Public Sector Risk Management and Governance

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28-30 May 2025- Premier Hotel; Midrand

Format: In Person 

Course Description

This course will be useful to learners who are elected political leaders and public sector officials involved with service delivery activities that require the use of public assets to render services to the communities. It will also be useful to South Africa’s public officials, political executives, strategic executive managers, and other role-players.

This course will enable the learner to apply the core concepts of risk management and inform policy decisions and strategic decision-making processes about the importance of risk management in any sector.

The main reasons to attend are to obtain competency in;
  • Explaining risk management in the public sector.
  • Analyse potential risks and the impact thereof on the specific sector.
  • Developing and implementing risk management procedures.
  • Monitoring and assessing risk management procedures.
       Who should attend?
  • Risk Officers and Managers
  • Fraud
  • Revenue Assurance
  • Finances Managers
  • Business Process
  • Internal Audit
  • Compliance
  • Insurance
  • Security Officers and Managers
  • Accounts Managers
  • Credit Control
  • Corporate Governance
  • Directors,
  • Heads of Department
  • Chief Executive Officers
Course Outline
FUNDAMENTALS OF RISK MANAGEMENT
  • Background of risk management
  • Basic Understanding of Risk and Risk Management
  • Basics of Enterprise Risk Management and Architecture
LEGISLATIVE FOUNDATION FOR RISK MANAGEMENT IN THE PUBLIC SECTOR
  • Section 38 (1) (a) (i) (System of Risk Management)
  • Section 2.1 of the Treasury Regulations
  • Section 45 of the PFMA
  • Section 38 (1) (a) (ii) of the PFMA (Internal Audit)
  • Section 77 of the PFMA (Audit Committee)
  • Section 2.6 and 3.2.7 (a) of the Treasury Regulations
  • Section 2110 – Risk Management of the International standards for the professional Practice of Internal Auditing
  • Section 1.13 of the Treasury Regulations
Definition of Public Sector Governance
  • King Report on Corporate Governance (King I) of 1994
  • King II Report on Corporate Governance 2002
  • (and the difference with King I)
  • King III Report
  • King Report on Corporate Governance for South Africa 2002
  • Why Good Governance In the Public Sector
PUBLIC SECTOR GOVERNANCE AND ACCOUNTABILITY
  • Good Governance: 8 major
  • Participation
  • Rule of law
  • Transparency
  • Responsiveness
  • Consensus oriented
  • Equity and inclusiveness
  • Effectiveness and efficiency
  • Accountability
STRATEGIC VALUE OF THE BOARD
  • Accountable for risk management (legislation)
  • Enterprise Risk Management architecture and high level responsibilities of an
  • Accounting Authority/Officer
  • Setting the tone at the top by supporting Enterprise Risk Management
  • Allocating resources towards the implementation thereof of Enterprise Risk
  • Management; establishing the necessary structures
  • Risk management strategy, policy, Implementation Plan and fraud risk
  • management policy
  • Relationship with Audit Committee, Internal Audit, Risk Management Committee
DAY 2
GUIDELINES FOR THE RISK CHAMPIONS
  • Definition of a Risk Champion
  • Strategic value of the Risk Champion in risk management
  • Responsibilities of the Risk Champion and Other Personnel
GUIDELINES FOR INTERNAL AUDIT
  • In-house Internal Audit Function
  • Co-sourced and Outsourced Internal Audit Function
  • Shared Internal Audit Function
  • Strategic value of Internal Audit in risk management
  • Reviewing the risk philosophy of the institution
  • Reviewing the appropriateness of the risk tolerance levels
  • Providing assurance on control environment
  • Providing assurance on implementation of risk management, strategy, risk management implementation plan
INFORMATION AND COMMUNICATION
  • Relevance and timeliness
  • Accuracy and completeness
  • Communicating responsibilities and actions
  • Implementing a risk management reporting system
  • Incident reporting and Emerging risk warning systems
RISK IDENTIFICATION
  • Why manage risks?
  • What is risk assessment?
  • How are risks analyzed/ categorized?
  • How are risks prioritized?
  • What is risk control?
  • What is risk mitigation?
  • What is risk planning?
  • What is risk monitoring?
  • What is risk communication?
MANAGEMENT OF A RISK REGISTER
  • Risk, its causes, impacts, and existing controls
  • Assessment and Likelihood of the consequences of the risk given controls
  • Risk rating and the overall priority for the risk
  • Reactive responses proactive responses;
  • Impact on its continuity of operations;
  • Responsiveness and flexibility of the institution;
  • Management of changing / new risks
  • Barriers to the successful implementation of Risk Management
ESTABLISHING A GOVERNANCE FRAMEWORK FOR THE DEPARTMENT
  • The role and structure of Senior Management Committees
  • Conflict of interest
  • Risk management
  • Financial stewardship (Reference to be made to the PFMA and Treasury Regulations)
  • The role and authority of the DG and Senior Management
  • Role of middle management
  • Role of staff
FRAUD RISK MANAGEMENT POLICY
  • A policy, Acts Policies
  • How to draft a fraud risk management policy
  • Fraud Risk Management Strategy (Matters to consider)
  • Implementation of the policy
  • Establishing a Fraud Prevention Committee
DAY 3
RISK MANAGEMENT IMPLEMENTATION PLAN AND CONSEQUENCES OF INEFFECTIVE IMPLEMENTATION
  • Purpose of this document, Objectives and Approach
  • Detailed risk management implementation plan and its consequences
  • Operational and strategic surprises;
  • Breakdowns in internal controls
  • Reactive responses proactive responses;
  • Impact on its continuity of operations;
  • Responsiveness and flexibility vs. Management of changing/new risks
  • Barriers to the successful implementation of Risk Management
Systems and Report (Reference to PFMA: 38(1) (a)
  • Risk, Risk Owner, Likelihood and Impact
  • Inherent Risk Exposure and Control Effectiveness
  • Residual Risk Exposure and Current Key Controls
  • Actions to Improve Controls
  • Rules and procedures for decision-making authority, and
  • Financial risk management and internal
  • Computer information systems
  • Timely
  • Auditing and the Audit Committee
  • Customer relationship
FRAUD AND CORRUPTION VS GOOD GOVERNANCE
  • Fraud and Corruption; and their dimensions
  • Indicators of fraud and corruption; that may be a target for fraudsters
  • Indicators of opportunities to commit fraud
  • Bribery
  • Embezzlement
  • Fraud
  • Extortion
  • Abuse of power
  • Conflict of interest
  • Abuse of privileged information
  • Favoritism
  • Nepotism
  • Indicators of fraud and corruption
  • Indicators that the department may be a target for fraudsters

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( 28-30 May 2025)-Premier Hotel; Midrand- Price R 6999
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