Likelihood (1 – 10)
Severity (1 – 10)
Action / Contingency
|Organisational resistance to change|
|No buy-in to change process therefore organisational inertia. Slow implement-ation. Government targets not achieved. Full operational and financial benefits may not be realised. Customers will not receive an improved level service.||Drive for e-Government to be championed from the top at both officer and member level. Awareness and training to staff and members.
Adopt ESD as a key business strategy with clear action plans which are monitored and reviewed.
Make full use of Best Value Review process involving e-Champions.
|Inability to invest in ESD or financing of other Council programmes placed under pressure. e-Government projects not started or implementation delayed or incomplete. Targets not achieved, potential cost-benefits not realised.||Greater emphasis on priorities, cost/benefit analysis and identifying “quick wins”.
Re-programme delivery of e-Government over longer timeframe.
Seek other sources of funding and partnerships.
|Form of Government funding of no benefit to Waverley (i.e. borrowing approvals rather than capital grant)|
|Initial “up-front” investment not made; implementation delayed or incomplete. Targets not achieved, potential cost-benefits not realised.||Lobby Government in partnership with other debt-free Councils on need for grant rather than borrowing approvals.|
|Projects may fail or be slowed down. Service improvements may not be fully realised. Need to make extensive use of external skills at higher cost.||Instigate skills assessment and invest in training programme. Predict skill and resource levels needed and ensure availability. |