What Should Your Risk
Management Policy Look Like?...
Getting back to the question then, the systems and physical resources you
want as an outcome of embarking on the risk management process are those which will be
used on an ongoing basis in the day to day management of sport (management including
administration, coaching, officiating etc.), that has the effect of improving the quality
and safety of the sport. They must be user friendly, be simple to understand and be
readily accessible to all. In meeting these requirements there will be substantial
variation from organisation to organisation.
Whilst risk management programs are unique to each organisation, I do believe
that there should be similar characteristics in regard to documentation. The risk
management policies and procedures are best kept in a manual which is available and
informative to all administrators, officials and other relevant personnel. The
manual needs to have the flexibility of providing for upgrade and amendment as risk
management is an ongoing process with continual review. No risk remains
static.
The risk management manual should include a policy statement. This defines
the organisation's policy for managing risk and it's relevance to it's strategic plan,
goals and objectives. The policy may include:-
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the
rationale for managing risk
the
objectives of, and commitment to, risk management
the links
between the risk management and strategic plans
the extent
of issues to which the policy applies
guidance on
what may be considered acceptable risk
advice on
who is responsible for managing risk and the support available to them
the level of
documentation required
plans for
review of the program
The core of
the manual identifies risks and details how each is to be treated. A complete risk
management program will address all risks to which the organisation is exposed. To
facilitate risk identification it is effective to split the total risks of the
organisation into broad categories. How these risk categories are determined is at
the discretion of the organisation, but often they are aligned with existing
structures. For example, risk categories could be facilities, coaching, finance,
administration, etc. It is convenient then that the risk management manual is
indexed into the categories nominated thus providing sections which may be more relevant
to some people within the organisation than others.
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