Main Risks to Achievement of Targets Sample Clauses

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation measures planned or in place, are as follows: Lack of Organisation Capacity and Capability - Lack of facilitating conditions including governance structure and appropriate resourcing to enable GSOC’ successor body to deliver its statutory functions • Prepare a detailed statement of resourcing needs informed by the organisational review • Ongoing engagement with the Department relating to future resourcing and requirements • Strategic workforce planning including recruitment and retention, staff development, implementation roadmaps and review mechanisms. Reputational damage caused by poor information and institutional knowledge management • Procure and implement a new Case Management System with business analytics capability • Prepare a Data Strategy for GSOC. • A knowledge audit of assets has commenced with a view to developing a work programme for the GSOC Knowledge Management Group • Establish a learning climate/culture, mitigating knowledge loss, developing a shared team memory and create channels for knowledge flow. Work is required to develop, update and maintain a repository of organisational manuals, policies, SOPs for all business units ICT Security, availability and resilience - causing reputational and financial damage through data breaches or failure to support business continuity. • Development of Policy and procedures and governance structure for: • Business Continuity Management/Disaster Recovery and back up: • ICT System Life-Cycle Management: • Information Technology Security (Cyber Security) - External and Internal Threat: • Implement recommendations of ICT Service Delivery Model Audit. Reputational damage caused by failure to achieve the reforms envisaged under the transition programme • A detailed examination of the provisions of the Bill to map the relevant impacts • Development of robust transition implementation plan. • Ongoing engagement with the relevant stakeholders to ensure resources and other relevant supports are in place. Reputational and financial cost of potential operational failure to progress case files in a timely, customer focussed manner • Review and update operational business processes: • Development of governance structure with monitoring and review of the relevant procedures • Ensure that all staff receive appropriate training, including role specific accredited training, in accordance with L&D plan. •...

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation/contingency measures, are as follows: There is a risk to the capacity of the Inspectorate to achieve the Work Plan owing to the work involved in the transition to the Policing and Community Safety Authority, the departure of a number of experienced team members and the need to recruit and train up new staff members. The risk level may increase as the year progresses. • Active engagement with HR to ensure vacancies are filled as soon as possible • Teams working collaboratively to ensure sufficient cover for Inspection work and other Work Plan targets • Training Needs Analysis to identify the core training needs and identify suitable courses and other development opportunities for staff • Staffing levels reviewed at all Executive meetings • Staff regularly updated on the transition to the Policing and Community Safety Authority • Senior managers fully engaged in all Policing, Security and Community Safety Programme Board, Steering Group and Project Team meetings • Regular bilateral meetings held with the Policing Authority to prepare for the transition • Preparation of updated Learning & Development Plan

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation measures planned or in place, are as follows: Failure to deliver statutory functions and other obligations due to inability to provide business continuity in face of the COVID-19 pandemic • Policy and response Plan for Business Continuity during COVID-19 in place and arrangements implemented • Staff on a blended working pattern involving attendance at the office based on a rota and remote working • Restricted attendance arrangements during level 5 lockdown • All staff equipped to ensure that full lines of communication remain open at all levels within the organisation • Documented Disaster Recovery Policy and Plan and implemented pre-planned Business Continuity measures in place for ICT and some other units Limitations in GSOC’s ability to deliver the reforms proposed in the establishment of and transition to the new arrangements under proposed Policing, Security & Community Safety Bill due to uncertainty, timing and resource issues • Submissions to the Department on the draft Bill to ensure that legislative proposals are practical and reflect GSOC’s experience in handling complaints and allegations of police misconduct • Planning for transition to a different organisation with new statutory requirements • Preparation of a business case to set out resourcing requirements for the transition and the new organisation Impact on GSOC’s public profile of high profile case(s) • Response to media queries • Keeping victims and families informed Impact on GSOC’s ability to deliver effective service to the public in accordance with its statutory functions due to issues relating to resources or to systems and processes • Financial management procedures to ensure budgets are closely monitored and expenditure needs are managed in terms of procurement and timing to ensure best VFM is obtained • Submission to Department on additional funding needs • Over the lifetime of GSOC’s Strategy Statement (2021- 23), review and improve efficiency of complaints process by seeking to identify and use technological solutions to streamline complaint and administrative processes • Over the lifetime of the Strategy Statement, implement performance quality and management systems to monitor and address any shortcomings in the effectiveness of business management systems Failure to deliver statutory functions and other obligations due to loss of data and business continuity in ...

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation measures planned or in place, are as follows: Lack of organisation capacity and capability - Lack of facilitating conditions including governance structure and appropriate resourcing to enable Fiosrú to deliver its statutory functions.  Development of detailed business case for future resources required for the transition and transformation process as well as the likely needs of Fiosrú, informed by the ▇▇▇▇▇ ▇▇▇▇▇▇▇▇ report.  Development of a workforce plan to describe required establishment to meet expected demands, highlighting key appointments.  Operationalising the L&D strategy to ensure ▇▇▇▇▇▇’s workforce has the skills and competencies required for effective delivery.  Developing business processes to ensure that staff resources are deployed effectively and efficiently. Failure to achieve the reforms envisaged under the transition programme – Inability to deliver the proposed preparations required or the commencement of the Act while maintaining a quality public service, with impact on public trust in GSOC and reputational damage.  Planning for transition well advanced under the oversight of Phase 2 Project Board.  Procurement of consultancy services to support management of the project has been completed and a dedicated project manager is in place since 13 May 2024.  Working Groups established to progress key actions and troubleshoot any issues with the implementation plan.  Ongoing regular engagement with the Department, NSSO and other relevant stakeholders to monitor progress and resolve any issues as they arise. Knowledge, information, and document management – Failure to enhance records, knowledge, information management systems and security and develop the capacity to capture and report on management and performance information.  GSOC Knowledge Management Group established to oversee knowledge management across the organisation.  Development of a learning culture in the organisation to develop a shared team memory and mitigate knowledge loss.  Development of a new Case Management System (CMS) which facilitates data capture, knowledge sharing, effective management, the supervision of cases and the extraction of data for analytical purposes. Failure to deliver an interim CMS sufficient for the needs of Fiosrú in a timely manner in readiness for commencement.  Establishment of CMS Project Team bringing together all relevan...

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation/contingency measures, are as follows: Failure to secure Dublin Office HQ accommodation for the OIP/OIPD With the closure of the Nenagh Office (effective immediately), the need for adequate accommodation for the OIP/OIPD has become critical. The current temporary premises in Dublin are already too small for current staff numbers, and additional staff members are scheduled to arrive in the coming weeks. Active engagement between the OIP/OIPD and the Department in order to secure appropriate accommodation (cf. also paragraph 4.3 of the Oversight Agreement between the Inspectorate of Prisons and the Department of Justice). Ongoing delays in the timely production of reports on deaths in custody which may result in the Coroner not being in possession of valuable information gathered by the OIP in advance of inquests taking place. Potential for delays to also jeopardise the State’s compliance with its procedural obligations under Article 2 of the European Convention of Human Rights. - Active engagement between the OIP/OIPD and the Department, with a view to securing financial sanction from D/PER for the necessary additional staffing resources to strengthen the DiC investigations team. - Following a review, new processes to triage and prioritise DiC investigations have been agreed. - Plans are underway to further streamline DiC processes and procedures, including giving priority processing to investigations into cases with simpler fact patterns and cases in which an inquest is known to be imminent. Closer liaison with Coroners will facilitate this prioritisation. Engagement with the IPS in relation to expediting the turnaround time for DiC reports. Inadequate and inconsistent direct access, including remote access, to the Prison Information Management System and related systems, increasing the workload of IPS staff and impeding the OIP’s ability to confidentially monitor the situation in prisons on an ongoing basis. Ongoing engagement with the IPS, with the support of the Department, to secure remote access to the Prison Information Management System and related systems.

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation/contingency measures, are as follows: Failure to complete comprehensive Death in Custody investigations in the absence of accessing deceased prisoner's healthcare records As an interim arrangement since 2014, the IPS release such records with consent from Next of Kin (NoK). However, this inevitably leads in some instances to a failure to review healthcare/ medical records where a NoK does not consent or is unknown or uncontactable. It is intended, as soon as possible, to address the issue in legislation to allow for access to healthcare records. In instances where the OIP has not received healthcare records, appropriate commentary is inserted in the relevant Death in Custody report. Failure to carry out regular inspections (Prisons Act 2007, Section 31(1)) owing to loss of staff and absence of an Expert panel An Inspector recruitment campaign has been initiated and expected to be conducted by the end of Q3. A business case has been submitted seeking approval for the appointment of an Expert Panel to support the conduct of investigations. Absence of a bespoke case management system could result in failure to: - Manage, access and report on information in relation to inspections, investigations and individual prisons Conscious that the Strategy of the ICT Shared Service includes a move away from the Lotus Notes environment, work is in progress to end the use of Notes Databases and have them archived. Pending the acquisition and implementation of a bespoke case management system, records and - Analyse Rule 57B (Prison Rules) complaint data in a timely and effective manner - Aggregate issues raised in prisoner correspondence to the OIP under Rule 44 (Prison Rules) to inform the inspection of prisons documentation are being maintained in Excel Spreadsheets on a Shared Network Drive. This will make storage of information as logical and accessible as possible.

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation/contingency measures, are as follows: Board members not having capacity to meet workload. Legislative amendment may be required. − Monitor and address as required. − Engagement with the Department to explore potential legislative amendments. Lack of an adequate and functional Case Management System. − Ongoing liaison with Department to have a new CMS developed and implemented. Progress to be monitored. If the PowerApps solution identified by CTI is unsuitable, explore alternative options. Risk of trauma related stress and injury to staff and board as a result of the nature of the cases the Parole Board considers − Training provided to staff on the nature and impact of trauma − Information session provided to Board on the nature and impact of trauma − Support available to all staff through Inspire Well-Being − Peer support available through colleagues Inadequate resources in the Parole Board present the following risks: • Inability to meet the Board’s current statutory remit. • Lack of capacity to deliver the requisite work relevant to parolees in the community. • Potential risk to public/community safety, should a parolee breach the conditions of their parole order. − Active engagement between the Parole Board and the Department of Justice, with a view to securing financial sanction from D/PER for the necessary additional staffing resources to strengthen the Parole Board team’. − Parole Board make all decisions within the framework of the Parole Act 2019 − Collaboration and appropriate information sharing with key stakeholders and other agencies (AGS, Probation Service and IPS). Emergency Board meetings convened as required. − Completion of external, independent review which has been shared with the Department of Justice.

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation/contingency measures, are as follows: Insufficient staffing resources undermining capacity to meet targets in this PDA. - Following a recruitment process in Q1, a panel of successful inspector candidates has been established for the OIP to draw from. - Close engagement with the Department of Justice in preparing the Estimates submission for 2025. - Completion of an external, independent organisational review to determine the future financial and human resourcing needs of the Inspectorate. Ongoing delays in the timely production of reports on deaths in custody, which may result in Coroners not being in possession of valuable information gathered by the OIP in advance of inquests taking place. Potential for delays to also jeopardise the State’s compliance with its procedural obligations under Article 2 of the European Convention of Human Rights. - Active engagement between the OIP and the Department, with a view to securing financial sanction from D/PER for the necessary additional staffing resources to strengthen the DiC investigations team. - Following a review, new processes to triage and prioritise DiC investigations have been agreed. - Plans are underway to further streamline DiC processes and procedures, including giving priority processing to investigations into cases with simpler fact patterns and cases in which an inquest is known to be imminent. Closer liaison with Coroners will facilitate this prioritisation. - Further engagement with the Department in order to expedite the publication of DiC reports. Inadequate and inconsistent direct access, including remote access, to the Prison Information Management System and related systems, increasing the workload of IPS staff and impeding the OIP’s ability to confidentially monitor the situation in prisons on an ongoing basis. Ongoing engagement with the IPS, with the support of the Department, to secure remote access to the Prison Information Management System and related systems.

Main Risks to Achievement of Targets. The main potential risks to achievement of the targets set out in this Agreement, and the corresponding mitigation/contingency measures, are as follows: Insufficient staffing resources undermining capacity to meet targets in this PDA. - Following a recruitment process in Q1, a panel of successful inspector candidates has been established for the OIP to draw from. - Close engagement with the Department of Justice in preparing the Estimates submission for 2025. - Completion of an external, independent organisational review to determine the future financial and human resourcing needs of the Inspectorate. Ongoing delays in the timely production of reports on deaths in custody, which may result in Coroners not being in possession of valuable information gathered by the OIP in advance of inquests taking place. Potential for delays to also jeopardise the State’s compliance with its procedural obligations under Article 2 of the European Convention of Human Rights. - Active engagement between the OIP and the Department, with a view to securing financial sanction from D/PER for the necessary additional staffing resources to strengthen the DiC investigations team. - Following a review, new processes to triage and prioritise DiC investigations have been agreed. - Plans are underway to further streamline DiC processes and procedures, including giving priority processing to investigations into cases with simpler fact patterns and cases in which an inquest is known to be imminent. Closer liaison with Coroners will facilitate this prioritisation. - Further engagement with the Department in order to expedite the publication of DiC reports. Inadequate and inconsistent direct access, including remote access, to the Prison Information Management System and related systems, increasing the workload of IPS staff and impeding the OIP’s ability to confidentially monitor the situation in prisons on an ongoing basis. Ongoing engagement with the IPS, with the support of the Department, to secure remote access to the Prison Information Management System and related systems.