1. Risk Management Report to Audit Committee 26 September 2006 Lee Harris Assistant Chief Executive

2. Risk definition A risk is defined in our Risk Strategy to be: A risk is defined in our Risk Strategy to be: ‘the threat that an event or action will adversely affect an organisation’s ability to achieve its objectives and to successfully execute its strategies. This includes both external and internal risks’.

3. Council’s Role Set organisational objectives Set organisational objectives Initial and ongoing risk identification and assessment Initial and ongoing risk identification and assessment Review of adequacy of controls in place Review of adequacy of controls in place Risk prioritisation Risk prioritisation Ongoing review and management of high-level risks Ongoing review and management of high-level risks Determine level of independent assurance required Determine level of independent assurance required Seek regular assurance on operation of the system Seek regular assurance on operation of the system

4. Risk and the Assurance Process Risk Action Plan Audit Committee /Cabinet Reports Assurance Processes Key Controls Corporate Risks Corporate Objectives Focused management of corporate risks Focused management of corporate risks Provides evidence to support Statements of Internal Control Provides evidence to support Statements of Internal Control Allows prioritisation of effort and actions Allows prioritisation of effort and actions Allows effective performance management Allows effective performance management

5. Ongoing risk cycle Key Objectives

6. Risk identification and analysis Initial identification and ranking of potential risks by Corporate Management Team and Cabinet Initial identification and ranking of potential risks by Corporate Management Team and Cabinet Identification of existing controls in place to mitigate risks Identification of existing controls in place to mitigate risks Re-ranking of residual risks based on the likelihood of occurrence and their potential corporate impact Re-ranking of residual risks based on the likelihood of occurrence and their potential corporate impact Identification of actions to further minimise the impact and likelihood of risk occurring or having a significant impact Identification of actions to further minimise the impact and likelihood of risk occurring or having a significant impact

7. Risk control and monitoring Risks linked to Council’s Critical Priorities and key aims Risks linked to Council’s Critical Priorities and key aims Corporate register underpinned by Service Risk Registers Corporate register underpinned by Service Risk Registers Quarterly monitoring of Risk Management Action Plan – reported to CMT, Audit Committee and Cabinet Quarterly monitoring of Risk Management Action Plan – reported to CMT, Audit Committee and Cabinet Emerging risks are identified and prioritised Emerging risks are identified and prioritised

8. Planned improvements to Risk Management Framework 2006/07 Improved risk identification; Improved risk identification; More systematic and structured analysis of risk More systematic and structured analysis of risk Widen consultation and input Widen consultation and input Tighten management of Action Plans Tighten management of Action Plans Strengthened links between Service and Corporate Level Risk Registers Strengthened links between Service and Corporate Level Risk Registers Ongoing shift to risk prevention rather than risk management Ongoing shift to risk prevention rather than risk management