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It’s Not How Big it is – It’s How You Use it!

It’s Not How Big it is – It’s How You Use it!. Peter Andrews Business Support Manager Royal Borough of Windsor & Maidenhead. Three Questions. How do we asses our organisation’s general RM performance? How do we compare that to other organisations?

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It’s Not How Big it is – It’s How You Use it!

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  1. It’s Not How Big it is – It’s How You Use it! Peter Andrews Business Support Manager Royal Borough of Windsor & Maidenhead

  2. Three Questions • How do we asses our organisation’s general RM performance? • How do we compare that to other organisations? • How do we begin to measure the influence RM is having on service provision?

  3. What does Mature RM look like? And how far is my organisation away from that? - We need an excellence model

  4. Audit Commission Scoring • 3 • Formal identification of risks • Mapping of risks to internal controls • Risk register in place which is reviewed and updated • Monitoring the effectiveness of the internal controls through key indicators • Changing behaviour and resources allocation in response to clarifying risks. • Involvement of members in determining key risks and response 4 • Formal identification of risks • Mapping of risks to internal controls and to budgets and resource allocations • Risk register, which is reviewed and updated • Monitoring the effectiveness of the internal controls through key indicators • Changing behaviour and resources allocation in response to clarifying risks • Comparison with peer authorities • Involvement of members in determining key risks and response

  5. Existing Models – The NHS Standard

  6. The NHS Standard

  7. Self Assessment

  8. Risk Maturity Matrix – HMT Model

  9. Benchmarking - A Risk Maturity Matrix • Leadership: do senior management and Members support and promote risk management? • Risk Strategy & Policies: Is there a clear risk strategy, and risk policies? • People: Are people equipped and supported to manage risk well? • Partnerships & Resources: Are there effective arrangements for managing risks with partners and are there appropriate supporting resources? • Processes: Do the organisation's processes incorporate effective risk management? • Risk Handling: Are risks handled well? • Outcomes: Does risk management contribute to achieving outcomes?

  10. Performance Indicators & Alarm The Cost of Risk • External Insurance Premiums - Current Annual Cost • Annual Contribution to Insurance Fund - Average for past 3 years • External Claims Handling - Current Annual Cost • Internal Claims Handling - Current Annual Cost • Insurance Administration - Current Annual Cost • Departmental/Business Unit Excess Charges - Previous Years Totals • Cost of Sickness - Previous Years Total • Health Retirement Costs Caused by Work Related Incidents - Previous Years Totals • Risk Management Unit - Current Annual Cost • Risk Management Control Funding - Current Budget • External Consultancy Risk Management - Previous Years Costs

  11. Cost of Risk PI’s • Cost of Risk Management Unit and Control Funding as a % of the total Cost of Risk • Cost of Risk as a % of the Revenue Budget • Cost of Risk per 1,000 Population • Cost of Risk per Full Time Equivalent Employee

  12. Risk Management PI’s • Cost of Risk Management as a % of the Total Cost of Risk • Cost of Risk Management as a % of the Insurance Costs • Cost per Risk Management Day Provided • Cost of Risk Management per Claim Settled at 0 • Cost of Risk Management per Claim Settled below £500 • Cost of Risk Management by Variation in Reported Claims Year on Year • Highways Slips/Trips Cost per Mile of Footpath Length • Highways Pothole Claims Cost per Mile of Road Length • Social Services EL Lifting Claims per FTE Employee • Social Services EL Lifting Claims by Number as a % of Number of Reported Accidents

  13. What do we want RM to achieve? • Make better decisions • Support improvement to services

  14. Performance Measurement

  15. What do we want to measure? • Capabilities • Results

  16. Capabilities • INPUTS • No. of staff actively involved in RM • % of staff/managers trained in period • No. of Risk Assessment workshops in period • No of positive responses to staff surveys • No of Members attending RM training courses • OUTPUTS • %of Cabinet reports with Risk Assessment • % of services Risk Assessed • % of Risk Register reviewed in last quarter

  17. Results • OUTCOMES • Case Study Examples of good RM + successful outcome or innovation due to RM • In projects – % of green traffic lights versus red • Performance of Corporate PI’s • Basket of Key PI’s

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