Version Adoption by Council: 2013 Resolution Number: 2013/177 Current Version: V1.0 Administered by: Governance Coordinator

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1 Risk Management Framework Version Adoption by Council: 2013 Resolution Number: 2013/177 Current Version: V1.0 TRIM CON: 12/1132 Administered by: Governance Coordinator Last Review Date: 2013 Next Review Date: 2015 Strategic Outcome 5.4: Effective strategic and performance management. 1. Objective Risk is inherent in all aspects of Council s business activities; it is the effect of uncertainty on objectives. Risk management refers to the principles, framework and process for managing risks effectively. This Risk Management Framework (Framework) is a formal and systematic approach to managing risk across Council. Council acknowledges that the adoption of a strategic approach to risk management will provide a positive impact on a range of aspects of the organisation. These include but are not limited to: - Customer service experience; - Achievement against strategic objectives; - Enhancing OHSW&IM performance and environmental management; - Decision-making and productivity; - Transparency; - Governance; - Financial Management; - Business Continuity; - Identification and management of opportunities and threats; - Effective allocation of resources with continuous improvement; and - Legislative compliance. Council s Framework describes the organisational approach towards the management of risks across Council, incorporating strategic and operational activity. The Framework is a component of Council s Risk Management Policy and outlines the methodology adopted to identify, assess, manage and report on all risks, and integrates the process for managing risk into Council s various systems such as: - Strategic Planning; - Financial Management; - Governance; - Asset Management; and - Reporting. The Framework supports Council s Core Values: Leadership & Diplomacy by acting strategically and effectively managing our relationships, Teamwork through unity, cooperation and support, Professionalism through commitment, quality and timeliness of work delivered, Honesty & Integrity building trust and loyalty with the community and within Council, Respect for others, acting with humility and empathy, Innovative & Open-Minded being proactive in continually improving our services. 1

2 The objective of this Framework is to identify and eliminate risk, and where this is not practicable to manage those risks on an ongoing and consistent basis across the organisation. This Framework will provide a system for setting priorities when there are competing demands on limited resources, furthermore it will support the transparency of risk information. There is specific legislation in place for the management of specific risks such as: - Work, Health and Safety Act 2012; and - South Australian Environment Protection Acts. This Framework does not relieve Council s responsibility to comply with this, or any other, specific legislation; it provides a uniform manner by which risks associated with non compliance should be managed. Key objectives of the Framework are to provide Council with the tools required to implement effective risk management which is designed to: - outline the key principles and approach Council will employ to manage risks including sound methodologies relating to the identification, analysis, measurement, management, reporting and monitoring of all risks; - identify stakeholders outlining their roles and responsibilities within the Framework; - ensure risk management activities are consistent with Council s strategic objectives and operations, are integrated within specific plans and objectives and satisfy legislative requirements; - promote the identification and implementation of appropriate internal controls; and - ensure accurate risk management reporting to Council, SMT and the Audit Committee. 2. Scope A risk event can result from an occurrence or change of a particular set of circumstances. The effect is a deviation from the expected and can be positive or negative. Risk sources within Council s operations include: - Business Continuity; - Public Safety; - Strategic Projects; - Stakeholder Relations; - Asset Management; - Environmental Management; - Human Resource Management & Workplace Safety; - Financial Management & Sustainability; - Contracts / Tenders & Procurement; and - Legislative Compliance. 3. Definitions Definitions Source: AS/NZS ISO31000:2009 Risk Management Principles and Guidelines Consequence - outcome of an event affecting objectives. An event can lead to a range of consequences. Consequences can be certain or uncertain and can have positive or negative effects on objectives. Initial consequences can escalate through knock-on effects. 2

3 Control - measure that is modifying an identified risk. Controls include any process, policy, device, practice or other actions which modify a risk. Controls may not always exert the intended or assumed modifying effect. Event - occurrence or change of a particular set of circumstances. An event can be one or more occurrences, and can have several causes. An event can consist of something not happening. : An event can sometimes be referred to as an incident or accident. An event without consequences can also be referred to as a near miss, incident, near hit or close call. Inherent Risk - overall risk rating prior to consideration of existing controls. Likelihood - chance of something happening. Residual Risk - overall risk rating remaining after treatment. Residual risk can contain unidentified risk, it can also be known as retained risk. Risk - effect of uncertainty on objectives. An effect is a deviation from the expected (positive or negative). Objectives can have different aspects such as financial, health and safety, environmental and can apply at different levels such as strategic, organisation-wide, project, product and process. Risk is often characterised by reference to potential events and consequences or a combination of these, it is often expressed in terms of a combination of the consequences of an event, including changes in circumstances and the associated likelihood of occurrence. Risk Analysis - process to comprehend the nature of the risk and to determine the level of the risk. Risk Assessment - the overall process of risk identification, risk analysis and risk evaluation. Risk Attitude - organisation s approach to assess and eventually pursue, retain, take or turn away risk. Risk Criteria - terms of reference by which the significance of the risk is evaluated (likelihood, consequence). Risk Evaluation - process of comparing the results of risk analysis with risk criteria to determine whether the risk and/or its magnitude is acceptable or tolerable (overall risk rating). Risk Identification - process of finding, recognising and describing risks. Risk Management - coordinated activities to direct and control an organisation with regards to risk. Risk Management Framework - set of components that provide the foundations and organisational arrangements for designing, implementing, monitoring, reviewing and continually improving risk management throughout the organisation. Risk Management Plan - scheme within the risk management framework specifying the approach, the management components and resources applied to the management of risk. Risk Management Policy - statement of the overall intentions and direction of Council relating to risk management. Risk Reduction - actions taken to lessen the likelihood, negative consequences or both associated with a risk. Risk Retention - acceptance of the burden of loss, or benefit of gain from a particular risk. Risk retention includes the acceptance of risks that have not been identified. The level of risk retained may depend on the risk criteria. Risk Treatment - process to modify a risk. 3

4 Stakeholders - those people and organisations who may affect, be affected by, or perceive themselves to be affected by a decision, activity or risk. 4. Risk Management Framework Provisions / Responsibilities 4.1 Roles and Responsibilities Council - ensure there is a framework implemented that appropriately delivers systematic risk management across the organisation; - ensure Council s compliance with legislative compliance as well as use best practice and governance guidelines; - make informed and responsible decisions based on sound risk management; - review reports and monitor that effective risk management principles and controls have been identified and implemented; and - review and endorse the Risk Management Policy and the Framework Audit Committee - assist Council in the effective conduct of its responsibilities for financial reporting, management of risk and maintaining a reliable system of internal controls; - keep under review the effectiveness of Council s internal controls and risk management systems; - ensure that there are appropriate management plans to manage and mitigate this business risk; - make recommendations to Council regarding risk management and audit outcomes; and - review audit reports assessing the adequacy of controls in line with the risk profile Chief Executive Officer - promote a proactive risk management culture in accordance with the Framework; - Overall accountability for the management of risks and the Framework; - Ensure appropriate delegations are in place for staff to carry out responsibilities in-line with the Framework; - Ensure the Framework is subject to effective and comprehensive internal audit by appropriately trained staff; and - Implement and mange Council s legislative compliance framework General Managers - promote a proactive risk management culture in accordance with the Framework; - ensure the adoption and operation of the Framework across all work areas; - ensure that risks in their department are identified, assessed and managed in accordance with the Framework; - carry out annual departmental risk reviews updating the Risk Register as identified; - conduct and contribute to risk identification, assessment and review involving their coordinators where appropriate; - advise Senior Management Team of any High or Extreme risks as soon as they are identified; 4

5 - ensure that any tasks assigned to their work area within risk action plans are undertaken within required timeframes; - provide opportunities for strategic and business objectives to be discussed with staff identifying and managing risks as an integral part of management and consultation; - review the annual risk management audit report and associated action plans; - implement and monitor risk management action plans within their department in accordance with the Framework ensuring identified information is considered in strategic planning, annual business planning and budget process and Council reports; - be satisfied that their departments have taken all appropriate steps in accordance with the Framework to identify and manage risks; - contribute to the development of the Organisational Risk Profile, Internal Governance Plan, Risk Management Audit and Council reports; - accountable for the day-to-day management and operational aspects of the Framework including the responsibility for: o reviewing the Framework at least annually and present findings of the review to the Senior Management Team and the Audit Committee; o manage and oversee the recording of risk information in a central register including risk assessment information and associated risk action plans in conjunction with work areas; o appropriate communication and delivery of the risk management process as outlined in this Framework; o ensure risk reports are produced and delivered in accordance with Framework requirements; and o facilitate the development and delivery of appropriate risk management training All Staff - to be inducted in the Framework; and - are required to be aware of Council s Framework contributing to the risk identification, assessment and management of risks in alignment with the Framework. 4.2 Operational Risk Management Process Overview The risk management process should be: - an integral part of management; - embedded in the culture and practices, and - tailored to the business processes Council Communication and Consultation Communication and consultation must be considered at each step of the risk management process. The following initiatives will support this ongoing requirement: - departments will be required to identify, assess and review risks on an annual basis in a workshop format enabling all relevant staff to participate in the process; - the General Manager from each work area will be responsible for identifying the relevant staff to participate in risk workshops; 5

6 - all policies, procedures and documents in relation to the Framework will be accessible by all staff; - a reporting structure including comprehensive risk reports to the Council, Audit Committee, and Senior Management Team; - Strategic Planning, Annual Business Planning, Budget and Review process; - reports including risk assessment, control environment, KPI and risk action plan information, and - regular updates regarding risk management issues and documentation will be provided to all staff. 4.3 Risk Management Context When identifying, assessing and managing risks the following external factors need to be considered: Community impact; Environmental implications; Economic Impact; Political implications (State / Federal); OHSW; Media; Legislative obligations; and External stakeholders. The following internal factors need to be considered: Council / Elected Members; Council s Strategic Plan; Long Term Financial Plan; Annual Business Plan and budget; Asset Management Plans; OHSW&IM Plan; Business Continuity and Emergency Management Plan; and Business efficiency and productivity. 4.4 Risk Identification The aim is to generate a comprehensive list of risks based on those events that might create, enhance, prevent, degrade, accelerate or delay the achievement of objectives. This includes identifying the risks associated with not pursuing an opportunity. Each department is responsible for identifying their risks and recording them on the Organisational Risk Register. In identifying operational risks, departments need to consider the following categories of risk: Business Continuity; Community safety; Strategic projects; Stakeholder relations; 6

7 Asset Management; Environmental Management; Fraud and Corruption; Human Resource and OHSW&IM; Financial Management and sustainability; Tenders, Contracts and procurement; and Legislative compliance. Forums for identifying operational risk include but are not limited to: 4.5 Risk Identification Workshops The purpose of workshops is to brainstorm risks and assess the likelihood and consequence of these with relevant staff from each department. This will assist in capturing risks and ensuring they are documented in the risk register. 4.6 LGAMLS Risk Management Review Process Risks are identified through the LGAMLS Risk Management Review process which is an annual appraisal of Council s risk management practices. An Action Plan is developed to respond and deal with any issues raised by the Scheme and administered in consultation with the relevant stakeholders across the organisation. 4.7 Strategic Projects / Change A risk assessment is to be undertaken as part of any major project and / or change management process. Departments are required to identify and assess any risks emerging as a result of the proposed change / project. This includes reports to Council. 4.8 Strategic and Annual Business Planning Process Departments are required to review the risk register as part of their annual business and strategic planning and budgeting process. This enables the risk profile and risk control activity to be considered as part of future organisational plans, service improvements, business requirements and budgeting needs. 4.9 Incident / Hazard Reporting Incidents and Hazards are to be reported in accordance with Councils Hazard Management Policy and associated procedures Risk Analysis Risk analysis is about developing an understanding of the risk. It is this analysis which provides input into the decision on whether the risk needs to be controlled and the most appropriate and cost-effective manner of treatment. Risk analysis involves consideration of the sources of risk, their positive and negative consequences and the likelihood that those consequences may occur. Factors affecting consequence and likelihood also need to be considered as part of this process. A risk assessment is undertaken at two 2 different levels: 7

8 Inherent Risk; and Residual Risk The method of analysing risks is then undertaken in two (2) parts: 1. Risks are measured against established criteria for likelihood and consequence. 2. The overall risk rating is calculated as the product of the likelihood and consequence scores and rated in accordance with the matrix Risk Evaluation The purpose of risk evaluation is to determine, based on the outcomes of risk analysis, which risks need treatment and the treatment priorities. Risk evaluation can also lead to a decision not to treat the risk in any way other than maintaining existing controls. In accordance with the overall risk rating matrix the following treatment / management priorities apply: Residual Required Actions Overall Risk Rating Low To be managed at department level via standard operating procedures. Medium Six monthly review by General Managers, Included in report to Senior Management Team, Identified treatment actions assigned to prevent risk rating escalation, Random internal audit of controls, Identified in Good Governance Plan. High Ongoing monitoring of risk and appropriate resource dedication by the General Managers, Summarised in report to Senior Management Team, Audit Committee and Council as identified, and LGAMLS, Control effectiveness monitored at department level on an ongoing basis, Priority in Good Governance Plan. Very High Detailed future mitigation strategies captured, Ongoing monitoring of risk by the General Managers, Summarised in a report to Senior Management Team, Audit Committee, Council and LGAMLS, Quarterly reporting to Senior Management Team, Audit Committee and/or Council on an as identified basis, Ongoing control effectiveness reviewed by General Managers in conjunction with Senior Management Team, Ongoing monitoring of progress on future mitigations strategies by the General Managers and update provided to Senior Management Team, Priority in Good Governance Plan. 8

9 4.12 Risk Treatment Risk treatment involves identifying the range of options for treating risks, assessing these options and the preparation and implementation of treatment plans. By treating the risk the aim is to either: - avoid the risk by deciding not to continue with the activity that gives rise to the risk; - taking or increasing the risk in order to pursue an opportunity; - change the likelihood of the risk to reduce the likelihood of negative outcomes; - change the consequence of the risk to reduce the extent of negative outcomes; - sharing the risk; or - accept the risk by informed decision. In order to select the most appropriate risk treatment it is necessary to balance the cost of implementing each option against the benefits derived from it. It is also necessary for departments and management to consider all direct and indirect costs and benefits financial and otherwise Monitoring and Review Ongoing review is essential to ensure that risks identified and associated treatment options remain relevant. Factors that affect the likelihood and consequence may change, as may the factors that affect the suitability or cost of the treatment options. The required actions outlined in the Risk Evaluation section outline the monitoring and review actions which are undertaken as part of the Risk Management Framework. Council Risk Register must be reviewed annually, this review should coincide with the annual business and strategic planning and budget process. This review will contribute towards determining work priorities and ensuring appropriate resources are assigned where identified to manage and control risks as far as practicable. 9

10 4.14 Risk Management Plan Components The following is an overview of some of the tools and strategies utilised by Council to support the management of risk in alignment with this Risk Management Framework. Council Risk Management Framework Annual Departmental Risk Reviews Formal review of risk profiles by each department and SMT. Involves the identification of new risks and the review of existing risks. Project Risk Assessments Ongoing review of projects. Involves monitoring existing risks as well as identification of new risks and associated controls. General Risk Assessments General risk assessments carried out across the organisation for higher risk tasks and events. Event risk assessments are part of Event Management documents. OHSW&IM Plan Detailed action plan outlining series of initiatives and actions designed to support the health safety and wellbeing of staff and stakeholders as well as legislative compliance. Internal Audit Plan Annual program of audits undertaken to measure the effectiveness of the OHSW&IM System. Policies / Procedures / Safe Operating Procedures Documents outlining the intentions and direction of the organisation in relation to operational and strategic activity. Incident and Hazard Reporting Process for reporting hazards and incidents in accordance with Council Hazard Management Policy. Claims Management Management of Workcover, public liability, property and vehicle claims with the LGAMLS & LGAWCS. Council Business Continuity Plan The business approach towards ensuring critical business functions can be maintained or restored in a timely manner in the event of a disruption emerging as a result of internal or external events. Council Emergency Response Plan The response to any emergency, keeping in mind that the responsibility to manage any actual emergency will always rest with a Control Agency (such as CFS, SES, MFS etc). Council may provide resources to assist these rgencies. 10

11 4.15 Risk Reporting Council will report at least annually on its risk management activities. This report should be provided in a manner approved by Senior Management Team and will be provided to Council, Audit Committee, and the LGAMLS. The report should be completed in line with the financial year period. 5. Related Documents Council s Asset Management Plans Risk Management Policy Business Continuity Plan (Draft) Emergency Management Plan (Draft) Strategic Plan Long Term Financial Plan Annual Business Plan Local Government Act 1999 AS/NZS Records Management All documents relating to this Framework will be registered in Council s Record Management System and remain confidential where identified. 7. Document Review This Framework will be reviewed periodically to ensure legislative compliance and that it continues to meet the requirements of Council its activities and programs. 8. References Local Government Act 1999 Work, Health and Safety Act 2012 AS/NZS Further Information Members of the public may inspect this Framework free of charge on Council s website at or at Council s Principal Office at: 2a Wasleys Rd, Mallala SA 5502 On payment of a fee, a copy of this policy may be obtained. Any queries in relation to this Framework must be in writing and directed to the Governance Coordinator. 11

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