- A little bit about Marianna and her work at CFPB.
- How did Marianne discover risk management?
- As someone who once worked for TSA, Marianne has some wild stories!
- Someone once tried to sneak an alligator onto a plane.
- How does the government think about risk?
- Marianne shares how the TSA thought about risk and modified their security operations to better serve the people.
- What does it take to be a good risk manager at TSA?
- How does Marianne think about community and expanding her professional network?
- Marianne explains how you navigate different political parties and leadership objectives in her industry every 4 years.
- Marianne explains some of the strategies she’s incorporating to attract new talent.
- What’s next for Marianne?
- What advice would Marianne give her younger self?
- How is the federal government thinking about diversity and inclusion when it comes to the risk management space?
- Mentioned in This Episode: Consumerfinance.gov Marianne on LinkedIn
Federal ERM Maturity Model V1.0 (1/2020)
This Federal Enterprise Risk Management (ERM) Maturity Model was developed by OMB and a pilot group of federal agencies and is included in the latest edition of the ERM Playbook.Download the Model
Council of the Inspectors General on Integrity and Efficiency (CIGIE) Checklist Overview
This Checklist was discussed during the 2022 ERM Summit Session: ERM Audit Ready. The purpose of this exercise is to analyze the agency’s ERM capabilities as they relate to the CIGIE Inspectors General Guide to Assessing Enterprise Risk Management to more thoroughly assess capabilities and identify areas of focus for future development. Accomplishments and assessments should be considered on a combination of factors, including the agency’s risk profile, risk register, maturity model(s), as well as a SWOT analysis which may be done as part of the ERM team’s annual assessment.Download the Checklist
Pre-Audit Readiness Tool (PART)
This tool was discussed during the 2022 ERM Summit Session: ERM Audit Ready. The purpose of PART is to foster discussion about programs and/or processes subject to audit and identify opportunities for improvement before an audit begins. The use of the PART can assist management in fulfilling its responsibility for monitoring their internal controls and evaluating the results to ensure they are operating effectively.Download the Tool
U.S. Office of Government Ethics (OGE) Strategic Plan
Mastering Risk: Ways To Advance Enterprise Risk Management Across Government
This Resource has been removed due to a citation error.
On Managing Risk in Government – A Research Portfolio
Risk is everywhere.
It is a condition of existence and government agencies aren’t immune from the slings and arrows of uncertainty. Risk takes many forms and continue to morph and transform with the pace of technology and the reality interconnectedness. It is a leadership imperative for government executives to mitigate the potency of uncertainty by managing the realities of risk and the IBM Center can help them…mitigate risk and make better decisions. Tackling risks requires the right tools and recognized best practices. Dr. Karen Hardy’s report outlines the fundamentals of enterprise risk management ERM in government…answering the how to and the why not? The first step in tackling risk is defining it and it isn’t always negative. Risk can present opportunities. Government Leaders can redefine risk as “uncertainty that matters” and Dr. Doug Webster and Tom Stanton can show you how… outlining practical steps to improving decision making using ERM. Many federal programs are at risk unable or incapable to achieving missions mitigating program risk is key to making government work better. Prof Donald Kettl report, provides a guide of steps risky federal programs can take to manage risk, improve results. Whether you face …. Integrity Risk Financial Risk Cyber Risks Or, risks associated with technological breakthroughs and disruptions…
This video provides an overview of many IBM Center for The Business of Government resources on risk.
Risk Management in the AI Era: Navigating the Opportunities and Challenges of AI Tools in the Public Sector
Artificial Intelligence (AI) has moved into the mainstream of businesses and government.
Business leaders are rushing to take advantages of the benefits that can be brought to a wide array of industries to help increase productivity. Government leaders are also moving forward, but with appropriate caution. When considering the use and application of AI related technologies, government leaders weigh different factors than their private sector counterparts. Whether it is deploying self-driving electric trolleys in a city or retrofitting city streetlights with sensors to make them “smarter,” these leaders must address issues of accountability, transparency, ethics, equity, common good, effectiveness, efficiency, managerial capacity, and political legitimacy.
The report authors put forth a threefold strategy to assist government leaders and public managers with how best to approach using AI, which includes:
- reviews of prior federal government studies on the use and application of AI. These reports reflect a number of important issues for agencies and stakeholders to consider as they begin incorporating AI; the studies also highlight the government’s broad risk management approach to AI
- a risk management framework for when and how government can and should consider using AI tools, how to use these tools, and which organizational tasks and decisions may benefit from the use of AI
- case studies of two innovative uses of AI tools to help manage risks from local governments: the City of Syracuse, New York, and the City of Bryan, Texas.
The authors close with a list of practical guidelines for government action in using AI tools to improve the overall quality of governance, while incorporating similar tools into their overall risk management strategy.
Decision Making Framework — Risk Acceptance Form and Tool (RAFT)
The purpose of this form is to provide a consistent framework for the Service that can be leveraged within a unit’s existing governance or management approval processes to clearly document business decisions in the context of risk appetite and/or acceptance. This document can be used in various ways, including the following:
1) a framework to assess various options in making decisions for achievement of objectives,
2) a guide to articulate rationale behind those decisions within the context of risk appetite, and
3) a documentation trail to support these business decisions. Refer to the end of this document for instructions and additional guidance regarding use of the tool.
For this tool, right-click and save the document to your computer for full use.
Enterprise Risk Channel Submission Form (IRS Sample)
The Enterprise Risk Channel provides a mechanism for employees to send potential risks to the Office of the Chief Risk Officer on a confidential basis. This sample form has been provided by the IRS.