Aunty Agnes Shea
Ngunnawal People

• Audit committees in the broader governance and risk management framework
• Challenges of a public sector environment
• Exploring an external auditor perspective
• Evolving models of better practice

• Discussing the importance of governance
• Corporate Governance Lighthouse – a revision of the 17 key governance components, first published in 2009
• Challenges for governance in the public sector
• How the public sector is performing in key governance areas

• How much governance is too much?
• How do we measure governance effectively?
• Does innovation in governance really work?
• How do we embrace risk in a risk-averse environment?

• An overview of FOI reform in its first year
• Emerging issues for government agencies
• Meeting the challenge of open government

• Effecting cultural change in a conservative organisation
• Managing FOI processes effectively and efficiently in a large organisation
• Maintaining a ‘win-win’ relationship between government agencies and the public
• Future challenges for Commonwealth agencies

• Enhancing and ingraining a culture of risk management at a strategic level
• Developing an integrated top-down and bottom-up approach to overall risk and governance in an organisation
• Doing more with less – how can we work smarter with limited resources and at a time of volatility

• Developing an overall governance framework for the feasibility study project
• Undergoing risk analysis for multiple layers of the project including the construction and operational phases
• The impact of commercial and public sector risk appetite on the project

• What is the role of governance in strategic reform?
• How much governance is enough?
• Governance for strategic reform and business as usual; what are the differences?

• Ensuring top level buy-in by meeting with the executive committee on key risks every month
• Driving the whole of DIAC’s audit program by agreeing on strategic and tactical risks and reporting to the audit committee twice a year
• Working extensively with DIAC’s senior executive service risk owners to create strategic and tactical risk updates
• Business planning at the division and branch level that includes approaches to treat tactical risks responsibilities

• Consolidating three agencies
• Establishing a single governance framework
• Robust accountability and conformance
• Impact on risk management
• Opportunities and implications

• What is the impact of policy and politics on managing risk?
• How do we strategically integrate risk management into governance frameworks?
• Can we innovate and integrate?
• How do we engender leadership to empower a culture of risk?

• How can we maintain a governance framework that aids innovation?
• How do we ensure good enterprise risk management is embedded in the governance framework?
• How does your governance framework allow your people to be change-ready and change-able

Delegates will break into groups to discuss key challenges addressed during the conference

Facilitated by:
Scott Esler
Managing Director
RiskMan International Pty Ltd

• Exploring the values and capability of effective leadership
• Integrating these values and capabilities into a governance model
• Utilising values, integrity and accountability as the basis for leadership in a high performing workplace

• Having the right model that is relevant to your business needs
• Gaining and sustaining internal buy-in
• Ensuring continuous improvement in a changing environment
• The importance of leadership and a central point of expertise to support and guide the process