{"id":2396,"date":"2016-12-12T10:54:44","date_gmt":"2016-12-11T23:54:44","guid":{"rendered":"http:\/\/www.intrepidminds.com.au\/nz\/?page_id=2396"},"modified":"2017-03-22T11:43:07","modified_gmt":"2017-03-22T00:43:07","slug":"risk-management-government-congress-agenda","status":"publish","type":"page","link":"https:\/\/www.intrepidminds.com.au\/nz\/risk-management-government-congress-agenda\/","title":{"rendered":"Risk Management in Government Congress agenda"},"content":{"rendered":"

Royce Hotel, Melbourne – 29 -3o March 2017<\/h3>\n

 <\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\u00a0<\/td>\n\n

Conference day one – Wednesday 29 March<\/span><\/p>\n

 <\/p>\n<\/td>\n<\/tr>\n

08.30<\/span><\/td>\nRegistration<\/span><\/td>\n<\/tr>\n
09.00<\/span><\/td>\nOpening remarks from the chair<\/span><\/td>\n<\/tr>\n
09.10<\/span><\/td>\n\n

International keynote address:\u00a0<\/strong>Injecting a positive<\/span> risk culture and managing shared risk across a department<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Developing a culture of learning, reflection and enquiry throughout the organisation to anticipate and assess risk<\/span><\/li>\n
  • Engaging people from different levels of the organisation with all aspects of enterprise risk management<\/span><\/li>\n
  • Implementing a centralised risk management function with the expertise to direct a common risk management framework across the department<\/span><\/li>\n
  • Establishing networks of communication that improve teamwork across agencies<\/span><\/li>\n
  • Identifying shared risk on collaborated projects that require treatment by multiple agencies<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Amarjit Atkar<\/strong>, Chief Risk Officer, UK Ministry of Defence<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

10.10<\/span><\/td>\n\n

Case study: Assessing your current enterprise risk management (ERM) framework and exploring your target structure<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Critically evaluating and testing your existing ERM framework<\/span><\/li>\n
  • Clearly recognising the essential elements of your desired ERM framework<\/span><\/li>\n
  • Determining the key success factors for a mature risk management structure<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Riaan Bredell<\/strong>, Senior Manager, Governance, Risk, Compliance & Assurance, Australian Nuclear Science and Technology Organisation<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

10.50<\/span><\/td>\nMorning Tea<\/span><\/td>\n<\/tr>\n
11.20<\/span><\/td>\n\n

Case study: Growing pains – Integrating risk management into your strategies and operations <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Creating opportunity and achieving change<\/span><\/li>\n
  • Internally aligning risk management efforts with strategic planning processes<\/span><\/li>\n
  • Linking risk management with your relevant business strategies, processes and operations<\/span><\/li>\n
  • The long-term goal with short-term results, quick wins and setbacks along the way<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Brendan Geary<\/strong>, Executive General Manager Enterprise Governance & Risk, Director of Public Transport Ombudsman, V\/Line<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a012.00<\/span><\/td>\n\n

Case study: Implementing tactical risk management throughout the organisation<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Understanding the link between strategic risk management and operational risk management<\/span><\/li>\n
  • Removing the silo\u2019s and gaining overview and insight of cross-organisational risks through tactical risk management<\/span><\/li>\n
  • Demonstrating how tactical risk management identifies enterprise-wide risks that have not necessarily been captured in your identification and management of strategic risks.<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Will Gwosdz,<\/strong> Head of Governance and Risk, Indigoshire Council<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

12.40<\/span><\/td>\nLunch<\/span><\/td>\n<\/tr>\n
13.40<\/span><\/td>\n\n

The next risk mindset will be exponentially different<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Changes in the last decade in risk mindsets for risk professionals<\/span><\/li>\n
  • Insights into how the Volatile, Uncertain, Complex and Ambiguity (VUCA) world is changing the Risk Function<\/span><\/li>\n
  • \u2018Disputing\u2019 your risk professionals to be ready for the future<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Anu Kukar, <\/strong>Director Risk Innovation and Rebecca Stanley<\/strong>, Manager Risk Advisory, KPMG Australia<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

14.20<\/span><\/td>\n\n

Case Study: Utilising agile risk management tactics in projects <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Using the benefits of an agile approach in enterprise risk management<\/li>\n
  • Detecting risk pre-emptively with this risk mitigation strategy<\/li>\n
  • Setting up a proactive risk register to monitor the control of risk<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

John Salter, <\/strong>Principal Risk Advisor, City of Greater Bendigo<\/strong><\/p>\n<\/td>\n<\/tr>\n

15.00<\/span><\/td>\n\n

Afternoon Tea<\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a015.30<\/span><\/td>\n\n

Panel Discussion – Exploring risk appetite through risk tolerance <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Exploring risk tolerance with your board as a means to discover risk appetite<\/span><\/li>\n
  • Determining the amount of acceptable risk behind undertaking specific organisational goals<\/span><\/li>\n
  • Specifying the maximum level of risk your organisation is willing to expose regarding each relevant risk<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Amarjit Atkar<\/strong>, Chief Risk Officer, UK Ministry of Defence<\/strong><\/span><\/p>\n

Simon Ainsworth<\/strong>, Corporate Risk Manager, HM Revenue and Customs UK<\/strong><\/span><\/p>\n

Mike van de Graaf<\/strong> \u2013 General Manager of Risk & Performance Measurement \u2013 Treasury Corporation of Victoria<\/span><\/p>\n

Riaan Bredell<\/strong>, Senior Manager, Governance, Risk, Compliance & Assurance, Australian Nuclear Science and Technology Organisation<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

16.15<\/span><\/td>\n\n

Championing open government \u2013 balancing the benefits and risks<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Assessing the boundaries of open data and information access in a rapidly changing technological environment<\/span><\/li>\n
  • Mitigating the risk tolerances of government in opening up data<\/span><\/li>\n
  • Open government, good governance \u2013 opportunities for collaboration<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Elizabeth Tydd<\/strong>, CEO, NSW Information Commissioner, Information and Privacy Commission NSW<\/strong>; NSW Open Data Advocate<\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a017.00<\/span><\/td>\nEnd of conference day one<\/span><\/td>\n<\/tr>\n
\u00a0<\/td>\n\u00a0<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\u00a0<\/td>\n\n

 <\/p>\n

Conference day two – Thursday 30 March 2017<\/p>\n<\/td>\n<\/tr>\n

9.00<\/span><\/td>\nOpening remarks from the chair<\/span><\/td>\n<\/tr>\n
09.10<\/span><\/td>\n\n

International keynote address:\u00a0<\/strong>Managing risk in government \u2013 A framework for boards and examples of what has worked in practice <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Implementing high-level principles and concepts in practice<\/span><\/li>\n
  • Ensuring arrangements for managing risk are structured and comprehensive<\/span><\/li>\n
  • Sharing the best examples of tools and techniques that have been used successfully in UK government departments<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Simon Ainsworth<\/strong>, Corporate Risk Manager, HM Revenue and Customs UK<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

09.55<\/span><\/td>\n\n

Case study: Measuring and evaluating risk <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Establishing a robust assessment criteria to identify, analyse and prioritise key organisational risks.<\/li>\n
  • Simplifying the complex process of quantifying risk<\/li>\n
  • Determining an acceptable level of risk with professional judgement, historical records and formal analysis<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Mike van de Graaf<\/strong>, General Manager of Risk & Performance Measurement, Treasury Corporation of Victoria<\/strong><\/p>\n<\/td>\n<\/tr>\n

10.40<\/span><\/td>\nMorning Tea<\/span><\/td>\n<\/tr>\n
11.20<\/span><\/td>\n\n

Case study: Probity risk management in procurement \u2013 getting the balance rights<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Ensuring ethical practises in procurement processes<\/span><\/li>\n
  • Avoiding probity problems while maintaining procurement agility<\/span><\/li>\n
  • Engaging innovation and managing procurement risk<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Ian Laverock<\/strong>, <\/em>Assistant Secretary, Procurement and Contracts Branch, Department of Immigration and Border Protection<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a011.55<\/span><\/td>\n\n

Engaging contractors \u2013 ensuring that a fit for purpose and robust risk management capability is in place<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Understanding organisational risks relevant to the contract and how they will be managed<\/span><\/li>\n
  • Exploring the key elements of a successful framework in delivering contracted services<\/span><\/li>\n
  • Remembering that a contract is a partnership to deliver services \u2013 materialisation of adverse risk events needs coordinated responses<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Peter Macfarlane<\/strong>, Managing Director, Grosvenor Management Consulting <\/strong><\/p>\n<\/td>\n<\/tr>\n

12.40<\/span><\/td>\nLunch<\/span><\/td>\n<\/tr>\n
13.40<\/span><\/td>\n\n

Testing your organisation\u2019s cyber-security readiness<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Understanding what legally protected information and organisational assets need to be protected and why<\/span><\/li>\n
  • Effectively forecasting the consequences of a successful cyber-attack against your organisation<\/span><\/li>\n
  • Implementing policies, procedures and solutions to reduce the risk of cyber-attacks and how to manage a crisis<\/span><\/li>\n
  • Planning for the emerging trends in cyber-attacks?<\/span><\/li>\n
  • Preventing terrorism and organised crime from using your own assets to harm yourself or others<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Mark Branagan, <\/strong>Technical Advisor, Computer Emergency Response Team\u00a0<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

14.25<\/span><\/td>\n\n

Case study: Simplifying risk management <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Reducing the complexity of tools and processes in enterprise risk management<\/span><\/li>\n
  • Creating new risk assessment tools for specific target structures<\/span><\/li>\n
  • Making risk management straightforward and uncomplicated when aligning it to organisational processes<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Olga Cursio,<\/strong> Risk Management Coordinator, Glen Eira City Council<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

15.00<\/span><\/td>\n\n

Afternoon Tea<\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a015.40<\/span><\/td>\n\n

Integrating anti-fraud schemes into your enterprise risk management profile<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Developing a risk management plan that comprises of the essential anti-fraud elements. What goes into a policy in response to fraud?<\/span><\/li>\n
  • Detecting and dealing with fraud with the right tools and indicators<\/span><\/li>\n
  • Conducting a risk assessment in an event of suspected fraud<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Dianne McFarlane<\/strong>, Executive Director of Corruption, Crime and Corruption Commission Queensland<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

16.20<\/span><\/td>\n\n

Becoming a risk resilient organisation<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Effectively identifying emerging and strategic risks<\/span><\/li>\n
  • Dealing with disturbances and adapting to change in an increasingly risky world of survival<\/span><\/li>\n
  • Utilising risk and resilience concepts and risk mitigation techniques w to reduce the impact on achieving objectives<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Daniel Atkin<\/strong>, Senior Risk Advisor, Victoria Managed Insurance Authority<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a017.00<\/span><\/td>\nClosing remarks from the Chair and end of conference<\/span><\/td>\n<\/tr>\n
\u00a0<\/td>\n\u00a0<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"excerpt":{"rendered":"

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