This guidance note does not set out to be the definitive guide to procurement processes in public bodies. Rather, it considers the application of risk management techniques to the procurement process.

Public procurement is now central to government initiatives to improve the delivery of public services to citizens. It is also a huge market. Local authorities just in England alone spend about £40 billion a year on goods and services. The National Health Service (NHS) and central government each spend around £15 billion a year and the combined public spend on procurement in the UK is approximately £125 billion.

It is important to iunderstand and manage the risks involved in the procurement process and tis document seeks to give guidance on this.
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Many public service organisations are using partnerships to gain operating efficiencies to meet the Gershon targets

Within local government, best practice states that local authorities must meet two key responsibilities for each partnership they have. They must:

• provide assurance that the risks associated with working in partnership with another organisation have been identified and prioritised and are being appropriately managed
• ensure that the partnership has effective risk management procedures in place.

This document seeks to give general guidance on partnership risk management. [more]

All regulatory bodies in the public sector are now requiring organisations to involve elected/board members/non executive directors in the risk management process. This publication is intended for them as a brief introduction and guide to risk management. [more]

This publication is not intended to be comprehensive guidance on the management of health and safety in public sector organisations. Health and safety management is a huge subject covering a multitude of processes and techniques. [more]

David Hillson's and Ruth Murray-Webster's Understanding and Managing Risk Attitude will help you understand the human aspects of risk management and to manage proactively the influence of human behaviour on the risk process. [more]

Risk imposes both costs and benefits on an organisation. Very broadly, the costs come into two forms; the direct cost of loss events and the direct and indirect costs associated with managing risk and uncertainty. [more]

The identification, analysis, evaluation and management of risk is part of every manager’s day-to-day responsibilities. [more]

It is not enough to have simply identified, analysed, evaluated and treated risks. These should be kept under regular review and this document seeks to address this issue and to give those responsible for risk management in public sector organisations some further ideas that might contribute to the evolution and refinement of their risk management practices. [more]

Having evaluated risk the next step in the risk management process is to treat risk. This document seeks to address this issue and to give those responsible for risk management in public sector organisations some further ideas that might contribute to the evolution and refinement of their risk management practices. [more]

In partnership with Standards Australia International, the CIPFA Better Governance Forum is pleased to announce the release of a new CD-Rom compilation of essential publications on Risk Management. The Better Governance Forum believes that this set of documentation will be particularly valuable to those responsible for implementing an integrated approach to risk management in public sector organisations and also to assurance providers such as internal auditors. The documents contain a wealth of best practice in addition to useful case studies. [more]

The model of good risk management in this document is about the operation of risk management in the bloodstream of the organisation. [more]

Having identified and analysed risk the next step in the risk management cycle is to evaluate the risks. This document seeks to address this issue and to give those responsible for risk management in public sector organisations some further ideas that might contribute to the evolution and refinement of their risk management practices. [more]

The identification, analysis, evaluation and management of risk are part of every manager’s day-to-day responsibilities. [more]

The identification, evaluation and management of risk is part of every manager’s day-to-day responsibilities. There is a tendency in some quarters for risk management to be regard as something “new” – yet another new corporate initiative being passed down from “on high” to add yet more to the workload of, in many cases, already overburdened service managers or that risk is just something for finance and insurance to worry about. Or that is it another overhead at a time when public sector organisations are trying to drive down costs. [more]

Public sector organisations are now being urged by their regulatory and professional bodies to demonstrate that they have a formal framework in place for managing risk. [more]

Fraud and Corruption in Public Services: A Guide to Risk and Prevention provides public sector practitioners in auditing and financial management with a practical approach to combating and minimizing fraud and corruption. [more]

In a recent report, the Society of Local Authority Chief Executives (supported by one of the major local authority insurers, Zurich Municipal) said that "If a Council doesn’t have effective risk management then it doesn’t have effective management." [more]

Safety is not easy, it is a full time effort, and is equally important whether people are on the job or on personal time. If an organization is serious about mission success, it must take 'risk' seriously as well. [more]

The International Library of Management is a comprehensive core reference series comprised of the most significant and influential articles by the leading authorities in the management studies field. [more]

Provides a comprehensive framework for the management of Public Sector Risk Management Endorsed by The Institute of Risk Management (IRM) and by The Association of Local Authority Risk Managers (ALARM) on their public risk management programs. [more]