7. eNHANCED rISK mANAGEMENT (ERM) –
PHASE 1
GESTION
AMÉLIORÉE DES RISQUES (GAR) – PHASE 1
COMMITTEE RECOMMENDATION:
That Council approve the conceptual
Enhanced Risk Management Framework described in this report, including the
revised Enhanced Risk Management Policy attached as Document 2.
RECOMMANDATION DU COMITÉ
Que le Conseil approuve le cadre conceptuel de gestion améliorée des
risques décrit dans le présent rapport, y compris la politique révisée de
gestion améliorée des risques énoncée dans le document 2 ci-annexé.
DOCUMENTATION
1. City
Manager’s report dated 6 April 2010 (ACS2010-COS-ODP-0004).
2. Extract of Draft Minute,
6 April 2010.
Report to/Rapport au:
Corporate
Services & Economic Development Committee
Comité des services
organisationnels et du développement économique
and Council / et au Conseil
April 6 2010/ le 6 avril 2010
Submitted by/Soumis par: Steve Kanellakos
Deputy
City Manager, City Operations / directeur municipal adjoint, Opérations
municipales
Contact Person/Personne-ressource :
Donna Gray, Director/directrice
Organizational Development and
Performance/Services du développement et du rendement organisationnels
613‑580‑2424,
ext./poste 25684
SUBJECT:
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eNHANCED
rISK mANAGEMENT (ERM) – PHASE 1 |
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OBJET: |
GESTION AMÉLIORÉE
DES RISQUES (GAR) – PHASE 1 |
REPORT RECOMMENDATION:
That the Corporate Services and Economic Development Committee
recommend that Council approve the conceptual Enhanced Risk Management
Framework described in this report, including the revised Enhanced Risk
Management Policy attached as Document 2.
RECOMMANDATION
DU RAPPORT
Que le Comité des
services organisationnels et du développement économique recommande que le
Conseil municipal approuve le cadre conceptuel de gestion améliorée des risques
décrit dans le présent rapport, y compris la politique révisée de gestion
améliorée des risques énoncée dans le document 2 ci-annexé.
EXECUTIVE SUMMARY
The purpose of this report is to advise Committee and
Council of the work undertaken by staff on the enhanced risk management (ERM)
program and request approval of the conceptual ERM framework, which includes
the revised ERM policy.
The
Auditor General’s report on the City’s Management Control Framework in 2005
contained recommendations with respect to risk management. As well, City Council in 2008 directed staff
to undertake a number of initiatives on risk management to create a better
awareness of its importance in the delivery of municipal services.
Staff has made significant progress on the Auditor General’s and Council’s recommendations by completing a conceptual ERM framework, revising the previously approved Council risk management policy, developing a guidance module on how to do a risk assessment utilizing the tools and templates from the framework, completing four risk reviews in operational areas and establishing a Corporate Risk Management Committee to guide ERM activities.
Over the next 24 months, staff will prepare and implement the communications and training plans required to support managers in the identification, assessment, mitigation and monitoring of risks in all program areas of the City. Upon completion of training, Management Performance Appraisals will be amended to include an assessment of risk behaviours component.
RÉSUMÉ
L’objectif
de ce rapport est de donner des avis au Comité et au Conseil municipal
relativement au travail accompli par le personnel pour le programme de gestion
améliorée des risques (GAR) et de demander l’approbation du cadre conceptuel de
la GAR, comprenant notamment une politique en la matière.
Le rapport du vérificateur
général de 2005 sur le cadre de contrôle de la gestion de la Ville comprenait
des recommandations concernant la gestion des risques. De même, en 2008, le
Conseil municipal avait demandé au personnel de la Ville de mettre en œuvre
diverses initiatives en gestion des risques dans le but de favoriser une
sensibilisation accrue à cette question au sein des services municipaux.
Le personnel de la Ville a fait de grands
progrès pour la mise en pratique des recommandations du vérificateur général et
du Conseil municipal. Le cadre conceptuel pour la GAR a été réalisé, la
politique de gestion des risques déjà approuvée par le Conseil municipal a été
révisée, on a mis sur pied un module d’encadrement sur la façon d’évaluer les
risques à l’aide des outils et des grilles de la structure conceptuelle, on a
procédé à quatre examens des risques dans des centres opérationnels et à la
mise sur pied d’un Comité de gestion des risques pour encadrer les activités de
GAR.
Au cours des 24 prochains mois, le personnel
préparera et mettra en œuvre les plans de communication et de formation
nécessaires pour aider les gestionnaires à repérer, évaluer, réduire et
contrôler les risques dans tous les secteurs des programmes de la Ville. Une
fois cette formation complétée, les évaluations de rendement des gestionnaires
seront mises à jour afin d’inclure une évaluation de la composante des
comportements à risques.
In
the 2005 Audit of the Management Control Framework, the Auditor General
identified there was “no enterprise-wide approach, or ability for the City to
consistently assess the level of risk it faces across the organization to aid
in planning and priority setting”. As part of that audit, the Auditor General
recommended that the City’s senior management introduce integrated risk
management within the City as part of the planning and performance management
cycle including such activities as:
· Development of an integrated[1]risk management policy;
· Development of tools and approaches for risk management; and
· Provision of risk management training.
On
May 9, 2007 Council approved an approach to implement the Auditor General’s
recommendations. The expected outcome
was the development a new corporate integrated risk management policy and to
train management staff involved in the evaluation of risk as part of the
business planning process for each Branch.
On
March 26, 2008, Council approved a report from the Long Range Financial Plan
Sub-Committee (Reference Number ACS2008-CMR-CSE-0026) with respect to Risk
Management. The recommendations approved by Council were:
- Develop a conceptual ERM Framework aligned with Strategic Branch Reviews;
- Prepare tools to support the ERM Framework, including:
a) Templates and approaches;
b) Assessment of risk behaviours as part of management performance appraisals; and
c) The inclusion of a Risk Management Implication section on staff reports to Committee and Council;
- Provide training to support the ERM Framework and culture change;
- Undertake Risk Management Reviews of two key clients (2008 and 2009); and
- Establish a Risk Management Committee to monitor ERM progress and report on Phase 2 for Budget 2010.
The purpose of this report is to advise Committee and Council of the work undertaken by staff on the enhanced risk management program and request approval of the conceptual enhanced risk management framework and the revised enhanced risk management policy.
DISCUSSION
· Provide the foundations and organizational arrangements that will embed it throughout the organization at all levels. It is through the building of a framework that the City decides which ERM components best address needs and then decides how these components will be implemented in the City. Choices will be influenced by the City’s goals, objectives, risk management culture and philosophy;
· Deliver a proactive, systematic and consistent approach to understand, manage and communicate risks from an organization-wide perspective;
· Contribute to building a risk-conscious culture that allows for innovation and responsible risk-taking while ensuring legitimate precautions are taken to protect the public interest, maintain public trust and ensure due diligence;
· Standardize communication and consultation methods with respect to critical risks in order to achieve an organization’s business objectives.
The key objectives of the Enhanced Risk Management framework are to:
- Integrate ERM into existing business processes such as Service Excellence Plans and the City Strategic planning process;
- Embed a proactive risk management culture in City managers and increase accountability;
- Enable informed decision-making by developing a consistent process that facilitates the identification, assessment, prioritization and reporting of risks across the City;
- Reduce surprises (unacceptable events or situations);
- Better prepare the City’s business units to manage new risks that might emerge due to changes in the business environment;
- Realign resource allocation as part of the mitigation process and, thereby, jointly manage City-wide risks in a cost-effective way; and
- Provide consistent tools and approaches to facilitate cross organizational discussions on risk issues resulting in Citywide implementation and mitigation strategies
The framework establishes the foundation for enhanced risk management in the City. This foundation sets a common understanding of the benefits of risk identification among all City managers. It documents the roles and responsibilities for risk management in the corporation from City Council to managers. The framework provides a common set of tools for management to identify, assess, prioritize and mitigate risk within their respective areas of service and program delivery. The framework communicates risk tolerance and a process to develop a Corporate Risk Profile.
It is important to acknowledge that risk management is not new to the City of Ottawa. City Council approved a risk management policy in September 2001. Many branches and divisions in the City have a long history of addressing risk in the delivery of their programs and services. As a consequence, an effective risk management culture already exists in some work groups. These risk management activities are ongoing and will continue to be fundamental to our business. This framework will support and expand that knowledge base, increase awareness and the management of risk to all other areas of the corporation.
A summary of the Conceptual Enhanced Risk Management Framework is included in Document 1 of this report.
The ERM policy will provide staff with an approved direction to ERM and is an overarching document from which all city departments can take guidance.
The revised policy on Enhanced Risk Management is attached in Document 2. The major changes are:
- A concise policy statement that embraces and commits enhanced risk management in all aspects of city operations;
- The commitment to monitor, report and document risk management;
- The inclusion of management accountabilities and performance metrics for identifying risk in city operations;
- An emphasis on a corporate-wide, systematic approach to risk management that seeks to identify and manage potential risks effectively; and
- The inclusion of clearly defined responsibilities for risk management in the corporation.
a)
Templates and
approaches
A Risk Management Module has been created to assist managers s to consider and incorporate risk management into their service delivery and operations. It provides the tools, templates and approaches for managers to identify the top three to five risks in their lines of business.
This module explains how to do a risk assessment, which is an application of the ERM process. The module’s various tools address context setting, determining risk impact, establishing likelihood or frequency, plotting risk impact and frequency to recognize risk exposure, reaching a risk score, prioritizing in order of risk exposure and, finally, establishing mitigations to control high risks. A chart is provided on sample risk categories to consider. A template is also provided to visually identify the result of the risk assessment based on the impact and likelihood of a risk occurring. High risks require a mitigation strategy. (A sample copy of these tools/templates is included in Document 1.) The end product is a summary chart capturing the outcomes of the exercise and documenting the mitigations planned for each risk.
The outcomes of the risk analysis will be incorporated into the department Service Excellence Plans. Assistance to understand and apply the Module will be provided by Corporate Risk Management. These departmental results will form a comprehensive list of all the City’s risks. The risk assessment process will then be used by senior management to create a prioritized list of the City’s top risks – a Corporate Risk Profile.
b)
Management
performance appraisals
Once training has been delivered, the management performance appraisals will be updated to include an assessment of risk behaviours.
c)
Risk
considered as part of Committee/Council reports
A risk implications section now forms part of the staff reports to Committee(s) and Council. Staff preparing reports must consider and address risk within the context of the report. The report writer is responsible to route reports to Corporate Risk Management in the department of Organizational Development and Performance for review to ensure that risks have been adequately addressed. Corporate Risk Management is also available to provide assistance to the report writer(s)/subject matter expert(s) on potential risk implications at an early stage in the development of a report.
Training
Formal training on the Enhanced Risk Management Module will be provided to targeted City staff. It is anticipated that the training and communication plans will be developed in 2010 and rolled out to staff in 2011. A major part of this training will focus on the risk assessment process.
Risk Management Reviews
In 2008 and 2009, Corporate Risk Management worked with key clients to undertake risk management reviews. The review results have identified specific areas where operations can be changed to reduce or eliminate potential risks. The management of the respective work groups are responsible to act on the recommendations, as resources are available and to monitor their completion. A summary of the reviews follows.
Risk reviews completed in 2008
a)
Surface Operations
On August 6 and 7, 2008, a risk review of Surface Operations winter maintenance procedures was conducted by the Frank Cowan Company, the City’s liability insurer. The project involved reviewing the City’s documents, policies and procedures with respect to two known storms that were chosen by Cowan. These storm events occurred on December 1 – 5, 2007 and March 8 – 11, 2008. Two of the City’s work yards were selected and each was allocated a storm date. The final report contained nine (9) recommendations; 7 directed at Surface Operations and 2 for Legal Services. The results of the review provided staff and management with recommendations and observations that will improve operational readiness in future storm occurrences.
b) Parks & Recreation
A risk review was conducted in early November 2008 and focused on Parks and Recreation. The review looked at a variety of sites including two multi-use community centres: one rural and one in the inner city. Parks and Recreation chose the community centres and provided the reviewer with current policies and procedures. The chosen sites were Walter Baker Arena, Ray Friel Complex, Millenium Park, Fisher Heights Daycare and Centrepointe Skateboard Park. The first phase examined seven (7) elements deemed essential in the development of a successful risk management program and the second phase consisted of physical inspections of the selected sites. The purpose of the inspections was to review the sites for legislative compliance and assess potential liabilities.
Five recommendations resulted mainly falling under the category of ‘Documentation’. Additionally, there were 2 recommendations arising from the site inspections. Parks and Recreations staff has used the review results to modify their operations.
Risk reviews completed in 2009
a)
Ottawa Public Library
Ottawa Public Library (OPL) Services requested a privacy focussed risk review to assist with their risk management practices. The focus of this review was to evaluate how the Library is doing to safeguard the privacy of staff and users. This suggestion came from a member of the Library Board. The Frank Cowan Company conducted the review in July 2009.
Ottawa Public Library’s policies and procedures were reviewed and four (4) sites were physically inspected. Additionally, there were interviews with site managers regarding OPL’s policies and procedures.
Four broad recommendations resulted and are being implemented by OPL.
The Frank Cowan Company provided a risk management review report on the City’s skateboard parks. The review was conducted September 13 through 17, 2009 and involved 14 locations. There were 7 recommendations under the heading ‘Signage and Emergency Contact’, one “Maintenance and Repair Inspections’ recommendation and one “Component Improvement’ recommendation. Parks and Recreation staff has fully implemented the recommendations.
The conceptual risk management framework described above was developed using best practices from the field of risk management including COSO (Committee of Sponsoring Organizations), AS/NZS 4360:2004 (Australia/New Zealand Standard) and ISO (International Organization for Standardization) 31000. All are popular international standards for risk management. Input from other municipalities more advanced in risk management capability was built in.
Both Senior Management Committee and Executive Committee have approved the framework. City staff will receive training on the framework and will use it to identify, assess and document key risks using a common approach. The ERM framework provides a reliable systematic approach for managers to manage risk within their spheres of responsibility consistent with approved risk tolerances.
The revised risk management policy, attached as Document 2, was developed in consultation with the Corporate Risk Management Committee. The Committee consists of senior staff from a wide range of City departments who are risk practitioners. The Committee supports the approval of the draft policy. Senior Management Committee and Executive Committee have also approved the draft policy.
NEXT STEPS
Staff will continue with the following activities to successfully implement Enhanced Risk Management in the corporation during Phase 2 in 2010 and 2011:
a) Communication plan including a risk escalation procedure;
b) Development of a training program in 2010;
c) Delivery of training in 2011 to managers and supervisors;
d) Accountability of risk behaviours built into management performance appraisals;
e) Development of Corporate Risk Profile in 2010-2011; and
f) Establishment of monitoring and reporting processes based on Risk Profile in 2011.
g) Report progress on the implementation of the framework to Council in 2011.
RURAL IMPLICATIONS
There are no specific rural implications associated with this report.
CONSULTATION
The Corporate Risk Management Committee was consulted in the development of the Enhanced Risk Management policy.
LEGAL/RISK MANAGEMENT IMPLICATIONS
There are no legal/risk management impediments associated with this report.
FINANCIAL IMPLICATIONS
There
are no financial implications associated with this report.
DISPOSITION
Staff will action any direction received as part of consideration of this report.
Document 1
All entities face uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. ERM enables management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. The ERM framework recognizes culture and provides processes and tools to identify strategic opportunities and reduce uncertainty. The ERM framework establishes communication and consultation methods with respect to critical risks in order to achieve an organization’s business objectives. It formalizes process and content accountability.
Adopting ERM is a major undertaking. It requires the City to examine how to manage risk comprehensively. This is how competitive advantage is achieved even as the City’s risks keep increasing.
The framework will allow City staff to
identify, assess and document key risks using a common reliable approach.
Following is an outline of each section of the framework.
1.
What is Risk Management &
ERM? Why do we do it?
ERM is a continuous, proactive, systematic and consistent process to understand, manage and communicate risks from an organization-wide perspective.
2.
The Global Perspective of Risk
in the Public Sector
Discusses risk management guidelines including COSO, AS/NZS 4260 and ISO 31000. By adopting elements from each approach, the City has the best process to apply to its activities.
3.
The Evolution of Risk Management
at the City
Discusses the history of risk
management at the City and its journey from traditional risk management to ERM.
4.
Framework
a)
Objectives & principles
ERM’s objectives are to: embed risk management into the culture of the organization, reduce events or conditions that create uncertainty and to ensure that unplanned events are managed effectively.
Principles include a commitment to promote and reward ‘risk-conscious’ thinking and behaviour throughout the City. By becoming part of decision making, risk management will help prioritize actions and distinguish among alternative courses of action.
b)
Governance Structure
The design of a robust architecture for enhanced risk management begins with a clearly understood governance model describing ERM related responsibilities and accountabilities. Council’s role is to approve the risk policy, ensure that the major risks of the City are considered and approve risk tolerance.
c)
Risk
Management Committee
This Committee provides advice and guidance to Corporate Risk Management on the development and implementation of the ERM program. They validate the risk management tools and reporting processes to ensure that these can be applied across the City.
These risk practitioners are the means by which ERM integrates into the City’s departments.
d)
ERM policy
Our policy states that the City is committed to develop, implement and practice ERM to ensure risks that impact the City’s strategies and objectives are managed.
e) Tools & Resources
A Risk Management Module has been created to assist Management to consider and incorporate Risk management into their service delivery and operations. Managers will use the Module to identify the top three to five risks in their operations. The outcomes of the risk analysis will be incorporated into the Department Service Excellence Plans. Assistance to understand and apply the Module is available from Corporate Risk Management.
The charts on the following page are examples of the tools/templates that are available to assist in completing a risk assessment.
Sample of Risk
categories
Likelihood rating tool
H
= requires a strategy
M
= risks must be considered
Low
= risks usually accepted
Formal training on the Module will be provided to targeted staff. It is the intent that training and communication plans will be developed in 2010 and rolled out to staff in 2011.
A major part of this training will focus on the risk assessment process, which is a desired tool sought by many City departments.
f) Tolerance/Appetite
Articulating risk appetite and tolerance sets the parameters for risk-informed decision making. There must be an alignment between corporate risk appetite and risk-taking in practice. To achieve alignment, risk appetite must be fully articulated and applied in the front lines.
g) Link
to Planning & Performance
A Risk Management module forms part of the Service Excellence Plan. Departments will identify their top 3 – 5 risks. These will then be rolled up into a corporate Risk Profile. Senior management will then assess to determine a city-wide risk profile.
The next Strategic Planning process of the City will utilize this information.
h) Application of the ERM Process
This module explains how to do a risk assessment, which is an application of the ERM process. The module addresses context setting, impact and frequency determination, reaching a risk score, controlling and monitoring risk. Finally, prioritized risks are recorded on a Summary chart.
i)
Risk Monitoring & Reporting
Under the existing model, risk practitioners are resident in City departments and participate in the Corporate Risk Management Committee. The risk escalation procedure will dictate what risks must be elevated to senior management and Council. Day-to-day monitoring of risk is conducted by the risk owner.
Future ERM plans are to measure and manage risks quantitatively and aggregated on an enterprise-wide basis.
5.
Lessons
Learned
What we can learn from other organizations more advanced in their ERM journey.
6.
Next
Steps
The steps required to advance the risk management program in the City are identified.
enhanced risk management
Policy
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Approved
By |
City Council |
Approval Date |
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Section
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Organizational Development and Performance |
Effective
Date |
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Revision
Date |
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policy statement The City of
Ottawa is committed to develop, implement and practise Enhanced Risk
Management (ERM) to ensure risks that impact the City’s strategies and
objectives are managed. |
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purpose To create a
risk-aware corporate culture where the management of risks is integrated into
the operations and administration of the City. The
objectives of Enhanced Risk Management are to:
Applying a
systematic ERM approach and recognizing risk management as critical to the
achievement of the City’s governance responsibilities will accomplish
this. Departments will have clear
accountability for both ownership and cost of risk and the tools to
effectively manage and report risk.
This should enhance public confidence and avoid unexpected/undesired
outcomes. |
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application This Policy
applies to all City employees, Boards and Committees of Council, their
employees and volunteers. |
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policy requirements ERM is an
addition to and not a replacement for existing risk management activity. Employees are expected to promote and
facilitate appropriate risk control techniques to manage the risks to the
public and employees’ health, safety and security, mitigate liability and
protect corporate assets against loss and damage. Risk financing strategies consistent with
corporate objectives shall be utilized, including the procurement of
insurance coverage, an adequately funded self-insurance program and a
prudently managed Insurance Reserve Fund.
Sound claims management practices shall be delivered. The City is
committed to the application of an ERM process, which includes a systematic
approach to the anticipation and identification of loss exposures, the
assessment of those exposures, in terms of frequency and severity, and the
application of risk control measures.
Clearly defined risk tolerance establishes the total risk the City is
willing to accept or retain. Staff are
responsible to report incidents, assess exposures, reduce, control and
monitor risk in corporate programs and operations. Stakeholders shall ensure that risks are
brought within the City’s risk appetite. Specific
directions to accomplish the ERM Policy objectives include: ·
Identify,
assess, analyze, evaluate, categorize and prioritize risks ·
Accept
or mitigate risks ·
Monitor,
report and document risk activity ·
Communicate
risks and mitigation strategies to Council, Committee, senior management and
internally ·
Choose
compensation policies and performance metrics to promote and track the
pursuit of a risk-aware corporate strategy |
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responsibilities The
management of risk is a shared responsibility at all City levels. All employees are required to
demonstrate risk-aware thinking and accountability and communicate
significant risks to their managers and Council. City Council approves,
oversees and promotes the ERM initiative. The City
Manager ensures compliance with the ERM Policy and for overall risk
management throughout the City. The Executive Committee retains
overall accountability for ERM, sets the City’s risk tolerance and approves
the ERM framework. The
Senior Management Committee oversees the implementation of an appropriate ERM
program. Managers support the City’s
ERM philosophy, promote compliance and manage risks within their spheres of
responsibility, consistent with the City’s risk appetite.
Department Managers own, and
are therefore accountable for the effective management of risk within their
department. They are responsible for
the application of risk-aware thinking in day-to-day activities.
The Deputy
City Solicitor has responsibility for insurance activities.
The Manager,
Litigation and Labour Relations is responsible for claims
activities.
Corporate
Risk Management
provides guidance for the advancement and support of ERM throughout the City.
It develops, implements and maintains the framework for the management
of risk. It develops and executes ERM
initiatives and ensures the integration of ERM with strategic management and
decision processes. |
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monitoring/contraventions Department
Management Teams will monitor the application of the ERM Policy to ensure
that policy requirements are met within their jurisdictions. The ERM
Policy and its framework will be regularly reviewed, verified and continually
improved. Non-compliance
may result in disciplinary action, up to and including dismissal. |
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references Occupational
Health and Safety Policy City Owned
Property Insurance Claim Policy City Owned
Property Insurance Claim Procedures Claim
Reporting Procedures Involving Members of the Public or City Property Strategic
Branch Reviews Policy, 2008 Procedures
for Strategic Branch Review, May, 2008 Strategic
Branch Review, Support Module E: Risk Management, June, 2008 |
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legislative and administrative authorities City Council Minutes, Risk Management
Policy Statement, Sept 12, 2001 Audit of
the Management Control Framework Recommendations, Office of the Auditor
General, 2005 Council-approved
Audit Recommendations, May 9, 2007 Council-approved
Long-Range Financial Plan Sub-Committee, Report 3
Recommendation to implement Phase 1 of an ERM process, March 26, 2008 |
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definitions Enhanced
Risk Management (ERM)
– provides a continuous, proactive, systematic and consistent approach to
understand, manage and communicate risks from an organization-wide
perspective. Risk – an event or conditions that
create uncertainty around the achievement of objectives and/or variation of
the expected outcome(s) over time.
Risk is inherent in any business venture. Risks can be threats or
opportunities and are measured by impact/consequences and likelihood/probability. Risk
Management – the
systematic process of identifying, analyzing and responding to risk. Risk Management includes the avoidance
and/or mitigation of hazards, the management of uncertainty and the
harnessing of opportunities. Risk
Management Committee
– a management committee formed under a Council directive to oversee,
guide and monitor ERM at the City of Ottawa. Risk
Tolerance (or Risk Appetite)
– the total amount of risk acceptable to Council and senior management while
pursuing the City’s mission and vision.
It is the City’s readiness to bear risks after mitigations are
effected. The measurement of risk may
be evaluated qualitatively or quantitatively.
Risks need to be brought within the City’s risk tolerance. The Risk Impact Measurement chart sets out
the City’s tolerance for risk. Risk
Owners – are
accountable for the risk (usually the operating department) and responsible
to implement the risk treatment, maintain risk controls, document and report
relevant risk information. . |
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keyword search Claims Corporate
Risk Management ERM Enhanced
Risk Management Enterprise
Risk Management Insurance Liability Risk Risk
Appetite Risk
Impact Risk
Management Risk
Owner Risk
Tolerance Self-insurance |
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enquiries For more information on this Policy,
contact: Corporate Risk Management Organizational Development and Performance
Department Corporate Business Services City Operations Tel: 613-580-2424, ext. 43703 |