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26 - 28 April, 2017 | Novotel Canberra, Canberra, Australia

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ERM for Government 2017 Registration Form

Want to fast track your attendance to ERM for Government 2017?  It's easy - just download, fill out this form and send it to registration@iqpc.com.au

Exclusive Content

ERM for Government attendee ROI tool-kit

To make the most of your experience and to help provide tangible value to your attendance, use this ROI Toolkit to set goals and clearly define objectives to juxtapose your organization’s investment with the plethora of benefits you’ll receive from attending ERM for Government 2017!

7 things you need to know to create a robust ERM framework

This article explores 7 tips government organisations can consider to create an effective Enterprise Risk Management Framework. 

Measuring Risk Maturity at the Department of Social Services: Enhancing in-house risk management capabilities to drive continuous improvement

In this article, Drewe Mitchell, Assistant Director, Enterprise Risk Management at the Department of Social Services (DSS), explores the ways to measure risk maturity, the steps they are taking to improve their risk culture to drive internal risk capabilities and the lessons learned from their journey to date.

Creating an effective risk prioritisation framework at the ATO

In this article, Jo Graefe, Enterprise Tax Crime Risk Manager/Tax Gap Project Manager Australian Taxation Office (ATO), explores the core elements of the ATO’s risk prioritisation framework and how the organisation is managing risk at a corporate level to ensure organisational capability and business resilience.

How to build an effective risk culture in government

In this report, we asked four key enterprise risk management professionals to share the biggest challenges they’re facing when it comes to developing an effective risk culture and the steps they are taking to overcome these challenges to build a sound and robust risk culture, that is aligned with their overall risk management framework.

Presentations

Embracing Uncertainty: Best Practice Risk Management for 2015 and Beyond

Dr Richard Barber challenges traditional risk thinking and practice, adopting the stance that to enable business excellence organisations must move beyond existing standards to take a more systemic approach. In this presentation from ERM for Government 2016, Dr Barber describes how applied systems thinking can be used to lift risk management work to a new level of value for decision makers. Underpinning this is a broader and more compelling definition of risk as the basis for a risk leadership framework focused on enabling the best possible decisions in an uncertain, complex and constantly changing world.

Topics covered include:

  • Taking a systems thinking approach to risk and uncertainty
  • Challenging traditional approaches to risk management
  • Applied systems thinking for a radically different approach
  • Identifying the limitations of traditional approaches to risk
  • Moving beyond the required risk management standard
  • Applying a risk leadership framework strongly focused on enabling the best possible decisions in an uncertain, complex and constantly changing world
  • Embodying risk leadership in core work, with much less emphasis on “risk management processes”
  • Tackling root causes, not just the symptoms of poor performance


Overhauling a Risk Strategy to Embed Resilience Across the Organisation

Stephen Henderson was brought in as Head of Risk for Energy Australia three years ago. Since then, he has completely overhauled the risk strategy of the organisation including representing the Australian operations on parent company China Light & Power (market cap US$20billion ) group strategy review and subsequently leading a team of experts on a CEO led project addressing major structural risks in the Australian energy market. Henderson has brought in a entirely new way of thinking about risk, going as far as replacing the word with ‘uncertainty’.

In this presentation from ERM for Government 2016, Stephen explores:

  • Identifying organisational objectives and developing a range of outcomes
  • Concentrating on the future and uncertainty indicators
  • Achieving an easy sell risk culture: changing perceptions of risk to embed it in everyday decisions
  • The three big pillars: successfully managing third party risk

Eyes Wide Open – Owning Strategic Risk and Resilience in a Changing Landscape

In this presentation from ERM for Government 2016, Celeste Young, Collaborative Research Fellow, Victoria University explores the issue of risk ownership from a decision making perspective using end user based research undertaken as part of the Bushfire and Natural Hazards CRC research program. It explores the needs, barriers and opportunities emerging in this area and the implications for organisational and policy development from a government perspective. It also explores the issue as to why this is a difficult space to navigate and show case studies of innovative solutions from public and private organisations in response to this issue.

Improving Risk Culture to Better Manage Risk

Building risk culture has been a significant focus for the Department of Justice. A number of action strategies have been implemented across the department. One of the main challenges it has had to overcome is gaining staff and executive engagement, as well as getting people at an operational level to understand their engagement in risk management and what they need to be doing. The biggest barrier is middle department.

In this presentation from ERM for Government 2016, Kris Waring Chief Risk and Audit Officer, Department of Justice & Regulation, explores:

  • Replacing a compliance focus with a supportive culture
  • Control effectiveness: monitoring risk more efficiently and understanding the effectiveness of your controls
  • How to move from compliance to risk culture to measuring and evaluating risk.
  • Determining the value, cost and return of organisational resilience focus
  • The cost and benefit of evaluating resilience and control evaluation: Using key risk indicators for more significant risks
  • Risk based regulation: how to decide which areas to focus on

Articles

A Strong Compliance Culture Starts with Managing Third Party Corruption

Many businesses today, particularly those that operate internationally, are heavily reliant on intermediaries - independent third parties that act on a company's behalf. Intermediaries are critical to help organisations bring their services and products to market, however their actions can also lead to liability for the organisations they represent.