Exploring strategic risk in communities: evidence from a Canadian province

Abstract

Purpose

The purpose of this paper is to examine the management of strategic public sector risks in communities and municipalities.

Design/methodology/approach

This research collates information on public sector risk management through a series of key informant interviews and content analysis of municipal plans.

Findings

Financial, environmental, social and other strategic risks were found to be important by communities but not necessarily managed as part of the strategic planning process.

Social implications

The paper explores the question: what are the strategic risks that communities report on and how they are managed? What risks are identified in communities and how they are managed, if they have significant practical and social implications.

Originality/value

It is an interesting time to study public sector risk management. From a regional policy development perspective, public sector organizations will be facing substantial strategic risks in the coming years due to demographic changes (implications of the graying population), urbanization, economic downturns (or booms in certain regions of North America), as well as changes from advances in technology and communication.

Citation

Cooper, T. (2012), "Exploring strategic risk in communities: evidence from a Canadian province", Journal of Enterprising Communities: People and Places in the Global Economy, Vol. 6 No. 4, pp. 350-368. https://doi.org/10.1108/17506201211272788