Walsall Borough Housing Strategy 2026 - Risk management
Delivering the ambitions of Building Walsall 2040 requires proactive, systematic management of risks across all objectives and actions. A robust risk management framework is embedded in our strategy to identify, assess, mitigate, and monitor risks that could affect delivery, outcomes, or value for money.
Key principles underpinning risk management:
- Integration: Risk profiling is incorporated into all stages of strategy development, action planning, and delivery.
- Ownership: Each risk is assigned a responsible owner, with clear lines of accountability through the governance structures.
- Transparency: Risks, mitigation strategies, and contingency plans are to be regularly reported to senior leadership, partnership boards, and, where appropriate, the public.
- Adaptability: Risks are reviewed quarterly, with the register updated in response to new information, changing circumstances, or emerging challenges.
Initial risk modelling
An initial risk register has been developed for the objectives and key actions under each of the big moves within this strategy. Risks have been assessed for likelihood and impact, with mitigation and contingency plans agreed for high-priority areas.
Intervention
Aims to unlock housing supply, raise standards, deliver mixed tenure & specialist housing, tackle market failures.
| Risk Description | Likelihood | Impact | Mitigation Strategy | Contingency Plan | Owner |
|---|---|---|---|---|---|
| Delays in local plan adoption/ planning approvals/land assembly | Medium | High | Early engagement, pre-app advice, pipeline review, planning performance agreements, Statements of Common Ground (SoCG) on Local Plan (LP) | Reprioritise sites, phased delivery | Programme Lead |
| Insufficient affordable housing contributions | Medium | High | Enforce quotas, negotiate with developers | Use council land/ CPO, direct delivery | Housing Policy |
| Weak market appetite for brownfield / specialist development due to viability challenges | Medium | High | Package sites, incentives, partner engagement | Council-led delivery, joint ventures | Regeneration |
| PRS landlord resistance to standards | High | Medium | Education, enforcement, landlord forums | Targeted enforcement, legal action | Private Housing |
| Persistent long-term empty homes | Medium | Medium | Taskforce, incentives, public campaigns | CPO/enforcement powers | Asset Mgmt/ Hsg |
Investment
Aims to accelerate delivery of new/affordable/specialist homes, upgrade energy efficiency, reduce homelessness.
| Risk Description | Likelihood | Impact | Mitigation Strategy | Contingency Plan | Owner |
|---|---|---|---|---|---|
| Funding shortfalls (grants, investment) | Medium | High | Robust business cases, diverse funding sources | Adjust scope, pace, seek alternative finance | Finance/ Programme |
| Construction/retrofit skills shortages | High | Medium | Local skills pipeline, apprenticeships, partnerships | Regional contractors, adjust timelines | HR/Delivery Lead |
| Cost inflation (materials/labour) | Medium | Medium | Fixed-price contracts, contingency budgets | Value engineering, phase nonessentials | Finance Lead |
| Delays to regeneration pipeline | Medium | High | Regular pipeline review, crossteam working | Reprioritise, reallocate resources | Asset Mgmt/ Regeneration |
| Failure to meet targets for larger/ accessible homes | Low | High | Locality-based needs mapping, monitor delivery | Commission additional units, reallocate | Business Intel/ Hsg |
| Homelessness reduction targets not met | Medium | Medium | Enhance prevention, monitor trend, partner with VCS | Temporarily increase TA stock, escalate | Homelessness Lead |
Inclusive growth
Aims to empower residents, reduce inequalities, co-produce solutions, improve public spaces, link housing to jobs.
| Risk Description | Likelihood | Impact | Mitigation Strategy | Contingency Plan | Owner |
|---|---|---|---|---|---|
| Community disengagement/ resistance | Medium | Medium | Early & ongoing engagement, co-design, VCS partners | Mediation, enhanced comms, adjust approach | Community Cohesion |
| Skills programmes fail to attract/retain participants | Medium | Medium | Targeted outreach, incentives, employer links | Expand eligibility, partner with colleges | HR/Skills Lead |
| Co-production not embedded in major schemes | Medium | Medium | Set policy requirements, monitor, report | Adjust procurement, increase engagement | Housing/Care Leads |
| Public realm upgrades delayed or underfunded | Medium | Medium | Map priorities, secure dedicated funding | Phase projects, seek external grants | Asset Mgmt/ Leisure |
| EDI priorities not addressed in engagement/ planning | Low | High | Monitor participation, targeted outreach | Commission reviews, adapt plans | EDI/Comm. Building |
Integration
Aims to strengthen governance, data-sharing, partnerships, and cross-sector delivery.
| Risk Description | Likelihood | Impact | Mitigation Strategy | Contingency Plan | Owner |
|---|---|---|---|---|---|
| Multi-agency/partnership governance breakdown | Low | High | Clear TOR, regular meetings, shared KPIs | Escalate to senior leadership, restructure | Strategy Lead |
| Data integration delays/ inaccuracies | Medium | High | Invest in IT systems, regular audits, training | Manual reporting, external data support | Business Intel/IT |
| Poor attendance/engagement in partnership boards | Low | Medium | Set expectations, regular reminders, feedback loops | Update membership, increase incentives | Board Secretariat |
| Policy misalignment between council and partners | Medium | Medium | Regular policy review, joint working groups | Escalate issues, seek external mediation | Policy Lead |
Ongoing Risk Management and Review
The risk register is reviewed and updated quarterly by the Strategic Partnership Board. High-impact risks are escalated as needed, and lessons learned from risk events are integrated into future planning and monitoring. The approach is aligned with sector best practice and the HM Treasury Orange Book. Through this structured, transparent approach to risk management, Walsall Council and its partners will maintain delivery momentum, safeguard public value, and ensure that the strategy remains responsive and resilient in the face of change.