We aim to integrate risk management into our strategic and business planning, decision making processes and operations.
As the First Minister’s department, we are motivated to deliver important social and economic reforms, and to support the Victorian government in meeting the challenges arising from the COVID-19 pandemic.
DPC’s integrated risk management approach means that we aim to integrate risk management into our strategic and business planning decision-making processes and operations. This integration means that, as a routine part of our work, we take informed risks and make decisions that are consistent with the amount of risk we will accept to meet our objectives.
DPC has moderate appetite for risk and will consider the costs and benefits when taking risks, preferring balanced outcomes. Staff are supported to manage risks within risk appetite, through the regular identification, assessment, monitoring and briefing up of risks at all levels of the department.
Principles for making complex decisions
We apply the following principles against our risk categories when making complex decisions.
Strategic
Adopt a confident approach when taking risks that support significant policy reform and improve outcomes for Victorians. Reduce exposure to risks that could negatively impact the achievement of long-term strategic objectives.
Operational/Service delivery
Be confident when making improvements to service delivery and performance, acknowledging the potential for short-term disruptions in the pursuit of long-term benefits.
Reputation
Always assess the likely impacts and benefits of reforms before selecting a preferred option. Look for other options where reforms deliver less benefit than anticipated, avoiding options that may result in sustained or material loss of public or government trust.
Financial
Manage within budgets and avoid the risk of cost overruns by reallocating existing resources to deliver priority work. Always comply with ministerial financial management directions or relevant financial requirements.
Compliance and Legal
Comply with DPC’s legal and statutory obligations. Misbehaviour and intentional non-compliance are taken seriously at all levels.
People
DPC works to foster and promote professional public administration, good governance and accountability to achieve public value, whilst being responsive to government demands.
All employees are required to adhere to the Code of Conduct for Victorian Public Sector Employees at all times.
Risk oversight is allocated between the Board of Management, Groups and initiative or program leads, depending on the types of risks being managed, which may include:
- Branch / initiative or program risk — risks that are specific to DPC branches or specific programs of work.
- Enterprise risk — risks that impact the ability to achieve departmental objectives.
- Shared risk — risks shared by two or government more agencies; and
- State-significant risk — risks where potential consequences or impacts on the community, the Government and the private sector are so large as to be of state significance.
All staff are responsible for risk management at DPC. DPC strives to enable a positive risk culture in which risk is routinely considered at all levels of the department. DPC is committed to the continual improvement of risk management practices and culture, which is responsive to internal and external contextual changes.
DPC strives to enable a positive risk culture in which risk is routinely considered at all levels of the department. Regular communication on risk, tone from the top, senior leaders and managers who are supported in their decision making and encouraging staff to raise and discuss risk as part of their work.
Updated