Public Sector Leadership in Assessing and Addressing Risk:
Public Sector Leadership in Assessing and Addressing Riskexplores risk management in practice, focusing on the identification of risks in the European public sector while contextualising its Eurocentric analysis within a global setting; it lays the groundwork for understanding the main philosophical...
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Emerald Studies in Finance, Insurance, and Risk Management Series
v.4 |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Public Sector Leadership in Assessing and Addressing Riskexplores risk management in practice, focusing on the identification of risks in the European public sector while contextualising its Eurocentric analysis within a global setting; it lays the groundwork for understanding the main philosophical premises of risk management |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (263 Seiten) |
| ISBN: | 9781801179461 |
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| 505 | 8 | |a Intro -- Half Title Page -- Emerald Studies in Finance, Insurance, and Risk Management -- Title Page -- Copyright Page -- Contents -- List of Figures -- About the Editors -- Preface -- Acknowledgements -- Section One: Context -- Chapter One: Our Complex World -- Principles and Concepts -- Complexity -- Uncertainty -- Risk -- The Unknown, Unknowable, and Emergent -- Other Concepts and Terms -- Categories of Risk and Uncertainty -- Components of Risk and Uncertainty -- The Uncertainty Field -- Functional Levels of Risk and Uncertainty -- Perception of Risk and Uncertainty -- Public Risks -- Publicness -- Is There Such a Thing as Public Risk? -- What is Risk Management? -- References -- Section One Resources -- Chapter Two: The Public Sector Environment -- Principles and Concepts -- The Public Sector Environment -- Attributes of the Public Sector Environment and Institutions -- The Public Sector: Players and Playing Field -- Politics Versus Administration -- Separation of Powers -- The Value of Openness -- The Political Cycle -- Public Budgeting and Financial Processes -- Implications for Public Risk Management -- Special Topic: Public Risk Governance -- Clarifying the Meaning of Governance -- Risk Governance -- The Stakeholder Relations Framework -- Governance, Goals, and Purposes -- Organisational Capacity to Meet Governance Requirements -- References -- Chapter Three: History and Current Context -- Principles and Concepts -- The Three Facets of Public Sector Risk Management -- The History of Public Risk Management -- Sidebar: Innovation in Public Risk Management -- Historic Foundations: 'Technical' Risk Management -- Historic Foundations: Other Developments -- Enterprise Risk Management -- Special Topic: Risk Leaders/Risk Leadership -- Risk Leadership and Risk Governance -- The Risk and Risk Management Scene in Europe -- Surveying the Scene | |
| 505 | 8 | |a References -- Chapter Four: Public Organisation Risk Management -- Principles and Concepts -- Public Organisation Risk Management -- What is the Purpose of Risk Management? -- PORM Described -- ISO 31000: A Representative Risk Management Guidance -- The Elements of PORM -- Context and Mission Clarification. An acknowledged feature of risk management processes today, such as ISO 31000, is the importance of understanding the context in which risk management will be practised. Context refers to the history of the organisation, -- Assessment and Analysis. As illustrated in Fig. 4.3, assessment and analysis involves three overlapping activities: -- Adaptive Response. The term adaptive response (AR) here supplants the historic term risk control, as it involves several measures that do not fit into the traditional idea of controls. AR involves those activities that focus on avoiding, preventing, reduc -- Risk Financing. Risk financing activities enable an organisation to reimburse losses that occur and to fund programmes to reduce uncertainty and risk, or to enhance positive outcomes. The financing of losses can include measures like the purchase of insur -- Programme Administration. Reflecting on the above five recent developments that were likely to modify ISO-oriented thinking, this is likely where the biggest impacts will be seen. Programme administration relates to the way that risk management 'works' in -- Setting Risk Management Within a Public Organisation -- Applications in Wider Public Settings -- An Illustration of Risk Management in Local Governmental Bodies -- References -- Section Two: Assessment and Analysis -- Chapter Five: Assessment and Analysis I -- Principles and Concepts -- The Assessment and Analysis Framework -- Assessment and Analysis Begins with COCAs -- Environmental Sources of Risk and Uncertainty | |
| 505 | 8 | |a Hazards and Risk Factors/Perils and Opportunities -- Exposures to Risk -- Identification Tools and Techniques -- Sources of Information -- Analysis Basics -- The Uncertainty Chain -- Risk Measurement: Developing a Yardstick -- Hidden Costs/Benefits of Losses and Gains -- Dimensions of Exposure to Risk -- A Brief Comment on Frequency and Magnitude Measurement Terminology -- How is Assessment and Analysis Conducted? -- References -- Chapter Six: Assessment and Analysis II -- Principles and Concepts -- Thinking About Uncertainty: A Reminder -- The Risk Leader's Point of View -- Strategy Formulation and Risk Management -- The Strategic Management Process -- Risk and Strategy/Strategic Risk Management -- Risks of the Strategic Process -- The DALI Model -- Strategic Risks -- Global Risks. This book has already argued that in many respects 'risks are risks and uncertainties are uncertainties'. However, categorisation has practical benefits. A discussion of global risks is appropriate here, as the scale and scope present a rath -- Emergent Risks. Often the concept of emergent risks is conflated with global risks, and so it is discussed here as a clarification. The association with global risks comes from the general idea that risks that are emergent are new, partly, or completely u -- The Black Swan Phenomenon -- The Dunning-Kruger Effect -- Responses to Emergent Risks. In one sense, any response to emergent risks will follow adaptive responses as they are discussed in Chapters 8 and 12. Efforts can be made to try to avoid, control, transfer, etc. However, the characteristics of emergent risk -- Sustainable Resilience -- Resilience: A Practical Definition -- Five Components of Resilience -- Sustainability -- Reporting -- Complexity and Assessing, Analysing, and Reporting -- References -- Chapter Seven: Assessment and Analysis III -- Principles and Concepts | |
| 505 | 8 | |a Physical Asset Exposures -- How Are Physical Asset Exposures Classified? -- By Physical Asset Type. The simplest form of categorisation is by property classification type. Physical assets are classified broadly as either real assets or personal assets. Real property refers to land, fixed structures on that land, and - more or les -- By Cause-of-Loss (Gain) Type. This type is based on the nature of the peril or opportunity that affects or may affect a physical asset. There are several ways that perils might be broadly classified. A peril might be categorised as 'natural hazard-based' -- By Type of Loss (or Gain). Physical assets might be typed by the nature of the impact of peril/opportunity on the asset. These impacts would be direct, indirect, and consequential. Direct impacts would be an actual physical result - a police car is damage -- By Interest. It certainly is in keeping with the contracts, obligations, commitments, and agreements (COCA) view of organisations to observe that the best perspective of physical assets is not obtained by considering their tangible characteristics alone, -- How Are Physical Asset Exposures Valued? -- Financial Asset Exposures -- Derivative Value -- Nature of the Exposure -- Valuation -- Cyber Risks: An 'All Category' Risk -- Human Asset Exposures -- Legal and Moral Responsibility -- Principles and Concepts -- Civil Law Versus Common Law -- Legal Systems of Law -- Legal Liability Problems and Issues -- Tort Law -- A Comment on Contract Law -- An Overview of Specific Legal Exposures -- Moral Responsibility -- In Summary -- References -- Section Three: Tools, Applications, Responses -- Chapter Eight: Methods, Tools, and Techniques: Adaptive Response Measures -- Principles and Concepts -- What is AR? -- AR Control Tools -- Sustainable Resilience -- Avoidance -- Transfer and Distribution -- Risk/Uncertainty Reduction | |
| 505 | 8 | |a Loss Prevention -- Loss Reduction -- Disaster Planning and Management. A disaster can be defined as an accidental or intentional event that causes significant disruption to an entity's operations for an extended period (Barton, 1993 -- Deming, 1986). Disasters and other emergencies are usually -- Risk Neutralisation -- Risk Assumption -- A Cautionary Word: Risk Compensation -- Mandated Risk Control -- References -- Chapter Nine: Risk Financing -- Principles and Concepts -- Risk Financing -- The Risk Financing Framework -- Traditional Categories -- How Financing Occurs -- When Financing Occurs -- The Retention/Transfer Demarcation Line. While it is true that no tool or technique is exclusively transfer or retention - at least not conceptually - it is reasonable to ask what specifically distinguishes retention from transfer. In other words, what ar -- Risk Financing Methods in Overview -- Transfers -- Guaranteed Cost Insurance. Most insurance sold is priced based on a classification rating scheme, which means that the insurer develops risk groupings and calculates the average expected losses for those groupings - which in turn serves as the basis for t -- Experience Rated Insurance. Organisations that are large enough to produce a consistent volume of claims or exposures typically are subjected to a form of rating known as experience rating. This means that the organisation's own loss experience is used - -- Retrospectively Rated Insurance. For very large organisations, with highly credible loss data, insurers may employ a third form of rating. Retrospective or 'retro' rating is based on an insured's own current loss experience. In the sense that it is the in -- Neutralisation -- Retention | |
| 505 | 8 | |a The Degree of Control Over the Risk. In general terms, the more a risk can be controlled, the less necessary transfer appears. Control implies predictability, knowledge of the risk, and the means to manage it. In such circumstances, it commonly is more ef | |
| 520 | |a Public Sector Leadership in Assessing and Addressing Riskexplores risk management in practice, focusing on the identification of risks in the European public sector while contextualising its Eurocentric analysis within a global setting; it lays the groundwork for understanding the main philosophical premises of risk management | ||
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Datensatz im Suchindex
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| author | Young, Peter C. |
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| contents | Intro -- Half Title Page -- Emerald Studies in Finance, Insurance, and Risk Management -- Title Page -- Copyright Page -- Contents -- List of Figures -- About the Editors -- Preface -- Acknowledgements -- Section One: Context -- Chapter One: Our Complex World -- Principles and Concepts -- Complexity -- Uncertainty -- Risk -- The Unknown, Unknowable, and Emergent -- Other Concepts and Terms -- Categories of Risk and Uncertainty -- Components of Risk and Uncertainty -- The Uncertainty Field -- Functional Levels of Risk and Uncertainty -- Perception of Risk and Uncertainty -- Public Risks -- Publicness -- Is There Such a Thing as Public Risk? -- What is Risk Management? -- References -- Section One Resources -- Chapter Two: The Public Sector Environment -- Principles and Concepts -- The Public Sector Environment -- Attributes of the Public Sector Environment and Institutions -- The Public Sector: Players and Playing Field -- Politics Versus Administration -- Separation of Powers -- The Value of Openness -- The Political Cycle -- Public Budgeting and Financial Processes -- Implications for Public Risk Management -- Special Topic: Public Risk Governance -- Clarifying the Meaning of Governance -- Risk Governance -- The Stakeholder Relations Framework -- Governance, Goals, and Purposes -- Organisational Capacity to Meet Governance Requirements -- References -- Chapter Three: History and Current Context -- Principles and Concepts -- The Three Facets of Public Sector Risk Management -- The History of Public Risk Management -- Sidebar: Innovation in Public Risk Management -- Historic Foundations: 'Technical' Risk Management -- Historic Foundations: Other Developments -- Enterprise Risk Management -- Special Topic: Risk Leaders/Risk Leadership -- Risk Leadership and Risk Governance -- The Risk and Risk Management Scene in Europe -- Surveying the Scene References -- Chapter Four: Public Organisation Risk Management -- Principles and Concepts -- Public Organisation Risk Management -- What is the Purpose of Risk Management? -- PORM Described -- ISO 31000: A Representative Risk Management Guidance -- The Elements of PORM -- Context and Mission Clarification. An acknowledged feature of risk management processes today, such as ISO 31000, is the importance of understanding the context in which risk management will be practised. Context refers to the history of the organisation, -- Assessment and Analysis. As illustrated in Fig. 4.3, assessment and analysis involves three overlapping activities: -- Adaptive Response. The term adaptive response (AR) here supplants the historic term risk control, as it involves several measures that do not fit into the traditional idea of controls. AR involves those activities that focus on avoiding, preventing, reduc -- Risk Financing. Risk financing activities enable an organisation to reimburse losses that occur and to fund programmes to reduce uncertainty and risk, or to enhance positive outcomes. The financing of losses can include measures like the purchase of insur -- Programme Administration. Reflecting on the above five recent developments that were likely to modify ISO-oriented thinking, this is likely where the biggest impacts will be seen. Programme administration relates to the way that risk management 'works' in -- Setting Risk Management Within a Public Organisation -- Applications in Wider Public Settings -- An Illustration of Risk Management in Local Governmental Bodies -- References -- Section Two: Assessment and Analysis -- Chapter Five: Assessment and Analysis I -- Principles and Concepts -- The Assessment and Analysis Framework -- Assessment and Analysis Begins with COCAs -- Environmental Sources of Risk and Uncertainty Hazards and Risk Factors/Perils and Opportunities -- Exposures to Risk -- Identification Tools and Techniques -- Sources of Information -- Analysis Basics -- The Uncertainty Chain -- Risk Measurement: Developing a Yardstick -- Hidden Costs/Benefits of Losses and Gains -- Dimensions of Exposure to Risk -- A Brief Comment on Frequency and Magnitude Measurement Terminology -- How is Assessment and Analysis Conducted? -- References -- Chapter Six: Assessment and Analysis II -- Principles and Concepts -- Thinking About Uncertainty: A Reminder -- The Risk Leader's Point of View -- Strategy Formulation and Risk Management -- The Strategic Management Process -- Risk and Strategy/Strategic Risk Management -- Risks of the Strategic Process -- The DALI Model -- Strategic Risks -- Global Risks. This book has already argued that in many respects 'risks are risks and uncertainties are uncertainties'. However, categorisation has practical benefits. A discussion of global risks is appropriate here, as the scale and scope present a rath -- Emergent Risks. Often the concept of emergent risks is conflated with global risks, and so it is discussed here as a clarification. The association with global risks comes from the general idea that risks that are emergent are new, partly, or completely u -- The Black Swan Phenomenon -- The Dunning-Kruger Effect -- Responses to Emergent Risks. In one sense, any response to emergent risks will follow adaptive responses as they are discussed in Chapters 8 and 12. Efforts can be made to try to avoid, control, transfer, etc. However, the characteristics of emergent risk -- Sustainable Resilience -- Resilience: A Practical Definition -- Five Components of Resilience -- Sustainability -- Reporting -- Complexity and Assessing, Analysing, and Reporting -- References -- Chapter Seven: Assessment and Analysis III -- Principles and Concepts Physical Asset Exposures -- How Are Physical Asset Exposures Classified? -- By Physical Asset Type. The simplest form of categorisation is by property classification type. Physical assets are classified broadly as either real assets or personal assets. Real property refers to land, fixed structures on that land, and - more or les -- By Cause-of-Loss (Gain) Type. This type is based on the nature of the peril or opportunity that affects or may affect a physical asset. There are several ways that perils might be broadly classified. A peril might be categorised as 'natural hazard-based' -- By Type of Loss (or Gain). Physical assets might be typed by the nature of the impact of peril/opportunity on the asset. These impacts would be direct, indirect, and consequential. Direct impacts would be an actual physical result - a police car is damage -- By Interest. It certainly is in keeping with the contracts, obligations, commitments, and agreements (COCA) view of organisations to observe that the best perspective of physical assets is not obtained by considering their tangible characteristics alone, -- How Are Physical Asset Exposures Valued? -- Financial Asset Exposures -- Derivative Value -- Nature of the Exposure -- Valuation -- Cyber Risks: An 'All Category' Risk -- Human Asset Exposures -- Legal and Moral Responsibility -- Principles and Concepts -- Civil Law Versus Common Law -- Legal Systems of Law -- Legal Liability Problems and Issues -- Tort Law -- A Comment on Contract Law -- An Overview of Specific Legal Exposures -- Moral Responsibility -- In Summary -- References -- Section Three: Tools, Applications, Responses -- Chapter Eight: Methods, Tools, and Techniques: Adaptive Response Measures -- Principles and Concepts -- What is AR? -- AR Control Tools -- Sustainable Resilience -- Avoidance -- Transfer and Distribution -- Risk/Uncertainty Reduction Loss Prevention -- Loss Reduction -- Disaster Planning and Management. A disaster can be defined as an accidental or intentional event that causes significant disruption to an entity's operations for an extended period (Barton, 1993 -- Deming, 1986). Disasters and other emergencies are usually -- Risk Neutralisation -- Risk Assumption -- A Cautionary Word: Risk Compensation -- Mandated Risk Control -- References -- Chapter Nine: Risk Financing -- Principles and Concepts -- Risk Financing -- The Risk Financing Framework -- Traditional Categories -- How Financing Occurs -- When Financing Occurs -- The Retention/Transfer Demarcation Line. While it is true that no tool or technique is exclusively transfer or retention - at least not conceptually - it is reasonable to ask what specifically distinguishes retention from transfer. In other words, what ar -- Risk Financing Methods in Overview -- Transfers -- Guaranteed Cost Insurance. Most insurance sold is priced based on a classification rating scheme, which means that the insurer develops risk groupings and calculates the average expected losses for those groupings - which in turn serves as the basis for t -- Experience Rated Insurance. Organisations that are large enough to produce a consistent volume of claims or exposures typically are subjected to a form of rating known as experience rating. This means that the organisation's own loss experience is used - -- Retrospectively Rated Insurance. For very large organisations, with highly credible loss data, insurers may employ a third form of rating. Retrospective or 'retro' rating is based on an insured's own current loss experience. In the sense that it is the in -- Neutralisation -- Retention The Degree of Control Over the Risk. In general terms, the more a risk can be controlled, the less necessary transfer appears. Control implies predictability, knowledge of the risk, and the means to manage it. In such circumstances, it commonly is more ef |
| ctrlnum | (ZDB-30-PQE)EBC6940463 (ZDB-30-PAD)EBC6940463 (ZDB-89-EBL)EBL6940463 (OCoLC)1311312840 (DE-599)BVBBV049874247 |
| dewey-full | 350 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 350 - Public administration and military science |
| dewey-raw | 350 |
| dewey-search | 350 |
| dewey-sort | 3350 |
| dewey-tens | 350 - Public administration and military science |
| edition | 1st ed |
| format | Electronic eBook |
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-- PORM Described -- ISO 31000: A Representative Risk Management Guidance -- The Elements of PORM -- Context and Mission Clarification. An acknowledged feature of risk management processes today, such as ISO 31000, is the importance of understanding the context in which risk management will be practised. Context refers to the history of the organisation, -- Assessment and Analysis. As illustrated in Fig. 4.3, assessment and analysis involves three overlapping activities: -- Adaptive Response. The term adaptive response (AR) here supplants the historic term risk control, as it involves several measures that do not fit into the traditional idea of controls. AR involves those activities that focus on avoiding, preventing, reduc -- Risk Financing. Risk financing activities enable an organisation to reimburse losses that occur and to fund programmes to reduce uncertainty and risk, or to enhance positive outcomes. The financing of losses can include measures like the purchase of insur -- Programme Administration. Reflecting on the above five recent developments that were likely to modify ISO-oriented thinking, this is likely where the biggest impacts will be seen. Programme administration relates to the way that risk management 'works' in -- Setting Risk Management Within a Public Organisation -- Applications in Wider Public Settings -- An Illustration of Risk Management in Local Governmental Bodies -- References -- Section Two: Assessment and Analysis -- Chapter Five: Assessment and Analysis I -- Principles and Concepts -- The Assessment and Analysis Framework -- Assessment and Analysis Begins with COCAs -- Environmental Sources of Risk and Uncertainty</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Hazards and Risk Factors/Perils and Opportunities -- Exposures to Risk -- Identification Tools and Techniques -- Sources of Information -- Analysis Basics -- The Uncertainty Chain -- Risk Measurement: Developing a Yardstick -- Hidden Costs/Benefits of Losses and Gains -- Dimensions of Exposure to Risk -- A Brief Comment on Frequency and Magnitude Measurement Terminology -- How is Assessment and Analysis Conducted? -- References -- Chapter Six: Assessment and Analysis II -- Principles and Concepts -- Thinking About Uncertainty: A Reminder -- The Risk Leader's Point of View -- Strategy Formulation and Risk Management -- The Strategic Management Process -- Risk and Strategy/Strategic Risk Management -- Risks of the Strategic Process -- The DALI Model -- Strategic Risks -- Global Risks. This book has already argued that in many respects 'risks are risks and uncertainties are uncertainties'. However, categorisation has practical benefits. A discussion of global risks is appropriate here, as the scale and scope present a rath -- Emergent Risks. Often the concept of emergent risks is conflated with global risks, and so it is discussed here as a clarification. The association with global risks comes from the general idea that risks that are emergent are new, partly, or completely u -- The Black Swan Phenomenon -- The Dunning-Kruger Effect -- Responses to Emergent Risks. In one sense, any response to emergent risks will follow adaptive responses as they are discussed in Chapters 8 and 12. Efforts can be made to try to avoid, control, transfer, etc. However, the characteristics of emergent risk -- Sustainable Resilience -- Resilience: A Practical Definition -- Five Components of Resilience -- Sustainability -- Reporting -- Complexity and Assessing, Analysing, and Reporting -- References -- Chapter Seven: Assessment and Analysis III -- Principles and Concepts</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Physical Asset Exposures -- How Are Physical Asset Exposures Classified? -- By Physical Asset Type. The simplest form of categorisation is by property classification type. Physical assets are classified broadly as either real assets or personal assets. Real property refers to land, fixed structures on that land, and - more or les -- By Cause-of-Loss (Gain) Type. This type is based on the nature of the peril or opportunity that affects or may affect a physical asset. There are several ways that perils might be broadly classified. A peril might be categorised as 'natural hazard-based' -- By Type of Loss (or Gain). Physical assets might be typed by the nature of the impact of peril/opportunity on the asset. These impacts would be direct, indirect, and consequential. Direct impacts would be an actual physical result - a police car is damage -- By Interest. It certainly is in keeping with the contracts, obligations, commitments, and agreements (COCA) view of organisations to observe that the best perspective of physical assets is not obtained by considering their tangible characteristics alone, -- How Are Physical Asset Exposures Valued? -- Financial Asset Exposures -- Derivative Value -- Nature of the Exposure -- Valuation -- Cyber Risks: An 'All Category' Risk -- Human Asset Exposures -- Legal and Moral Responsibility -- Principles and Concepts -- Civil Law Versus Common Law -- Legal Systems of Law -- Legal Liability Problems and Issues -- Tort Law -- A Comment on Contract Law -- An Overview of Specific Legal Exposures -- Moral Responsibility -- In Summary -- References -- Section Three: Tools, Applications, Responses -- Chapter Eight: Methods, Tools, and Techniques: Adaptive Response Measures -- Principles and Concepts -- What is AR? -- AR Control Tools -- Sustainable Resilience -- Avoidance -- Transfer and Distribution -- Risk/Uncertainty Reduction</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Loss Prevention -- Loss Reduction -- Disaster Planning and Management. 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| id | DE-604.BV049874247 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-05T17:02:58Z |
| institution | BVB |
| isbn | 9781801179461 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213705 |
| oclc_num | 1311312840 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (263 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| series2 | Emerald Studies in Finance, Insurance, and Risk Management Series |
| spelling | Young, Peter C. Verfasser aut Public Sector Leadership in Assessing and Addressing Risk 1st ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (263 Seiten) txt rdacontent c rdamedia cr rdacarrier Emerald Studies in Finance, Insurance, and Risk Management Series v.4 Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Emerald Studies in Finance, Insurance, and Risk Management -- Title Page -- Copyright Page -- Contents -- List of Figures -- About the Editors -- Preface -- Acknowledgements -- Section One: Context -- Chapter One: Our Complex World -- Principles and Concepts -- Complexity -- Uncertainty -- Risk -- The Unknown, Unknowable, and Emergent -- Other Concepts and Terms -- Categories of Risk and Uncertainty -- Components of Risk and Uncertainty -- The Uncertainty Field -- Functional Levels of Risk and Uncertainty -- Perception of Risk and Uncertainty -- Public Risks -- Publicness -- Is There Such a Thing as Public Risk? -- What is Risk Management? -- References -- Section One Resources -- Chapter Two: The Public Sector Environment -- Principles and Concepts -- The Public Sector Environment -- Attributes of the Public Sector Environment and Institutions -- The Public Sector: Players and Playing Field -- Politics Versus Administration -- Separation of Powers -- The Value of Openness -- The Political Cycle -- Public Budgeting and Financial Processes -- Implications for Public Risk Management -- Special Topic: Public Risk Governance -- Clarifying the Meaning of Governance -- Risk Governance -- The Stakeholder Relations Framework -- Governance, Goals, and Purposes -- Organisational Capacity to Meet Governance Requirements -- References -- Chapter Three: History and Current Context -- Principles and Concepts -- The Three Facets of Public Sector Risk Management -- The History of Public Risk Management -- Sidebar: Innovation in Public Risk Management -- Historic Foundations: 'Technical' Risk Management -- Historic Foundations: Other Developments -- Enterprise Risk Management -- Special Topic: Risk Leaders/Risk Leadership -- Risk Leadership and Risk Governance -- The Risk and Risk Management Scene in Europe -- Surveying the Scene References -- Chapter Four: Public Organisation Risk Management -- Principles and Concepts -- Public Organisation Risk Management -- What is the Purpose of Risk Management? -- PORM Described -- ISO 31000: A Representative Risk Management Guidance -- The Elements of PORM -- Context and Mission Clarification. An acknowledged feature of risk management processes today, such as ISO 31000, is the importance of understanding the context in which risk management will be practised. Context refers to the history of the organisation, -- Assessment and Analysis. As illustrated in Fig. 4.3, assessment and analysis involves three overlapping activities: -- Adaptive Response. The term adaptive response (AR) here supplants the historic term risk control, as it involves several measures that do not fit into the traditional idea of controls. AR involves those activities that focus on avoiding, preventing, reduc -- Risk Financing. Risk financing activities enable an organisation to reimburse losses that occur and to fund programmes to reduce uncertainty and risk, or to enhance positive outcomes. The financing of losses can include measures like the purchase of insur -- Programme Administration. Reflecting on the above five recent developments that were likely to modify ISO-oriented thinking, this is likely where the biggest impacts will be seen. Programme administration relates to the way that risk management 'works' in -- Setting Risk Management Within a Public Organisation -- Applications in Wider Public Settings -- An Illustration of Risk Management in Local Governmental Bodies -- References -- Section Two: Assessment and Analysis -- Chapter Five: Assessment and Analysis I -- Principles and Concepts -- The Assessment and Analysis Framework -- Assessment and Analysis Begins with COCAs -- Environmental Sources of Risk and Uncertainty Hazards and Risk Factors/Perils and Opportunities -- Exposures to Risk -- Identification Tools and Techniques -- Sources of Information -- Analysis Basics -- The Uncertainty Chain -- Risk Measurement: Developing a Yardstick -- Hidden Costs/Benefits of Losses and Gains -- Dimensions of Exposure to Risk -- A Brief Comment on Frequency and Magnitude Measurement Terminology -- How is Assessment and Analysis Conducted? -- References -- Chapter Six: Assessment and Analysis II -- Principles and Concepts -- Thinking About Uncertainty: A Reminder -- The Risk Leader's Point of View -- Strategy Formulation and Risk Management -- The Strategic Management Process -- Risk and Strategy/Strategic Risk Management -- Risks of the Strategic Process -- The DALI Model -- Strategic Risks -- Global Risks. This book has already argued that in many respects 'risks are risks and uncertainties are uncertainties'. However, categorisation has practical benefits. A discussion of global risks is appropriate here, as the scale and scope present a rath -- Emergent Risks. Often the concept of emergent risks is conflated with global risks, and so it is discussed here as a clarification. The association with global risks comes from the general idea that risks that are emergent are new, partly, or completely u -- The Black Swan Phenomenon -- The Dunning-Kruger Effect -- Responses to Emergent Risks. In one sense, any response to emergent risks will follow adaptive responses as they are discussed in Chapters 8 and 12. Efforts can be made to try to avoid, control, transfer, etc. However, the characteristics of emergent risk -- Sustainable Resilience -- Resilience: A Practical Definition -- Five Components of Resilience -- Sustainability -- Reporting -- Complexity and Assessing, Analysing, and Reporting -- References -- Chapter Seven: Assessment and Analysis III -- Principles and Concepts Physical Asset Exposures -- How Are Physical Asset Exposures Classified? -- By Physical Asset Type. The simplest form of categorisation is by property classification type. Physical assets are classified broadly as either real assets or personal assets. Real property refers to land, fixed structures on that land, and - more or les -- By Cause-of-Loss (Gain) Type. This type is based on the nature of the peril or opportunity that affects or may affect a physical asset. There are several ways that perils might be broadly classified. A peril might be categorised as 'natural hazard-based' -- By Type of Loss (or Gain). Physical assets might be typed by the nature of the impact of peril/opportunity on the asset. These impacts would be direct, indirect, and consequential. Direct impacts would be an actual physical result - a police car is damage -- By Interest. It certainly is in keeping with the contracts, obligations, commitments, and agreements (COCA) view of organisations to observe that the best perspective of physical assets is not obtained by considering their tangible characteristics alone, -- How Are Physical Asset Exposures Valued? -- Financial Asset Exposures -- Derivative Value -- Nature of the Exposure -- Valuation -- Cyber Risks: An 'All Category' Risk -- Human Asset Exposures -- Legal and Moral Responsibility -- Principles and Concepts -- Civil Law Versus Common Law -- Legal Systems of Law -- Legal Liability Problems and Issues -- Tort Law -- A Comment on Contract Law -- An Overview of Specific Legal Exposures -- Moral Responsibility -- In Summary -- References -- Section Three: Tools, Applications, Responses -- Chapter Eight: Methods, Tools, and Techniques: Adaptive Response Measures -- Principles and Concepts -- What is AR? -- AR Control Tools -- Sustainable Resilience -- Avoidance -- Transfer and Distribution -- Risk/Uncertainty Reduction Loss Prevention -- Loss Reduction -- Disaster Planning and Management. A disaster can be defined as an accidental or intentional event that causes significant disruption to an entity's operations for an extended period (Barton, 1993 -- Deming, 1986). Disasters and other emergencies are usually -- Risk Neutralisation -- Risk Assumption -- A Cautionary Word: Risk Compensation -- Mandated Risk Control -- References -- Chapter Nine: Risk Financing -- Principles and Concepts -- Risk Financing -- The Risk Financing Framework -- Traditional Categories -- How Financing Occurs -- When Financing Occurs -- The Retention/Transfer Demarcation Line. While it is true that no tool or technique is exclusively transfer or retention - at least not conceptually - it is reasonable to ask what specifically distinguishes retention from transfer. In other words, what ar -- Risk Financing Methods in Overview -- Transfers -- Guaranteed Cost Insurance. Most insurance sold is priced based on a classification rating scheme, which means that the insurer develops risk groupings and calculates the average expected losses for those groupings - which in turn serves as the basis for t -- Experience Rated Insurance. Organisations that are large enough to produce a consistent volume of claims or exposures typically are subjected to a form of rating known as experience rating. This means that the organisation's own loss experience is used - -- Retrospectively Rated Insurance. For very large organisations, with highly credible loss data, insurers may employ a third form of rating. Retrospective or 'retro' rating is based on an insured's own current loss experience. In the sense that it is the in -- Neutralisation -- Retention The Degree of Control Over the Risk. In general terms, the more a risk can be controlled, the less necessary transfer appears. Control implies predictability, knowledge of the risk, and the means to manage it. In such circumstances, it commonly is more ef Public Sector Leadership in Assessing and Addressing Riskexplores risk management in practice, focusing on the identification of risks in the European public sector while contextualising its Eurocentric analysis within a global setting; it lays the groundwork for understanding the main philosophical premises of risk management Leadership Verwaltung (DE-588)4063317-2 gnd rswk-swf Risikomanagement (DE-588)4121590-4 gnd rswk-swf Verwaltung (DE-588)4063317-2 s Risikomanagement (DE-588)4121590-4 s DE-604 Grima, Simon Sonstige oth Dalli Gonzi, Rebecca E. Sonstige oth Erscheint auch als Druck-Ausgabe Young, Peter C. Public Sector Leadership in Assessing and Addressing Risk Bingley : Emerald Publishing Limited,c2022 9781801179478 |
| spellingShingle | Young, Peter C. Public Sector Leadership in Assessing and Addressing Risk Intro -- Half Title Page -- Emerald Studies in Finance, Insurance, and Risk Management -- Title Page -- Copyright Page -- Contents -- List of Figures -- About the Editors -- Preface -- Acknowledgements -- Section One: Context -- Chapter One: Our Complex World -- Principles and Concepts -- Complexity -- Uncertainty -- Risk -- The Unknown, Unknowable, and Emergent -- Other Concepts and Terms -- Categories of Risk and Uncertainty -- Components of Risk and Uncertainty -- The Uncertainty Field -- Functional Levels of Risk and Uncertainty -- Perception of Risk and Uncertainty -- Public Risks -- Publicness -- Is There Such a Thing as Public Risk? -- What is Risk Management? -- References -- Section One Resources -- Chapter Two: The Public Sector Environment -- Principles and Concepts -- The Public Sector Environment -- Attributes of the Public Sector Environment and Institutions -- The Public Sector: Players and Playing Field -- Politics Versus Administration -- Separation of Powers -- The Value of Openness -- The Political Cycle -- Public Budgeting and Financial Processes -- Implications for Public Risk Management -- Special Topic: Public Risk Governance -- Clarifying the Meaning of Governance -- Risk Governance -- The Stakeholder Relations Framework -- Governance, Goals, and Purposes -- Organisational Capacity to Meet Governance Requirements -- References -- Chapter Three: History and Current Context -- Principles and Concepts -- The Three Facets of Public Sector Risk Management -- The History of Public Risk Management -- Sidebar: Innovation in Public Risk Management -- Historic Foundations: 'Technical' Risk Management -- Historic Foundations: Other Developments -- Enterprise Risk Management -- Special Topic: Risk Leaders/Risk Leadership -- Risk Leadership and Risk Governance -- The Risk and Risk Management Scene in Europe -- Surveying the Scene References -- Chapter Four: Public Organisation Risk Management -- Principles and Concepts -- Public Organisation Risk Management -- What is the Purpose of Risk Management? -- PORM Described -- ISO 31000: A Representative Risk Management Guidance -- The Elements of PORM -- Context and Mission Clarification. An acknowledged feature of risk management processes today, such as ISO 31000, is the importance of understanding the context in which risk management will be practised. Context refers to the history of the organisation, -- Assessment and Analysis. As illustrated in Fig. 4.3, assessment and analysis involves three overlapping activities: -- Adaptive Response. The term adaptive response (AR) here supplants the historic term risk control, as it involves several measures that do not fit into the traditional idea of controls. AR involves those activities that focus on avoiding, preventing, reduc -- Risk Financing. Risk financing activities enable an organisation to reimburse losses that occur and to fund programmes to reduce uncertainty and risk, or to enhance positive outcomes. The financing of losses can include measures like the purchase of insur -- Programme Administration. Reflecting on the above five recent developments that were likely to modify ISO-oriented thinking, this is likely where the biggest impacts will be seen. Programme administration relates to the way that risk management 'works' in -- Setting Risk Management Within a Public Organisation -- Applications in Wider Public Settings -- An Illustration of Risk Management in Local Governmental Bodies -- References -- Section Two: Assessment and Analysis -- Chapter Five: Assessment and Analysis I -- Principles and Concepts -- The Assessment and Analysis Framework -- Assessment and Analysis Begins with COCAs -- Environmental Sources of Risk and Uncertainty Hazards and Risk Factors/Perils and Opportunities -- Exposures to Risk -- Identification Tools and Techniques -- Sources of Information -- Analysis Basics -- The Uncertainty Chain -- Risk Measurement: Developing a Yardstick -- Hidden Costs/Benefits of Losses and Gains -- Dimensions of Exposure to Risk -- A Brief Comment on Frequency and Magnitude Measurement Terminology -- How is Assessment and Analysis Conducted? -- References -- Chapter Six: Assessment and Analysis II -- Principles and Concepts -- Thinking About Uncertainty: A Reminder -- The Risk Leader's Point of View -- Strategy Formulation and Risk Management -- The Strategic Management Process -- Risk and Strategy/Strategic Risk Management -- Risks of the Strategic Process -- The DALI Model -- Strategic Risks -- Global Risks. This book has already argued that in many respects 'risks are risks and uncertainties are uncertainties'. However, categorisation has practical benefits. A discussion of global risks is appropriate here, as the scale and scope present a rath -- Emergent Risks. Often the concept of emergent risks is conflated with global risks, and so it is discussed here as a clarification. The association with global risks comes from the general idea that risks that are emergent are new, partly, or completely u -- The Black Swan Phenomenon -- The Dunning-Kruger Effect -- Responses to Emergent Risks. In one sense, any response to emergent risks will follow adaptive responses as they are discussed in Chapters 8 and 12. Efforts can be made to try to avoid, control, transfer, etc. However, the characteristics of emergent risk -- Sustainable Resilience -- Resilience: A Practical Definition -- Five Components of Resilience -- Sustainability -- Reporting -- Complexity and Assessing, Analysing, and Reporting -- References -- Chapter Seven: Assessment and Analysis III -- Principles and Concepts Physical Asset Exposures -- How Are Physical Asset Exposures Classified? -- By Physical Asset Type. The simplest form of categorisation is by property classification type. Physical assets are classified broadly as either real assets or personal assets. Real property refers to land, fixed structures on that land, and - more or les -- By Cause-of-Loss (Gain) Type. This type is based on the nature of the peril or opportunity that affects or may affect a physical asset. There are several ways that perils might be broadly classified. A peril might be categorised as 'natural hazard-based' -- By Type of Loss (or Gain). Physical assets might be typed by the nature of the impact of peril/opportunity on the asset. These impacts would be direct, indirect, and consequential. Direct impacts would be an actual physical result - a police car is damage -- By Interest. It certainly is in keeping with the contracts, obligations, commitments, and agreements (COCA) view of organisations to observe that the best perspective of physical assets is not obtained by considering their tangible characteristics alone, -- How Are Physical Asset Exposures Valued? -- Financial Asset Exposures -- Derivative Value -- Nature of the Exposure -- Valuation -- Cyber Risks: An 'All Category' Risk -- Human Asset Exposures -- Legal and Moral Responsibility -- Principles and Concepts -- Civil Law Versus Common Law -- Legal Systems of Law -- Legal Liability Problems and Issues -- Tort Law -- A Comment on Contract Law -- An Overview of Specific Legal Exposures -- Moral Responsibility -- In Summary -- References -- Section Three: Tools, Applications, Responses -- Chapter Eight: Methods, Tools, and Techniques: Adaptive Response Measures -- Principles and Concepts -- What is AR? -- AR Control Tools -- Sustainable Resilience -- Avoidance -- Transfer and Distribution -- Risk/Uncertainty Reduction Loss Prevention -- Loss Reduction -- Disaster Planning and Management. A disaster can be defined as an accidental or intentional event that causes significant disruption to an entity's operations for an extended period (Barton, 1993 -- Deming, 1986). Disasters and other emergencies are usually -- Risk Neutralisation -- Risk Assumption -- A Cautionary Word: Risk Compensation -- Mandated Risk Control -- References -- Chapter Nine: Risk Financing -- Principles and Concepts -- Risk Financing -- The Risk Financing Framework -- Traditional Categories -- How Financing Occurs -- When Financing Occurs -- The Retention/Transfer Demarcation Line. While it is true that no tool or technique is exclusively transfer or retention - at least not conceptually - it is reasonable to ask what specifically distinguishes retention from transfer. In other words, what ar -- Risk Financing Methods in Overview -- Transfers -- Guaranteed Cost Insurance. Most insurance sold is priced based on a classification rating scheme, which means that the insurer develops risk groupings and calculates the average expected losses for those groupings - which in turn serves as the basis for t -- Experience Rated Insurance. Organisations that are large enough to produce a consistent volume of claims or exposures typically are subjected to a form of rating known as experience rating. This means that the organisation's own loss experience is used - -- Retrospectively Rated Insurance. For very large organisations, with highly credible loss data, insurers may employ a third form of rating. Retrospective or 'retro' rating is based on an insured's own current loss experience. In the sense that it is the in -- Neutralisation -- Retention The Degree of Control Over the Risk. In general terms, the more a risk can be controlled, the less necessary transfer appears. Control implies predictability, knowledge of the risk, and the means to manage it. In such circumstances, it commonly is more ef Leadership Verwaltung (DE-588)4063317-2 gnd Risikomanagement (DE-588)4121590-4 gnd |
| subject_GND | (DE-588)4063317-2 (DE-588)4121590-4 |
| title | Public Sector Leadership in Assessing and Addressing Risk |
| title_auth | Public Sector Leadership in Assessing and Addressing Risk |
| title_exact_search | Public Sector Leadership in Assessing and Addressing Risk |
| title_full | Public Sector Leadership in Assessing and Addressing Risk |
| title_fullStr | Public Sector Leadership in Assessing and Addressing Risk |
| title_full_unstemmed | Public Sector Leadership in Assessing and Addressing Risk |
| title_short | Public Sector Leadership in Assessing and Addressing Risk |
| title_sort | public sector leadership in assessing and addressing risk |
| topic | Leadership Verwaltung (DE-588)4063317-2 gnd Risikomanagement (DE-588)4121590-4 gnd |
| topic_facet | Leadership Verwaltung Risikomanagement |
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