U.S. Census Bureau Enterprise Risk Management Program Operationalizing ERM A Top-down, Bottom-Up Approach
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1 U.S. Census Bureau Enterprise Risk Management Program Operationalizing ERM A Top-down, Bottom-Up Approach Dr. Nancy Potok Deputy Director and Chief Operating Officer
2 The Landscape Constitutionally mandated mission Departmental ERM initiative 2010 Census lessons learned Major organizational transformation Regulatory/oversight ERM expectations Ongoing climate of threats, risks, & opportunities
3 The Value of ERM Common Risk Processes Visibility of Threats & Risks ERM VALUE Informed Decisionmaking Informed Priority Setting
4 The Evolution of ERM Enterprise Risk Management Program Risk Management Project Risk Management Ad hoc Risk Management
5 ERM Implementation Playbook Establish Tone at the Top Develop a Strategy Identify Roles & Responsibilities Build Processes & Capabilities Implement Processes & Capabilities Conduct Awareness & Training Assess and Mature Processes & Capabilities
6 Establish Tone at the Top Engage Executive Management Identify a Chief Risk Officer (CRO) Create a vision, goals & objectives
7 Develop a Strategy Define ERM scope and parameters Develop an ERM framework Create an ERM Plan
8 Identify Roles & Responsibilities Define ERM governance Develop an oversight structure Assign responsibilities at the appropriate level
9 ERM Top-down & Bottom-up Approach BOTTOM -UP ENTERPRISE RISK REVIEW BOARD Portfolio Mgmt. Governing Boards Program Risk RRBs Project Risk RRBs Operations Risks (Business & IT) TOP-DOWN The Chief Risk Officer oversees the ERM Program
10 Build Processes & Capabilities Develop uniform risk mgmt. processes Develop risk mgmt. guidance, training & templates Select a risk mgmt. tool to support the process
11 ERM Tool The ERM Tool enables a portfolio view of risks Level 1 risks are managed by the Enterprise Risk Review Board Level 2 risks are the Census Bureau s Major Programs Level 3 are risks related to level 2 Level 1 Enterprise Level 2 Major Programs Level 3 Projects Level 4 Sub-Projects
12 Key Level 1 Enterprise Level 2 Major Programs ERM Portfolio View of Risks Level 3 Projects Level 4 Sub-Projects Enterprise Risks ERM Risk Categories enable visibility of common risks across the enterprise: Program 1 Business Line 1 Sub-Project Risks Sub-Project Risks Sub-Project Risks Program 2 Business Line 2 Program 3 Program 4 Business Line3 Business Line 4 Sub-Project Risks Sub-Project Risks 4.2 Strategic Operational Safety & Security Compliance / Regulatory Financial Reputation Political Fraud COOP & Disaster Recovery Technology The ERM Tool enables a portfolio view of risks w/drill down capability.
13 Implement Processes & Capabilities Implement the tool and processes Collect, integrate, analyze and SHARE risk data Address barriers
14 Working Together Sponsored by the COO Plan & Policy available to all Governance is hierarchal Managed at optimal levels Risk identification is positive Risk management is a performance criteria Employees understand risk management Tools are transparent, consistent & user friendly Ownership, reporting & elevation requirements are clear
15 Enterprise Risk Review Board Reviews risk portfolio Uses risks in planning & prioritizing ERRB COO & Execs Influences use of ERM processes Includes risks in decision making Monitors significant risks
16 ERM Risk Tool ERM Risk Tool provides: Standardized risk registers Standardized drill down reports, including: Risk Matrix Risk by Category Active Risks by Rating Top Risks Report Summary reports for transparency of subordinate programs/projects
17 Drill-down Capability
18 Conduct Awareness & Training Create a Policy Conduct training & awareness Incentivize identification of risks & opportunities
19 Assess and Mature Processes & Capabilities Develop a ERM process maturity assessment tool Assess & baseline the ERM process maturity level Assess & mature risk processes and capabilities cyclically
20 Assessing ERM Maturity I. Fundamentals of Risk Mgmt. II. Executive Leadership III. Integration into Culture IV. Application of Principles V. Integration into Strategic Operations
21 ERM Maturity Rating Beginner Intermediate Advanced
22 ERM Implementation Timeline Year 1 Year 2 Year 3 Year 4 Year 5 FY16 Strengthen Operations Risk Management
23 ERM and the OIG A chartered Oversight Engagement Team centralizes and shares DOC, OIG, GAO, and Congressional authorizing and appropriations committee activities OIG activities facilitate identification of emerging issues and risks & potential response strategies
24 Implementation Challenges Resistance to change Defining the scope & structure Communication Integration Fear of oversight
25 Recommendations Establish ERM at the highest level Engage Leadership Treat ERM as holistic & set the tone Redefine risk identification as positive Standardize risk processes Be patient
26 Questions
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