costs and lower income making balancing the budget more difficult.
Lower levels of planning fees & property income. Increased costs from inflation and from higher levels of homelessness. Loss of income due to the moving housing benefit claims to Universal Credit. The impact on the financial markets and the pound could bring forward the next recession slowing down the housing market.
Risk Cause
Uncertainty in the UK and World economy. Higher levels of salary and non-salary costs from inflation. Impact on the financial markets and the pound in the wake of war in other countries and the energy crisis. Likelihood of a deeper depression and slowdown in the property and financial markets. Loss of income because of changes in spending habits due to cost of living and impacts from government due to changes in benefits processing.
Risk Effects
Financial. Service Delivery. Compliance with Regulations.
Controls
- Monitor the external environment.
- Monitor internal indicators, particularly costs from inflation, income generation and respond appropriately to adverse trends.
Quarterly update
The Council achieved a surplus of £0.28m in 2024/25. £0.26m of this surplus will be used to top up the transformation reserve, allowing for future transformation projects at the Council. There are significant pressures on benefits cases due to the migration of working age claimants to Universal credit and loss of HB subsidy, these will need to be monitored closely in the coming years. In Strategic planning difficulties in recruiting to the vacant land drainage post and loss of income from delays in Neighbourhood Referendums create a total £0.18m overspend. Income from the pantomime performance and at the Capitol, treasury investment income and the reduced cost of HVO fuel have offset some of these additional costs and income losses. Spending our reserves for social and wellbeing gain, without achieving a revenue return will increase the pressure over the medium term. Budget shortfalls of around £2m a year are forecast once we introduce p.a. a 1,2,3 food waste collection and the Capitol Theatre refurbishment.
Target Risk
High (15) (Threat; Medium; Critical)
Current Risks
High (15) (Threat; Medium; Critical)
Responsible Officer
Director of Resources
Action Officer
Head of Finance and Performance
004 Funding from Government is less than assumed in the Medium Term Financial Strategy (MTFS) from 2026.
Funding from Government is less than assumed in the Medium Term Financial Strategy (MTFS) from 2026.
Risk Cause
The Council is reliant on Central Controlled Government funding (e.g. Business Rates).
Risk Effects
Reductions in funding. Adverse effect on morale. Financial. Failure to achieve agreed objectives.
Controls
- Continue to keep a watching brief.
- Revisit the MTFS and if necessary 2025/26 budget in year.
- Evaluate and discuss with Members possible future actions to mitigate loss of income. e.g. Corporate Restructure, cuts to quality and / or non-statutory services, investment and infrastructure projects that generate income.
Quarterly update
For 2025/26 The Council has thoroughly reviewed income and expenditure and set a balanced budget, albeit using £0.9m of the Funding Guarantee grant from Government. £0.9m savings identified were actioned during budget setting. The Government decision to increase the National Insurance rate increases the budget expenditure by £0.5m. Government provided only £154k towards this additional burden, creating a £346k gap which was met by using the Floor Funding grant. Government included this NI funding with the Council's core spending power so it is at risk of being reduced further in future years. A budget review will take place in Summer 2025 to identify savings and efficiencies when setting the 2026/27 budget later in the year. A £3.6m budget deficit is forecast at the end of the MTFS, if we implement food waste before the statutory deadline March 2026 and / or spend our reserves without achieving a revenue return such as on the Capitol Theatre refurbishment. The gap will only get larger if the funding cuts are sharper than anticipated.
Target Risk
High (16) (Threat; High; Major)
Current Risks
High (16) (Threat; High; Major)
Responsible Officer
Director of Resources
Action Officer
Head of Finance and Performance
005 Funding from Business Rates is less than assumed in the Medium Term Financial Strategy (MTFS) from 2026.
The Council is reliant on Central Controlled Government funding on Business Rates and Government raising the baseline. Decrease in Rateable Value due to appeals and businesses failing. This may cause the Council to fall below the business rates baseline, resulting in loss of funding.
Risk Cause
The Council is reliant on Central Controlled Government funding Business Rates. Government re-baselines less favourably, or businesses start to fail and the Rateable Value falls below the baseline.
Risk Effects
Reductions in funding. Financial. Adverse effect on morale. Failure to achieve agreed objectives.
Controls
- Continue to keep a watching brief.
- Revisit the MTFS & if necessary 2024/25 budget in year.
- Evaluate and discuss with Members possible future actions to mitigate loss of income. e.g. Corporate Restructure, cuts to non-statutory services, investment and infrastructure projects that generate income.
Quarterly update
The Rateable Value listing remains higher than it started, which retains a greater share of the business rates funding in the Sussex Pool area. A Government consultation on the Business rates baseline reset closes on 2 June 2025. This may impact the amount of business rates the Council can retain - the current assumption is retention of £2.2m per annum. If the Council is affected by the reset, there will likely be a transition period.
Target Risk
Medium (12) (Threat; Medium; Major)
Current Risks
Medium (12) (Threat; Medium; Major)
Responsible Officer
Director of Resources
Action Officer
Head of Finance and Performance
006 Non-compliance with control procedures.
Officers are either unaware of expected controls or do not comply with control procedures.
Risk Cause
Governance: Managers are responsible for ensuring that controls to mitigate risks are consistently applied.
Risk Effects
Failure of business objectives. Health & Safety. Financial. Service Delivery. Compliance with Regulations. Personal Privacy Infringement. Reputation damage.
Controls
- Officer training.
- All Service Managers required to sign an Assurance Statement. (By 30th June Annually) (Cyclical).
- Internal Audits identify service based issues and help managers to resolve these.
- Programme of training and information to ensure all managers understand their roles.
Quarterly update
The Annual Governance Statement (AGS) actions in the 2024/25 action plan (from 2023/24) were implemented. The majority of internal audit opinions issued in 2024/25 are either Substantial or Reasonable. Two partial assurance opinions issued in 2024/25. In alcohol licensing, steps were immediately put in place to address the weaknesses and an updated Housing Strategy is being written. The Chief Internal Auditor is yet to issue her opinion for 2024/25. Minor breaches in controls have been reported in the draft 2024/25 AGS and actions are being addressed. These are not considered significant.
Target Risk
Low (8) (Threat; Low; Major)
Current Risks
Medium (12) (Threat; Medium; Major)
Responsible Officer
Director of Resources
Action Officer
Director of Resources
007 A health & safety failure occurs.
A health & safety failure occurs.
Risk Cause
Physical. The Council is responsible for the health & safety (H&S) of its clients, staff and other stakeholders, owns and maintains significant assets, and also has responsibility for H&S in some partner organisations where it does not have operational control.
Risk Effects
People come to harm. Complaints/claims/ litigation. Financial losses. Censure by audit / inspection. Reputation damage. Adverse effect on morale. Stress and absenteeism.
Controls
- The H&S Management Forum reviews the corporate inspection strategy and all other H&S issues quarterly. An audit programme is in place to provide assurances on varying aspects of managing H&S, the next ne being due in Q1 2025/26.
- Training programme includes annual refreshers on a rolling programme. All mandatory H&S training must be completed as part of probation. Compliance is monitored centrally by the HR service and non-compliance escalated to Heads of Service initially and thereafter to SLT.
- Risk assessments undertaken and reviewed as required.
- H&S Officer regularly reviews high risk areas personally.
Quarterly update
Risk assessments are being undertaken, reviewed, and updated. Refresher training on Fire Safety for all staff has been completed in March 2024. All other control actions are ongoing. In light of recent incidents in our refuse service, we have reviewed our Health & Safety procedures, which were found to be robust.
Target Risk
Medium (10) (Threat; Low; Critical)
Current Risks
Medium (10) (Threat; Low; Critical)
Responsible Officer
Chief Executive
Action Officer
Head of HR and OD
008 Key Contractor Failure.
Key contractor failure.
Risk Cause
Uncertainty in the UK and World economy. Instability and high-profile failures.
Risk Effects
Financial.
Controls
- Regularly check accounts of key suppliers.
- Check public liability insurance of key suppliers.
- Ask for key suppliers' business continuity plans.
- Consider whether the failure of a key supplier needs to go in service business continuity plan.
Quarterly update
The impact of the world shortage of building supplies remains uncertain. Risk of lingering inflation, interest rates, and recession are being monitored. Government announcement to increase in employer national Insurance contributions will add further pressure from 1 April 2025. Some suppliers are starting to come forward to increase prices outside of the contract, which is being resisted. The Council terminated two contracts in 2023/24; one by mutual agreement with the supplier resulting in a termination payment to the Council, the other because of poor supplier performance. Both re-procured during 2024/25 following interim measures in place. Key contracts are reviewed as part of the ongoing contract management arrangements and officers have been reminded to check the financial health of key suppliers and be ready to implement alternative arrangements.
Target Risk
Medium (10) (Threat; Low; Critical)
Current Risks
Medium (10) (Threat; Low; Critical)
Responsible Officer
Director of Resources
Action Officer
Director of Resources
009 Adopting an up to date Local Plan by end of 2025.
Delay to plan preparation due to the requirement of the plan to demonstrate water neutrality, or as a result of significant / unexpected changes to government guidance. Adverse outcome of Kilnwood Vale inquiry re access to the Sussex North Offsetting Scheme (SNOWs) / Local Plan delivery.
Risk Cause
Requirement to adopt an up-to-date Local Plan by end 2025 in accordance with government requirements.
Risk Effects
Economic and environmental damage to district as a result of limits to development which can take place. Council loses control over SNOWs prioritisation. Significant risk of speculative development prior to adoption of local plan, with impact on Local Plan trajectory and how this may be defended at the Local Plan examination.
Controls
- Joint working with partners to develop water neutrality mitigation strategy.(SNOWS) - in order to unlock plan led growth
- Keep watching brief on government messaging on planning reforms - changes may impact on plan content and timetable. Take into account as far as these are possible when they emerge
- Sufficient staff and budgetary resourcing to support progression through regulatory stages of consultation, evidence base preparation and examination.
- Officers seeking KC advice and support prior to submission and to support through the examinations process. This is to minimise the risk of legal challenge or adverse outcomes on legal or procedural grounds.
- Respond to Inspector in a timely way to any MIQs, questions and queries throughout the examination process in order to maximise plan outcomes.
Quarterly update
Local Plan Examination Hearings commenced as programmed on 10 December 2024. Without warning that the Inspector had identified concerns with the Plan in advance, the Local Plan Inspector cancelled all further hearings. He indicated that he had significant concerns about the Plan, and informed the Council via the Programme Officer that he would write to the Council setting out his views on next steps 'in the new year'. He identified a number of Action Points for for the Council to complete. At the time of drafting this Quarterly Update, this work is still ongoing. Whilst all risks within the Council's direct control (set out above) have been managed effectively, no action by the Council can account for the particular views of an individual inspector, which had not been received at the end of this risk period. Next steps and risks will need to be reviewed following receipt of the response from the Inspector. Once we have more information, the risk rating will be adapted to reflect the emerging situation. Update: On 4 April 2025, the government-appointed planning Inspector Mr Luke Fleming, informed the Council that he would not allow the Local Plan to proceed and recommended it was withdrawn. As a result, the risk rating will increase further in Quarter 1. A political decision is needed as to whether to withdrawn the plan or appeal. This decision will impact the risk score and controls. The Council is updating the Facilitating Appropriate Development (FAD) document to help shape development proposals coming forward in the absence of a up-to -date Local Plan.
Target Risk
Medium (5) (Threat; Very Low; Critical)
Current Risks
High (20) (Threat; High; Critical)
Responsible Officer
Director of Place
Action Officer
Head of Strategic Planning
010 Data security.
Major data breach or leak of sensitive information to a third party. Risk of significant Information Commissioner's Office (ICO) fine for non-compliance with General Data Protection Regulations (GDPR).
Risk Cause
Managerial / Professional. The Council has a legal obligation to protect personal data. The Information Commissioners powers are much more far reaching since changes in May 2018.
Risk Effects
People and businesses come to harm and suffer loss that might not otherwise have occurred. Complaints / claims / litigation. Resources consumed in defending claims. Financial losses. Fines from regulators. Adverse publicity. Reputation damage.
Controls
- Develop appropriate processes & procedures which underpin the IT Security Policy.
- Provide a programme of Induction and at least annual training on Information Security to all staff.
- Annual Public Services Network (PSN) Accreditation.
- Representatives from each department meet every other month to maintain compliance, updates and training.
Quarterly update
The situation is being monitored and IT Health Checks for PSN submission have been delayed until we have completed the move of all staff and IT Equipment into the new building which is scheduled for completion by the end of May 2025. (Move completed in Quarter 1 2025/26). The PSN health checks have been scheduled to start end of June 2025.
Target Risk
Low (8) (Threat; Low; Major)
Current Risks
Medium (12) (Threat; Medium; Major)
Responsible Officer
Director of Resources
Action Officer
Head of Customer and Digital Services
011 Cyber security and business continuity.
A malicious attacker exploits a known or unknown security weakness to penetrate the Council's ICT systems. IT not working due to environmental and economic problems: fire, flood, power cut and issues with the supply chain preventing new infrastructure arriving in a timely manner.
Risk Cause
Technological. Council services are increasingly reliant on IT systems at a time when there are greater opportunities for malicious attackers to exploit security weaknesses.
Risk Effects
Loss of key systems-disruption to Council services. Cost of investigation and recovery of systems. Fraud/theft. Loss of the integrity of Council Records. Penalties from the Information Commissioner's Office (ICO.) Adverse media coverage.
Controls
- Awareness of current threats.
- An effective ICT Service delivery team.
- Effective patching and updates to mitigate known vulnerabilities.
- Compliance with expected security standards. (PSN, PCI-DSS).
- Effective policies in place which outline security requirements for users of ICT.
- Effective back-up and recovery processes in place for Council ICT systems.
- Plan developed, approved internally and being carried out.
- Plan developed, approved internally and being carried out.
Quarterly update
Cyber awareness training is ongoing, as part of induction for new staff/ Members, and refreshed periodically. We have rolled out Phishing training to members, and staff. We are following government advice re heightened Cyber Security Threats. PSN Accreditation for 2024 has been achieved. PSN 2025 will be worked on once the move from Parkside to Albery House of all IT equipment has taken place. Work on PSN is scheduled to start at the end of June 2025 (Move successfully completed in May 2025). Backups have been reviewed and improved. A test scenario has been completed with relevant Heads of Service, to test Silver and Bronze liaison and operational continuity in a simulated cyber attack. No major issues were identified.
Target Risk
Medium (12) (Threat; Medium; Major)
Current Risks
Medium (12) (Threat; Medium; Major)
Responsible Officer
Director of Resources
Action Officer
Head of Customer and Digital Services
012 Civil emergency.
The Council is found to have failed to fulfil its obligations under the Civil Contingencies Act in the event of a civil emergency.
Risk Cause
Legal. The Civil Contingencies Act places a legal obligation upon the Council, with partners, to assess the risk of, plan, and exercise for emergencies, as well as undertaking emergency and business continuity management. The Council is also responsible for warning and informing the public in relation to emergencies, and for advising local businesses.
Risk Effects
People and businesses come to harm and suffer loss that might not otherwise have occurred. Complaints / claims / litigation. Resources consumed in defending claims. Financial losses. Censure by regulators. Reputation damaged.
Controls
- Update corporate business continuity plan and regular review.
- Test effectiveness annually through case scenarios at Gold, Silver or Bronze levels.
- Bitesize workshops to address new procedures and processes.
Quarterly update
Business continuity plan reviews were undertaken in Q4 2024/25, with some to be finished in Q1 2025/26. All Neighbourhood Wardens have been trained as Rest Centre Managers and some are earmarked for Incident Liaison Officer training later in the year. A small group of Heads of Service has been established to manage emergencies out-of-hours at 'bronze level', with training by the Police undertaken in Q3. Training on Resilience Direct was also delivered Q3. Hybrid bitesize workshops are being offered for: Response, Business Continuity, Recovery, Rest Centre operations. A recent fire in Horsham showed that the response was quick and a rest centre was setup during the night.
Target Risk
Low (8) (Threat; Low; Major)
Current Risks
Medium (10) (Threat; Low; Critical)
Responsible Officer
Director of Resources
Action Officer
Head of HR and OD
014 Climate Change.
Climate change is leading to increasing annual rainfall and more intense rain events. Warmer annual average temperatures including peaks of excessive heat in the summer. This may have an impact on service provision and residents.
Risk Cause
Human driven emissions of carbon dioxide and other greenhouse gases through the burning of fossil fuels, as well as intensive agriculture and habitat destruction have altered the global atmosphere.
Risk Effects
Increase in water logging and surface water. River flooding and surface water flooding. Extreme heat. Wildfires.
Controls
- Evaluate feasibility of climate adaptation through on-site site design and infrastructure changes, such as sustainable urban drainage, and discuss with Members.
- Review Emergency planning approach to extreme weather events.
- Officer training to keep abreast of evolving climate adaptation approaches.
Quarterly update
Links being made to WSCC and developing an area wide approach to climate resilience and adaptation.
Target Risk
Low (8) (Threat; High; Minor)
Current Risks
Medium (10) (Threat; Very High; Minor)
Responsible Officer
Director of Communities
Action Officer
Head of Sustainability and Greenspaces
015 Office move.
Delays in moving to new office space and having the necessary technology in place, whilst ensuring current space is reinstated as required. The expectation is that the risk will reduce throughout the life cycle of the project.
Risk Cause
Relocation of council offices.
Risk Effects
Financial losses. Reputational Damage to the Council. Disruption to services.
Controls
- Continued monitoring of project progression via regular meetings and project team updates.
- 12 month cover in place from contractor from handover date to cover snagging issues.
Quarterly update
All staff have successfully moved to Albery House. Regular meetings have taken place to ensure that any risks or issues that have been identified have been mitigated accordingly. Staff newsletters have been emailed out regularly to keep officers and Councillors updated and informed about the office move. The finance tracker has been updated and monitored throughout the project to manage any budget constraints. Fire Safety training has been completed, Counter Terrorism visit and report has been produced, post/suspect packaging handling training has been scheduled. Server move is on schedule for the weekend of 3 May 2025. (Successfully completed)
Target Risk
Low (9) (Threat; Medium; Moderate)
Current Risks
Low (9) (Threat; Medium; Moderate)
Responsible Officer
Director of Place
Action Officer
Office Move Project Manager
016 Domestic Food Waste Collection.
Failure to meet the statutory target. Failure to start the service by 31 March 2026.
Risk Cause
Failure of delivery of caddies and food waste vehicles. Recruitment issues. Competing with neighbouring authorities for the same goods and services. Distribution. Storage and extra space needs.
Risk Effects
Failure to meet the deadline. Reputational damage. Lack of buy in from residents. Failure to meet national recycling targets.
Controls
- Fortnightly project meetings with key members of staff and monthly project board meetings.
- External meetings with West Sussex Waste Partnership to share ideas, information and updates.
- Working with a delivery company to manage production and delivery of caddies, and securing early procurement.
- Recruitment plan being developed with HR.
- Vehicles ordered with delivery date late 2025 to ensure they arrive on time.
Quarterly update
Caddies and vehicles have now been ordered, however delays to delivery remain outside of the control of the Council as this is dependent on the supply chain. The Council ensured early procurement of vehicles and caddies to reduce the risk of delays impacting service delivery. Temporary storage for bins and caddies secured and bins are now being moved from the depot to the temporary storage. Planning application for the Park and Ride to store bins has been submitted. Rounds are being driven to establish where changes need to take place. Recruitment timescales are on the project plan and meetings with HR and comms are taking place to work on our recruitment strategy. Audit on project has taken place with a reasonable assurance outcome.
Target Risk
Low (9) (Threat; Medium; Moderate)
Current Risks
Medium (12) (Threat; High; Moderate)
Responsible Officer
Director of Communities
Action Officer
Head of Waste and Recycling
018 The Capitol Refurbishment project.
Financial. Timescales. Reputation - political and organisational. Environmental. Cultural.
Risk Cause
Financial - lack of financial management and oversight, increasing material costs and inflation. Timescales - lack of project management, slow decision making and availability of materials. Reputational - lack of project management and poor political decision making. Environmental - lack of project management. Cultural - lack of ability to programme cultural offer with confidence.
Risk Effects
Financial - negative impact on the Council's financial reserves beyond agreed figures. Timescales - negative impact on reserves and revenue (and further programme income. Reputational - negative public perception on the Council both politically and organisationally and its ability to manage projects and finances in the future. Environmental - unable to hit the Council's net zero ambition by 2030. Cultural - unable to provide cultural offer to residents of the district for an extended period.
Controls
- The Council's Project Board meet weekly to discuss all relevant information and steer the project. The project is planned across RIBA stages with a freeze implemented at the end of every stage where consideration is given to how to proceed. All necessary project documents are in place.
- The Project Design Team (contractors) meet regularly with the Council's representation. All relevant decisions and issues presented at fortnightly Project Team Board meetings for discussion.
- Members are kept up-to-date with progress and changes to project regularly - frequency is dependent on stage and across 2025 cabinet reports will be generated April,. July (if necessary) and October. Additional Member briefings will be organised as necessary.
Quarterly update
Due to the fast moving nature of the changes to this project, the risk remains high. Members are consulted regularly as changes to the scope of the project occur along with formal updates on progress. Delivery of the Panto in 2025 and 2026 remain a priority, This risk is lower for 2025 due to the scaled down work and timeframes for this work. Construction is anticipated to take place from January 2026, the re-launch of the Theatre is programmed for 30 September 2026 with the 2026 Panto scheduled to start in late November 2026 but with a period needed prior to this for set build and rehearsals.. The cast for the 2026 panto will be secured in January 2026. This creates a greater risk of any delays impacting the 2026 panto season. Closure of the Theatre in 2026 also create a risk to the retention of permanent and temporary staff and the loyalty of voluntary staff, which could impact the effective running of the Capitol. Weakening of the Capitol brand is also a risk and publicity and coms will be programmed accordingly with appropriate updates and information made available and circulated to stakeholders and the general public.
Target Risk
High (15) (Threat; Medium; Critical)
Current Risks
High (20) (Threat; High; Critical)
Responsible Officer
Director of Communities
Action Officer
Head of Leisure and Culture
019 Local Government Reorganisation.
As a consequence of Local Government Reorganisation, managing a significant change and the resulting uncertainty whilst trying to maintain delivery of council services.
Risk Cause
Government's intention is to proceed with proposals for local government structural reorganisation into unitaries, with the second wave commencing 1 April 2028. This will end the role of district councils, with very limited ability for districts to influence how this is delivered in West Sussex.
Risk Effects
Loss of officers to more secure jobs, and increasing difficulty to recruit to an organisation that will cease to exist. Adverse effect on morale, stress and absenteeism. Failure to achieve agreed business objectives. Cost time and backfill, to produce data for business case.
Controls
- Recruitment of eight officers (April 2025) to deal with project fast tracking before LGR.
- Continued training and development for officers to enhance professional skills.
- Efficient, effective recruitment processes including market supplements.
- Investigation of recruitment & retention payments for key roles, especially as vesting day approaches.
- Council staff regularly updated through Chief Executive briefings.
- The West Sussex Business Pool is funding the Project Director for all West Sussex authorities to 30 Sept 2025.
Quarterly update
The English Devolution White Paper published at the end of December 2024, proposed radical changes to the way local government is structured and operates, ending the 'two tier' structure. On 9 January 2025, the Sussex councils agreed to submit an expression of interest on devolution. On 21 March 2025, the Sussex councils submitted an interim plan for Local Government Reorganisation. This outlined progress and sought guidance on several critical issues to ensure a successful final submission in September 2025. The appointment of a West Sussex LGR Director funded by the West Sussex Business Rates pool on behalf of all West Sussex councils in March 2025 , will lead the collection of data to support the September submission.
Target Risk
Medium (12) (Threat; High; Moderate)
Current Risks
High (16) (Threat; High; Major)
Responsible Officer
Chief Executive
Action Officer
Director of Communities