risk management plan needs to identify, evaluate, treat, and monitor risks, and these then, in accordance with the business planning process, feed into the organisation’s business plan. Risk plans are reviewed at least annually and risks with high ratings are reviewed more often, at least quarterly. The Audit Committee provides updates on the use of RiskActive, and an overview of the Department’s current risk profile. Training strategy DEEWR’s training strategy, provided by the risk team, emphasises a positive risk culture and follows best practice risk management. It includes: regular RiskActive open house training tailored to staff who attend, and online RiskActive training sessions for all staff; e-learning program on risk topics and simulations of RiskActive processes and a RiskActive user manual; one-on-one training sessions, including video conferencing; and risk and fraud services on the intranet and FAQs. The Secretary regularly communicates through the Executive to keep risk management concerns uppermost in the Department. Daily staff” emails emphasise risk management at relevant opportunities. “all Achievements The potential of RiskActive DEEWR only realised the full potential of RiskActive in August 2011, a year after it was initiated. It provides statistics that can be used to identify hotspots, emerging risks, and areas that are using best practice risk management. Having a central risk register has also helped DEEWR view its risks strategically. Since RiskActive began, staff have created 1,575 risk management plans for department activities: In 2010, 127 risk management plans were created. In 2011, 828 risk management plans were created. In 2012, 620 risk management plans were created, 1,075 risk management plans were reviewed and updated. In 2012, the number of extreme risks fell by 600%, high risks increased only 15.85%. These results show risk management plans are not simply a and flick” process, but a living document that “tick helps DEEWR run its business. An example of responsiveness An example of responsive risk culture is its response to the mid-year economic and fiscal outlook, and 2012-13 Budget. It held a series of workshops in early 2012 with each branch, and in each state and territory office. The workshops set out priorities, identify which tasks may need to lessen or cease, and determine how this would be done with reduced resources. The workshops have shaped the DEEWR Future Action Plan, of which one of the five themes is the need to be vigilant about areas of risk exposure.
risk management plan needs to identify, evaluate, treat, and monitor risks, and these then, in accordance with the business planning process, feed into the organisation’s business plan. Risk plans are reviewed at least annually and risks with high ratings are reviewed more often, at least quarterly. The Audit Committee provides updates on the use of RiskActive, and an overview of the Department’s current risk profile. Training strategy DEEWR’s training strategy, provided by the risk team, emphasises a positive risk culture and follows best practice risk management. It includes: regular RiskActive open house training tailored to staff who attend, and online RiskActive training sessions for all staff; e-learning program on risk topics and simulations of RiskActive processes and a RiskActive user manual; one-on-one training sessions, including video conferencing; and risk and fraud services on the intranet and FAQs. The Secretary regularly communicates through the Executive to keep risk management concerns uppermost in the Department. Daily “all staff” emails emphasise risk management at relevant opportunities. Achievements The potential of RiskActive DEEWR only realised the full potential of RiskActive in August 2011, a year after it was initiated. It provides statistics that can be used to identify hotspots, emerging risks, and areas that are using best practice risk management. Having a central risk register has also helped DEEWR view its risks strategically. Since RiskActive began, staff have created 1,575 risk management plans for department activities: In 2010, 127 risk management plans were created. In 2011, 828 risk management plans were created. In 2012, 620 risk management plans were created, 1,075 risk management plans were reviewed and updated. In 2012, the number of extreme risks fell by 600%, high risks increased only 15.85%. These results show risk management plans are not simply a “tick and flick” process, but a living document that helps DEEWR run its business. An example of responsiveness An example of responsive risk culture is its response to the mid-year economic and fiscal outlook, and 2012-13 Budget. It held a series of workshops in early 2012 with each branch, and in each state and territory office. The workshops set out priorities, identify which tasks may need to lessen or cease, and determine how this would be done with reduced resources. The workshops have shaped the DEEWR Future Action Plan, of which one of the five themes is the need to be vigilant about areas of risk exposure.
2012_awards_for_excellence_case_studies_0.docx