I don't understand question 9:

Question 9 - Why should the organisation support it? (consider qualitative and quantitative benefits, costs, PR, safety etc)

Questions I've answered below:

What are the risks?

The Risks identified during the risk assessment were electrical cords found on the ground in walkway and a blown light bulb in workspace.

1.How were the risks identified and assessedwhat tools were used and why?

The risks were identified when we were assigned to complete our monthly audits. During examination, a colleague and I came across electrical cords in the waiting room, which was a hazard and could have led to injury if it wasn't found sooner. The second risk identified was a blown light bulb in the office space. The consequence of this risk was low and minor and could easily be replaced.

When conducting our risk assessment, the tools we are given is Safety and Quality Building Risk Assessment checklist. This is completed by going around the whole building identifying potential risks. There are certain areas on the checklist that need examining. Including office space, kitchen areas, waiting rooms, bathrooms, desks etc. This is done so that we ensure the safety of others and everyone who uses the service.

2.What controls currently exist?

Controls in place are, if you recognise a risk or hazard. You are to report immediately if it is dangerous to yourself or others, block that certain area off with caution signs. If the risk is minor, you yourself can remove the risk and still report to manager. (For example, if there is water spilt on the ground you can use a wet floor sign and wipe the spill yourself.)

3.What is the desired situation?

The Desired situation is to be up to date with your risk assessment, ensure that everyone is aware and knows how to conduct a risk assessment and ensure the safety of everyone.

4.What are the risks associated with the desired situation?

The risks associated with the desired situation could possibly be satisfied with the outcome and forgetting that risks could happen all the time.

5.How does the risk management plan act to reduce the impact or consequences of the risk/s?

The risk management plan reduces the impact or consequences of risks by stating the risk, the initial risk rating, how to control it including clear code of conducts, regular board meetings and procedures etc, the evaluation/action for additional controls and review.

6.Does it introduce any new risks?

It doesn't necessarily introduce new risks, but to avoid new risks its important to be on top of your audits and using the correct procedures and protocols in identifying risks.

7.How does the treatment plan fit with the recommendations of the International Standard?

Within Waminda, risk management is about identifying, assessing and managing risks to ensure continuous, safe, responsive and efficient services this includes managing threats and opportunities.

AS/NZS ISO 31000:2009 describes the risks as the 'effect of uncertainty on objectives'

When management of risks or opportunities is effective, it often remains unnoticed. When it fails, the consequences for clients and staff may be significant and politically high profile.

Having good risk management practice ensures a company can undertake activities with the knowledge that measures are in place to maximise the benefits and minimise the negative effect of uncertainties on organisational objectives. The risk management process is a "systematic application of management policies, procedures ad practices to the activities of communicating and consulting, establishing the context, identifying, analysing, evaluating, treating, monitoring and reviewing risk" AS/NZS ISO 31000:2009

8.Who will the plan benefit and how will it benefit the various stakeholders?

The Risk Management Plan will benefit the organisation, staff, consumers, stakeholders and community. This will benefit the stakeholders by being able to trust and work effectively alongside the service. Having a plan in place means the continuous support from stakeholders. Without a concrete plan, partnerships with critical external agencies in the region could potentially fail. This can be controlled by stakeholder mapping, stakeholder agreements, regular stakeholder and funder meetings, timely reports to funders, annual stakeholder surveys.