(v) PUTTING IT ALL TOGETHER The seven strategic outcomes are set out in the table below. For each of the outcomes, detail information on the following is provided: the major risks, risk ratings and the root causes (both internal and external) for each of the major risks; the outputs necessary to mitigate or minimise the risks and to ensure realisation of the outcomes; the actions and processes related to each output and who is responsible; and the key performance indicators (KPI’s), standards and targets that will be used to measure the extend to which outputs are being reached. STRATEGIC OUTCOME 1: A FINANCIALLY SUSTAINABLE MUNICIPALITY WITH WELL MAINTAINED ASSETS Risk rating with - Root causes Major Risks no existing future Internal External controls controls controls 1.1 If there is Non-core operational External economic factors insufficient functions 25 20 12 revenue to meet Incomplete / inaccurate the demand for revenue database services Long term strategy not on a realistic income potential External funding not investigated fully Tariffs that are not cost recoverable Surplus generated from electricity sales under serious threat due to increase in cost causing reduced consumption and conversion to renewable energy 1.2 If services are Non-core operational expensive and functions 16 12 9 unaffordable
(v) PUTTING IT ALL TOGETHER The seven strategic outcomes are set out in the table below. For each of the outcomes, detail information on the following is provided: the major risks, risk ratings and the root causes (both internal and external) for each of the major risks; the outputs necessary to mitigate or minimise the risks and to ensure realisation of the outcomes; the actions and processes related to each output and who is responsible; and the key performance indicators (KPI’s), standards and targets that will be used to measure the extend to which outputs are being reached. STRATEGIC OUTCOME 1: A FINANCIALLY SUSTAINABLE MUNICIPALITY WITH WELL MAINTAINED ASSETS Major Risks Risk rating with - Root causes no controls existing controls future controls Internal External 1.1 If there is insufficient revenue to meet the demand for services 25 20 12 Non-core operational functions Incomplete / inaccurate revenue database Long term strategy not on a realistic income potential External funding not investigated fully Tariffs that are not cost recoverable Surplus generated from electricity sales under serious threat due to increase in cost causing reduced consumption and conversion to renewable energy External economic factors 1.2 If services are expensive and unaffordable 16 12 9 Non-core operational functions
Risk%20Register%20(SM%20Strategic%20Risk%20May%202012).docx