Tag Archives: Risk Management

Risk Briefing: Identifying, assessing and mitigating operational risk

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The Economist Intelligence Unit (EIU) recognises that operational risk not only varies by country, but also by category. Accordingly, they have collected risk data on 180 countries, which has been measured across 10 categories and 70 indicators.

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Risk Management Checklist 2017

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As we enter a new year we need to recognise the ever increasing challenges of working in Afghanistan. It is therefore prudent to review risk management processes and systems to ensure you are able to respond flexibly and proactively to risk. This risk management checklist is not designed to be a comprehensive resource, but a snapshot of key considerations when thinking about managing your risk environment. You can find this Risk Management Checklist here:

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HPG – Risk in humanitarian action: towards a common approach?

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There are important differences in how humanitarian actors understand, prioritise and manage risks – whether contextual, programmatic or institutional. The manner in which different actors manage these risks can have a secondary impact on risk levels for others in the sector. 

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ISO31000:2009 Risk Management – Principles and Guidelines

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Risks affecting organizations can have consequences in terms of economic performance and professional reputation, as well as environmental, safety and societal outcomes. Therefore, managing risk effectively helps organizations to perform well in an environment full of uncertainty. The ISO 31000:2009, Risk management – Principles and guidelines, provides principles, a framework, and a process for managing risk.

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ISO Action Plan for developing countries

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International Standards bring technological, economic and societal benefits. They help to harmonize technical specifications of products and services making industry more efficient and breaking down barriers to international trade.

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Handbook of good practices: Preventing corruption in humanitarian operations

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Transparency International has long held that the most damaging impact of corruption is the diversion of basic resources from poor people. Corruption in humanitarian aid is the most egregious form of this, as it deprives the most vulnerable poor people, the victims of natural disasters and civil conflicts, of essential life-saving resources. Humanitarian assistance aims to save lives and alleviate the suffering of people in times of crisis. Yet these noble ambitions do not immunise emergency responses from corrupt abuse.

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Mapping the Risks of Corruption in Humanitarian Action (2006)

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The issue of corruption in emergency relief and rehabilitation is a key concern for practitioners, who invest considerable resources and energy in trying to minimise it. However, it has barely been discussed in policy terms, and little researched. The attached paper published by Transparency International aims to map the risks of corruption in the provision of humanitarian relief as an important step in helping the humanitarian community to further its existing efforts to combat corruption.

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Risk in humanitarian action: towards a common approach?

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The Humanitarian Policy Group (HPG) paper entitled ‘Risk in humanitarian action: towards a common approach?’ explores the range of contextual, programmatic and institutional risks involved in humanitarian action, and how these risks are viewed and managed by the humanitarian community. The underlying assumption of this paper is that adopting a common approach to risk may enable a more sophisticated under-standing of the risks inherent in a particular context, and more effective management of those risks.

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Review of Enterprise Risk Management in the United Nations System (2010)

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The objective of the study undertaken by the United Nations Joint Inspections Unit was to review enterprise risk management (ERM) policies, practices and experience in the United Nations system, and to identify best practices and lessons learned.

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Monitoring and Management in Insecure Environments: Applying Best Practices to Afghanistan

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Humanitarian, development, and oversight organizations in Afghanistan are finding it progressively more difficult to access development and reconstruction project sites in many areas of the country due to deteriorating security conditions. As a result of the volatile security environment in Afghanistan and other conflict areas, humanitarian and development organizations are increasingly turning to remote management and monitoring approaches in order to continue providing assistance while safeguarding the security of their personnel. Remote management poses particular challenges to conducting effective project monitoring and oversight, ensuring program effectiveness and accountability, and mitigating against fraud and corruption.

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