7 AGENDA ITEM 6 PAPER NUMBER CM021305 MEETING CQC

 ROUND TABLE ON SUSTAINABLE DEVELOPMENT ANNOTATED AGENDA MEETING
2004AMM033REV2 AGENDA ITEM XII APEC COURSE OF ACTION
2006SOM3TFEP002A AGENDA ITEM 3 APEC PANDEMIC RESPONSE EXERCISE

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7

Agenda Item:

6

Paper Number

CM/02/13/05


7 AGENDA ITEM 6 PAPER NUMBER CM021305 MEETING CQC


MEETING:


CQC PUBLIC BOARD MEETING

DATE:


20 March 2013

TITLE OF PAPER:


CQC STRATEGIC RISKS



SUMMARY:



This paper provides the Board with current strategic risk information.




RECOMMENDED ACTION:


  • The Board are asked to APPROVE the draft strategic risk register attached to this report as a key element of CQC’s approach to managing risk.



Board Agreement/Endorsement


Board Discussion




LEAD DIRECTOR:

Louise Guss


AUTHOR:

Amanda Bellis


DIRECTORATE

Governance and Legal Services


DATE:

6 March 2013


SUPPORTING PAPERS:

Annex A – Strategic risk register


















GOVERNANCE


AUDIT TRAIL:

The strategic risks identified were developed by members of the Board and the Executive Team at a joint workshop on 17 October 2012. The mitigating actions and evidence of mitigation have been further developed from those agreed risks and the integrated register is attached for approval.


LINK TO STRATEGIC OBJECTIVES AND BUSINESS PLAN

The strategic risk register has been developed using the current strategic objectives, business plan and draft strategic objectives for 2013-16, each risk is aligned to these objectives.


IMPLICATIONS FOR NCSC


Although there are no specific mitigating actions for NCSC at this level, some underpinning actions may have an impact for NCSC and these will be developed in partnership.


FINANCIAL IMPACT:

N/A.


RISK IMPACT:

The Strategic Risk Register forms part of CQC’s risk management model. The register reports identified risks, controls and mitigating actions at a strategic level.


REPUTATION IMPACT:

The Strategic Risk Register is presented at all Public Board meetings and is in the public domain via the publication of Board papers on CQC’s external website.


LEGAL IMPLICATIONS:

There are no legal implications of this paper.

HEALTHWATCH IMPACT:

Although there are no specific mitigating actions for Healthwatch at this level, some underpinning actions may have an impact; these will be developed in partnership with the Healthwatch who will develop their risks and issues as part of their governance.


EQUALITY IMPACT

ASSESSMENT:

N/A.















1. Background

At the Board Risk workshop on 17 October 2012 there was a discussion on defining the strategic risks for the organisation. Since then there has been work on developing the mitigating actions supporting each strategic risk, and alignment of the strategic risks with the six strategic shifts.


2. Executive Summary

The Audit and Risk Assurance Committee recommended a thorough review of the strategic risk register to align the register with the revised strategic priorities.


Significant progress has been made to refresh the strategic risk register including alignment of the 7 original strategic risks identified by the Board on 17 October with CQC’s 6 strategic shifts. A refreshed strategic risk register is now attached for Board consideration and approval.


  1. The Strategic Risks

The 7 original strategic risks identified by the Board have now been amended to 6 risks and aligned with CQC’s six strategic shifts as follows;




In addition the mitigation owners for each strategic risk have been aligned with the lead Director for each programme in the corporate business plan.


  1. Next Steps

The strategic risk data will now govern the structure for the corporate risk data and the corporate risks will now be mapped to all 6 strategic risk areas. The Board are invited to consider and approve the strategic risk information as detailed in Annex A.


ANNEXES:

Annex A – Draft strategic risk register


Name:

Louise Guss

Title:

Director of Governance and Legal Services

Date

6 March 2013



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