The Implementation of Enterprise Risk Management Scottish Court Service (SCS)

1. The Implementation of Enterprise Risk Management Scottish Court Service (SCS)

2. About SCS We provide access to Justice by supporting the operation of the Scottish Courts- • High Court • Court of Session • Sheriff Courts • Justice of the Peace Courts / District Courts We do this by providing the- • People • Buildings • Technology

3. About SCS • Scottish Government Agency • Judiciary & Courts Act, non-Ministerial Department • Annual Budget £85m • Estate value £400m+ • Backlog maintenance approaching £100m • 50% on Salaries

4. About SCS Continued • Sixty Plus sites • 3 Directorates – Field Services, Corporate Support and Policy & Strategy • 6 Sheriffdoms - • Glasgow & Strathkelvin • Grampian, Highland & Islands • Lothian & Borders • North Strathclyde • South Strathclyde, Dumfries & Galloway • Tayside, Central & Fife • 31 March 2009 1547 staff – increasing

5. Buildings

6. Buildings

7. Customers and partners in the Justice System

8. Customers and partners in the Justice System

9. Customers and partners in the Justice System

10. Customers and partners in the Justice System

11. The Journey • Scottish Parliament 2004 • Reviewed current approach 2005 • Risk Management Framework 2006 • Risk Management Software 2007 • Support Team 2009 (OGC - 10 years to fully embed Risk Management)

12. Our Framework and Processes Risk management is something we face all the time in our lives, at work, at home or wherever we are, and we often manage it subconsciously. Driving a car is one such example. Different people will often make different judgments about how big a risk is faced.

14. Our Framework and Processes (cont.) When it comes to delivering a public service, we need to manage risk consciously and have a way of resolving any differences on how serious any risk is. Keep levels of risk in perspective and learn the value of appropriate risk-taking, which is very important if we want to see innovation in the way we do our business.

15. Benefits: • Better- • strategic decision making • value for money • service delivery • management of change • use of resources • reduced levels of waste and fraud • greater innovation

17. Identify Learning Review Assess Address

18. Likelihood

19. SCS Risk Register Matrix Catastrophic Major Impact Moderate Minor Insignificant Rare Unlikely Possible Likely Almost Certain Likelihood

20. Strengths • 4Risk system

22. Strengths • 4Risk system • Chief Executive – Champion • Executive Board processes • Matrix or Heatmap

23. SCS Risk Register Matrix Catastrophic Major Impact Moderate Minor Insignificant Rare Unlikely Possible Likely Almost Certain Likelihood

24. Strengths • 4Risk system • Chief Executive – Champion • Executive Board processes • Matrix or Heatmap • ALARM Membership

25. Strengths • 4Risk system • Chief Executive – Champion • Executive Board processes • Matrix or Heatmap • ALARM Membership • eLearning

28. Strengths • 4Risk system • Chief Executive – Champion • Executive Board processes • Matrix or Heatmap • ALARM Membership • eLearning • Self Evaluation / Healthcheck • Embedded in corporate decision-making • Articles in in-house magazine

32. Weaknesses • Lack of linkages and joint processes with Security, Health and Safety and Fire • Business Continuity • Identifying risks but not reviewing them • Duplicate work for Projects • Not fully populated for all local courts • Lack of face-to-face training and support • Not embedded into our partnerships

33. Top 5 Corporate Risks • Ability to manage Change Programme • Ability to live within Budget • Relationship breakdown with Scottish Government and the Judiciary • Security Breach • Skills base and staff capacity

34. What’s next? • Embed Risk in at start of new SCS Corporate Body • Freedom of Information • Continuous Improvement • More Stringent Project Management Controls • Compliance with Procurement Legislation

35. Questions?