Tag: Risk

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Denktank ‘From Global to Local’ 2014

Jack Kruf, Eric Frank en Ronny Frederickx | april 2014

Idee

Gérard Combe en Jack Kruf, bestuursleden van de internationale vereniging PRIMO Europe, stelden tijdens hun bijeenkomst in Brussel in mei 2013 voor om mondiale ontwikkelingen via een denktankmodel onder de aandacht van lokale overheden te brengen.

Union des Dirigeants Territoriaux de l’Europe (UDITE), het belangrijkste professionele netwerk voor directeuren en senior managers in de publieke sector in Europa, en Public Risk Management Organisation (PRIMO), het toonaangevende internationale netwerk voor de ontwikkeling van producten en de verspreiding van kennis en strategische informatie voor de publieke sector in Europa, hebben hun krachten gebundeld om de denktank ‘From Global to Local’ op te richten. Dit wordt beschouwd als een formeel gezamenlijk project van beide organisaties. Het werd uitgewerkt en toegepast in de eerste denktank, die in Amsterdam werd gehouden.

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The PRIMO Risk Management Award 2008

The award goes to the city of Saint-Étienne.

Gérard Combe | 2008

The city of Saint-Étienne has taken a renewing initiative to arm itself (the workforce) against the risk of a pandemic flu. This initiative is a pilot, a remedy to improve the processes. The initiative can be fully integrated into all running projects. Such a system aims to maintain an optimal level of services and simultaneously protect the workforce despite the risk of a lack of functioning.

Coat of Arms City of Saint-Étienne.

The challenge of this project consists of the ability of the employees to deal with a shortage of personnel. Moreover, the workforce has to anticipate being overburdened by the crises and a decrease in the risk of an epidemic spreading by leaving affected people at home. Communities are the first to deal with the consequences of such a crisis.

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COVID-19: A Failure in Risk Management

David Zaruk as Ris-Monger | March 2020

The longer the Risk-Monger gets in the tooth, the more global mass panic events he has witnessed. Every crisis is a learning opportunity and as I had written in mid February, 2020. COVID-19, the Wuhan-originated coronavirus, has created a rich pedagogic environment.

When a train crashes, authorities are on the scene to determine the cause. The COVID-19 coronavirus is fast becoming a global train wreck and unless we quickly assess the mistakes leading up to this tragedy, more trains will pile into the station.

David Zaruk

Lessons are, unsurprisingly, being learnt the hard way with more mistakes sending the public health situation deeper into disaster. Worse, as our communications methods move from an expert-based model to a bottom-up citizen-based community model, our friends on social media become our main source of information.

The authorities in the West responsible for managing public health risks were made aware of the threat from a novel coronavirus at the beginning of January 2020. Most “leapt into action” in the middle of March by applying precautionary measures (lockdowns, social distancing, travel bans…). Was this the only possible risk management action? What should they have done in those two and a half months to have alleviated such a massive denial of social benefits and stress on humanity? 

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Public Sector Report 2009

The effects of the downturn

Philippe Auzimour, Sabrina Boshuizen en Jack Kruf | July 2009

In mid-2009, Alarm, Marsh, and PRIMO Europe joined forces by presenting the results of different surveys and round tables, which focused on the public risks companies and governments faced due to the downturn. This article combines this report’s highlights (selected by the editor). The extended survey gave an in-depth look at perceptions and actual risks directly after a massive financial crisis emerged.

The survey shows that the complexity of risks has increased: over 75% of the participants responded that the volume and the complexity of the risks within their organisation have increased over the last 5 years. 700 Organisations were interviewed, spanning twelve countries and seven industry sectors. Of these organisations, 101 were in public entities. PRIMO Europe interviewed several people from public entity organisations and sent out a survey to public entities, to which 112 people responded. Also, two round tables were held, one in Amsterdam and one in Bournemouth. The results of all the interviews, survey responses, and round tables are included in this report.

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Risicomanagement: Het is geen hogere wiskunde – Het is veel ingewikkelder.

John Adams | Mei 2007 *

In de populaire verbeelding is hogere wiskunde het toonbeeld van wetenschappelijke complexiteit. Als vooraanstaand Brits academisch expert op het gebied van risico’s wil ik hier betogen dat risicomanagement in feite veel complexer is. Met andere woorden, de wetenschapper die turbulentie bestudeert: “de wolken reageren niet op wat de weerman of natuurkundige over hen zegt”. De risicomanager moet echter niet alleen omgaan met risico’s die door de wetenschap worden waargenomen, maar ook met virtuele risico’s – risico’s waarover de wetenschap geen uitsluitsel geeft en waarover mensen dus “vrij zijn om te redeneren en te handelen op basis van vooraf vastgestelde overtuigingen, vooroordelen en bijgeloof”.

Professor John Adams.

De welvarende wereld verdrinkt in risicobeoordelingen. Bijna iedereen heeft nu een “zorgplicht” om alle mogelijke risico’s voor zichzelf of voor anderen formeel in kaart te brengen en aan te tonen dat hij alle redelijke maatregelen heeft genomen om deze risico’s te “beheersen”. Het is niet duidelijk of degenen die deze zorgplicht opleggen, zich bewust zijn van de omvang en de moeilijkheid van de taak die zij zich hebben gesteld.

In 2004 nam ik deel aan een conferentie over terrorisme, het International Seminar on Terrorism van de World Federation of Scientists in Erice, Sicilië. De meeste andere deelnemers waren vooraanstaande wetenschappers en ik bevond me in een workshop met de titel Cross-disciplinary challenges to the quantification of risk (Interdisciplinaire uitdagingen voor het kwantificeren van risico’s). Lord Kelvin zei ooit:

“Alles wat bestaat, bestaat in een bepaalde hoeveelheid en kan daarom worden gemeten.”

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A Brief History of Public Risk Management 

Towards a holistic approach 

Finn Kjaer Jensen | February 2007

It certainly is true that governments have practiced risk management, in a general sense of the term, for thousands of years. Ancient cities that built walls to keep out invaders were practicing an elementary (but sound) form of risk management. Indeed, risk management is a fundamental purpose of government – government is, to a considerable degree, risk management. Further, there are numerous activities in the public sector that can be characterized as risk management (immunization programs, defense policy), but which are entwined with other functions of government.

The Categories of Public Sector Risk Management 

To better appreciate the historical process that has led to the present risk management environment, it is useful to first understand the general framework of risk management in the public sector. 

As an interesting point of reference, the UK central government (the Cabinet Office’s Strategy Unit) issued a statement in 2002 that characterized public sector risk management as possessing three facets 1) managerial, 2) regulatory, and 3) stewardship. These facets reflected the fact that risk management sometimes was a direct part of the management of public institutions, but that often it involved less direct activities – for example, regulating the behavior of other private and public organisations and influencing other sectors or taking a leadership role to address public concerns beyond the reach of an individual public entity. The main focus of this article is on the “managerial” domain. This facet of public risk management is known as ORM (Organisation Risk Management, or, with increasing frequency, ERM or Enterprise Risk Management). 

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PRIMO Risk Management Award 2009

The Darlington Borough Council received the PRIMO Risk Management Award 2009. The borough’s approach demonstrates a holistic view of public values and their risks and government services to citizens. It links the government to its partners, is excellent at working, and is highly effective in delivering success. In Darlington, an innovative model has proved popular and introduced a common approach to managing risk within the Authority and all partnerships. It has also raised the risk management profile within the decision-making process for partnerships and improved service delivery.

One Darlington, Perfectly Placed

Interview with George Cornforth, Risk and Insurance Manager Darlington Borough Council

Inge Sebregts | December 2009

Partnership working and building relationships to improve the future is now fundamental in public service delivery. ‘One Darlington: Perfectly Placed’, Darlington’s Sustainable Community Strategy sets out a vision for Darlington, with partnership working key to its delivery. However, partnership working involves risks as well as opportunities and embedding risk management within the culture of partnerships and developing effective governance arrangements are therefore vital for their success.

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