Office Equipment Market Dissertation Example | Topics and Well Written Essays - 21000 words

Office Equipment Market - Dissertation Example The examination looks at the condition of the workplace gear showcase for assurance of whether it can withstand new contestants. Concentrating on three advances and kinds of hardware, copiers, printers and copy machines, the discoveries demonstrate this is a development driven and advancement based market. The suggestion here is that the primary mover advantage standard holds, wherein new participants are not liable to succeed. In fact, the innovations and assets accessible to the principal movers and early contestants render this a shut market as in it is probably not going to retain new participants. A use of the asset based perspective on the firm affirms this theory. The exposition, be that as it may, finds that while the open doors for new participants in the referenced market are constrained, they do exist. Simply expressed, should the primary movers stop their proceeded with drive towards advancement, in this manner, leaving a hole in the market, new firms can enter. They, notwithstanding, can possibly do as such in the event that they have coordinated their developments to match with the referenced hole. As the investigation finishes up, the open doors for new contestants are far and not many between and, to be sure, their odds for progress are negligible, best case scenario, considering asset differences among them and the early participants. The reality remains, in any case, that such open doors exist with the key being development and item timing. Part 1 - Introduction and Overview 1.1 Introduction To those from without the business, the workplace hardware showcase seems, by all accounts, to be a profoundly worthwhile one. In reality, as a few economic analysts have commented, the benefits which the printer, copier and copy machines' market seems to guarantee appears to entice new market players to enter this specific modern and market division... To those from without the business, the workplace gear advertise seems, by all accounts, to be an exceptionally worthwhile one. In reality, as a few economic scientists have commented, the benefits which the printer, copier and copy machines’ advertise seems to guarantee appears to allure new market players to enter this specific modern and market segment (Herbig and Kramer, 1994; Elliot, 2005; Ruffo, Tuck and Hague, 2007). Independent of appearances, nonetheless, and not withstanding the size of the market, there is no space for new players as this is a first-mover advertise in which the situation is anything but favorable for new contestants. As confirmed by a few market examiners and promoting researchers, advancement is the way to endurance inside this market and, because of that, the market status of its key players (Xerox, IBM, Ricoh, Canon, Kyocera-Mita and HP) is practically unapproachable (Clarke, 2000). Continuing for the above-expressed, it is evident that expert and scholastic feeling tends towards the dispute that the workplace gear showcase isn't available to new players; that there is no space for new players inside this market. This isn't, as some may accept, in light of the fact that the key players have a tight, semi monopolistic grasp over the market. Rather, and as noted in the abovementioned, this is on the grounds that this is a market of advancement and, henceforth, by definition, favors early movers. So as to explain this further, it is important to investigate the idea of development. Development, it is contended, is more than innovation. Put in an unexpected way, developments don't really bring about advancement.

Growing Assignment Example | Topics and Well Written Essays - 250 words

Essay Topics on Terrorism - Write Your Essay Effectively

Essay Topics on Terrorism - Write Your Essay EffectivelyIt can be frustrating trying to write essays on terrorism because the topic is so wide. The term 'terrorism' covers a large number of ideologies and acts. In addition, many other words and phrases are used to describe the act. To avoid confusion and improve your writing, read this guide to help you write a well-researched essay on terrorism.The first thing you need to do is to know the historical context. This is crucial because it will help you understand the nature of the organization and their goals. You should also be able to give a clear and concise account of the organization's practices and ideology.Terrorist groups also pose a threat to individuals in an essay topics on terrorism. It is easy to go overboard with the description. This is why it is best to use the political system and their culture.After knowing the specific organization, you must research their beliefs and practices. Before writing your essay, you should read any literature on the group. This will help you understand their reasons and ideology better.The next thing to write essays on terrorism is to research the attacks that the group has carried out. The final section of your essay must give a summary of the events that have transpired during the group's lifetime. Make sure that you know the general period of their existence and discuss what the organization had to say about the attacks that they carried out.Besides all of these, the essay topics on terrorism must also have a thesis statement. This statement must be written clearly and concisely. This should be the basic premise of your essay.Finally, write the conclusions of your essay. These should be designed to provide a summary of the main point of your essay. The conclusion must also be related to the thesis statement. It is important to have a clear distinction between the two.Essay topics on terrorism are not very difficult to write. However, you must make sure that you stu dy the organization's history thoroughly and then provide a concise description of the past that will help your readers understand the present.

Battle of New Market in the Civil War

The Battle of New Market occurred on May 15, 1864, during the American Civil War (1861-1865). In March 1864, President Abraham Lincoln elevated Major General Ulysses S. Grant to lieutenant general and gave him command of all Union armies. Having previously directed forces in the Western Theater, he decided to give operational command of the armies in this region to Major General William T. Sherman and moved his headquarters east to travel with Major General George G. Meades Army of the Potomac. Grants Plan Unlike the Union campaigns of the preceding years which sought to capture the Confederate capital of Richmond, Grants primary goal was the destruction of General Robert E. Lees Army of Northern Virginia. Recognizing that the loss of Lees army would lead to the inevitable fall of Richmond as well as would likely sound the death knell of the rebellion, Grant intended to strike the Army of Northern Virginia from three directions. This was made possible by the Unions superiority in manpower and equipment. First, Meade was to cross the Rapidan River east of Lees position at Orange Court House, before swinging west to engage the enemy. With this thrust, Grant sought to bring Lee to battle outside of the fortifications the Confederates had constructed at Mine Run. To the south, Major General Benjamin Butlers Army of the James was to advance up the Peninsula from Fort Monroe and threaten Richmond, while to the west Major General Franz Sigel laid waste to the resources of the Shenandoah Valley. Ideally, these secondary thrusts would draw troops away from Lee, weakening his army as Grant and Meade attacked. Sigel in the Valley Born in Germany, Sigel had graduated from the Karlsruhe Military Academy in 1843, and five years later served Baden during the Revolution of 1848. With the collapse of the revolutionary movements in Germany, he had fled first to Great Britain and then to New York City. Settling in St. Louis, Sigel became active in local politics and was an ardent abolitionist. With the start of the Civil War, he received a commission more based on his political views and influence with the German immigrant community than his martial ability.   After seeing fighting in the west at Wilsons Creek and Pea Ridge in 1862, Sigel was ordered east and held commands in the Shenandoah Valley and the Army of the Potomac. Through poor performance and an unlikable disposition, Sigel was relegated to unimportant posts in 1863. The following March, due to his political influence, he obtained command of the  Department of West Virginia. Tasked with eliminating the Shenandoah Valleys ability to provide Lee with food and supplies, he moved out with around 9,000 men from Winchester in early May. Confederate Response As Sigel and his army moved southwest through the valley towards their goal of Staunton, Union troops initially encountered little resistance. To meet the Union threat, Major General John C. Breckinridge hastily assembled what Confederate troops were available in the area. These were organized into two infantry brigades, led by Brigadier Generals  John C. Echols and Gabriel C. Wharton, and a cavalry brigade led by Brigadier General John D. Imboden. Additional units were added to Breckinridges small army including the 257-man Corps of Cadets from the Virginia Military Institute. Armies Commanders: Union Major General Franz Sigel6,275 men Confederate Major General John C. Breckinridge4,090 men Making Contact Though they had marched 80 miles in four days to join his army, Breckinridge hoped to avoid using the cadets as some were as young as 15. Advancing towards each other, Sigel and Breckinridges forces met near New Market on May 15, 1864. Deploying on a ridge north of the town, Sigel pushed skirmishers forward. Spotting the Union troops, Breckinridge opted to take the offensive. Forming his men south of New Market, he placed the VMI cadets in his reserve line. Moving out around 11:00 AM, the Confederates advanced through thick mud and cleared New Market within ninety minutes. The Confederates Attack Pressing on, Breckinridges men encountered a line of Union skirmishers just north of the town. Sending Brigadier General John Imbodens cavalry around to the right, Breckinridges infantry attacked while the horsemen fired on the Union flank. Overwhelmed, the skirmishers fell back to the main Union line. Continuing their attack, the Confederates advanced upon Sigels troops. As the two lines neared, they began exchanging fire. Taking advantage of their superior position, the Union forces began to thin out the Confederate line. With Breckinridges line starting to waver, Sigel decided to attack. With a gap opening in his line, Breckinridge, with great reluctance, ordered the VMI cadets forward to close the breach. Coming into line as the 34th Massachusetts began their attack, the cadets braced themselves for the onslaught. Fighting with Breckinridges seasoned veterans, the cadets were able to repel the Union thrust. Elsewhere, a thrust by Union cavalry led by Major General Julius Stahel was turned back by Confederate artillery fire. With Sigels attacks faltering, Breckinridge ordered his entire line forward. Surging through the mud with the cadets in the lead, the Confederates assaulted Sigels position, breaking his line and forcing his men from the field. Aftermath The defeat at New Market cost Sigel 96 killed, 520 wounded, and 225 missing. For Breckinridge, losses were around 43 killed, 474 wounded, and 3 missing. During the fighting, ten of the VMI cadets were killed or mortally wounded. Following the battle, Sigel withdrew to Strasburg and effectively left the Valley in Confederate hands. This situation would largely remain until Major General Philip Sheridan captured the Shenandoah for the Union later that year.

Policies of the Nazi Party and Hitler Becoming Chancellor...

Policies of the Nazi Party and Hitler Becoming Chancellor I believe that the Nazi policies played a major part in the success leading to Hitlers reign as chancellor. The Nazi policies were very appealing to age groups of all generations; there were also a variety of other reasons for the success of the Nazi party and its leader Hitler, these included: the great depression, Hitlers own personal ability and personality, the increase in support for the communist party as well as the well organised propaganda campaign. The Nazi policies were extremely successful and had a widespread appeal across Germany. These policies were very appealing to the middle classes, pensioners, nationalists,†¦show more content†¦This also led to people being discontent, people were beginning to lose faith in the Weimar government, as they had now proven, on two occasions which were the occupation of the Ruhr and now the Wall Street crash that they were unable to keep control on the situations and they were showing signs of instability. Germany was struck with poverty, even those in the middle classes suffered. Due to the masses in unemployment and the poverty which was arising, people were becoming desperate and they began to find the extreme ideology of the Nazi party more appealing. People started to turn their attention to the views of the Nazis, the Nazis seemed to have all the answers, they promised to solve all of Germanys problems so therefore people were starting to support the Nazis. Before all the chaos the Nazi party had been a very minority party, who people had ignored, but the depression showed a turning point and many people believed that they had no choice but to join the Nazi party. Along with the depression, Hitlers own personality was an important factor in the rise of the Nazi party. Hitler had great personal skills and was a brilliant orator, he could get big crowds of people to listen and get involved. He was very charismatic and this is what got the people involved in his campaign. HitlersShow MoreRelatedEssay about The Reasons Hitler Became Chancellor811 Words   |  4 PagesThe Reasons Hitler Became Chancellor After over ten years of trying, in 1933 Hitler and the Nazis had almost fulfilled their goal to hold all power in Germany. The Nazis were by far the most powerful party in the Reichstag holding the most seats, and Hitler being made Chancellor, but it wasnt that simple, in fact it was very complicated. There were several big contributors to Hitler becoming Chancellor. The Great Depression, one the worst times for Germany, andRead MoreThe Effect of the Great Depression on Hitlers Power Essay949 Words   |  4 PagesDepression on Hitlers Power There is no simple answer as to why Hitler became chancellor in January 1933. There are a number of causal factors which all contributed to his rise into power. Any of the factors, on its own, however, would not have resulted in his appointment. They are all linked in a web of causation and if any of the factors were missing, Hitler would not have been appointed chancellor. Of the factors I would say that the Great Depression was the mostRead MoreThe Reasons Hitler was Made Chancellor of Germany Essay1294 Words   |  6 PagesThe Reasons Hitler was Made Chancellor of Germany In Germany in 1933, Hitlers Nazis party was growing extremely popular with the Germans. This posed a problem for the current government, The Weimar republic who were losing popularity. Hitler promised things that the German people needed: Hitler offered a strong leadership, like that of the Kaiser, older Germans who were alive during the reign of the Kaiser, warmed to this type of ruling. Hitler promised the cancellationRead MoreThe Rise of Hitler Essay558 Words   |  3 PagesThe Rise of Hitler During the 1920s and early 1930s Germany was trying to recover from World War. It had to pay reparations and try to rebuild the economy from bankruptcy. It was because of the weaknesses of the economy and the Weimar Government, together with the growing popularity of the Nazis that Hitler was able to become Chancellor. After the First World War, Germany was forced to establish a democratic government based on proportional representation. 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His policies triggered World War II and oversaw fascist policies that resulted in millions of deaths. Today we will discuss the early years, artistic dream, the role in World War I, rise to power, the leadership of Der Fà ¼hrer, and the death of the infamous Adolf Hitler. Adolf Hitler was born on April 20, 1889 in the Austrian borderRead MoreAdolf Hitler : An Experimental View1562 Words   |  7 Pagesmy paper is Adolf Hitler. Born in Austria in 1889, Adolf Hitler rose to power in German politics as leader of Nazi Party (the National Socialist German Workers Party). Adolf Hitler was chancellor of Germany from 1933 - 1945, and served as dictator from 1934- 1945. His policies lead to World War II and the Holocaust. The Great Depression in Germany provided a political opportunity for Adolf Hitler. In the year 1932, Hitler ran against Paul von Hindenburg for the presidency. Hitler came in second inRead MoreWas the Great Depression the main reason why the Nazi Party grew between 1929 and 1932?1010 Words   |  5 Pageswhy the Nazi Party grew between 1929 and 1932? In my opinion, I believe that the Great Depression was the most significant factor towards the growth of the Nazi Party as this was the time when the Nazi Party grew rapidly from only 12 seats in May 1928 to 107 in September 1930 and became the second largest party in Germany, following after the KPD. This was down to the economic crisis in the aftermath of the Wall Street Crash, which weakened the Weimar Republic by discrediting its policies, consequentlyRead MoreEssay on Hitlers Rise to Power2889 Words   |  12 Pagesafter that- Germany. (Heiden, 142) Adolf Hitler spoke these words in 1920, soon after becoming leader of the newly named National Socialist German Workers Party, commonly known as the Nazi Party. 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Culture Change as a Universal Intervention of Behaviour...

Culture change as a universal intervention of behaviour change in tobacco and alcohol use and suicide GENERAL INTRODUCTION Impact, personal and otherwise, of alcohol, tobacco and suicide is pervasive and pronounced. Primary and secondary prevention of tobacco and alcohol use and suicide have mixed stories of success. Disability Adjusted Life Years (DALYs) attributable to alcohol use is relatively much higher than for many other conditions (1). In the Global Burden of Disease study from 2010 alcohol is estimated to account for 3.9% of life years lost globally, up from 3.0% in 1990. This makes alcohol the fifth leading risk factor globally for ill health and premature deaths (1). Impact of tobacco use and suicide is equally significant. Across the world five million people die every year due to tobacco smoking and 600,000 die due to second-hand smoke (2). One million die due to suicide every year (3). Alcohol and tobacco use and suicidal behaviour are three common health conditions for clinicians as well as public health professionals. Behaviour is fundamental in causation and in treatment of these conditions, compared to conditions such as pneumonia or sceptic arthritis. Universal models of primary and secondary prevention for pneumonia and sceptic arthritis are available (4) (5). Although such models are available for conditions such as alcohol use, their effectiveness is not remarkable. For an example the UKMAS (United Kingdom Multicentre Acamprosate Study) reportedShow MoreRelatedOld Peoples : Quality Of Life2254 Words   |  10 Pagespeople retire (World Health Organisation 2011a). However in many developing countries, perception of old age is changing, in social role and functions and not just retirement. Moreover chronological ageing has different meaning in different countries, cultures and societies as a social structure. However chronological ageing is misleading when it comes to mental health in elderly. Mental Health according to the WHO (2011a) is a state of wellbeing in which every individual is able to make contribution toRead MoreResearch Paper on Health5553 Words   |  23 Pages* The big change, the big challenge Puberty, which usually begins between the age of 10 and 16, is the gradual process of changing from a child to an adult. Each person starts to change at a different time. Changes in the body, behavior and lifestyle are some of them. The changes that occur during the process are   1. Hands, feet, arms, legs, hips and chest will become larger.  The body will produce hormones which are special chemical messengers that tell the body how to grow and change. 2. The  privateRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagespermission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290. Many of the designations by manufacturersRead More_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 Pagesmanner—without the written permission of the publisher. Thomson Higher Education 10 Davis Drive Belmont, CA 94002-3098 USA For more information about our products, contact us at: Thomson Learning Academic Resource Center 1-800-423-0563 For permission to use material from this text or product, submit a request online at http://www.thomsonrights.com. Any additional questions about permissions can be submitted by e-mail to thomsonrights@thomson.com. Printed in the United States of America 1 2 3 4 5 6 7

Risk Management Plan free essay sample

Gow-Gates also offer an obligation free insurance program audit and gap analysis to all ACS members. Whilst risk management is recognised as an essential component of good corporate governance, a number of recent changes in the industry have highlighted the need to ensure risk management is part of an organisation’s culture, its philosophy, practices and business processes. These include: ? ? ? ? The introduction of the Community Care Common Standards and expected outcome 1. Risk Management Australian Charities and Not for Profits Commission requirement for a risk management plan (planned implementation July 2014) Increasing focus on disaster management and emergency response A requirement for overnight respite services (NRCP) to develop and implement a risk management plan Risk management may be defined as the process of identifying, assessing and judging risks, assigning ownership, taking actions to mitigate or anticipate them, and monitoring and reviewing progress. The Australian Standard defines risk as the chance of something happening that will have an impact on [an organisation’s] objectives. It is measured in terms of consequences [the outcome] and likelihood [the rate of occurrence] and if the risk will have a positive or negative impact. A risk rating scale is used to identify risk management priorities. Likelihood The likelihood is related to the potential for risk events to arise. Rating A B C D E Likelihood Almost certain: will probably occur, could occur several times per year Likely: high probability, likely to arise once per year Possible: reasonable likelihood that it may arise over a five-year period Unlikely: plausible, could occur over a five to ten year period Rare: very unlikely but not impossible, unlikely over a ten year period Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 1 of 22 Consequence The consequence rating is based on the impact or degree of loss or damage. Rating 1 2 3 4 5 Potential impact Catastrophic: most objectives may not be achieved, or several severely affected Major: most objectives threatened or one severely affected Moderate: some objectives affected, considerable effort to rectify Minor: easily remedied, with some effort the objectives can be achieved Negligible: very small impact, rectified by normal processes Risk priority The risk priority scale determines the nature of the risk and the action required. IMPACT 1 2 3 4 5 A Extreme (1) Extreme (1) Extreme (1) Major (2) Medium (3) B Extreme (1) Extreme (1) Major (2) Major (2) Medium (3) C Major (2) Major (2) Major (2) Medium (3) Minor (4) D Major (2) Medium (3) Medium (3) Minor (4) Minor (4) E Medium (3) Minor (4) Minor (4) Minor (4) Minor (4) Key 1 2 3 4 Extreme risks that are likely to arise and have potentially serious consequences requiring urgent attention Major risks that are likely to arise and have potentially serious consequences requiring urgent attention or investigation Medium risks that are likely to arise or have serious consequences requiring attention Minor risks and low consequences that may be managed by routine procedures (Reference: NSW Department of Ageing, Disability and Home Care. It’s Your Business Chapter 6: Risk Management and Australian Standard AS/NZS 4360:2004 Risk Management) For further information or support in developing a risk management plan please contact ACS Consultancy, on 02 8754 0400 or for further information for an obligation free insurance program audit contact Gow-Gates on 02 82679934. Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 2 of 22 Risk Management Plan RISK MANAGEMENT PLAN FOR AGED AND COMMUNITY CARE LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Date Identified Identified Risks Impact/ What can go Wrong? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible ORGANISATION RISKS Financial: Failure of financial performance Failure to meet budget Organisation not financially sustainability Poor management of revenue expenses and budget process Failure to remain solvent Inaccurate ACFI claiming Financial: Loss of income from investments Financial: Theft, Fraud, Embezzleme nt of funds Volatility in investment markets ? ? ? Budget process Financial reporting Monitoring financial performance monthly by Board / Senior Management Review actuals vs budget, discussion of variances and strategies to meet shortfalls Strategic Plan Training Insurance ? ? ? ? ? ? Conservative investment strategy Liquidity management strategy Board and management reports Annual external audit of funds Recruitment process including mandatory police checks Financial delegation and approval process Policies and procedures, Code of Conduct Financial security at risk ? ? ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 3 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Insurance Monthly monitoring of cash flow Management approval of payment of creditors Liquidity management strategy Insurance Financial: Poor cash flow management Poor budget / management of cash flow Inability to pay debts on time Poor credit rating Inability to pay salary entitlements ? ? ? ? Financial: Loss of business / Competition Lower occupancy, decreased referrals, decreased waiting list, unfilled packages. Poor community reputation ? ? ? ? ? ? ? ? ? ? Quality Management System Evaluate effectiveness of programs / responsiveness Strategic Plan Community needs analysis and Service Planning Marketing Interagency networks Strategic Plan Board and Management monitoring of Strategic Plan Community needs analysis and Service Planning Interagency networks Financial: Failure to grow services / change in market conditions Impact on financial sustainability Inability to respond to community need Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 4 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? ? ? ? ? ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Legal Regulatory Compliance: Prudential arrangement s Non Compliance with Prudential Arrangements Potential cost implications Department of Health action Impact on reputation Board Governance Board training Policies and procedures Bond register Board reports Board compliance register Risk Management Insurance Board compliance register Access to Accreditation Standards, Community Care Common Standards, guidelines. Policies and Procedures Residential and Community Care self assessment Audit Program Management training Insurance Legal Regulatory Compliance: Standards Non Compliance with Community Care Common Standards / Aged Care Accreditation Standards. Breach of Aged Care Act Department of Health Action Potential cost implications Impact on reputation ? ? ? ? ? ? ? Legal Regulatory Compliance Non compliance with Aged Care Act / Retirement Villages Act / Other ? Access to legislation, funding agreements, contracts, program guidelines Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 5 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Legislation Breach in Act / legislation Policies and Procedures Communication through committee structure Member ACS / ANSTAT Board compliance register Audit program Board, Management Staff training Insurance Policies and Procedures Management and staff training Induction program WHS inspections to identify and manage risks / Annual Safety Inspections Hazard management system to identify and manage risks Security systems Smoke free environment: documented policies and procedures Purchase of appropriate equipment and equipment maintenance Insurance ? ? ? ? ? Legal Regulatory Compliance: Inability to provide a safe work environment Injury or harm to staff, volunteers, contractors, visitors. ? ? ? ? ? ? ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 6 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Legal Regulatory Compliance: Industrial relations issues Industrial disputes interrupt / delay work force Access to ACS industrial relations team for advice Human resource policies and procedures Induction program Maintain supportive work environment to maintain staff morale Insurance Adequate insurance Regular insurance review ? Legal Regulatory Compliance: inadequate or inappropriat e insurance Governance: Board Dysfunction Inability to pay compensation ? ? Board dysfunction or lack of systems / knowledge to Govern organisation impacting on all aspects of business ? ? ? ? ? Constitution includes Governance Framework Governance policies and procedures Board training Defined KPIs and Board reporting Insurance All computers are linked to the Information Technology: Network problems/ ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 7 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible IT Malfunction failures Inability to access systems, loss of data or privacy breach ? ? ? ? ? ? ? ? main server and backed up daily Professional IT support services Regular and planned IT hardware and software upgrade Security systems in place Insurance Comply with building code: issued with Building certificate. Insurance Fire detection system Fire safety equipment in place and inspected every 6 mths or as required. Sprinkler system Preventative maintenance program Emergency response plan Cleaning procedures and external environmental cleaning reduces risk of fire. WHS inspections to identify environmental hazards. Insurance Grievance and complaints policy and procedure Disaster Management : Fire, Flood, Natural disaster Natural disaster resulting in destruction of building and equipment ? ? ? ? ? ? Significant grievance or Significant disputes leading to high level ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 8 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible disputes of dissatisfaction, impact on staff morale, impact on organisation reputation and costs Access to external complaints process Staff and Management training in Complaint Management Engage key stakeholder input and feedback through committee structure, surveys and open door policy Insurance Defined accountability of Senior Management Team to monitor performance across entire organisation Define key performance indicators monitored for key areas: Quality, workforce, financial, client. Communication processes Reporting processes ? Management over commitment Management over commit time and resources to individual process to the detriment of other processes ? ? ? Workforce Risks Staff skills Staff do not have the knowledge and/ or skills to provide for individual care recipient care needs ? ? Recruitment procedures in place Position descriptions define accountabilities, roles and responsibilities All Care Staff have Cert III or ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 9 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELI HOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible higher and appropriate experience. ? ? ? ? ? Defined training requirements Orientation training program in place Allied Health / Registered Nurse registration Client assessment, care planning and evaluation process Care recipient assessment and care plan process identify specific care needs requiring specific knowledge and skill – link to training program. Access to Registered Nurse for clinical assessment and staff training Referral process Brokerage agreement Insurance Recruitment procedures in place Roster management process in place Adequate staff pool to cover leave ? ? ? ? Inadequate staff levels Inadequate staff to fill the roster. Staffing levels not adequate to meet care recipient care needs. ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 10 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Access to Agency / Brokerage services Care recipient assessment, monitor care needs and adjust staffing in line with care recipient acuity Monitoring of care indicators to ensure adequate staffing eg Client, care recipient, staff feedback, incidents, clinical indicators, complaints. Flexible and supportive work environment to encourage staff to remain Codes of behaviour / conduct Career development opportunities Recruitment procedures Community public relations Insurance Emergency response policy procedure Emergency response and fire safety training for staff Evacuation drills Adequate staff levels in event of ? Inability to recruit staff / High staff turnover Inability to provide adequate staffing Increased workload for existing staff Staff burnout Loss of productivity Absenteeism ? ? ? ? ? ? ? ? ? ? Fire / Emergency Numerous causes of house/ facility fires. Injury or death as a result of fire. Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 11 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible n emergency, including on call roster ? Smoke free environment: documented policies and procedures Insurance All staff require current NSW / ACT Drivers Licence Register maintained with staff drivers license Motor vehicle insurance Purchase of appropriate vehicles in accordance with care recipient care needs eg. Wheelchair locks Regular service of vehicles Current Material Data Sheets (MDS) Secured storage Staff training Chemical spill kit Approved l ist of chemicals for use in Community Care Insurance WHS policies procedures Transport Motor vehicle accidents including injury or harm to care recipient or staff Vehicle damage ? ? ? ? ? Hazardous Chemicals Spills, consumption by clients Staff, visitor, client injury ? ? ? ? ? ? Staff Injury Work related ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 12 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible injuries Care recipient assessment and care plan including behaviour management Staff pre-employment medical assessment Employment checklist includes immunization status Staff wellness program Staff immunization program Safe Work Method statements WHS, IC MH training Injury Register Worker Compensation Insurance Incident management system Hazard management system WHS inspection to identify hazards Home safety inspection Policies and procedures Home afety inspection identifies risk associated with client pets Policy and procedure Emergency procedures ? ? ? ? ? ? ? ? ? ? ? ? Pets in clients home Staff working alone Staff injury from pets Staff on own at night, risk of security breaches ? ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 13 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Community staff travelling on own to remote areas ? Staff working alone have access to portable phone / mobile phone if required to ring in an emergency Personal security alarm if appropriate Regular vehicle service Home safety inspection Client assessment identifies at risk behaviours Staff entering clients home on own risk of personal injury associated with aggression SERVICE USER RISKS Care recipient care needs not met Care not delivered in accordance with care recipient needs leading to neglect, harm or illness ? ? ? ? ? ? ? ? ? ? ? Policies and procedures for assessment and care planning Assessment and care planning tools in place Staff training in assessment and care plan process Care review process Access to Registered Nurse for clinical support Case conference Staff have knowledge and skill to provide the care Training program competency Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 14 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? ? ? ? ? ? ? ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Access to external services Referral process Monitoring of care indicators Audit program Clinical governance procedures Insurance Security of tenure policy and procedure Entry / exit criteria Care recipient Assessment, care planning process and evaluation of care delivery Case conference process Policies and procedures for complex care needs Staff training and competency program Access to Registered Nurse, Allied Health and Other Specialist eg DBMAS / Palliative Care Audit program covers complex health care needs Monitoring of clinical indicators eg. Wounds, pressure areas, Increasing complex care needs Service not able to meet increasing care needs ? ? ? ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 15 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible nmanageable pain, unintentional weight loss, S8 medication management, restraint, behaviours of concern. ? Referral / transitional process Referral and assessment processes Majority of carers and care recipients known to service Emergency contact details Policies and procedures Assessment and ongoing care recipient monitoring All staff / volunteers with unsupervised access have current criminal record check Incident reporting system Mandatory reporting register (Residential) Staff orientation and training program Employee and Care Recipient manuals Insurance Abandonmen t of the client Family/carer refuse to return to collect the care recipient at end of respite period Residents / Clients physically, emotionally, socially or sexually abused ? ? ? ? ? ? Elder Abuse ? ? ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 16 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Falls Client / resident falls, stumble, trips in facility or at home. Risk of injury. Client / resident does not use appropriate equipment when mobile. Policy and procedure including falls prevention management Falls risk assessment on all care recipients on admission, annually or if significant change in care needs Care recipient care plan includes falls prevention and management Clients supervised when mobile and on slippery or uneven surfaces here required Adequate staff levels to manage falls risk Hazard system in place to identify environmental fall hazards WHS inspections to identify environmental hazards Care recipients / carers provided with falls prevention information Home safety checklist completed and explained to community care clients Falls/near misses reported by staff so that additional ? ? ? ? ? ? ? ? Produced by Aged and Community Services Asso c of NSW ACT : Nov 2012 Page 17 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible preventive measures are put in the care plan for specific service users ? ? Care recipients with aggressive or wandering/ absconding behaviours Staff or others injury or harm Care recipient can wander / abscond from facility placing themselves in danger ? ? ? ? ? Falls monitoring as a care indicator Insurance Emergency procedures include aggression Behaviour management policy and procedures Missing persons policy and procedure (Residential) Identification bands for people know to wander / abscond Eligibility criteria appropriate for service Assessment and care plan process with development of behaviour management plan if indicated Access to expertise eg. Psychogeriatr ician, DBMAS Access to behaviour management resources Referral process Staff training ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 18 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme ? ? Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible Incident management system, monitors trends in behaviours Care recipient file audits to ensure assessments and care plans reflect care recipient needs Insurance Medication policy and procedure Access to Best Practice resources for medication in Residential Aged Care and Community Care Prescription medications are only administered to individuals from clearly marked dose administration aids prepared by the Pharmacist Access to Registered Nurse for the administration of Schedule 8 medications Access to Endorsed Enrolled Nurse for administration of Schedule 4 medication, enema, suppository, Intramuscular. Safe storage of medications Staff supported to attain unit of ? Unsafe / incorrect administratio n of medication Incorrect medication provided/given leading to side effects, illness, death. ? ? ? ? ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 19 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible competency Physically Assist With Medication Administration ? Ongoing staff training annual internal competency assessment Medication incidents reported, monitored and actioned. Insurance Food safety program Food safety policy procedure Access to food safety resources Assessment and care plan process to identify allergies to food Staff training Audit program NSW Food Authority Licence where required NSW Food Authority audit / ACT Health inspections where required Insurance Infection control policies and procedures in place Infection control resources ? Food Borne Illness Food safety program not complied with Spoilt food prepared for consumption, hygiene practices not adhered to. Care recipient allergic reaction if served allergenic foods. Food borne illness may result in illness or death. ? ? ? ? ? ? ? ? ? ? ? Transmission of infection Transmission of Infection/s leading to illness of staff, Produced by Aged and Community Servi ces Assoc of NSW ACT : Nov 2012 Page 20 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible care recipients, others through poor infection control practices available ? ? ? ? ? ? ? ? ? Outbreak management packs (Flu Gastro) available Access to personal protective equipment Access to hand washing / anitiser Sharps disposal containers Care recipient assessment Infection surveillance monitored and analysed Staff orientation and training program Audit program includes infection control audits Insurance As per organisational / workforce risks Evacuation kit Smoke alarms mandatory in all client homes Staff training Insurance Policies and procedures including emergency response Fire Numerous causes of house fires Injury or death as a result of fire Property damage as a result of fire ? ? ? ? ? ? Natural Disaster or Not prepared, lack of procedure Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 21 of 22 Date Identified Identified Risks Impact/ What can go Wrong? LIKELIHOOD A=Almost Certain B = Likely C = Possible D = Unlikely E = Rare CONSEQUENCE 1= Negligible 2= Minor 3= Moderate 4= Major 5=Catastrophic RISK RATING 1 = Minor 2 = Medium 3 =Major 4 = Extreme Current Controls to Reduce, Mitigate or Transfer Risk Residual Risk Comment on Risk / Required Controls Person Responsible threat of natural disaster Extreme weather Conditions resulting in staff, client or resident injury. Isolation, limited access to service Limited access to community clients to provide service Inadequate insurance and Care for client in extreme weather conditions: Heat wave ? ? ? Emergency Response Plan Air conditioning, curtains etc (increase fluids), cold climate. Links to Emergency Services, SES, Fire Brigade (alert system re; fire), Ambulance, Access to emergency medical services and hospital services. Access to police via phone or other system. Care recipient individual emergency plan Insurance ? ? ? ? Produced by Aged and Community Services Assoc of NSW ACT : Nov 2012 Page 22 of 22