Ross Wilkinson

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    Business Continuity Managementfor the Public Services

    Integrating BCM with other organisational functions

    10 May 2012

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    Ross Wilkinson BBus CPRM MRMIA

    Risk Manager Operational & Organisational

    Enterprise Risk Services Branch

    Department of Transport

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    Department of Transport

    Objectives*:

    Ensuring a transport system is provided consistent with the visionstatement and the transport system objectives

    Determining Strategic Policies for transport priorities that address

    current and future challenges

    Ensure in collaboration with other transport bodies that policies

    and plans for an integrated and sustainable transport system are

    developed, aligned and implemented

    * Section 33 Transport Integration Act 2010

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    How does the Department deliver to its Objectives?

    Determines the necessary functions

    Determines the resources required

    Builds a structure to manage the functions and

    resources

    Develops the policies and strategies to guide

    the functions and use of resources

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    Department of Transport Structure

    Secretary

    DepSec

    Strategic Transport

    Planning

    Gen Mgr

    Vic. Taxi

    Directorate

    Ex Dir

    People

    & Org Dev.

    Ex Dir

    Bus & Ex Serv

    Ex Dir

    Pol& Comm

    DirectorAudit & Ass.

    Ex Dir

    Sec & Em Mgt

    Ex Dir

    Trpt Planning

    & Programs

    Ex Dir

    I/Gov Rel

    Ex Dir

    Com & Place

    CFO

    Finance

    Ex Dir

    IntPrograms

    Development

    Ex Dir

    Regn, Go vn

    & Law

    CEO

    RRLA

    Ex Dir

    Trpt Projects

    Ex Dir

    Freight Logistics

    & Marine

    DepSec

    Programs

    Chair

    Reg Rail Link

    Authority

    Strategic Planning

    Programs

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    How does it do this?

    Corporate PlanDetails the Objectives, Policies, Strategies and Structure

    Business Plan

    Details the Functions, allocates the Resources and establishes the Timelines

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    The Business Cycle

    Risk

    Management

    Business

    Continuity

    Management

    Corporate

    &

    Business Plans

    Plan and Build

    Understand

    and Protect

    Manage

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    What is Risk?

    The effect of uncertainty on objectives

    AS/NZS ISO 31000: Risk Management Principles and Guidelines

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    Risk Management Process

    AS NZS ISO 31000:2009

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    Context

    The critical common component of the Business Cycle

    Basis of the Corporate Plan what do we need to do and

    achieve and what we need to do this

    Necessary for the understanding of the what and why of Risks

    Business Impact Analysis for the Business Continuity Plan

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    Risk is unavoidable!

    Taking risks is a normal unavoidable everyday necessity

    Risk management is not about risk avoidance. It is about being

    aware of where the risks are and managing them appropriately

    Taking controlled, informed risks is a sensible and everydayessential part of life

    Taking uninformed, uncontrolled risks is plain stupid

    We take risks not to avoid harm, but to achieve benefits and

    gains

    Risk taking is positive, not implicitly negative

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    Risk Registers

    Strategic Risk Register

    Failure to recruit and retain key people

    Loss of operating budget

    Fraud

    Information Security

    Divisional Risk Register Failure to recruit and retain key people

    Loss of operating capability

    Project budget overrun

    Business Impact Analysis

    Loss of key people/resources

    Loss of operating capability Criticality

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    Integration of Risk Management and BCM

    Context understanding of What and Why

    Risks what is Critical

    Controls enable adequate Prevention and timely Recovery

    All parts of an organisation should know and understand what they do, what theyneed and the criticality of their activities

    All should be measured against the organisational risk appetite to enable correctallocation of resources and effort not only in a crisis but during normal business

    Failing to Prepare is Preparing toFail

    Benjamin Franklin

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    Integration of Risk Management and BCM

    In reality we are all managers of Risk

    Preparing for the unexpectedenables

    1. Quick response and recovery

    2. Minimisation of disruption and costs

    3. Ability to capitalise on any opportunities presented

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    Planning and Operation

    Remember Newtons Third Law

    For every action there is an equal and opposite reaction

    Whether it arises from a planned function, or it is a risk management control

    or a BCP activity, options should be tested for any unwanted reactions or

    risks that they may introduce to the process:

    What can happen?

    Who can be affected by this?

    Is this a benefit or barrier to my desired outcome?

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    How does it do this?

    In Pure Terms

    Business Continuity Management is a risk management control

    process

    Business Continuity Plan is the actual risk control

    In Real TermsBusiness Continuity Management is a valuable aid to the Business

    Planning process in understanding what is required to make the

    business work

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    Business Assurance

    Attestation requires a management assurance as to the

    effectiveness of organisational risk management activities

    Enterprise Risk Services Branch annually seeks this from each

    Division to present a corporate view to the Secretary for his

    Attestation statement.Critical documents sought from each Division to support this include:

    Divisional Business Plan

    Divisional Risk Register

    Divisional Business Continuity Plan

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    Patron Saint of Enterprise Risk Services

    Saint Murphy

    Whatever can go wrong, will!

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    Final thoughts..

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    Any Questions

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    Workshop Close