This risk management framework explains the Authority’s approach to risk and the responsibilities all workers have for effective risk management so that: decisions are transparent, defendable and contribute to organisational viability and development resources are directed towards threats to achieve strategic, corporate and operational objectives the quality of the Authority’s work and internal controls continuously improves exposure to possible litigation, operational disruption and other losses are minimised a culture that rewards risk reporting and management can be supported the Authority’s world-leading reputation as trustee of the Great Barrier Reef World Heritage Area is sustained, and people are safe in undertaking their work. The Authority’s peer-reviewed Outlook Report provides (every five years) an assessment of risks to the ecosystems of the Great Barrier Reef Region. This report and the associated independent assessment of management effectiveness, provide the mechanisms through which risks to the region and the way it is managed are strategically identified and assessed. Actions to manage these risks (where jurisdictionally applicable) are integrated into the Corporate Plan and made operational through the Authority’s Annual Operating Plan. To address identified knowledge gaps critical to management, a Science and Information Needs Strategy is also developed to inform the scientific community, research funding providers and providers of monitoring and other relevant information. The Authority’s approach to risk management includes cultivating inherent controls, and establishing formal ones through strategic oversight and informed decision-making across the consequence types that could impact its objectives (these are illustrated by Figure 3). The Authority monitors its key strategic risks which may impact the achievement of program objectives.
This risk management framework explains the Authority’s approach to risk and the responsibilities all workers have for effective risk management so that: decisions are transparent, defendable and contribute to organisational viability and development resources are directed towards threats to achieve strategic, corporate and operational objectives the quality of the Authority’s work and internal controls continuously improves exposure to possible litigation, operational disruption and other losses are minimised a culture that rewards risk reporting and management can be supported the Authority’s world-leading reputation as trustee of the Great Barrier Reef World Heritage Area is sustained, and people are safe in undertaking their work. The Authority’s peer-reviewed Outlook Report provides (every five years) an assessment of risks to the ecosystems of the Great Barrier Reef Region. This report and the associated independent assessment of management effectiveness, provide the mechanisms through which risks to the region and the way it is managed are strategically identified and assessed. Actions to manage these risks (where jurisdictionally applicable) are integrated into the Corporate Plan and made operational through the Authority’s Annual Operating Plan. To address identified knowledge gaps critical to management, a Science and Information Needs Strategy is also developed to inform the scientific community, research funding providers and providers of monitoring and other relevant information. The Authority’s approach to risk management includes cultivating inherent controls, and establishing formal ones through strategic oversight and informed decision-making across the consequence types that could impact its objectives (these are illustrated by Figure 3). The Authority monitors its key strategic risks which may impact the achievement of program objectives.
GBRMPA-Corporate-Plan-2017-18.docx