In an effort to establish an Director Asset management programme End of June 2013 management programme - Financial established compile a maintenance plan linked to Services the register, Management calculate escalated replacement cost Team of assets, and establish operating of assets and compare to standard STRATEGIC OUTCOME 2: SATISFIED, INVOLVED AND WELL INFORMED CLIENTS Risk rating with - Root causes Major Risks no existing future Internal External controls controls controls 2.1 If clients are Poor or ineffective Spreading of wrong unsatisfied / communication with our perceptions and incorrect 16 12 6 uninvolved / clients information uninformed Political promises not Unrealistic expectations delivered Corruption in government Ineffective functioning of Resistance against high and inadequately service costs represented ward Politicised environment committees Poor understanding/ insight Lack of public knowledge (provider and receiver) with respect to ward Lack of organised tax / committees and ward services / client forums committee members Poor communication from Poor or no reaction to public regarding concerns complaints regarding service delivery Actions Processes Responsible KPI’s / Standards SM 11/12 Targets Output 2.1: Prompt, courteous and responsive service that is sensitive to the of the public and respectful of individual rights 2.1.1 Maintain and measure standards Review the client services charter to Manager Review completed By end of 2013 in the client services charter evaluate and improve standards Public Relations
Director Financial Services Management Team In an effort to establish an management programme - compile a maintenance plan linked to the register, calculate escalated replacement cost of assets, and establish operating of assets and compare to standard Asset management programme established End of June 2013 STRATEGIC OUTCOME 2: SATISFIED, INVOLVED AND WELL INFORMED CLIENTS Major Risks Risk rating with - Root causes no controls existing controls future controls Internal External 2.1 If clients are unsatisfied / uninvolved / uninformed 16 12 6 Poor or ineffective communication with our clients Political promises not delivered Ineffective functioning of and inadequately represented ward committees Lack of public knowledge with respect to ward committees and ward committee members Poor or no reaction to complaints regarding service delivery Spreading of wrong perceptions and incorrect information Unrealistic expectations Corruption in government Resistance against high service costs Politicised environment Poor understanding/ insight (provider and receiver) Lack of organised tax / services / client forums Poor communication from public regarding concerns Actions Processes Responsible KPI’s / Standards SM 11/12 Targets Output 2.1: Prompt, courteous and responsive service that is sensitive to the of the public and respectful of individual rights 2.1.1 Maintain and measure standards in the client services charter Review the client services charter to evaluate and improve standards Manager Public Relations Review completed By end of 2013
Risk%20Register%20(SM%20Strategic%20Risk%20May%202012).docx