SUA Risks Graphic, and in list form (6 March 2024)
At the bottom of this page is a complex graphic that is the result of our risk analysis. It is virtually impossible to read on the screen from this blog so a paper or electronic copy can be made available on request. The layout of the graphic attempts to bundle risks together, close to the aims they will primarily impact. But all the risks will impact across many components of the Aim.
The same basic information can also be written in list form, as immediately follows.
The Aim is: “Building a fruitful Unitarian life in the region – Developing and supporting Unitarian activity and communities in the region.”
Components required to deliver the Aim are as follow:
- A continuing vision-making process, practice or habit to enliven minds and spirit in the Unitarian way.
- The capacity and ability to connect — and an open connection — between Unitarians (and wider) in the congregations and region.
- Good reputation.
- Money.
- Good management.
Sub-components required are these:
- Regular meetings or encounters.
- Regular other contacts such as telephone conversations and emails.
- Distinctly emotional and spiritual content during encounters led at congregational or intra-congregational level.
- Data details that will enable contacting the people already known to be engaged.
- The use of a suitably equipped room or premises for the meeting, making all reasonable adjustments for total accessibility.
- Proficient out-reach to other Unitarian bodies by any or all of the participants in the SUA’s activities.
- Active congregations in the region.
- All written and spoken communication used in SUA matters reflecting the grounding of the Association in a liberal, religious context, and making all reasonable adjustments for total accessibility.
- Proficient advertising.
- Effective responses by the Executive Committee and the sub-committee of Officers to the approaches of individuals and congregations.
- Timely responses to requests which have been submitted in an orderly manner; and ‘best efforts’ responses to requests that come in without a considered lead time.
- Enough money to provide grants for both ‘bricks and mortar’ requests from congregations and for spirit-filled worship or justice initiatives.
- Traceability of the requests, the reasoning for requests, the decisions that are taken, and the transfer of funds to the correct recipient.
- Advice from appropriate knowledgeable bodies.
- Responsible storage of legacy papers.
- Reliable and accurate response to the process demands of the regulatory bodies.
- Reliable and accurate response to the process demands of the other Unitarian bodies.
- Volunteers coming forward to be elected officers in accordance with Constitution, which must remain relevant to prevailing legal conditions.
- Executive Committee composed in accordance with Constitution, which must remain relevant to prevailing legal conditions.
- Trustees with clear understanding of their role, and policies clearly set out..
- Attention to the care and safety of others in all that we do.
- Appropriate insurance cover to protect visitors to the SUA’s meetings and activities, the Trustees and the assets of the SUA.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
The risks to the Aim, all of which impact in a range of ways against these components and sub-components, are to date identified as these (erratic numbering is for tracking changes to versions):
1. No engagement between Unitarians at individual, congregational and/or intra- congregational levels.
1A. Isolation and insularity of the congregations – no visibility in the public eye.
2. Low or lack of attendance at scheduled General Meetings.
3. No ideas held in common.
4. No commitment to community.
5_R. Not enough people willing to take a lead by participating in the work of the Executive Committee.
6. No sign that "any of this" is making any difference.
7. No clear direction of travel.
8. No one equipped to take a lead.
9. No support from wider Unitarian circles.
10. Withering congregations (no one to contact or connect with).
11. Schisms between congregations or other loss of trust, for instance by electing too many officers from one congregation.
12. Loss of data and attendance loss of trust.
13. Withholding of sufficient personal data.
18_R. Inadvertent establishment of implied contract of employment of Officers owing to the Officer roles described by the Constitution not matching legal distinction between ‘volunteers’ and ‘volunteer workers’.
14. Poor grant-making decisions by the Executive Committee or the sub-committee of Officers.
15. Poor investment decisions by the Executive Committee.
25. Loss of capability to produce an examined set of accounts.
19_R. Wrong or untimely decisions owing to lack of training of Trustees.
16. Fraud.
20_R. Ignorance or wilful disregard of the rules of responsible management and 'joint and several' accountability, including the care of and attention to others.
17. Difficulty in getting in touch with Officers.
21. Non-compliance with Charity Commission (and any other) regulatory framework.
24_R. Wrong action by sub-committee of Officers owing to lack of clarity regarding the delegated powers.
23. Low or lack of attendance at scheduled sub-committee meetings.
22. Disregard for stakeholder interest from Essex Hall, other districts and special interest groups, congregations and individuals.
