1) Making a large financial loss on an activity because of lack of support, but this would be covered by capital.  2) Being sued for negligence.
Government policy, finance / economy, staff retention.
Fundraising; getting volunteer crew for our hospital ship;always getting younger Trustees, though our Board is very strong.
Loss of core funding; lack of necessary relevant skills on board; out of date Mem and Arts (currently being updated.)
Ongoing organisational restructure  Potential move to Local Authority tendering process  Potential cuts in funding
People stepping up in the role of trusrees  increased regulation
Recruiting new members  Acquiring funding  Health and Safety issues
Fundraising environment, insufficient number of trustees, increase in annual expenditure
Lack of available Volunteers to help fundraising.  Local support in fundraising.  Not meeting income target set for year as this has an effect on our next planned Pilgrimage.
Inability to generate funds to support activity  Unexpected loss of key staff through illness or accident  'Crystallisation' of pension liability
Welfare reform especially introduction of universal credit;
Welfare Reform  Lack of affordable funding for development  Committee Membership
Drop in the number of clients/members.  Reduced management numbers.  Funding, being reduced/or stopped.
Loss of premises  Lack of funding opportunities  new charges implemented by local councils.
Ageing Trustees  Lack of volunteers  Succession Planning
A significant event involving the death of an individual we are supporting or the death of someone by someone we are supporting (we work in mental health) and corresponding impact on organisation in terms of staff morale and organisational reputation.    Implications of tribunal cases elsewhere which impact on HR policies and pay, with budgets becoming tighter as a result and the need to minimise risk on own organisation so do not face tribunal claims.    Lack of new business opportunities given increasing costs and contracts that are rolled over with no pay increase meaning that they are not full cost recovery contracts.
Governance, Funding & Government Policy change
Changes to care provision  Funding restrictions  lack of good Trustees
Massively bad weather, vandalism, fraud.
Falling membership, falling income, ageing buildings
ageing volunteer base  funding  governance
1.  crystalisation of Lothian Regional Pension Fund.  2.  Loss/lack of revenue funding.  3.  communications and public perception.
1. Loss of Public Trust in us leading to major reputational damage.  2. Over bureaucratic government legislation  3. Lack of Trustee understanding of role
Demand on services  Procurement opportunities  Business development opportunities
Lack of money, lack of capacity to meet demand, and did I mention lack of money?
Only risk relates to conditions of use some funds imposed by the Scottish Colleges Foundation
Financial pressures  Over regulation/bureacracy  Capacity issues at SMT level
1. Welfare Benefit Reforms  2. Overbearing Regulation  3. The effect of the economy on our main customers.
Trustees who are younger are not coming forward   Lack of people to accept responsible  Ageing of the people who hold office are under increasing pressure due to regulation and lack of fresh younger faces
Governance  Inability to control costs  Intervention from principal funder
Ageing Trustees  Limited Membership  Future leadership
lack of trustees  lack of venues for hire  admin overload of volunteer trustees doing risk registers etc
financial instability  insufficient staff  public profile
Safeguarding, financial risks, operational risks
Increasing demand, not enough volunteers, competitive funding market
New Technology will overtake what we do, but that in itself is good
1. PVG  2. Hot water from serving tea/coffee
Economy - reduced income  Capacity - difficulty attracting good staff  Leadership - difficulty getting good trustees
reduction in annual income  changing government policy  increase in annual expenditure
LOCAL AUTHORITIES MISMANAGEMENT OF LOCAL SERVICES  ONGOING FUNDING FOR PREVENTATIVE WORK
Reduction in annual income  increase in expenditure  inability to cope with service demands
Inadequate funding/depleted reserves  Increasing demand - which we have difficulty meeting  Time- given all our funding efforts - to design and implement policies, regulations etc
Funding for ongoing work (c.f. 'new' projects), trustee skills base and willingness for wider more radical thinking
A contingency or succession plan if we lost our Executive Director suddenly  Lack of volunteers at a Trustee level with the right skills  Balancing the increasing work load
Lack of support for events  Accidents resulting from participating in events  Property maintenance issues
Income - reliance on legacy income  Staff travelling abroad being injured/harmed  Theft of property - twice in 2 years our office has had a break-in
Shortfall in funding.  Uptake of services. Budget for training.
Adequate funding for insurances  Adequate funding for staff  Adequate funding for building capacity
Post facto reductions in our management fee at end of financial year to which fee relates!  Lack of effective negotiation of services required to meet main funder's service requirements.   LAckof understanding of trust's independence and need for own reserves by main service commissioner.
Reduction in annual income, cost heavy operating structure, low level of reserves to fund unseen/unknown factors
1. Declining membership  2. Maintaining financial position  3. Success or failure of outreach strategy
age profile of trustees  cost of property maintenance  falling membership
Misuse of premises by users  Lack of financial expertise  Inexperienced trustees
Overall reduction in funding available  Increased competition for funding   Finding core costs funding
Decreasing numbers in church  Increasing expenditure  Small number for fundraising
lack of trustees skill and knowledge/inadequate reserves and cashflow/insufficient number of trustees
Government policy on funding our charity may change, reducing their contribution  Ensuring we have the right staff in place  Ensuring that we have the right accommodation for our service users
Failure to maintain funding  HR matters  Maintaining partnership
Injury to volunteers or clients, fraudulent access to funds overseas,damaging publicity
events outwith our control such as inclement weather  increased costs  increased regulaTION
Staffing issues.  Board skills mix.  Reduction in income due to economic pressures faced by Councils.
risks associated with harm or injure through operational activity
reduced funding,increasing demand,lack of future funding opportunities.
Poor Public Perception and Reputation  Complying with Charity Regulator  Insufficient number of trustees
Funding loss  Inadequate staff compliment  Insufficient reservces (new organisation)
changing government policy (welfare reform particularly); increasing demand for services; health & safety compliance
operations of trading arm resulting in poor group performance and bottom line; tenancy of a large warehouse; reduction in funding from government
Income sufficient to allow activity.  Ensuring that operations are fit for purpose.  Ensuring safety of participants.
Reduction in income  Increase in expenditure  Challenging Fundraising Environment
Inadequate & uncertain funding  Unsustainable demand leading to poor service provision
Inconsistency/lack of funding.  Staff morale due to the above.  Changing policy landscape that further marginalises the people we support.
The Trustees are well qualified, professional people who are experienced in Charitable Trust work. The income from which awards are distributed is derived solely from professionally managed investment portfolios  and thereby yielding predictable annual dividends and associated fees. Annual awards are managed ageing planned available distributable income.
Funding challenges in a changing political and economic situation. It is dog eat dog out there.   As a small charity working towards regulatory recommendations of retaining 6 months working reserves is not possible in this climate.  Maintaining core service delivery is getting more difficult as all funders, statutory and otherwise are looking for something 'new' and that doesn't fit with maintaining continuity of existing provision.
Reputational  Capacity  Skills of volunteers
Increased demand on service  Changes in government policy  Staff retention
Inadequate reserves/cashflow, Changing Government Policy & Inability to cope with increase in demand for services
1.  Reducing membership.  2.  Lack of volunteer Trustees for the future i.e. younger element.  3.  Competing with other similar charities for the same "pot".
Maintaining income levels  Loss of key personnel  Space constraints
Lack of support    Lack of leadership    Lack of income
Reduction in annual income  Challenging fundraising environment  Inadequate reserves and cashflow
Succession planning  Local Govt cutbacks  Premises
1. external regulations on our field - staying up to date 2. Procurement 3. Time investment in raising funds v services
1) risks to young people  2) succession planning for trustees  3) loss of volunteer instructors  Action is being taken to mitigate all three although not in a formal plan.
Risk that sponsers will not support us.   Risk of not getting good Trustees in the future  Risk that members will not attend our conference
Falling audience numbers for concerts  Shortage of applicants to be Trustees in the future  Inadequate money from sponsors in the future
Reduction in income  Reputational Risk through programmes funded  Inability to meet demand and ensure maximum impact from activities
Financial (insufficient income); Trustees (not enough, poor governance training); lack of public support
Credibility, because we are science oriented; local politics and  income.
Compliance  Finacial resources  Change in Government policies
1. Falling charity membership.  2. Falling income.  3. Hostile changes in local and national government policies
Adult to child ratios as not enough adults helping guides. Funding to pay for premises to hold the weekly meetings. We need to increase our profile as we are seen as a middle class organisation
Income (reduced donations)  Expenditure (increased expenses)  Charity compliance (e.g. HMRC)
Lack of funding to purchase our services  Increased regulatory requirements  Recruiting high quality staff
Quality of product  Financial stability  Reputation
Availability of key resources - health of key employees;  Public apathy - making our charity be perceived as relevant
government policy on healthcare funding  reduction in training support for healthcare professionals  increase in privatisation of health services
Putting together a committee  Financial and fundraising  Property - lease
Increasing costs  Maintaining/increasing membership  Decreasing attendance at annual conference
insufficient number of trustees  Complying with charity regulation  Changing government policy
Incapacity of senior management / CEO  Safety of employees in Malawi, Nepal  Fundraising
Lack of money, shortage of volunteers, public liability
Inability to raise sufficient funds for specific projects.  Lack of volunteers' time  Lack of understanding of the charity's role by the community
Lack of volunteer trustees  Lack of volunteer drivers  Collapse of associated parent charity
Loss of all staff  Stock market crash  Loss of records and back up
Govt regulation, Public perception, High demand for services
Challenging fundraising environment  Inadequate reserves and cash flow  Changing government policy
Income,expenditure and risk to reputation
1) Major building project costs more than expected  2) Income decreases owing to recent changes in personnel  3) Disharmony after a merger
1 - funding pressure from local authorities / service commissioners  2 - failure to provide a safe service at high quality for the people we support  3 - staff morale
Political change, public sector financial environment & ongoing uncertainty around future European Funding programme
1) Fundraising   2) Capacity building  3) governance in a new situation of partnership;
Losing trustees, Losing volunteers and therefore credibility
reduction in annual income  lack of willingness to commit time#  sitting back and letting others do the work
Increase expenditure, reduced giving, fewer church members
Council policy to put services out to tender.  Our capacity to deal with the above.  Having taken over the lease of the building from the Council - costs proving higher than estimates
Ability to recruit suitable staff  Further funding cuts  Capital Investments
Unexpected demands on budget.  Delayed release of government funding.  Inadequate staff resources in Malawi.
Static local authority funding; inadequate building for changing demands on the sector with no suitable alternatives available; changing Scottish Government policy which may threaten future viability
Improper use of funds  Non reconciliation of funds  Not meeting OSCR time-frames
Insufficient funding, insufficient reserves, lack of management capacity
inability to obtain funding for projects  departure of key staff/Board members  problems complying with statutory requirements
Demand for services outstrips capacity of staff to deliver  Insufficient income  Expectations and demands from policy makers and others
the likelihood of harm to members of the public from hazards arising from fundraising & other events eg annual fireworks & bonfire event, christmas street collections,
financial uncertainty re earnings  pressure on local authority funding / competition for other funds  day-to-day health and safety within working theatre
Trustee Skills  Trustee Numbers  Challenging fundraising environment
Funding = income  Government policy = amount of funding available  Managing transition to an effective organisational structure = cost management/management of reserves
Expectation to deliver services with stand still funding  Changing government policy  Recruitment of staff with relevant skill set
1.non compliance with safety regulations (ie possibly unaware)  2. litigation following accident  3. funding crisis
Trustee illness  Beneficiaries inability/failure to use funds for purposes for which grant was given  Financial advisers  providing poor service
Loss/reduction of finance streams  Decrease in public support  Lack of appropriate skills in Trustees
Change in economic climate  Regulation (too much)  Infrastructure
A contact parent absconding with a child  Funding appeal refusals  Aging of most active trustees
Complaints.  Funding.  Physical infrastructure (premises).
Loss of trustees, lack of success in fund-raising, inadequate communication with Tanzanian partners
Public perception, lack of human resource, pace of change
1) Due to the nature of our work injury to volunteer from vehicle or the work we do (mitigated by insurance)    2) Inability to recruit and retain trustees and volunteer officers to run the charity    3) Liability claims arising from the work we do (mitigated by insurance)
ratio of staff to members making a waiting list for service unavoidable.  not being able to avail service to all whom require it .  growing  with the age of our teen members and signposting families trying to get teens into work /further education.
Difficulty securing new funding  Potential loss of NHS funding  Unexpected building expenses
Insufficient funding, loss of key staff, adapting new premises to our needs.
Adverse financial position  Inability to plan effectively for growth  Imposed changes
Projection equipment failure; Fire; dramatic drop in audience attendance
Lack of sustainable long-term funding  Increasing demand  Succession planning
Government cut-backs, impact of welfare reform upon clients and change of premises.
Income reduction (in Scotland), school fees increases (overseas), and currency turmoil (overseas)
Number of volunteers helping  Ability to broaden what we provide  Ability to publicise what we provide
1. Recruiting younger trustees. 2. Too much workload falling on too few shoulders. 3. Failure to keep track of the artefacts which we own
1. Drop in income.  2. Any possible change in the rules for non-domestic rates relief.  3. Longer term - replacement of elderly Trustees.
Faliure to deliver services resulting in the withdrawal of funding from by our main funder  Failure of current tenant of building we own
lack of funding, volunteers and public perception
constraint because of size of premises  succession planning re Director's post  potential loss of NHS funding
Attracting volunteers for the committee  Ageing membership  Same few people have to cover all jobs
Inability to implement change from block contract to individual customer
Relevant Trustee Skills & Knowledge, organisations structure & external funder demands
Inappropriate organisational structure  Challenging fundraising environment  Reduction in annual income
seeking funding for continuation  other charities moving into our area and delivering same services as we do  Scottish Govt funding multiple organisations to do the same thing. (VS/SCVO/VAS)
Difficulties in partnership working due to potential local authority cut-backs.  The introduction of Universal Credit.  The costs and lack of availability of long-term development finance.
Reducing income opportunities  Increasing costs  Future trustees
Lack of funding  Organisational structure ok but could be better.  demand for services, an increase for people needing the service while funding is being decreased
Local authority regulations concerning risk preventing us from holding fundraising events within local  authority owned sites.
(1) Strong balance sheet impacting on developing relationship with Trusts;  (2)  Identification of needs and gaps for our Charity to grow into;  (3) Relationship of Chief Executive to Board being highly relevant
External planning implications that will affect our charity.  Being able to retain and recruit leaders.  Being able to comply with OSCR requirements
Lack of trustee engagement  External financial environment affecting sales for social enterprise  Lack of funding sustainability
Increasing Scottish Government regulation, maintaining income, controlling costs.
loss of donations, low awareness amongst potential donors, lack of continuity when officer bearers change.
1) dependency on one, or a handful of, key funders; 2) development of sufficient long-term funding to support core expenditure; and 3) adequacy of liquid reserves
Funding, New procurement and tendering processes, cashflow
Funding, Lack of referrals, Cheaper competition
Reduced funding from grant-making bodies. Reduced funding from central government. Recruitment of sufficient volunteers.
reduction in or ending of council funding
Not having sufficient volunteers for Management Board  Rising staff costs  Falling service users
Long term funding  Capacity  Maintaing focus on core outputs (not getting side tracked)
changes to government funding  changes to government policy
Safety assessments for fundraising activities.  (No other risks - we fundraise as a Rotary club, and disburse mainly to other charities.)
Funding to meet objectives  Government benefit cuts  Volunteer recruitment
Aging trustees  Risk aversion  Possible departure of CEO
Ongoing sustainability due to lack of unrestricted income and therefore inability to build reserves.  New government policies taking the focus away from our area of work.  Coming to the end of government strategy focussing on our area of work, meaning future funding is likely to be reduced.
1 Reduction in income  2 Challenging fundraising   environment  3 Increase in demand for services
future funding  government relationships  pace of change
Cuts in public sector spending  Maintaining a well-qualified workforce  Managing cash flow
injury, damage to property, public reputation
Staying on top of complying with charity regulations  Having sufficient people with time to dedicate to updating policy manual  Another year going by without applying to transfer to a SCIO due to lack of time
Financial sustainability  Volunteer support  Management time
Stockmarket crash  Incorrect choice of investments  Lack of trustee continuity
British Government policy  Scottish Government policy
Lack of funds coming in to help pay for trustees expenses and service-users that continue to grow.
the possibility that our community centre might be closed, or LA support reduced to a level where it is no longer viable, thereby depriving the local community of a valuable asset.
Loss of funding  Loss of key staff  Lack of strategy
Default by rental tenants.  Damage to properties or to third parties connected with the properties.  Beneficiary does not use grant in accordance with application.
Achieving community support  Obtaining core funding  Finding sufficient competent volunteers.
1. Difficulty attracting young people to participate.  2. Likelihood of "senior manager" - the minister- retiring.  3. Continual challenge of balancing the budget.
1) Major weather disaster  2) Trustee/Treasurer dishonesty  3) Loss of members' confidence
Road safety. We teach motorcycling to Advanced standard
Lack of experienced trustees  Lack of knowledge on board
Trustee numbers, Inappropriate organisational structure, Inadequate reserves and cashflow
reduced income.  inadequate board performance  lack of  forward planning
External regulation  Fund raising  Changing national priorities
Shortage of sustainable funding  Capacity of board  Exposure to accusations/complaints
Huge rise in referrals  Cut in grants from Local Authorities  Reduction in grants available from external sources
Clinical governance issues, staff governance and business governance
Statutory changes in procurement law.  Local Government budget cuts.  Challenging fund raising environment.
Funding, building adequate cash reserves and increasing rental costs
Insufficient funds to carry out projects  Too few volunteers  Rural isolation
Increase in annual expenditure  Challenging fundraising environment  Inadequate reserves and cashflow
Reduction in Annual Income, Increase in (staff) Costs & Changing government policy
Increased demand, reduced investment income, government policy
Meeting demand for services  Funding  External political/public
Funding  Adminstration   Time available for above
lack of trustees  lack of funding  costs of accessing training/networking within the charity
Continuity of funding; Operational risks (high-risk service provision); Lack of succession plan for key staff and trustees
lack of funding  Trustees unwilling to take on roles of office bearers  management of the Project
The safety of our volunteers in the workshop
1. recruiting trustees with skills  2. challenging fundraising environment  3. lack of trustees numbers
Legal Claims  Stock Market Collapse  Unforeseen demands on assets
funding, compliance staff recruitment and retention
income  local authority support  competition
funding, increasing costs (energy, wages etc), cashflow
Lack of daily running costs.  Lack of project funding.  Loss of enthusiam as a result of the above.
Government policy and its impact on our customers and operating environment  Business development costs and funding  IT system
Lack of funds, lack of members, security concerns
Challenging fundraising; day to day building risks. Cash flows
Reduction in annual income  Challenging fundraising environment  Inability to cope with increase in demand for service
Lack of funds to complete the charity's aims.  Risk to visitors  Lack of visitors
Integration of health and social care giving changes in government goals and outcomes  Reduction in funding   Potential staff reductions due to uncertainty of future long term funding
1) Withdrawal or sizeable reduction in core funding  2) The number of capable Trustees falling to an unsustainable level  3) Change of Govt Policy
Reduction in members of congregation  Associated reduction in income  Insufficient numbers involved in running church
austerity cuts by statutory funders, increasing competition for smaller pots of external funding, large national organisations tendering for services traditionally carried out by local agencies.
Pensions  Maintaining funding levels  Increasing demand for services
We are a grant giving charity with an endowment, so our main risks are investment and financial risks. There is also a slight concern about the viability of recipient charitable beneficiaries
A risk averse public sector  A less stable financial environment  Badly articulated equalities objectives
Regulation  Changes in government policy  Economic decline
diminishing attendance, diminishing income, ageing properties
possible cessation of major funding  management of charity shops  staff and trustees over committed
1. ongoing funding  2. constant changes in council priority levels for care  3. councils intransigence to fund preventative care
Reduction of core income  Public sector reform - Statutory agencies still holding onto power and control despite policy direction
Lack of written procedures  Too few trustees  Growth outstripping capacity
Reduction in funding  Decreased income from membership  Inability to recruit new officebearers
Injury on Field Trips  Shortage of financial expertise  Recruiting Trustees
Fee levels,  Funding & Increasing employer costs (associated with fixed fee levels),
breach of protocol leading to complaint re service  change in main funders funding policy  loss of manager through illness or other event
Funding adequacy, especially unrestricted income to support core costs.  Local authority uncertainty on service provision and funding.  Maintaining quality of service to service users, including confidentiality.
Lack of statutory funding  Bad publicity for the charity sector  Changes in funding agreements
Government policy -  pending requirement of increased level of qualification for manager. Will have to replace current excellent manger and it will be almost impossible to find a replacement  and even if we can we won't be able to afford to pay them.  Fall in birthrate -but we have strong reserves so we could withstand several years of low numbers.  Loss of council funding, but we have just been awarded a 3 year contract.
maintaining contracts that support income and sustaining innovation / developing new income
Reduction in annual income, reputation and increased demand for services
Investment in Infrastructure  Pressure on Public Sector Finances  Income Growth
Changes in Government policy  Reduction of demand for our services  IT failures
Mainly an injury to a member of the public when attending a yoga seminar. No other risks.
Difficulty in finding core funding  Difficultiy in finding new trustees  Local politics and lack of funding
Insufficient Fundraising to rebuild building destroyed by Fire  Terms of new lease  Reduction or withdrawal of staffing grant by City Council
Financial risks operating in Africa  Travel risks  Increased competition for grant-funding opportunities
Over commitment of spend;  Lack of community engagement;  Limited number of Trustees
Loss of main source of revenue  Falling membership
Newly opened major facility, so:   1. unpredictable cashflow for year.  2. risk of employing too many people  3. unknown demand in winter season ahead
Reputation, size of congregation, church financial reserves
local political interventions / issues   lack of venue / base to operate activities   lack of volunteers to help with projects / activities
Lack of income  Increasing expenditure  Sometimes poor relationships with other essential bodies
Injury to member of the public  Damage to buildings/material  Failure to secure trustees to accept management responsibility
Lack of supporters for donations and sponsors.  Erratic receipts, reports and other evidence of spending from beneficiary organisation.  'Competition' for donations from similar charities.
Ongoing viability  Reduced finance  Loss of key trustees/staff
Financial, Possible Change of Trustees,Overstretched to capacity
falling numbers of members  lack of ministers  no interest from children
insufficient suitable trustees  lack of skills of trustees  can't meet requests for services
Reduction and ageing of church membership.  Skill set for trustees.  Continued compliance with Health & Safety, Food Hygiene and Safeguarding requirements.
Scottish government funding  Forced merger with other charity  Quality & level of service offered to our membership.
inability to raise sufficient funding;  loss of key staff;  computer system disaster
Risk of a reduction in future grant funding.  Impact on planning & employment of such grants only being for shorter periods such as one year.  Manager leaving due to the above.
Reduction in income  Changing government policy  Challenging fundraising environment  (the latter 2 are linked to the 1st and vice versa)
Entry of competitors into our sector  Challenging retail trading conditions  Cashflow
1. We require more trustees who can commit time and skill. 2.We need funding to cover a senior employee. 3.We need to maintain our artistic credibility.
Lack of relevant trustee skills and knowledge  Changing government policy  Reduction in annual income
Difficulty in replacing charity trustees; risk of loss of main sources of income; external threat such as change in Government policy which threatens how we work or our reputation.
Loss of trustees  Reduction in fundraising success  Trustees finding they have less time to devote to charitable goals due other personal or work commitments
Injury to a beneficiary while taking part in an activity run by us  Risk of damage to reputation caused by a representative of the organisation  Reduced financial strength due to external factors
Poor public perception  Lack of Trustees skills  Reduction in annual income
Reducing income  Rising expenditure  Government regulation and inability to fully understand requirements
Long term financial security and sustainability  Attracting and retaining high quality staff  Keeping all children involved safe
Funding shortfall  Skill shortage  Burnout
Membership fees finance the Club - it operates a tried and tested Winter Programme of lectures and a Summer Programme which enables members visit places that are not generally open to the public. The main challenge is the production of the Club's 'Book of the Old Edinburgh Club' and we are looking to produce this annually. We increased the fees in anticipation of doing so but to date this has not been achieved and therefore the Club is 'financially embarrassed'.
lack of replacement trustees  Funding  Loss of key volunteers
lack of resources - human and financial  declining membership  key staff leaving
crowd management at some events  safety of children at some events  traffic/pedestrian ditto
financial viability of running events, finding the right volunteer office bearers, finding suitable trustees in future.
complying with charity regulation as these keep changing  reduction in annual income and inadequate reserves and cashflow
Increased annual expenditure and lack of reserves and cashflow  complying with charity regulation   insufficient number of trustees
Small pool of potential trustees & office bearers  Inability to meet large demands  Low level of interest in its essential functions
Compliance with regulator  Decline in membership  Lack of grant funding for project
Growing too quickly  Pressure of demands on Trustee's time  Lack of relevant trustee skills
Insufficient volunteers, fundraising, child protection
Insufficient number of Trustees  Lack of Funding  Inability to meet goals
Trying to get all trustees to realise their responsibility re risk assessment.   What has been indicated has been my own response rather than that of the whole charity!
Disagreement between trustees, domineering chair, poor decision making.
Capacity, inability to raise enough funds, geographical remoteness
Not enough money to satisfy demand; fundraising fatigue amongst members; loss of Gift Aid
Funding, poor compliance and organisational management
Reduce funding from lacal authorities. which is curntly inadequate.  Trustee differences as to the way ahead.  Senior management have difficulties with present Chairman,
Costs of services  increasing - and pressure on grant funding
Number of trustees; annual expenditure; public perception
Difficulty finding trustees  Lack of appropriate skills
Reduction in annual income  Increase in expenditure  Insufficient number of trustees
Loss of revenue   Regulation  Volunteers to become new trustees
1.   Strategy  2.   Investment Income  3.   Relations with donees
1. reduction in value of investments  2. operational failure  3. governance issues
Inappropriate organisational structure; loss of community trust; lack of coherent plan
Pensions  Reductions in public spending  Changes in organisational structure
Increasing the level of income  Containing the level of expenditure  Finding & keeping skilled Trustees & Management
Decrease in Funding  Lack of trustee skills and Knowledge  Reduction in annual income
Size of congregation  Annual income  Building maintenance
Funding, Financial climate, failure to complete a project
1.  Acquiring extra premises  2.  Obtaining funding for property acquisition.  3.  Security of tenure
Lack of new recruits  Financial loss  Possible loss of premises.
Reduction in membership numbers (income); Increased demand; Relevant trustee skills
Drop in capital  Trust direction  Relationship breakdown
a)  The possibility of not finding tenants for the two residential flats and the showroom/offices that it owns.  b)  Ensuring that the finances are readily available for the regular upkeep and maintenance of the listed building.  c)  Maintaining the six months running costs in reserves.  NOTE that the income for 2014 was unusual in that it included substantial Historic Buildings restricted grant income for repairs.
Lack of funds  lack of trustees  lack of funders suitable
Absence of CEO on maternity  Losing office accom and inability to find affordable alternative  Not being able to respond to demand
Funding of long term projects, and producing accounts which reflect actual profitability of activities for trustees.  Loss of key member of staff  Debt collection
Lack of finance  Lack of trustee skills  Public perception
Expenditure exceeding income is always the most worrying risk.  Lack of new trustees and volunteers is also a constant risk.
Lack of volunteers willing to deal with day to day management.  Inadequate skills among volunteers.  Inadequate administration technology.
Only 3?!  Lack of relevant trustee skills and knowledge, inappropriate organisational structure and poor public perception.
Increased demand, reduced income and government policy
Being sustainable  Fundraising  Lack of govenment funding
Raising funds, recruiting trustees, recruiting volunteers.
Funding,   not enough players,   status of the building we occupy
1. Loss of Scottish Government funding if we remain an unincorporated organisation.  2. Retirement of key staff.  3. Risks from ex-partners of our service users.
1 Inability to recruit suitable staff in required numbers.  2 Possible exit from EU  3 Rising interest rates
Financial   Regulatory/Compliance  Loss of key staff members
1. Unable to cope with demand for service  2.Struggling to ensure all enquiries are adequately answered   3.Worry that we may be missing out helping because of lack of funding
Insufficient number of trustees with financial expertise.  Reliance on a dwindling number of donors supplying the bulk of our income.  Training trustees on financial issues and related regulatory requirements
reduction of cash flow  lack of man power  ensuring the safety of benefeciaries
Recruitment of trustees  Funding  Recruitment of volunteers
1. dependency on NHS/local authority funding  2. failure to become more enterprising
Unsecured funding post March 2016  Increase in competition for Government funding for end of September deadline  A subsequent loss of staff
1. maintaining quorums due to individuals personal involvements  2. Keeping up with the OSCR continual updates  3.  Reliance on Trustees to apply their professionalism when dealling with the risks attached to the distribution of funding while keeping the Company's aims in doing so.
Age profile of trustees/office bearers  Meeting expectations  Use of premises by hirers
Lack of relevant trustee skills and knowledge. Insufficient number of trustees.Reduction in annual income.
insufficient income to support the activities,   2- unemployability,   3- education ''skills''
Challenging fundraising environment  Trustee participation
Need for adequate support.  Community involvement is too weak.  Sufficient revenue to pay for a Youth Worker.
Financial & Business strategy  Governance and accountability  Risk management
Fall in investment income  Fall in income from members   Possible requirement to move premises
appropriate trustees  lack of fundrasing opportunities  aging donor base
Continuing ability to raise funds, Adequate number of Trustees and increasing public profile.