2Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra tegy
3Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra tegy
by Anne Robertson and Colin Mackenzie
The Council recognises risk management and business continuity as an integral part of its Corporate Governance arrangements. We recognise that there are risks involved in everything we do and that the Council has a duty to manage these risks in a structured manner. In doing so, the Council will better achieve its objec-tives and enhance the quality of the services it provides.
We are therefore committed to adopting best practice for the identification, evaluation and cost effective control of risk to ensure that they are eliminated or reduced to an acceptable level. Elected members and the Senior Management Team are committed to the necessary allocation of resources to enable effective management of risk throughout Aberdeenshire Council.
Our workforce will be supported to ensure they have a clear understanding of the nature of the risks faced and their role in eliminating or mitigating the risks associated with their area of work.
Business continuity and emergency planning are key elements in ensuring that we can continue to provide critical services in times of adversity. We will continue to ensure that support is provided to all Services to ensure that effective contin-gency plans and processes are in place to deal with disruptions to identified critical services or systems.
Your continued commitment to “doing the right things right” is an essential element of Aberdeenshire becoming the best area and the best council.
Anne Robertson Colin Mackenzie Leader of the Council Chief Executive
4Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra
Our Risk Management & Business
Aberdeenshire Council is an organisation committed to continual improvement and development through both innovation and a willingness to change and adapt.
The Council firmly believes that risk requires to be properly managed rather than avoided and that effective risk management will not stifle creativity and innovation. In managing risk the Council will look to exploit opportunities as well as guarding against threats and ensure that decisions are taken with full regard and understanding of the possible impact upon the Council’s reputation, assets, financial resources, employees and the wider community.
The Council recognises its responsibilities under the Civil Contingencies Act 2004 and the need to provide resilient services and to support the community of Aberdeenshire in the event of an emergency arising.
To support this strategy we will:
•Work in partnership with our internal and external colleagues to identify and mitigate the risks we face as a Council
•Continually review and update our risk registers through employee and partner involvement
•Manage risk in a way that supports the delivery of excellent customer service in support of the Council’s vision and strategic objectives.
•Work with all Services to ensure that business continuity plans are in place to support the critical activities of the Council
•Engage with our employees, partner or-ganisations and the wider Aberdeenshire community to develop emergency plans and procedures proportionate to the risks faced
•Improve the communication links that support what we do.
5Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra tegy
Key Elements and Themes
Our strategy for risk management and business continuity has six key elements within three main themes, all of which have important links between them:
1. Continued development of our risk registers
2. Embedding risk management
3. Ensuring appropriate risks are insured
4. Ensuring that we have business continuity plans in place
5. Developing a business continuity manage-ment system
6Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra
Continued development of our
– a culture of continuous
We operate in an environment which is continu-ally changing and this has an impact on the risks that we face both strategically and operationally.
This strategy will ensure we:
•Identify, assess and manage strategic and op-erational risks in a consistent manner.
•Identify processes for managing project and partnership risk
•Review, challenge and update risks on a con-tinuing basis.
Embedding risk management
– risk is
a key element in our processes not an add on.
Risk management is about protecting our or-ganisation, our employees and the residents of Aberdeenshire. We need to identify the risks associated with a particular course of action at an early stage and ensure that the required controls are “built in” rather that “added on” at a later stage.
This strategy will ensure that:
•Appropriate guidance and training is developed and made available
•Risks are identified early and proportionate control measures put in place
•The likelihood of financial loss, service disrup-tion and reputadisrup-tional damage is mitigated effectively.
7Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra tegy
Ensuring appropriate risks are
- protecting the Council against
The Council recognises that risk cannot be eliminated entirely, therefore arrangements require to be in place to ensure that the Council is protected against financial loss.
This strategy will ensure that:
•Appropriate levels of insurance are put in place
•Some elements of risk are self-insured
•Reporting mechanisms are in place, including analysis of loss trends
Ensuring that we have business
continuity plans in place
– the ability to
deliver critical activities in times of adversity
There are many unplanned events which can occur which pose a risk to our organisation and which can cause major disruptions to services we provide. These unplanned events could be external (extreme weather conditions/ natural disasters) or internal (systems failure).
This strategy will ensure that:
•Critical activities and systems are identified
•Effective business continuity plans are developed
•Our business continuity plans are widely com-municated and understood.
8Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra
Developing a business continuity
– ensuring that our
plans are kept “fit for purpose”
The Council is constantly evolving and changing and our business continuity plans must evolve to reflect this.
This strategy will ensure that:
•A process is in place to review, test and update our plans
•Plans remain both adequate and effective
•The delivery of critical activities is not compromised.
9Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra tegy
Preparing for Emergencies –
that we have plans in place to respond to a
major civil emergency
As a Council we are committed to working with our colleagues in other public services to ensure that integrated plans are in place that will allow an effective response to major incidents occurring in Aberdeenshire and the wider Grampian area.
This strategy will help us:
•Ensure that effective contingency plans and processes are in place to deal with identified threats and risks
•Test and review our emergency response and business continuity plans
•Ensure that our emergency and business continuity plans are ‘fit for purpose’ and that an effective framework is in place to manage incidents.
Monitoring & Reviewing our Risk
Management and Business Continuity
The strategy will be monitored and reviewed at particular milestones or where any major change occurs which would require revision to particular actions.
Monitoring the effectiveness of the strategy will be carried out through the following:
•Corporate Risk Management Steering Group
•Policy & Resources Committee
•Scrutiny & Audit Committee
•Auditors – internal and external
The Head of HR & OD, in consultation with the Corporate Risk Management Steering Group, will review the strategy every three years and monitor its implementation annually.
10Aber deenshir e C ouncil ’s H ealth, S afet y, W ell-being and R isk Managemen t S tra tegy
Policy and Resources
Anne Robertson, Leader of the Council
Senior Management Team
Colin Mackenzie, Chief Executive
(or nominated Senior Officer as an interim arrangement)
Corporate Risk Management Steering Group
Chair: Colin Mackenzie, Chief Executive
Resilience Forum Chair: Wilf Weir, EL&L
Service Representatives Emergency Planning Unit
Service Management Teams
Service H&S/Risk Committees or Consultation Groups
to support their Service Management Teams
The remit of the subgroups:
1. Develop Corporate Policy in line with Action Plans 2. Monitor progress in Service Action Plans 3. Review and report to CRMSG
Service Representatives Trade Unions
Occupational Health Provider Employee Assistance Provider Health & Safety Executive (HSE)
Occupational Health & Safety Sub Group Chair: Philip Mckay, T&I
Remit is to:
1. Steer all aspects of risk in line with the strategies and policies for Risk Management & Business Continuity and Health, Safety & Well-being
2. Ensure implementation of corporate plans, in relation to these strategies
3. Oversee the work and progress of the subgroups 4. Report progress to Management Team and P&R
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Risk Management & Business Continuity Framework
Risk Management & Business Continuity Strategy Risk Management Policy & Procedures Business Continuity Policy & Procedures Business Continuity Risk Assessment Emergency Planning Policy & Procedures Emergency Plans (Generic) Emergency Plans (Scenario or Site Specific) Corporate & Service Risk Registers Partnership Risk
Registers Project Risk & Issue Logs
Corporate BC Plan
Risk Register Guidance Notes
Service BC Plans Establishment BC Plans
Pandemic Flu Plan Incident Management Framework Emergency Planning – Councillor Guidance
BIA & BC Plan Templates &
Produced by Aberdeenshire Council GDT12087 March 2010