MyGlasgow

RISK001

Systems and technology

01/05/22

Director of Special Liaison

Due to:

1. Multiple systems being used for the same process and poor integration between systems.

2. Increased need for remote working solutions (hardware and software)

3. Slow remote access for staff working from home

4. Lack of a systems roadmap

5. Heavy reliance on excel

6. Large number of manual processes

There is a risk that:

1. There are cost and time Inefficiencies

2. Reduced staff efficiency

3. Increased likelihood of human error

4. Incorrect budgeting information produced

5. Poor or incorrect information used for decision making

This will result in:

1. Poor or misinformed decision making

2. Improvements and changes will not progress

3. No self-service reporting (reliance on certain staff to provide reporting)

4. Poor reporting

Technology/IT

Worsening

Reduce

Any time

4

4

16

Complete end to end review of systems and process

Business Analyst

30/09/22

Design and sign off systems roadmap

Technical Analyst

31/10/22

Produce recommendations to improve integration

Project Manager

31/10/22

Develop remote working plan

Project Manager

31/10/22

Monthly review of access to systems

Technical Lead

30/09/22

3

3

9

Special Liaison Leadership Team

Open

01/05/22

RISK002

Workforce development and organisation

01/05/22

Director of Special Liaison

Due to:

1. Lack of a succession planning strategy

2. Lack of clear career progression paths and mentorship

3. Lack of continuing professional development and training

4. Lack of alignment of personal performance with finance office objectives

There is a risk that:

1. The mental health of staff members suffers or drop in staff moral

2. Poor staff engagement and retention

This will result in:

1. Poor service provided by Special Liaison team

2. Loss of key staff members or internally developed knowledge and experience.

3. Inability to attract and retain staff with the appropriate skill and expertise.

People and OD

Stable

Reduce

6 months to 1 year

5

3

15

Map the shape of Special Liaison team by grade

Head of HR

30/06/22

Carry out 9 box grid analysis for >G6

Head of HR

31/07/22

Formalise a mentoring scheme

Deputy Director

31/07/22

Introduce lunchtime learning sessions

Team Lead

31/07/22

Review as part of PDR process

Deputy Director

31/10/22

5

2

10

Special Liaison Leadership Team

Open

01/05/22

Should this be escalated to Professional Services Group?

RISK003

Communications and engagement

01/05/22

Director of Special Liaison

Due to:

1. Published material on website being out of date or inconsistent, within Special Liaison and across the University.

2. Lack of maintained distribution lists accessible to those who need them

3. No clear ownership of University web pages, or requirements to update them

There is a risk that it is difficult for staff to find information about Special Liaison and our processes.

This will result in:

1. A culture of asking others rather than self service

2. Certain staff members becoming single points of failure

3. Inefficiencies created by asking colleagues rather than being able to access the information yourself

External Relations

Improving

Reduce

1 to 3 months

3

3

9

Review what is currently in place on website and knowledge articles and training materials

Head of Comms

31/05/22

Restructure/allocate responsibility for content

Head of IT

30/06/22

Populate new web content

Head of IT

31/11/22

Launch new website

Head of Comms

15/12/22

2

2

4

Special Liaison Leadership Team

Open

01/05/22

Should this be passed to External Relations and the web team?