Challenges for Risk Management
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Andrew Murray- Enterprise Risk Manager and Craig Williams- Administration and Compliance Manager , Surf Life Saving Queensland Inc
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Challenges for Risk Management
- 1. NATIONAL CONFERENCE & EXHIBITION 2014 Challenges for Risk Management Andrew Murray- Enterprise Risk Manager and Craig Williams- Administration and Compliance Manager Surf Life Saving Queensland Inc Platinum Sponsor Silver Sponsor Bronze Sponsor Risk Manager of the Year Award Sponsor Conference and Exhibition Partners
- 2. National Conference & Exhibition 2014
- 3. Our History • 18 July 1818 First recorded Surf Drowning in Australia • “Since people insist on bathing in the open, in spite of the sharks and the undertow, the question presses as to whether or not something more cannot be done to safeguard this popular amusement. We cannot fence in our long stretches of ocean beaches. At Manly something is being done to prevent a recurrence of the tragedies for which these yellow sands are responsible…” Sydney Morning Herald 2 January 1906 National Conference & Exhibition 2014
- 4. Our History - SLSQ • 1908 first Life-saving device on a Queensland Beach • February 1909 A Tweed Heads Surf and Life-Saving Club was formed at Greenmount Beach • 28 September 1930 inaugural meeting of Queensland State Centre of the Surf Life Saving Association • 1964 Senior Clerk-Typist appointed National Conference & Exhibition 2014
- 5. Our History -Today • >500 staff • >30,000 members • 59 Surf Life Saving Clubs • 41 Supporters (Licensed) Clubs • 13SURF Emergency Call Out Service • Support Ops include IRB, PWC, JRB and Heli • Seat on State Disaster Management Group • Contract aviation – 2 x heli to QPS National Conference & Exhibition 2014
- 6. National Conference & Exhibition 2014
- 7. Our Structure - Federation National Conference & Exhibition 2014
- 8. Our Structure - Governance National Conference & Exhibition 2014
- 9. Our Structure - Management National Conference & Exhibition 2014
- 10. SLSQ- RM, The Journey So Far National Conference & Exhibition 2014
- 11. SLSQ- RM, The Journey So Far Our key challenges: • Non Professional Board • Board Wants ERM, but do they Understand ERM • Initially Consultants engaged • 33,000 volunteers equates to 3,500 FTE • Organisational belief that SAFETY = RISK National Conference & Exhibition 2014
- 12. National Conference & Exhibition 2014
- 13. SLSQ- Starting with a blank slate Starting point: • Four Pillars to Strategy = Four Categories of Risk • Rollout of ONE Risk Matrix across organisation • Specific Likelihood/Consequence for ERM (Category based) • Strategic Level Risks, Not Operational or Tactical National Conference & Exhibition 2014
- 14. National Conference & Exhibition 2014
- 15. SLSQ-Moving Forward The development of a RAS and setting the benchmark: • Risk Culture Profile (Board, SMG, MG & Staff) • Mapping of Risk against three processes • RCP used to help board meet middle ground • Embedding Risk as an Integrated or “Business as Usual Process” • Rollout of sustainment programs National Conference & Exhibition 2014
- 16. National Conference & Exhibition 2014
- 17. National Conference & Exhibition 2014 Questions Any Questions? Thanks for Listening.
- 18. NATIONAL CONFERENCE & EXHIBITION 2014 Thank you. Platinum Sponsor Silver Sponsor Bronze Sponsor Risk Manager of the Year Award Sponsor Conference and Exhibition Partners
Editor's Notes
- Two corrugated copper life buoys with 100 fathoms inch and half rope placed in boxes north and South of the Maroochy River following the postponement of a land sale due a fatal boating accident at the heads. Within days of the need to rescue 5 young girls and a young man at Greenmount 13 Clubs represented without recognition of Pt Danger Branch such as the Royal v Surf politics With the assistance of 2 other typistes – 1966 1st Administrator appointed
- Staff spread across the state, with a majority of them based at Surf Rescue House in Brisbane Changing from a NFP to a commercially minded organisation as well as a real player in the DM/EM sphere
- With a non-professional board, the level of understanding of RM at a SLSQ level is varied Wanting ERM versus actually understanding the importance is a risk in itself, its like knowing you have a leaking pipe, calling a plumber and expecting that this si the final solution, without realising that the plumber may have to dig up your yard to fix the leak properly. Engaging consultants was seen initially as a good way to proceed, but as the consultants began to “review the risks” they did not understand the business and wanted to suggest a software solution. The risk register that the consultants formulated was 90% safety, yet when SLSQ appointed the ERM and the managers were asked what they saw as the top 4-5 risks in their portfolio areas; safety was around 21% of the risks. When RM has been mentioned at a operational or tactical level; that is for the clubs; they saw it was all about SAFETY… this is one of the greater challenges, getting them to understand that SAFETY does not equal RISK.
- To get risk management embedded and to work on removing the perception of SAFETY=RISK we developed a set of four key risk categories that linked to a set of sub categories and risk triggers. There were several risk matrices in use across SLSQ and none of these linked to each other, so the development and rollout of a one risk matrix was seen as a step forward The likelihood and consequence descriptors for the risk matrix were changed to link directly to the 4 risk catgeories
- With RM in this scope something new as far as SLSQ was concerned, we felt that we needed to approach the development of a risk appetite, slightly differently to other organisations. We began by creating a risk appetite questionnaire that was broken into three separate parts: Risk Profile (Self Assessment) Risk Profile (Response Assessment) Risk Appetite, Limitation and Strategic Importance The first two parts were completed by Board members, Senior Management, Management Group and some staff and volunteers; with the third part done by the board and SMG only What this gave us was a unique snapshot and essentially a “line in the sand” of SLSQ’s risk appetite from four different parts of the business, it also assisted the board to reach middle ground when it came to determining risk appetite, because of the board members’ diverse backgrounds creating a variety of responses. This also added as a catalyst to change for several of the business areas with staff and managers beginning to automatically embed Risk Management into their daily process without realising. The final stage will see the development and rollout of a series of sustainment programs that will enable risk management to be BAU.