Managing risk and performance helps us to prioritise areas that need more attention and resources and also highlights where we’re doing well.
To help us deliver our ambition for Leeds to be the best city and to be the best council in the UK, it’s important that we consider the risks and uncertainties that could impact on our objectives and also monitor performance in delivering them.
The two are closely linked, a risk that’s increasing often means that performance may worsen. We therefore take an integrated approach to managing risk and performance, using the right information at the right time to take a view of risk across the organisation and to consider the impact on corporate performance, feeding this into our Best Council Plan and other strategy-setting and decision-making.
Our strategic objectives are set out in the
Best Council Plan. Progress on the Plan as a whole is reported on a regular basis through the
Best Council Plan Scorecard (PDF 223 KB) a set of key performance indicators that we track and report on regularly.
At the end of the year, we look back on our performance and consider what our key achievements have been. These are published through an annual report on the
Best Council Plan page.
The Best Council Plan is supported by a range of other plans and strategies, each with their own detailed key performance indicators and performance management arrangements. Progress against these supporting plans is published throughout the year as part of Executive Board, Scrutiny Board and partnership board papers.
These performance reports form part of a wider set of information about Leeds which is available through
The Leeds Observatory. The Observatory is a web-based tool that provides a focal point for information and data about communities and areas in Leeds.
We have risk management arrangements in place which feed into a corporate risk register. The register houses the most significant, cross-cutting risks that could impact on the outcomes we aim to deliver as set out in the Best Council Plan. These risks can be internal or external facing.
Internal risks relate to the organisation itself and cover areas such as finance, staff and business continuity.
External risks are those that could affect the city – its people, communities, businesses and infrastructure – where we have a role, often in partnership, to mitigate them.
We update the corporate risk register each quarter and then publish the
Corporate Risk Map (PDF 434KB) – a diagram that shows the various risks and their ratings based on a combined assessment of their probability (how likely the risk is to occur) and potential impact.
We also produce a more detailed
annual corporate risk report (PDF 2 MB) that provides assurance on how we and our partners are managing the key corporate risks.