Figure 3 - PESTLE STRATEGIC RISKS (for information and scene setting) – – Change of Central Government policy, including structural changes to the Fire & Rescue Service in England and leading to funding change Failure to deliver central government policy Change of local policy or priorities Unfulfilled promises to communities Political conflict Authorities/Fire Authority) Stability of political situation (hung Parliament) situation Impact of Election cycle Failure in the decision making structure leading to bad decisions. Fraud, corruption, lack of strategic focus Poor and/or slow response to innovate or adapt to modernisation political Political Leadership issues Reputation management (damage to organisational credibility, adverse corporate media attention, etc) overall Terrorism/New Dimensions Regulatory Inspection process) The Requirement to improve awareness in new Elected Members Governance arrangements Change management Multi agency working arrangements – – – Broadening of the remit of the Police & Crime Commissioner Comprehensive Spending Review and degree of uncertainty 2015 2020 and beyond.(Funding – mechanism is very short term) Changes to funding mechanisms/calculations Inflation (or Deflation) specific Interest Rate fluctuations (Increase) Significant loss of assets Treasury Management investments and reforms, internal budgetary pressures – Service Borrowing, lending, investments and investment rates Budgetary position as a consequence of central government grant reductions / reduced Council and tax base situation Demand predictions (e.g. as a consequence IRMP) Competition between suppliers and the effect on procurement local General economic climate, external level economic changes Economic Unrecorded liabilities of capital or assets economic national Missed opportunities Immediate impact of emergency Government changes to Welfare funding and Council Tax benefit overall National Conditions of Service negotiations on Pay and Pension impacting on Service Budget forecasts The Impact of weather related events that cause an increased use of RDS, i.e. costs to the Service Societal changes needs expectations, attitudes, growing and more diverse population failing – – on to take account Failure to be recognised as an employer of choice Failure to understand/track demographic profiles Residential patterns and profile (e.g. Commuter, HMO, elderly (care), public/private mix, of, impact and and increase of, housing stock) General community health could Crime statistics / Fire related crime delivery Disadvantaged, vulnerable, or hard to reach groups or communities that Social Increase in risk” groups due to the economic climate “at (Un)Employment Service Missed or minimal Third Sector involvement demographics trends Partnerships Failure to spot opportunities, or failing arrangements (shared services) – fire risks Inter-operability / Major incident response County Non-domestic fire risks Transportation risks
Figure 3 - PESTLE – STRATEGIC RISKS – (for information and scene setting) Political The overall political situation Change of Central Government policy, including structural changes to the Fire & Rescue Service in England and leading to funding change Failure to deliver central government policy Change of local policy or priorities Unfulfilled promises to communities Political conflict Authorities/Fire Authority) Stability of political situation (hung Parliament) Impact of Election cycle Failure in the decision making structure leading to bad decisions. Fraud, corruption, lack of strategic focus Poor and/or slow response to innovate or adapt to modernisation Leadership issues Reputation management (damage to organisational credibility, adverse corporate media attention, etc) Terrorism/New Dimensions Regulatory Inspection process) Requirement to improve awareness in new Elected Members Governance arrangements – Change management – Multi agency working arrangements – Broadening of the remit of the Police & Crime Commissioner Economic The overall national local and Service specific economic situation Comprehensive Spending Review and degree of uncertainty 2015 – 2020 and beyond.(Funding mechanism is very short term) Changes to funding mechanisms/calculations Inflation (or Deflation) Interest Rate fluctuations (Increase) Significant loss of assets Treasury Management – investments and reforms, internal budgetary pressures Borrowing, lending, investments and investment rates Budgetary position as a consequence of central government grant reductions / reduced Council tax base Demand predictions (e.g. as a consequence IRMP) Competition between suppliers and the effect on procurement General economic climate, external level economic changes Unrecorded liabilities of capital or assets Missed opportunities Immediate impact of emergency Government changes to Welfare funding and Council Tax benefit National Conditions of Service negotiations on Pay and Pension impacting on Service Budget forecasts Impact of weather related events that cause an increased use of RDS, i.e. costs to the Service Social County demographics and trends that could impact on Service delivery Societal changes – needs expectations, attitudes, growing and more diverse population – failing to take account Failure to be recognised as an employer of choice Failure to understand/track demographic profiles Residential patterns and profile (e.g. Commuter, HMO, elderly (care), public/private mix, of, and increase of, housing stock) General community health Crime statistics / Fire related crime Disadvantaged, vulnerable, or hard to reach groups or communities Increase in “at risk” groups due to the economic climate (Un)Employment Missed or minimal Third Sector involvement Partnerships – Failure to spot opportunities, or failing arrangements (shared services) fire risks Inter-operability / Major incident response Non-domestic fire risks Transportation risks