Project Issues and Risks. A detailed issue log and risk register will be developed by the project team. These registers will be monitored and maintained together with appropriate rating and controls. High impact issues and risks will be escalated by the Project Manager to the Project Lead and Sponsors as appropriate. Key issues for consideration in supporting the business case: How should any funding / charging model work Need for completion of financial baseline activity Difficult to estimate possible TUPE/pension costs to the project Lack of service user input so far Awareness of bringing all professional referral routes into one service e.g. referrals that come from Health, independent therapists or those from out of area if a service user moves Herts HIA Final Business Case V5 Key risks for consideration in supporting the business case: Summary of Key Risks Probability Impact Risk Rating Containment There is a risk that the existing variability in provision and contractual arrangements of local authorities’ DFG services may result in the project not being able to deliver the desired model 4 Likely 4 Medium 16 Significant Early engagement with Districts to understand their existing arrangements There is a risk that the Framework agreement may be too expensive 3 Possible 4 Medium 12 Significant Early market testing and learning from other similar models There is a risk that we are unable to include Housing OTs in the initial set up as the service is part of the Serco contract – this runs for another three years. 3 Possible 8 High 24 Significant Early engagement with Serco to discuss cost implications of the service being transferred back to the Council early There is a risk staff retention and motivation could drop resulting in a turnover of workforce, loss of historical knowledge and skills and associated costs 3 Possible 8 High 24 Significant Mitigate risk by working with HR to develop and implement communications and staff engagement strategy Herts HIA Final Business Case V5 A. Framework Agreement Potential to reduce costs and time associated with delivering works Time-saving efficiencies related to administrative function and handling times Ensures consistency and equity across districts signed up to it Resilience of labour supply Can support small providers (continuing stream of work, less time on admin and pricing, better procurement arrangements) If frameworks are delivered independently to other organisational changes then benefits can be realised quickly Can be used effectively with schedule of rates to improve cost and budgeting control Not paying more than market value for works Flexible for customers to choose preferred provider Encourages competitive pricing Procurement procedure required Will need to be reviewed regularly (at suitable intervals) to allow new entrants and release those who no longer want to participate without penalty Time consuming to set up Will need significant district/borough buy-in to make effective Frequent review to ensure best value is achieved Providers may not want to work on complex jobs where margins are small B. Direct contract Potential to reduce costs and time associated with procurement Time-saving efficiencies related to administrative function and handling times Ensures consistency and equity across districts signed up to it Resilience of labour supply Develop partnership relationship Greater savings from guaranteed work Procurement procedure required Could be paying more than market value for works Provider may lose out if market value fluctuates Time consuming to set up Will need significant district/borough buy-in to make effective Large, non-local providers are likely to win business Less flexibility/viable options if provider is underperforming C. Do nothing Good contractual arrangements in place Knowledgeable, committed staff Trusted brand Support local business Not a standardised approach to costs Time-consuming Admin-heavy Paying too much for big-ticket items ‘postcode lottery’ for self-funders and those with contributions who may have to pay more for the same adaptation Herts HIA Final Business Case V5 A: DFG service Relatively low-cost Needs a strong lead from within Still not a fully integrated, holistic approach Possible TUPE/redundancy issues May not be seen as delivering sufficient benefits for effort required Retained control of budget for local authorities Strong trusted brand Better use of staff resources Knowledgeable, committed staff B: Small Home Opportunity for technical officer, caseworkers and integrated Cost of incorporating organisation Improvement Agency (HIA) OT service in one place Future opportunities to develop as social enterprise Some resilience from fluctuating demand in the system Still only a partially integrated, holistic approach Possible TUPE/redundancy issues Single system/database used Eradicates issues with local authority recruitment (workforce recruited externally) Less bureaucracy in decision-making Improved customer experience including reduced waiting times for clients Better use of staff resources and reduced revenue costs
Appears in 1 contract
Sources: Partnership Agreement
Project Issues and Risks. A detailed issue log and risk register will be developed by the project team. These registers will be monitored and maintained together with appropriate rating and controls. High impact issues and risks will be escalated by the Project Manager to the Project Lead and Sponsors as appropriate. Key issues for consideration in supporting the business case: ▪ How should any funding / charging model work ▪ Need for completion of financial baseline activity ▪ Difficult to estimate possible TUPE/pension costs to the project ▪ Lack of service user input so far ▪ Awareness of bringing all professional referral routes into one service e.g. referrals that come from Health, independent therapists or those from out of area if a service user moves Herts HIA Final Business Case V5 Key risks for consideration in supporting the business case: Summary of Key Risks Probability Impact Risk Rating Containment There is a risk that the existing variability in provision and contractual arrangements of local authorities’ DFG services may result in the project not being able to deliver the desired model 4 Likely 4 Medium 16 Significant Early engagement with Districts to understand their existing arrangements There is a risk that the Framework agreement may be too expensive 3 Possible 4 Medium 12 Significant Early market testing and learning from other similar models There is a risk that we are unable to include Housing OTs in the initial set up as the service is part of the Serco contract – this runs for another three years. 3 Possible 8 High 24 Significant Early engagement with Serco to discuss cost implications of the service being transferred back to the Council early There is a risk staff retention and motivation could drop resulting in a turnover of workforce, loss of historical knowledge and skills and associated costs 3 Possible 8 High 24 Significant Mitigate risk by working with HR to develop and implement communications and staff engagement strategy Herts HIA Final Business Case V5
A. Framework Agreement Potential to reduce costs and time associated with delivering works Time-saving efficiencies related to administrative function and handling times Ensures consistency and equity across districts signed up to it Resilience of labour supply Can support small providers (continuing stream of work, less time on admin and pricing, better procurement arrangements) If frameworks are delivered independently to other organisational changes then benefits can be realised quickly Can be used effectively with schedule of rates to improve cost and budgeting control Not paying more than market value for works Flexible for customers to choose preferred provider Encourages competitive pricing Procurement procedure required Will need to be reviewed regularly (at suitable intervals) to allow new entrants and release those who no longer want to participate without penalty Time consuming to set up Will need significant district/borough buy-in to make effective Frequent review to ensure best value is achieved Providers may not want to work on complex jobs where margins are small
B. Direct contract Potential to reduce costs and time associated with procurement Time-saving efficiencies related to administrative function and handling times Ensures consistency and equity across districts signed up to it Resilience of labour supply Develop partnership relationship Greater savings from guaranteed work Procurement procedure required Could be paying more than market value for works Provider may lose out if market value fluctuates Time consuming to set up Will need significant district/borough buy-in to make effective Large, non-local providers are likely to win business Less flexibility/viable options if provider is underperforming
C. Do nothing Good contractual arrangements in place Knowledgeable, committed staff Trusted brand Support local business Not a standardised approach to costs Time-consuming Admin-heavy Paying too much for big-ticket items ‘postcode lottery’ for self-funders and those with contributions who may have to pay more for the same adaptation Herts HIA Final Business Case V5
A: DFG service Relatively low-cost Needs a strong lead from within Still not a fully integrated, holistic approach Possible TUPE/redundancy issues May not be seen as delivering sufficient benefits for effort required Retained control of budget for local authorities Strong trusted brand Better use of staff resources Knowledgeable, committed staff B: Small Home Opportunity for technical officer, caseworkers and integrated Cost of incorporating organisation Improvement Agency (HIA) OT service in one place Future opportunities to develop as social enterprise Some resilience from fluctuating demand in the system Still only a partially integrated, holistic approach Possible TUPE/redundancy issues Single system/database used Eradicates issues with local authority recruitment (workforce recruited externally) Less bureaucracy in decision-making Improved customer experience including reduced waiting times for clients Better use of staff resources and reduced revenue costsstrategy
Appears in 1 contract
Sources: Partnership Agreement