A well-maintained risk register helps management identify, prioritise, and respond to risks effectively. All entities, regardless of size, complexity, or service delivery role, should document and regularly update their risks in a risk register to support effective management and ongoing monitoring. In this blog, we highlight why a reliable risk register is integral to managing risk and what it should include.
All public sector entities face risks that can affect their ability to achieve organisational objectives and deliver reliable public services. Performing a risk assessment helps entities better understand their risks, assess the potential impacts, and as a result, determine how they should prioritise and assign resources to address them.
Periods of uncertainty can affect how public sector entities prepare and present their financial statements. To help entities navigate this, we recently published the fact sheet Financial reporting considerations in uncertain times. This blog highlights the main guidance it provides.
This blog is for preparers of financial statements for whole-of-government reporting entities, those charged with governance at those entities, and users of their financial statements.
Public sector entities must disclose the total remuneration they pay to key management personnel (KMP). Here are some practical tips to help you understand what to include and how to classify it in your disclosures.
Queensland is delivering one of the largest and most complex transport infrastructure programs in its history. This blog looks at risk management in major transport projects and outlines the practical steps entities can take using Queensland Treasury’s Project Assessment Framework.
The Queensland Audit Office reports to parliament reinforce a clear and consistent message: independence is a key driver of effective audit committees.
In September 2020, the Queensland Audit Office (QAO) tabled a report to parliament on Delivering successful technology projects (Report 7: 2020–21). Years have since passed, however our insights remain highly relevant.
Climate change is no longer a distant or emerging issue for the public sector. Extreme weather events, rising insurance costs, infrastructure damage, and increasing demand pressures are changing how public sector entities operate today.
Conflicts of interest are not uncommon on government boards. In fact, they are often a by‑product of appointing directors with the skills, experience, and sector knowledge needed to govern complex public entities. However, the same experience that adds value can also give rise to competing interests – actual, potential, or perceived. The risk for boards is not whether conflicts exist, but how they are managed.