The University of Edinburgh. Risk Management Committee 13 January 2011

Transcription

1 AC/01/05/20 RMC 10/11 J The University f Edinburgh Risk Management Cmmittee 13 January 2011 Review f Risk 10: Inadequate engagement with changes in public plicy, legislatin, and practice affecting Higher Educatin Brief descriptin f the paper This paper prvides an verview f the activity undertaken t date in relatin t the management f Risk 10 during the current academic year. Actin requested The Cmmittee is asked t review the range f activities undertaken in cnnectin with the management f Risk 10. Resurce implicatins Des the paper have resurce implicatins? N Risk assessment Des the paper include a risk analysis? Yes inherent in the reprt. Equality and diversity Des the paper have equality and diversity implicatins? N Freedm f infrmatin Can this paper be included in pen business? Yes Originatr f the paper Rna Smith, Senir Strategic Planner Alexis Crnish, Planning and Deputy Secretary

2 RISK REVIEW The aims f the Risk Review are twfld t enable the Lead Manager f the particular risk t review and assess whether the risk is being adequately managed, and what further actins shuld be undertaken t ensure required r desirable imprvements in the management f the risk are undertaken t prvide the Risk Management Cmmittee, and thrugh them, the University Curt, assurance that the Risk is being adequately managed Risk 10: Inadequate engagement with changes in public plicy, legislatin, and practice affecting Higher Educatin, e.g. UK Gvernment Scttish Gvernment/Scttish Enterprise/SFC City f Edinburgh Eurpean Unin Cuncils Inherent risk: (in the absence f any mitigatin) Residual risk: (with current mitigating actins in place) Critical Mderate Senir Manager: (taking lead respnsibility fr management f Risk) Risk Review prepared by: Planning Likelihd f risk event ccurring (as assessed with current mitigating actins in place) Pssible Date: 14 December 2010 Threats: (if risk event ccurs r risk is nt managed) Lss f funding Increased regulatry burden/unwanted cnstraints n activities and plans Reputatinal damage and lss f trust Opprtunities: (ther benefits that might accrue n successful management f risk) Increased funding Reduced regulatry burden Reputatinal enhancement and imprved ability t influence Current Management Prcesses r Mitigating Actins: The s Plicy and Executive Officer, the and the Cmmunicatins and Marketing wrk clsely with the, the Vice fr Plicy, and thse ther clleagues identified in the Risk Register as supprting the in managing this risk. Key activities undertaken in managing this risk are: 1. sectr-wide representatinal bdies including Sctland, UK, the Russell Grup, the Eurpean Assciatin and the League f Eurpean. In additin t identifying and prviding analysis f plicy and prpsed legislatin f direct relevance t the sectr, these bdies prvide an pprtunity fr the University t prvide input t cllective lbbying activity undertaken n behalf f members. 1

3 2. The and the University Secretary influence public plicy thrugh infrmal liaisn, netwrking and their rle in shaping the agendas f Sctland, UUK and the Russell Grup. 3. The the Cmmunicatins and Marketing, and the s Plicy and Executive Officer mnitr plicy develpments and publicatins in the City, Scttish, UK and EU cntexts and assess the likely impact f develpments in cnsultatin with prfessinal clleagues (where apprpriate). The Cmmunicatins and Marketing supprts the in influencing public plicy thrugh netwrking and infrmal liaisn with Scttish Ministers, MSPs, cuncillrs, parliamentary fficials and senir civil servants. 4. The Planning is respnsible fr mnitring and influencing plicy develpments within the Scttish Funding Cuncil. This includes bth frmal liaisn (cmmittee membership, respnses t funding cuncil circulars and cnsultatin dcuments) as well as infrmal liaisn. 5. In additin t the and the University Secretary, all ther members f the University s senir management team play an imprtant rle in influencing public plicy thrugh their membership f varius bdies. Gvernance and Strategic Planning web pages cntain infrmatin arund legislatin and cnsultatins ( The fllwing table prvides a mre detailed verview f the rles and respnsibilities in relatin t ensuring effective engagement with changes in public plicy, legislatin and practice affecting Higher Educatin. Plicy Area Frmal liaisn Infrmal liaisn SFC SFC circulars & Sctland. Representatin f the University n Sctland and its sub-cmmittees [i.e. incl. USLTC]. Issue-based meetings & with senir SFC fficers. f HEFCE plicy develpment in relatin t SFC Planning Respnses t SFC/Executive cnsultatins. Frmal crrespndence., varius, varius 2

4 Excellence Framewrk REF/SFC websites, publicatins and press cverage. Respnses t cnsultatins. Frmal crrespndence with SFC & HEFCE. Brunswick Grup. Scttish Planners Frum. Russell Grup V- Cs fr Grup and Univ. Sctland and Knwledge Exchange C ttee QAA prcess VP Plicy UK & Sctland mnitring VP Plicy Respnses t cnsultatins. relevant Sctland bdies. plus SHEEC [Scttish Higher Educatin Cmmittee] Netwrking. VP Plicy, PSG, varius Netwrking. Participatin in sectr-wide initiatives. Russell Grup PrV-Cs fr Teaching and Learning and the equivalent HE Academy netwrk Standards and Quality Assurance, VP Standards and Quality Assurance, VP Standards and Quality Assurance,, VP 3

5 Scttish Parliament Scttish Gvernment Westminster parliamentary business bulletin and fficial reprts. Sctland Plicy & Executive Officer f press releases, cnsultatins, media briefings and Sctland Plicy & Executive Officer publicatins UK Respnding t cnsultatins, participatin in relevant inquiries. Invitatin f lcal MSPs t briefings and events. Public Plicy netwrk. C&M Cnsultatin respnses. Reciprcal visits. Public Plicy netwrk. C&M Cnsultatin respnses Invitatin f lcal MPs t briefings & events. Issue-based meetings & with MSPs. Maintaining cntact with Educatin, Lifelng Learning and Culture Cmmittee Clerk and Cnvenr. C&M,, varius with Ministers and senir civil servants. Liaisn with relevant civil servants., Directr f C&M with Ministers and MPs. Whitehall & Cuncils C&M, UK mnitring f UK gvernment cnsultatin exercises Plicy & Executive Officer, Directr f ERI Public Plicy netwrk. C&M, Cnsultatin respnses. Attendance at sectr-wide events n current issues UE staff representatin n Cuncils and related bdies ERI, VP Plicy, varius C&M, with Ministers, Cuncil Heads and senir civil servants., Heads f Cllege, ERI, VP Plicy 4

6 City f Edinburgh Cuncil Eurpe relevant cmmittee business. lcal press. Attendance at relevant cmmittee meetings C&M, Directr f E&B press and EU UUK Eurpe Unit & Sctland Eurpa VP Plicy, VP Internatinal, ERI Lrd Prvst s membership f Curt. Frmal meetings & presentatins. Cnsultatin respnses. varius Cuncil bdies. CS, C&M, E&B, Cnsultatin respnses. Frmal crrespndence. Sctland Eurpa, LERU and EUA. VP Plicy, VP Internatinal, Dean Internatinal (Eurpe), ERI with cuncillrs. Cntact with Cuncil fficials. CS, C&M, E&B, with MEPs, and Scttish and UK fficials. VP Plicy, VP Internatinal, Dean Internatinal (Eurpe), f Risk / Perfrmance Indicatrs: Inadequate management f the risk might lead t: Missed pprtunities fr input int key plicy develpments/cnsultatin respnses submitted after deadline Pr relatinships with cntacts in key plicy areas Cnsistent failure t have representatins taken n bard during cnsultatin exercises Ptential relevant key perfrmance indicatrs: It is suggested that the nature f this risk des nt lend itself t simple quantitative measurement and that management perfrmance is better made by means f the Cmmittee s qualitative judgement. Senir Manager s Assessment f Current Management f Risk: Are the current management prcesses and mitigating actins perating satisfactrily? D the current management prcesses and mitigating actins, Yes/N Yes Yes If n, please explain 5

7 cupled with the evidence frm the Perfrmance Indicatrs prvide yu with assurance that the risk is being adequately managed? Is the Residual Risk rating abve acceptable given the nature f the risk? (If n, please state what rating the University shuld be regarding as acceptable, and identify belw the actins that are t be put in place t achieve an acceptable level f management/mitigatin) Yes Further Actins (either required t achieve an acceptable level f adequacy f management/mitigatin, r planned t enhance the existing management /mitigatin prcesses) N/A Respnsibility N/A T be cmpleted by N/A Nte where actins abve are t be shwn as the respnsibility f an individual, then thse individuals must agree t the actin and the timescale. Any actins nt yet agreed with the individual, r ptential areas fr actin that require t be discussed, t be included in the table belw. Prpsed additinal actins (either required t achieve an acceptable level f adequacy f management/mitigatin, r planned t enhance the existing management /mitigatin prcesses) Prpsed Respnsibility 1. N/A 2. N/A etc 6