1. Managing Operational Risk
District and Region Managers
This presentation is for those wanting to know more about Operational risk management and is required by those completing the District Manager or Region Manager Qualification including their assistants.
Give out Operational Risk Reference Manual

2. GGA Vision
WHAT - We believe in delivering innovative, fun and relevant programs in a practical and safe environment.
HOW- Our policy and processes for risk provide the ways for managing and reducing risks to support this vision
Discuss: Vision
Do they agree?
What do they know about the current processes?

3. Risk Appetite
Girl Guiding in Australia has an appetite to take reasonable risks.
We are not risk averse
We acknowledge that members and volunteers are accountable for their own behaviours, health and responsibilities within the Girl Guide organisation and to the community at large
Discuss the changes that have occurred in the last 2 years to reflect better who we are.
GGA has a clear risk appetite statement which makes it easier in what we should do as an organization.
Discuss: Appetite
Why is this statement important?
What does it really mean on the ground?

4. Zero Tolerances
GGA has zero tolerance of a limited number of matters including:
We will not accept fatalities that are within our scope of influence
We will not accept serious injury as a consequence of our negligence
We will not accept bullying or any other poor behaviours that impact upon the well being of our members and volunteers.
GGA Risk Management Policy informs us that we will not accept the following as it does not fit with our purpose.
Discuss: Tolerances
Do they agree with these?
Why is there a Zero tolerance for bullying or poor behaviours?

5. Risk Management
Properly understood risk management is an opportunity.

6. So what is Operational Risk Management?
A logic-based, common sense approach to making calculated decisions on people, reputation, and environmental factors
The process of identifying, assessing, and controlling risk
Operational risk management is a way to manage risk and applies to everything we do.
Explain the 2 definitions and operational risk

7. Why do we manage Operational Risks?
To keep us a viable and highly respected girl organisation
For our own physical and psychological safety
To grow competent Leaders and Managers in your District and Region
For the safety of the girls
To meet legal requirements of ‘reasonable care’ (WHS Act 2011)
There are a number of reasons for managing operational risks.
Discuss those listed

8. Region and District Managers Role
Identify operational hazards
Assess the effect that they will have on the Region
or District - positive and negative
Control the risk where needed
Region and District Managers have three key roles in relation to operational risk management.

9. What are the main hazards to Regions and Districts?
Safety
Financial
Unqualified Leaders
Reputation
Non approval for events
Child protection
Property
Social Media
Intellectual property

10. When would you complete an operational risk assessment?
Annual ‘health check’
When big decisions are being made
When future planning is being done
There are 3 key times an operation risk assessment needs to be done:
Undertaking your District, Region or State annual health check
When big decisions are needed to be made
When future planning is being done ie
When deciding on significant financial decisions
When considering significant building works
When choosing social media platforms

11. 4 Step Process (ORP) Identify, Assess, Control, Reassess
Identify the hazard (GGA buckets)
Assess the consequence and likelihood of the risk for the hazard
Control the risk
Reassess the risk and determine if it is acceptable

12. Risk Buckets Governance
Risk to reputation and risk to governing rules(legal liability)
2. Guiding (Activities of Guiding)
Risk that activities are not appropriate to the philosophy, principles and method of Girl Guides Australia. Activities are planned that are not suitable and do not meet the developmental needs of the participants
3. People
The physical, emotional, and psychological well-being of all members and participants is paramount to our beliefs. Includes all members (youth and adult), volunteers, parents, activity providers, general public, business associates.
This in one of our BIG changes. We have put some detail behind the risk areas in guiding in Australia. We call these risk buckets.
They cover what we believe to be the biggest risks for Guiding in Australia.
When completing the ORP you need to consider the risks associated with each bucket.
Discuss each bucket

13. Risk Buckets 4. Financial
Financial consequence linked to cost of loss associated with risk
5. Guiding Operations (Business of Guiding)
Day to day running i.e. unit leader consent forms not completed, activity notification forms not completed.
Includes data integration, marketing, communications, compliance with business legislation, capacity and capability of units/districts/State offices to manage the business side of Guiding.

14. Step 1: Identify the Hazards
Check incident reports
Consult State Risk Representatives to see if others
have similar problems
Review plans for the coming year
Use your experiences and that of other people
Consult with managers in a similar position
Inspect the meeting place
Ask an expert
Talk through possible hazards with others
Discuss what is a hazard and what is a risk.

15. Step 2: Assess the Initial Risk
Consequences table
Likelihood table
Risk Analysis table

16. Likelihood Rating Table
DESCRIPTION
Almost Certain
The event is expected to occur in most circumstances (At least 5 times a year)
Likely
The event will probably occur in most circumstances (Twice a year)
Possible
The event might (or could) occur at some time (Once a year)
Unlikely
The event will probably not occur (Once in 5 years)
Rare
The event may only occur in exceptional circumstances.
The next step is to work out the initial risk
Discuss the 5 likelihood ratings

17. Consequences Rating Table
Insignificant
Minor
Moderate
Major
Catastrophic
The next step is to work out the consequences should the hazard occur. This is not absolute worst case scenario but the maximum reasonable outcome.
5 levels of consequences

18. Consequences Rating Table
DESCRIPTION
Insignificant
Low level Impact with negligible consequences on the aim or activity objectives that can be controlled by routine management procedures.

19. Consequences Rating Table
DESCRIPTION
Minor
The consequences would threaten the efficiency or effectiveness of achieving some aspects of GGA’s aim or activity objectives, requiring management effort to minimise impact.

20. Consequences Rating Table
DESCRIPTION
Moderate
A significant/medium potential of affecting the achievement of GGA’s aim or activity objectives.

21. Consequences Rating Table
DESCRIPTION
Major
A very high potential to impair the achievement of GGA’s aim or activity objectives.

22. Consequences Rating Table
DESCRIPTION
Catastrophic
An extreme potential to threaten the sustainability of GGA or its aims and activities.

23. CONSEQUENCES – what is the maximum reasonable consequence?
Risk Analysis Matrix
LIKELIHOOD RATING
CONSEQUENCES – what is the maximum reasonable consequence?
Insignificant
Minor
Moderate
Major
Catastrophic
Almost Certain
Medium
High
Extreme
Likely
Low
Possible
Unlikely
Rare
The next step is to rate the level for each risk
There are 4 levels
Low
Medium
High
Catastrophic
These are a combination of the likelihood and the consequence ratings

24. Step 3: Control the initial risk
We control the initial hazard using the hierarchy of control.
Three main levels
Start at the top of the hierarchy of control as this is the most effective control. Eg Close the Facebook page
PPE being the least effective control. Eg sunscreen and hat for outdoor activity
Describe each level

25. Step 4: Assess the residual risk
Repeat Step 2 taking into consideration the controls that will be used
Is the level of risk now acceptable?
We can now work out the residual risk rating, given the controls we will be putting in place
Is the level of risk now acceptable or is further action required? Refer to Risk Priority Table on next two slides.

26. Risk Priority Table RISK PRIORITY ACTION
One
(Catastrophic)
A catastrophic risk is one that must be dealt with immediately. State/National Executive management normally monitors catastrophic risks.
Two
(High)
A high risk is one that should be dealt with after attending to catastrophic level risks. Managers at Region/State normally monitor high risks.
If it sits in the high or extreme risk priority category you will need to escalate the risk concern to the next level of management.
The higher the risk the higher the priority and the sooner you need to deal with the hazard.

27. Risk Priority Table RISK PRIORITY ACTION
Three
(Moderate)
A moderate risk is one that can be dealt with by applying routine procedures and is normally dealt with by local Managers at the Region/District level.
Four
(Low)
Risks in the low category may be accepted but should be monitored periodically to ensure the rating does not change.

28. Make a plan
Work out what actions need to be taken in order to implement the control measure.
Allocate someone to be accountable for each action .
For the Operational Risk Plan to be followed it needs to be shared.
Now it is time to plan the implementation of the control measures. Who needs to do what in order to implement the plan.

29. Reporting and Recording
Once you have completed your ORP send a copy to your Manager
Distribute to your team
Discuss with your team
Use the Action Plan
Monitor the implementation, and update as required
(at least annually)
Explain what to do with the completed ORP

30. What do we have to support DMs and RMs?
District, Region and/or State Team
Learning Partner
District Manager
Region Manager
State Risk Representatives
Describe the support available

31. Where to from here?
For those working on the Manager Qualification you will need to prepare or update the ORP for your Region or District as one of your Passport activities.
All Managers should be updating their District
or Region ORP on an annual basis as a ‘health check’.
Explain what participants need to do next

32. Final Message
By focussing on Operational Risks and planning for the future our members
will grow into confident, self-respecting, responsible, community members.