The Ulster University has a national and international reputation for excellence, innovation and regional engagement, making a major contribution to the economic, social and cultural development of the region and playing a key role in attracting inward investment.

Our team was engaged by the University to undertake a review of the existing Risk Management policy and arrangements and the coherence of the link with corporate level governance, business planning and performance management across the university.

To establish an appropriate understanding of the context for Risk Management our consultants analysed existing policies, plans and risk frameworks, including risk identification, evaluation, controls, treatment plans and monitoring systems. We engaged with senior managers, the Risk Committee and the Corporate Business Continuity Management Group to enhance their understanding and appreciation of the function of Risk Management and its relationship with Business Continuity Management. We facilitated workshops to explore and define the key issues, such as strategic direction to risk appetite, risk thresholds, categorisation and assessment and the risk escalation protocols.

Based on this work we authored a report that set out findings and made recommendations for improvement to achieve a risk methodology that was feasible, acceptable and added value to decision-making and performance management within the University. We developed a road map, complete with work programmes and schedules, for implementation of this framework, including an enterprise wide approach to risk and role descriptions for key staff, including recruitment of a resilience manager. Finally we undertook a workshop on site with key university staff to present the findings, helping to raise awareness and understanding of senior management.

"The integration of resilience issues such as risk management frameworks and business continuity systems has the potential to bring real advantages. The detailed and thorough work undertaken by Risk and Resilience has helped to clearly frame how such improvements can be progressed within the University."

Aileen Moore