Orkney College UHI
UHI STRATEGIC RISK REGISTER TEMPLATE
Orkney Active Academic Failure to The College received a very positive Education Scotland Review in March Principal 2
College
maintain/ 2014 and positive report on progress againsty the main points for action
UHI/2
improve in the Annual Engagement visit of May 2015. The College reported very
teaching high attainment rates on HE programmes. All staff engage in selfquality
evaluation which is crucial to providing an early alert to any areas of
concern.
3
6
2
Orkney Active Organisati Inability
College
onal
to
UHI/3
maximise
the
contributi
on of
staff
Staff regularly undertake staff development activities throughout the
year. Progression opportunities in a small island based college are quite
limited as there is little turnover of staff. Careful monitoring of
timetables is necessary to ensure full utilisation of staff
2
6
2
Orkney Active External
College
UHI/4
Changes
in
governme
nt policy
(including
changes
to
funding
methodol
ogy)
The unit of resource for FE teaching has effectively remained constant
CMT/CM 4
whilst pay awards and non-staff inflation costs have added to the
C
operating costs of the College yearon year. At HE level the unit of
resource increased slightly in 2014/15 academic year but will not
increase for the 2015/16 academic year in August 2015. The funding
methology for FE is to change in August 2015 which a move from wSUMs
to Credits. In the longer therm this is a change of approach which should
benefit the College and the Region (new model is preferential to colleges
with higher percentage of part-time students) however in the 2015/16
academic year the SFC is restricting increases for some regions in order
to help the sustainability of colleges in other regions where the new
model will have a negative effect.
Orkney Active Financial
College
UHI/5
Failure to The College is subject to the governance of Orkney Islands Council and
detect
the monitoring and audit requirements of the Council. This does not
fraud
preclude any fraud but the greatest risk is likely to be small scale rather
than institutional in nature
In 2013/14 the College met it's FE WSUMs target. Recruitment of fulltime students in 2014/15 was lower than anticipated. However short
courses have recruited well and work is being dong to increase the
recruitment in-year. The aim is to meet the target by the end of the
academic year in July 2015.
Principal 3
Principal 1
Gross Risk
Residual
Likelihood
Residual
Impact
Residual
Risk
3
Orkney Active Academic Failure to
College
achieve
UHI/1
planned
student
numbers
Owner
Impact
Category Risk
Causes
Descripti
on
Likelihood
Principal 3
G Actions to minimise risk in place
R
Ra
nk
9
232 • Procedures in place for student
recruitment including targets for student Unlik Signifi
numbers
ely cant
• An efficient admissions system
• A robust student record system
Risk Status
Ref ID
ACTION PLAN Assign an action owner who is the person responsible for completing the identified action and select a realistic completion targetPlease input information about planned future actions to reduce the risk score
4 16
1
2
3
2
6
GR
Re
sid
ua
Actions to
minimise
risk/To Do
(1)
2 A quality
online
prospectus
• Develop modern teaching methods
including appropriate use of ICT
•Recruit quality staff and continue
professional development
• Well equipped teaching
accommodation
• Modern Library, computing and other
learning resources.
• New learning and teaching strategy
addressing the above
13Very Signifi
Rare cant
3
3
• CPD
• Good internal communication
• Professional Development Reviews
22Unlik Mino
ely
r
4
3
• On-going vigilance by senior managers
3412
• Responsiveness to changing funding
Possi Major
body requirements
ble
• Scenario Planning
• Full engagement with FE Regional
Board and FEPPF
•Sound internal control system
• Comprehensive updated financial
regulations
• Effective internal audit
•Effective external audit
• Complacence with Orkney Island
Council financial regulations
12Very Mino
Rare
r
2
Action
Completion Actions to
Owner (1) Date (1)
minimise
risk/To Do
(2)
College
01/03/2016 A realistic
Manageme
marketing
nt Team
plan
Action
Completion Actions to
Action
Completion Actions to
Owner (2) Date (2)
minimise
Owner (3) Date (3)
minimise
risk/To Do (3)
risk/To Do
(4)
College
01/10/2015 Prospectus
College
01/03/2016 Tighter
Manageme
continually
Managem
monitoring of
SUMs data
nt Team
updated
ent Team
collection.
(online
Additional
version)
recruitment
to short
courses and
new in-year
courses
explored
Effective
College
01/10/2015 Clear course College
01/03/2016 Embedding of College
01/09/2015 See Postmethod of Manageme
level
Manageme
peer review
Managem
inspection
routinely
nt Team
reporting
nt Team
ent Team
action plan
monitoring
procedures
the quality
(reviewing
of teaching
FE and HE
with UHI)
01/01/2016 Explore
opportunitie
s for
rationalising
the number
of modules
delivered to
increase
average
class size
without
reducing
overall
student
numbers.
College
01/07/2016 Joint
College
01/11/2015 Ongoing
College
01/08/2016 Engagement
2 Greater
collaboratio Managem
submission of Managem
Implementati Managem
in Highlands
n with other ent Team
strategic
ent Team
on of
ent Team
and Islands
colleges in
development
government
collaborative
the regions
proposal to
college
working
to explore
SFC
regionalisatio
group
opportuniti
Continue to
n process
play an active
es for
role in UHI
shared
implementati
planning
on of plans to
and
work towards
provision.
financial
security
3
Clear
College
01/08/2015 Staff
College
01/07/2016 In consultation College
procedures Manageme
development Manageme
with staff
Managem
for staff
nt Team
of middle
nt Team
consider
ent Team
developmen
managersredeployment
t
financial
from areas of
procedures,
declining
selfactivity to new
evaluation,
with
performance
appropriate
indicators,
development
HRD,
curriculum
planning
Continued
monitoring
of the
college
finances and
expenditure
by College
Managemen
t Council
and Orkney
Islands
Council
College
01/03/2016
Managem
ent Team,
Internal
Audit
(Orkney
Islands
Council)
Action
Completion Actions to
Action
Completion
Owner (4) Date (4)
minimise
Owner (5) Date (5)
risk/To Do (5)
College
01/12/2015 Ensuring all
College
Manageme
documentatio Managem
nt Team
n for courses ent Team
and students is
in place
01/09/2015
College
01/08/2016 Further
College
Manageme
promotion of Managem
nt Team
the positive
ent Team
benefits of
rigorous selfevaluation
01/12/2015
College
01/08/2015
Managem
ent Team
College
Managem
ent Team
01/08/2017 ESIF
College
01/08/2017
additional
Managem
student
ent Team
numbers and
curriculum
development
Orkney College UHI
Insufficie
nt funds
for
capital
building
requirem
ents
23Unlik Signifi
ely cant
6
Actions to
minimise
risk/To Do
(1)
2 Forward
maintenanc
e plans for
existing
estate
• Recruitment and selection policies
• Staff Planning
• Targeted advertising
• OIC Single Status
22Unlik Mino
r
ely
4
3
• Staff Induction
• Continuing professional development
and in-service training
• Remuneration and promotion
procedures
• Conditions of service
• OIC Single Status
23Unlik Signifi
ely cant
6
2
• Rigorous budget setting procedures
• Adequate budgeting monitoring and
corrective action where necessary
• Financial regulations and internal
controls
• Effective internal and external audit
• Effective and efficient deployment of
staff
• Undertaking cost saving actions when
necessary
23Unlik Signifi
ely cant
6
2
• Robust setting of capital and revenue
budgets
• Financial monitoring
• Cash flow projections
• Prompt invoicing
12Very Mino
Rare
r
2
3
Gross Risk
G Actions to minimise risk in place
R
Ra
nk
9
2 • A realistic capital programme
• Evaluations of funding options
• Link to budget and finance
management policies
Residual
Likelihood
Residual
Impact
Residual
Risk
Orkney Active Financial
College
UHI/6
Owner
Impact
Category Risk
Causes
Descripti
on
ACTION PLAN Assign an action owner who is the person responsible for completing the identified action and select a realistic completion targetPlease input information about planned future actions to reduce the risk score
Likelihood
Ref ID
Risk Status
UHI STRATEGIC RISK REGISTER TEMPLATE
The college has student accommodation needs under appraisal and
Principal 3
space to accommodate Art and Design courses in limited. Opportunities
for the Archaeology Institute to relocate to the putative Renewables
Campus in Stromness is being explored but no hard and fast
committements have been made as the College is not at present able to
identify additional funds to support this. 20% reduction in capital /
maintenance funding for FE places additional strain on revenue
funding for 2015/16.
3
Orkney Active Organisati Inability As present plus - National Pay Bargaining is a declared priority of the
Principal 2
College
onal
to recruit Government for the college sector. The impact of this on Orkney College
financially and in terms of staff terms and conditions is currently being
UHI/7
staff
appraised. It is likely that the Council will be asked to consider whether
or not it signs up to a national Recognition and Procedures Agreement in
2015.
4
8
2
Orkney Active Organisati Inability Generally there is little turnover of staff in the College, however
College
onal
to retain potential changes in national terms and conditions for college staff will
UHI/8
staff
need to be followed closely to evaluate any implications for Orkney of
National agreements between Colleges Scotland and the staff unions.
3
6
2
Principal 2
Orkney Active Financial
College
UHI/9
Failure to
maintain
financial
viability
of the
college
The College achieved small financial surpluses in 2011/12 and 2012/13, Principal 4- 4- 16
however a combination of cumulative increases in pay awards and
Lik Ma
inflcation along with unplanned overspends in some research areas
ely jor
mean that balancing income and expenditure is a real challenge. Work is
currently underway to identify savings and additional income sources
that is aimed at achieving a balanced budget for the 2015/16 financial
year. Planned savings implemented however freeze in FE unit of
resource and ongoing challenge of FE and hE student numbers
represent an ongoing risk.
Orkney Active Financial
College
UHI/10
Failure to
meet
payments
as they
fall due
The risk of being unable to meet payments as they fall due is low as the Principal 1
college is not incorporated and falls under the auspice of Orkney Islands
Council. However the future viability of the college depends on achieving
a balanced budget on a regular basis.
2
2
1
3
GR
Re
sid
ua
Action
Completion Actions to
Owner (1) Date (1)
minimise
risk/To Do
(2)
College
01/07/2016 The College is
Managem
developing a
ent Team
long term
forward plan
for estates
development
and
maintenance
in
collaboration
with the
Technical
Services
department
of Orkney
Islands
Council
Action
Completion Actions to
Action
Completion Actions to
Owner (2) Date (2)
minimise
Owner (3) Date (3)
minimise
risk/To Do (3)
risk/To Do
(4)
College
01/12/2015 Based on
College
31/03/2016
Manageme
assumption
Managem
nt Council,
that FERB
ent Team
College
continues to
allocate capital
Manageme
funds along
nt Team
the same lines
as 2013/14.
N.B. Revised
capital
expenditure
necessitated
by 20%
reduction in
FE capital
funding in
2015/16
Continually College
01/07/2016 Monitor
OIC HR /
01/07/2016 Monitor
OIC HR /
monitor
Managem
employment College
progress of
Principal
staff
ent Team
trends and
Managem
National
satisfaction information ent Team
Bargaining in
of labour
terms of
market
sector
trends
response and
advise CMC of
relevant
developments
Ensure
equality of
employmen
t for all
staff. Monitor
optimisatio
n of income
streams Revise cash
flow system
to make
optimum
use of
improved
computer
based
finance
system
(although as
part of
Orkney
Islands
Council cash
flow is not a
separate
issue for the
college)
Action
Completion Actions to
Action
Completion
Owner (4) Date (4)
minimise
Owner (5) Date (5)
risk/To Do (5)
01/12/2015
OIC HR /
01/10/2015 Monitor
OIC HR /
01/07/2016 Continue to
College
01/07/2016 Maintain
College
01/07/2016 Undertake
College
employment College
raise profile of Managem
support for Managem
evaluation of
Managem
trends and
Managem
college as a
ent
staff
ent Team
academic
ent Team
information ent Team
good employer Council,
development
staff to
on labour
College
s throughout
ensure
markets
Managem
periods of
compliance
ent Team
stringency
with equality
legislation.
College
01/03/2016 Ability to
College
01/03/2016 Maintain
College
01/08/2016 Continue to College
01/08/2016 Provide
Managem
provision of
Managem
develop HE Manageme
update to
carry forward Managem
surpluses
ent Team
ent Team
work based
ent Team
provision in nt Council,
CMC in
employer
line with
College
October 2015
funded and
projected
Manageme
on actions to
SDS funded
growth
nt Team
increase
provision.
income and
reduce
expenditure
to achieve a
balanced
budget for
2015/16
College
01/03/2016 Maximum
College
01/08/2016
Manageme
use of staff Manageme
nt Team
and time to nt Team
ensure
payments are
processed as
quickly as
possible
(complete)
College
01/12/2016
Managem
ent Team
and OIC
HR
College
Managem
ent Team
01/11/2015
Orkney College UHI
4
4
2
Principal 1
4
4
2
Principal 1
2
2
3
Orkney Active Organisati Serious
College
onal
breaches
UHI/15
of health
and
safety
legislatio
n
There is a health and safety policy in place that is well understood by the Principal 1
staff. Staff and student activities are risk assessed. The college has a
health and safety officer who advises other staff on safe procedures.
Updating policy and procedures in 2015.
4
4
2
Orkney Active Academic Inadequat
College
e student
UHI/16
support
services
The greatest risk is posed by the lack of specialist support services for
students with particular types of learning difficulties. Systems to check
that all students requiring support receive that which is necessary have
been further developed. During 2014/15 the College identified an
increase in the number of students demonstrating levels of anxiety
linked to their personal life. Arrangements have been put in place to
accommodate some Counselling facilities for students and making sure
that students are advised on referral arrangements for specialist help.
1
2
2
3
Orkney Active External
College
UHI/17
The College has good relationships with a wide variety of organisations in Principal 2
Orkney. Relationships with schools are productive and there is
cooperation between the College and other training providers within the
county. The College is part of the UHI which as well as forming the basis
of the college’s HE provision also acts as a conduit for productive FE level
collaboration.
3
6
2
Severe
The college has good relations with the media locally and is well
Principal 1
adverse appreciated in the local community. The quality of teaching and learning
publicity is high and the college has a good reputation for student achievements.
Quality Assurance systems are continually being reviewed however, as
quality of provision is seen as the greatest potential source of adverse
publicity should there be a failure to maintain expected standards.
Orkney Active Organisati Severe
College
onal
Business
UHI/12
Disruptio
n/Disaste
r
Recovery
Orkney Active Organisati Severe
College
onal
Business
UHI/13
Disruptio
n/Disaste
r
Recovery
Orkney Active Organisati Inadequat
College
onal
e Building
UHI/14
Maintena
nce Plan
Problems
arising
from
relationsh
ips with
partner
institutio
ns
Business systems - following a major incident the vast majority of key
college business is retrievable within 48 hours. The college computer
system is backed up locally as well as at the UHI central server data. This
includes student records and a high percentage of learning materials
used by staff. Financial records are kept locally within the College and
with the Orkney Islands Council located approximately 1 mile way. Staff
awareness of procedures to follow in case of sever business disruption is
however low and work needs to be done to rectify this. The greatest risk
to continuity of service would be a large scale fire as finding suitable
alternative accommodation for large numbers of classes and students
would be very difficult. To mitigate this risk the College has introduced
an auto dialling unit to the fire alarm system.
Estate - in the case of the disruption affecting use of the estate the
college would, where practical make alternative accommodation
arrangements. Examples of this could include accessing the Kirkwall
Grammar School, St Magnus Centre, Town Hall to utilise classrooms. In
the case of departments using specialist equipment at schools may be
able to assist in some instances e.g. Hospitality and for other e.g.
Construction some local businesses have indicated willingness to allow
trainees to access their premises and facilities.
Much of the college estate is new and up until now it has only required
routine maintenance. Maintenance of the estate is contracted to the
Orkney Island Council, which enhances the Colleges economy power due
to economy of scale. OIC have well documented procedures for
maintenance of estate. The greatest threat to the building maintenance
plan is the ability of inability of the college to fund necessary repairs as
the estate ages. This includes setting aside of budget to achieve this.
College
Mgt.
Team
College
Mgt.
Team
Gross Risk
1
Orkney Active External
College
UHI/11
Owner
Impact
Category Risk
Causes
Descripti
on
Likelihood
3
G Actions to minimise risk in place
R
Ra
nk
3
3 • Quality assurance policies and
procedures
• Seek to maintain good working
relationships with the media
• Prompt responses to issues
Risk Status
Ref ID
ACTION PLAN Assign an action owner who is the person responsible for completing the identified action and select a realistic completion targetPlease input information about planned future actions to reduce the risk score
Residual
Likelihood
Residual
Impact
Residual
Risk
UHI STRATEGIC RISK REGISTER TEMPLATE
GR
Re
sid
ua
Actions to
minimise
risk/To Do
(1)
3 Monitor
student
complaints
and actions
taken to
address
12Very Mino
Rare
r
2
• Recovery/ Emergency Plan
13• Staff Awareness
Very Signifi
• Access to alternative IT sources, e.g.
Rare cant
most staff have personal computers with
internet access so could work from
home
• List fully possible alternative
arrangements for work bases, including
the use of temporary portakabins
3
3
• Outline plan
• List fully possible alternative
arrangements for work bases
• Complete inventory of property to
easily identify items to be replaced
13Very Signifi
Rare cant
3
3
• Estates Strategy
• Routine and long term maintenance
plan
• Link plan top budgets
• Procedures for dealing with defects
• Rolling redecoration plan
12Very Mino
Rare
r
2
• Health and safety policy
• Health and safety audit
• Training of First Aiders
13Very Signifi
Rare cant
3
3
• Keep under review student support
systems
• Student satisfaction questionnaires
• Continue to make use of external
support agencies
12Very Mino
Rare
r
2
3
• Monitoring of relationships by
Principal
•Regular meetings with Head Teachers,
OIC, SDS, UHI
22Unlik Mino
ely
r
4
Action
Completion Actions to
Owner (1) Date (1)
minimise
risk/To Do
(2)
College
01/07/2016 Review and
Managem
update
ent Team
College
procedures
relating to
discipline,
student
complaints
and
grievance
Action
Completion Actions to
Action
Completion Actions to
Owner (2) Date (2)
minimise
Owner (3) Date (3)
minimise
risk/To Do (3)
risk/To Do
(4)
College
01/07/2016 Maintain good College
01/07/2016
Managem
relationships Managem
ent
with all
ent Team,
Council
external
College
bodies
Managem
including the ent
media
Council
Action
Completion Actions to
Action
Completion
Owner (4) Date (4)
minimise
Owner (5) Date (5)
risk/To Do (5)
Review and College
01/12/2015 Ensure staff College
01/12/2015 Monitor the
College
01/07/2015
update
Managem
are aware of Managem
provision of
Managem
recovery/e ent Team
holding
ent Team
Blackboard on ent Team
mergency
secure
an on-going
backups of all
plan.
basis and raise
key data,
Particularly
any concerns
within the
in in
as necessary.
specification
relation to
Implement
of the data
electronic
new FE Virtual
protection
data
Learning
act.
recovery. Environment.
Add detail
to recovery/
emergency
plan, in
particular to
reflect
department
needs.
3 Up to date
building
maintenanc
e plan College
01/12/2015
Managem
ent Team
Orkney
01/07/2016 Budget to
Islands
contain
Council
estates
Technical
maintenance
Services /
planning
College
Manangem
ent Team
Orkney
Islands
Council
Technical
Services /
College
Manange
ment
Team
01/04/2016 Collaborate
with OIC to
produce
updated
building
maintenance
plan
Orkney
Islands
Council
Technical
Services /
College
Manange
ment
Team
01/08/2016
Review
College
01/09/2015 Update
College
01/07/2016 Regular
College
01/07/2016 Provide H&S College
01/07/2016 Ensure
College
implementa Managem
health and
Managem
updates from Managem
training for Managem
relevant staff Managem
OIC Health and ent Team
tion of
ent Team
safety policy ent Team
key staff
ent Team
undertake
ent Team
Safety Officer
Health and
and
risk
Safety
procedures
assessmentt
Policy
annually
of workplace
and activities
undertaken
by staff and
students.
Annual
reports
from Access
and
Inclusion
group on
effectivenes
s and
reliability of
student
support
services
3 Engage in
collaborativ
e work with
other Island
and
Highland
colleges
College
01/07/2016 Produce and College
Managem
monitor
Managem
ent Team
service
ent Team
standards for
the provision
of student
support
services
within the
college
01/12/2015 provide staff College
01/12/2015
development Managem
on
ent Team
requirements
and
achievements
of service
standards
College
01/08/2016 Develop
Managem
shared
ent Team
provision
01/08/2016 Develop clearly College
01/08/2016 Strengthen College
01/08/2016
defined
Managem
working
Managem
referral
ent Team
with schools ent Team
systems for
in Orkney to / OIC
students to
develop
Education
access
enhanced
Departme
provision at
Senior Phase nt.
other partner
provision for
institutions
young
when unable
people
to meet
across both
specific needs
school and
college.
College
Managem
ent Team
01/12/2015
Orkney College UHI
Orkney Active Financial
College
UHI/18
Research
fails to
achieve
viability
Orkney Active Academic C21C fails
College
to deliver
UHI/19
due to
lack of
support
Research areas are heavily dependant on achieving new funded research Principal 4
leads on an on-going basis. These can be unpredictable. In addition some
research projects involve commitments over several years that
complicate withdrawal from an area of work should on-going viability be
a concern. Indicators of viability positive in some areas. Research areas
impacted on by adverse developments in the oil and gas industry and a
slowing down in some aspects of marine renewables activity. CNS requiring additional work to reduce expenditure and increase income
due to limited student numbers and lower than planned
research/commercial income
3
9
2
Orkney Active Academic Poor
Wider access mission of UHI results in a higher percentage of part time
College
performa mature learners who may be more likely to withdraw. Complex mixture
UHI/20
nce of
of progression options and students moving in and out of learning raise
UHI in
concerns about reliability of data. Target for UHI to improve national
HESA non- position in National Student Survey (NSS)
continuat
ion
statistics
Program 2
me
Leaders
and
HODs
3
6
2
Orkney Active Organisati Inadequat Positive SUMs audit in October 2014 but need to esnure ongoing
College
onal
e
compliance and progression to new Credit based system of FE funding.
UHI/21
business Failure to comploy with SFC governance and funding memorandum holds
systems contractual and reputational risk. Ensure Business Units have efficient
busieness systems in place that are consistent with Council Financial
Regulations.
Principal 2
/
Business
Manager
3
6
2
Orkney Active Organisati Failure to Failure to report on required statistics and analysis (Single Equalities
College
onal
demonstr Act). Legal requirements to publish Equalities mainstreaming report in
UHI/22
ate
March 2015.
delivery
of the
Equalities
agenda
CMT
4
8
2
Christine Scott
Leona Stevenson
Read only access
Issy Grieve
Joanne Wallace
Update on access to Donna Bisset, UHI
College
Mgt.
Team
Residual
Likelihood
Residual
Impact
Residual
Risk
3
Read and write acce Bill Ross
To succeed C21C requires buy in by the majority of staff. It includes
coordination and rationalisation of modules and brings a risk of
destabilisation should work not be distributed in a fair and transparent
way. The curriculum needs to be made more accessible across the
partnership whilst recognising the demands that a disrupted learning
module places on learners.
G Actions to minimise risk in place
R
Ra
nk
4 16 1 • Separate budgets in place for each
3412
research area
Possi Major
• Monthly monitoring of finances
ble
• Clear leadership of modules in College
Gross Risk
Owner
Impact
Category Risk
Causes
Descripti
on
ACTION PLAN Assign an action owner who is the person responsible for completing the identified action and select a realistic completion targetPlease input information about planned future actions to reduce the risk score
Likelihood
Ref ID
Risk Status
UHI STRATEGIC RISK REGISTER TEMPLATE
2
•Monitoring of transition from 15-20
credits
• Staff fully deployed
• Clear leadership of modules in college
GR
Re
sid
ua
Actions to
minimise
risk/To Do
(1)
2 Tighter
monitoring
of progress
towards
targets
Action
Completion Actions to
Action
Completion Actions to
Owner (2) Date (2)
minimise
Owner (3) Date (3)
minimise
risk/To Do (3)
risk/To Do
(4)
College
01/03/2016 Council
College
01/03/2016 Identify
Managem
Internal Audit Managem
necessary
ent Team
to undertake ent Team,
cost savings
review of
Audit
within
Business Unit undertake
research
processes and n by
areas where
compliance
Council
there is high
with Council Internal
risk of not
financial
Audit
achieving a
regulations to
balanced
identify
budget for
possible
2015/16.
improvements
College
01/07/2016 Ensure
College
01/07/2016
2 Ensure
ongoing full Managem
learners are Managem
engagement ent Team
engaged over ent Team
of staff in
C21C
‘scheme’
developmen
ts and
module
rationalisati
on.
College
01/03/2016 Regular
College
01/07/2016 Ongoing
College
01/01/2016 Ongoing
2 Tighter
(monthly)
Manageme
checking of
Managem
monitoring Manageme
follow up of
review of
nt Team
withdrawal
ent Team
of progress nt Team
any students
withdrawal
data to ensure
towards
missing from
statistics
accuracy
reducing
class by
withdrawal
lecturers
rates
23Unlik Signifi
ely cant
6
• UHI Data Improvement Project has aim 23of improving reliability of data returns
Unlik Signifi
• Monitoring of withdrawals by course
ely cant
team, reported on in annual course
report
6
• Monitoring of SFC returns
• Progression
• Support from partner college to
identify improved business systems
23Unlik Signifi
ely cant
6
2
• Equality Impact Assessments
• Curriculum Audit Tool
• Staff Development
23Unlik Signifi
ely cant
6
2
Action
Completion Actions to
Owner (1) Date (1)
minimise
risk/To Do
(2)
College
01/12/2015 Establishmen
Manageme
t of clearer
nt Team,
targets and
monitoring of
College
achievement
Manageme
of targets on
nt Council
a roling basis.
Document College
01/10/2015 Implement
College
01/10/2015 OIC Internal
key aspects Manageme
new business Manageme
Audit to
of new
nt Team
systems
nt Team
review
business
Business Units
systems
Appropriate Access&
01/03/2016
reporting
Inclusion
mechanism Committee
and
procedure
put in place
and
regularly
monitored.
OIC
01/03/2016
Internal
Audit /
College
Managem
ent Team
Publications College
01/05/2016
of Equalities Managem
Mainstreamin ent Team
g Report and
ongoing
monitoring.
Action
Completion Actions to
Action
Completion
Owner (4) Date (4)
minimise
Owner (5) Date (5)
risk/To Do (5)
Principal / 01/12/2015 Implement
College
necessary
Manageme
reductions in
nt Team
expenditure,
including
staffing levels
to reduce
baseline
costs.
Principal / 01/01/2016
College
Managem
ent Team
College
01/10/2016 Gather
College
Manageme
information on Managem
nt Team
reasons for
ent Team
departure
from early
leavers
01/12/2015