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SECTION 9: Governance and Management
9.6 Risk Assessment and Contingency Planning
The following table provides an outline of the headline risks associated with merger implementation, together with a risk score
calculated as a function of likelihood and impact, each scaled 1 - 3, low to high. Timescales are indicated as Merger Implementation
(2010), New College Business Risk 1 (2010 - 2011) and New College Business Risk 2 (2012 - 2016). "Level" refers to the strategic/
operational impact and management responsibility of risks; i.e. Level 1 relates to Board/Executive, Level 2 to Vice Principals, and so on,
down to Levels 5 and 6 relating to operational managers/staf teams which will be outlined in the completed full version of the Risk
Register. Red, Amber, and Green shaded areas indicate risk priority.
RISK
REF. LEVEL RISK AREA RISK DESCRIPTION LIKELIHOOD
IMPACT
RISK SCORE
MERGER
IMPLEMENTATION
NEW COLLEGE
BUSINESS RISK 1
NEW COLLEGE
BUSINESS RISK 2
INTERNAL/ EXTERNAL
DEPENDENCY
1 1 Governance/Leadership Failure to Merge 133x College Boards, MSG
2 1 Governance/Leadership Failure to deliver New Campus Glasgow;
insui cient funds for capital projects
133xx Scottish Govt. SFC
3 1 Governance/Leadership Scottish Government rejects name of
New College
Scottish Govt.
5 1 Implementation Timetable Failure to establish and implement postmerger
implementation timetable
133 Shadow Board
6 1 Communications Failure to maintain ef ective internal
communication, resulting in poor
staf and student engagement with
merger and signii cant staf and student
disaf ection
224xx MSG
7 1 Communications Failure to maintain ef ective, inclusive,
external communication with
stakeholders
236xxxMSG
8 1 HR/Stai ng/Structure Failure to establish harmonisation of
staf terms and conditions
326 xxMSG
9 1 Governance/Leadership Failure to maintain the ef ective
involvement of trade unions
236xxxMSG
10 1 HR/Stai ng/Structure Loss of key staf 236xx
MSG
11 2 HR/Stai ng/Structure Failure to manage merger pressure
upon staf
224xx MSG
12 1,2 HR/Stai ng/Structure Failure to manage good employee
relations and morale
224xxxMSG
13 1 HR/Stai ng/Structure Failure to meet TUPE obligations 133xx MSG
14 1 HR/Stai ng/Structure Failure to establish an attainable staf
transfer implementation plan
236xx MSG
15 1 ISLT Failure to establish a clear set of
prioritised requirements and associated
timeframes
339xx MSG
16 2 ISLT/Business Continuity Failure to maintain existing level of
services
133xx MSG
17 1 ISLT Failure to provide robust and
appropriate technical infrastructure to
enable the delivery of ISLT services
339xxxMSG
18 2 HR/Stai ng/Structure Failure to manage activity and service
relocation
224xx MSG
19 1 Governance/Leadership Failure to manage Due Diligence
reportage and follow up; adverse Due
Diligence reports
236x MSG
21 1 Financial Insui cient merger support funding
from SFC
236xx SFC
27 2 Marketing/Comms/
Business Continuity
Failure to establish ef ective business
continuity - impact upon student
recruitment
236xx MSG
28 1 Marketing/Comms Failure to establish new College identity 236xx MSG
31 1 Marketing/Comms Poor media representation leading to
negative impact on reputation
224xxxMSG