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 1.How do we asses our organisation’s general RM performance? 2.How do we compare that to other organisations? 3.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 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 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

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