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
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. Staff development, service improvement and an increased amount of quality assurance measures and deep dives identified areas for improvement as well as some historical errors. A DWP support review was also undertaken in 2024 to help improve processes, procedures and approaches. The outturn LA error for 2023/24 was 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, 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. The LA error rate in 2025/26 at month 6 is currently 0.33% and includes one large error of £13k from a Personal Independence Payment incorrectly left on the claim since June 2020. The projected year-end forecast is 0.24%, forecasting headroom of £38,235 to the lower threshold. Therefore some loss of subsidy may occur in 2025/26 as well.
Target Risk
High (16) (Threat; High; Major)
Current Risks
High (16) (Threat; High; Major)
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
A recent campaign to recruit HGV drivers for the Food Waste service that will begin in spring 2026 has yielded a good number of applications. 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. The recent lifting of Water Neutrality in West Sussex may result in an increase in Development and Planning roles, this will be closely monitored. 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 & 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 is forecasting a surplus of £0.53m at the end month six 2025/26. There are significant pressures on benefits cases due to the migration of working age claimants to Universal credit and loss of HB subsidy (see risk 020). Alongside this, the costs of temporary staff has increased to meet additional volumes of correspondence with residents. In housing the cost of utilities in temporary accommodation have increased as well as lower than expected rent collections due to void properties, whilst refurbishments take place, and lack of ability to increase rents due to a low turnover of tenants. These pressures have been offset by additional income in parking, due to a steady increase in usage across all sites, planning, and building control with applications increasing as the building sector starts to pick up. Spending our reserves for social and wellbeing gain, without achieving a revenue return will increase the pressure over the medium term. Budget pressures of around £1.5m 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
The 2025/26 balanced budget was set after identifying £0.9m of savings and in-come, albeit also using £0.9m of temporary Funding Guarantee grant from Government. The process of setting the 2026/27 budget has started, budget holders have been encouraged to identify efficiencies and income. Government launched the Fair Funding Review 2.0 (FRR) consultation in June 2025 which closed during August 2025. The Council has also been contacted by MHCLG as one of forty councils adversely affected by the initial proposals in the FRR, albeit currently, no actual figures have been provided to us to identify the size of the reduction in funding. However, we expect the reduction to be significant and may require us to spend reserves to balance budgets. Whether and how much food waste new burdens revenue grant will be provided is another major financial uncertainty. The risk is that this too will form part of the FFR settlement and be part of the overall reduction. This would significantly widen the anticipated budget gap in the MTFS which is currently forecast at around £0.4m in 2027/28. An update on the Council's financial position in 2025/26 and MTFS update 2026/27 to 2029/30 will be presented to Cabinet on 19 November 2025.
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 2025/26 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. The Government consultation on the Business rates baseline reset closed on 2 June 2025. The amount of business rates the Council can retain is likely to be reduced. The current assumption is that the Council would lose circa £2m per annum, although there will likely be a transition period with some loss of retained growth received through the Revenue Support Grant. The outcome of the consultation is expected in the third quarter of 2025/26, and the financial impact will be known when the provisional financial settlement is announced in December 2025.
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 majority of internal audit opinions issued in 2024/25 were either Substantial or Reasonable. The Chief Internal Auditor issued an opinion of Reasonable Assurance for 2024/25. The 2024/25 Annual Governance Statement actions for 2025/26 are being implemented. Minor breaches in controls are reported to the Corporate Governance Group and will be reported to the Audit Committee in the 2025/26 AGS as required.
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.
- 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
The latest audit of the Health & Safety function was conducted in Q1 and has been published. The audit opinion was "Reasonable Assurance" with 4 medium risks identified and agreed actions in place. The audit also confirmed that actions from the earlier audit review on Personal Safety of Staff and Lone Working have all been implemented.
Target Risk
Medium (10) (Threat; Low; Critical)
Current Risks
Medium (10) (Threat; Low; Critical)
Responsible Officer
Chief Executive
Action Officer
Head of HR & 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. Risks of lingering inflation, interest rates, and recession are being monitored. Government increases in employer national Insurance contributions added further pressure from 1 April 2025. Some suppliers have come forward to try to increase prices outside of the contract, which is being resisted. 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. Procurement have delivered some contract management refresher training to key contract managers in 2025, reminding officers of their responsibilities in this area.
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, Delay to the plan as a result of significant / unexpected changes to government guidance. Delay to the plan due to adverse outcome of Independent Examination of the Plan
Risk Cause
Failure to deliver a timely or effective solution to water neutrality; Changes to government guidance or legislation to which the authority is unable to respond / resource at short notice; Failure to carry out adequate plan preparation to demonstrate policy or legal compliance Changes to the position of the Planning Inspectorate in their assessment of Local Plans during the examination stages.
Risk Effects
Economic and environmental damage to the district as a result of stalled development through water neutrality Poor five year housing land supply, leading to significantly increased speculative developments where water neutrality can be demonstrated
Controls
- Joint working with partners to develop water neutrality mitigation strategy.(SNOWS / SNWCS) - 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.
- Development and publish additional short term policy guidance to address any key changes in policy / government position to cover any 'gaps' prior to the adoption of the plan
Quarterly update
On 4 April 2025, the Government-appointed planning Inspector, Mr Luke Fleming, informed the Council that he considered the Council had not met the legal duty to co-operate requirements, and recommended the plan be withdrawn from examination. A report to Cabinet has been prepared recommending withdrawal, which was considered by Policy & Scrutiny on 23 July 2025. The outcome of this meeting was that the Council would write to The Planning Inspectorate (PINS) and request that the matter be reconsidered. This was submitted with a response received from the Inspector requesting that the evidence be made available. Work is ongoing in considering the best approach to responding to this request. Given these outcomes and subsequent actions, having an up to date plan in the timescales that were being planned, will not be possible leading to the assessed risk rating. In order to address the lack of an to date policy position (which will be the case whether or not the local plan examination is re-opened or withdrawn) the publication of the Shaping Development in Horsham District Planning Advice Note was agreed at cabinet on 17 September 2025. This is published on the Council's website and has been shared with the Development industry.
Target Risk
Medium (5) (Threat; Very Low; Critical)
Current Risks
High (25) (Threat; Very 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
IT Health Checks for PSN submission have been done and we are working on the remediation required prior to submission. We continue to monitor the external landscape and adapt our policies and procedures where necessary and recent IT Health Checks and reports received from trusted sources have indicated that we are moving in the right direction.
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 2025 submission is currently being worked on. The IT Health checks have taken place and we are working on remediation prior to submission. We are constantly monitoring the Cyber Security landscape and adapting our processes and procedures accordingly. Recent IT Health checks and reports received, have indicated that the work we are doing on Cyber Security is moving in the right direction.
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 plans are up-to-date, with a review undertaken in Q4 2024/25, and all 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 2024/25 Q3. Training on Resilience Direct was also delivered in 2024/25 Q3. Hybrid bitesize workshops are being offered for: Response, Business Continuity, Recovery, Rest Centre operations.
Target Risk
Low (8) (Threat; Low; Major)
Current Risks
Medium (10) (Threat; Low; Critical)
Responsible Officer
Director of Resources
Action Officer
Head of HR & 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
West Sussex County Council is leading the development of a new Climate Adaptation Strategy for the county, consultants were appointed and began work in September 2025. Horsham District Council will play an active role in this collaborative process to shape and implement the strategy. Climate change is already having a tangible impact across the district, with several key challenges emerging: Increased rainfall has lead to increased closures of Warnham Nature resulting in both financial costs and reduced public access. River flooding is placing additional pressure on council resources, increasing the cost of fulfilling its riparian responsibilities. Localised flooding is affecting recreational areas such as football pitches, leading to event cancellations and disruption to community activities Older residents are particularly vulnerable to climate-related events, prompting our Communities and Wellbeing teams to allocate additional resources to support partner organisations. With hotter, drier summers, the risk of wildfires is increasing, posing a serious threat to both natural habitats and public safety. Staff welfare concerns have arisen, particularly for outdoor workers such as our recycling and waste crews. To mitigate heat-related risks, collection rounds have been revised to start earlier in the day.
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
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 and comms.
- Vehicles ordered with delivery date late 2025 to ensure they arrive on time.
- An external audit into the project plan took place in January 2025 and gave a reasonable assurance. All outstanding actions have been completed.
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. We are in constant conversation with the suppliers to keep on track with schedules. Temporary storage for bins and caddies is secured and bins have now been moved from the depot to the temporary storage. Planning application for the Park and Ride has been approved and works are being planned in. This should be completed by end of November 2025. Rounds have been driven and rounds adjusted where needed. Recruitment has started and due to an excellent recruitment campaign we have had several applications in and interviews are taking place. Recruitment remains a risk but is less than it was. Second workshop area has been secured but we are waiting for planning to be submitted, planning committee will be held on 2 or 16 December 2025. We are working with the Property team on bringing it up to our requirements. This remains a high risk until we know what planning permission will be granted. 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 Recycling and Waste
018 The Capitol Refurbishment project.
Refurbishment of the Capitol theatre.
Risk Cause
Financial - cost increase of material costs and inflation. Timescales - availability of materials, unforeseen circumstances and delays in decision making Reputational - failure to deliver the project to time and budget
Risk Effects
Financial - impact on the Council's financial reserves beyond agreed figures. Timescales - revenue impact on the budget Reputational - negative public perception on the Council and its ability to manage projects and finances in the future.
Controls
- The 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 HDC project team. All relevant decisions and issues presented at fortnightly Project Team Board meetings for discussion/decision.
- Portfolio holder and members are kept up-to-date with progress and changes to project regularly. Additional Member briefings will be organised as necessary.
Quarterly update
The main construction works will start January 2026 for completion by November 2026. The first major production will be the 2026/27 pantomime scheduled to start in late November 2026. The cast for the 2026/27 panto will be secured in January 2026 and the venue will need to be tested prior to re-opening. Any delays in the building being handed back may impact the re-opening, however, the construction team have added a period of mobilisation, as well as delayed damages being negotiated as part of the contract Closure of the Theatre during this time, also creates 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 upon reopening. Weakening of the Capitol brand is also a risk, however, publicity and communications will be programmed accordingly with appropriate updates and information made available and circulated to stakeholders and the general public. The project is on track, and on schedule with RIBA stage 4, however, it is prudent to leave the risk level as high given the impact delays could bring/have.
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 three consultants and secondment of five 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 Government is funding the Project Director for all West Sussex authorities to 31 March 2026.
Quarterly update
The West Sussex authorities wrote to the Secretary of State to set out their preferred model of governance. West Sussex County Council set out their preference for a county unitary solution and the 7 District Boroughs all submitted a preference for the same two authority solution. The Government will be undertaking consultation before Christmas, although it is not known whether that will purely be a West Sussex consultation, or whether it would include the counter proposal from Brighton & Hove Council. Chief Executives continue to work with the Programme Director to take the project forward, and in the period before the Secretary of State makes a decision, work will be undertaken around HR, systems and contracts to allow work to progress once the decision is made.
Target Risk
Medium (12) (Threat; High; Moderate)
Current Risks
High (16) (Threat; High; Major)
Responsible Officer
Chief Executive
Action Officer
Director of Communities
020 Loss of income in Revenues and Benefits
Reduction of income in the Revenues and Benefits service through a reduction in subsidy and the ability to recover overpayments.
Risk Cause
An Increase in Supported Exempt Accommodation (SEA) in the District. A reduction in the ability to recover overpayments, as working-age claimants are migrated to the Department for Work and Pensions (DWP) for processing.
Risk Effects
'- Loss of income.
Controls
- Regular meetings between senior staff to monitor the number of SEA units and the financial impact.
- Regular monitoring of overpayment income.
Quarterly update
Government impose a subsidy cap on Supported Exempt Accommodation (SEA) beyond which the local authority cannot claim Housing Benefit subsidy. Expenditures are rising faster than the cap. The service continues to closely monitor expenditure on SEA and conducts thorough reviews of all new schemes before approving Housing Benefit payments. The Housing team are liaising with West Sussex County Council to discuss referrals. During 2024/25 there was an increase in applications and claims from new SEA providers, which is expected to place additional pressure on budgets. The service is assessing the financial implications and exploring mitigation strategies to manage this emerging trend. The housing benefits migration plan continues, officers are forecasting a loss of income of £0.3m in 2025/26.
Target Risk
Medium (12) (Threat; High; Moderate)
Current Risks
High (16) (Threat; High; Major)
Responsible Officer
Director of Resources
Action Officer
Head of Finance and Performance
022 Removal of water neutrality Position Statement
Removal of Natural England Position Statement -– resulting in a change or removal in the requirement for water neutrality.
Risk Cause
Removal of Natural England Position Statement - resulting in the removal of the requirement for Water Neutrality
Risk Effects
'- Increase in inquiries to DM. - Increase in speculative applications submitted. - Impact on current decision making. - Likely amendment applications submitted for the removal of Water Neutrality requirements. - Potential to lose appeals because the requirement has been removed . - Implications for local plan. - Increased risk of Juridical Review in terms of decision making.
Controls
- Communications to Members and agents to update on situation
- Out to recruitment for additional planners
- Legal advice to be sought as considered appropriate or necessary.
Quarterly update
Defra released a press statement to say the position statement will be removed at the end of the month.
Target Risk
Medium (5) (Threat; Very High; Negligible)
Current Risks
High (15) (Threat; Very High; Moderate)
Responsible Officer
Director of Place
Action Officer
Head of Development and Building Control