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GOAL
This presentation is based on Risk Identification and Analysis: A Guide for Small Public Entities, a publication of the Public Entity Risk Institute. Our goal is to help public entities analyze their risks and develop action plans to address them. The techniques discussed can and should be modified as needed to fit your entity.
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Resources
The manual for Risk Identification and Analysis is available for free download at www.riskinstitute.org, under Publications Tools and Resources. The direct link is here.
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What is Risk?
Risk is neither bad nor good. It is simply a measure of deviation from the expected. Risk consequences can be either bad or good:
Bad risk consequences drain resources and interfere with an entitys financial stability and ability to fulfill its mission. Good risk consequences produce better than expected results or unexpected opportunities.
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Create and distribute a program mission statement that: 1. Defines risk as a priority for all employees. 2. Establishes a Risk Team to analyze and respond to risks. 3. Is signed by a governing board member and the chief executive officer of the public entity.
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Team leader functions include: Determining the scope and goals of the project Developing a framework to follow Recruiting team members and managing team meetings Coordinating plan development and implementation Reporting progress to upper management
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Step 3: Define the Scope and Goals of the Risk Teams Activities
Defining the project The team leader defines the Risk Teams goals and the scope of its activities in writing, and distributes this document to upper management and department heads. If team members have already been selected (Step 2), they may participate in this effort.
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Step 3: Define the Scope and Goals of the Risk Teams Activities
Defining the project Include: The scope of activities: whether the project is entity wide, or will be tested in a few operational areas with high risks before proceeding to an entity wide plan. What the products will be. A risk action plan consistent with the scope of activities.
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Essential
Changing laws can affect entitys tax revenues Contractors may try to shift risks of work to public entity Hurricane may reduce tax revenues by damaging area businesses
Resources
Americans with Disabilities Act requires special accommodations Unions of public employees may try to control terms of employment Hurricane may prevent public employees from coming to work
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Uninsured Low frequency hurricane High severity damage to public property Employees unable to get to work due to hurricane damage
Low frequency Identify essential High severity employees and arrange transportation
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Severity
Medium High
Severe earthquake
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Step 7: Risk Response Four general types of risk response strategies: (cont.)
Control Post event actions to keep resulting damages to a minimum. Transfer Shift some of the financial burden of a loss to another party.
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Share appropriate sections of the plan with department heads, departmental safety/risk committees, and other employees whose activities it affects. Prepare general information about the action plan for dissemination to the general employee population.
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Conclusions
Dont ignore your risks just because you believe your entity is small or has insufficient resources knowing is half the battle. The process outlined here can be adapted to any organization.
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More Resources
For a more complete explanation of this process, as well as forms and checklists to help you implement a program, go to the Public Entity Risk Institute website, www.riskinstitute.org, and look under Publications Tools and Resources for a free download of Risk Identification and Analysis: A Guide for Small Local Governments. The direct link is here.
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