Strategic risks
| Risk | Mitigation |
|---|---|
| Partnership: Changes in key partners such as museums and universities as their funding reduces impacting on capacity. | Monitor partnerships closely and develop plans for alternative delivery. Identify new partners to support delivery. |
| External funding and income: Unable to sustain external funding after capital project ends and friends groups and development trust do not raise enough funds. | Review fundraising strategy and start to identify new projects for external funding. Support friends to deliver events at new sites to increase members and grow fundraising. Deliver events for development trust to establish it. |
| Embedding volunteering at new sites: Recruitment of right volunteers for new roles and capacity to manage them. |
Targeted recruitment for specific roles, share skills and learning around volunteer management across the service. |
| Loss of key staff: Loss of key staff through project posts ending and retirement of staff. | Ensure project staff share information and develop succession plan for the service. |
| Achieving and maintaining environmental conditions in strongrooms: New strongrooms still drying out and managing environments in older stores. | Monitor drying out closely and liaise with strategic property and architects over any issues during the defects period. Identify areas for improvement in older stores and work with property services to develop a plan to address them. |
| Delivering online offer and plan for digital archives: Capacity to complete and maintain new website and progress digital preservation. | Identify resources to complete website installation and progress resourcing plan for digital preservation. |
