Speakers: Jana Utter, Centene Corporation
Moderator: Cynthia Vitters, Deloitte & Touche LLP
Integrating Environmental, Social, and Governance (ESG) issues is a critical step to understand and manage an organization’s full risk exposure. ESG captures critical issues that naturally align with risk – environmental concerns, such as climate impact, social issues such as diversity, equity, and inclusion, and governance, such as stewardship or sustainability.
Speakers: Mark Ripley, UK Government Finance Function
Linda Irvine, Risk Management Branch, Province of British Columbia
Moderator: Tom Brandt, IRS
While ERM adoption within the U.S. federal government is still in its relatively early stages following the 2016 issuance of OMB Circular A-123, many other governments world-wide have been at the practice of ERM for much longer. Through this session, participants will have the opportunity to hear from the leaders of long-standing ERM initiatives in the United Kingdom and the Canadian Province of British Columbia that are considered as best-in class examples of government-wide ERM program. They’ll share lessons learned from their experience in keeping ERM relevant during periods of change, including insights into the key skill sets of effective risk leaders along with methods for leveraging ERM to help the broader government during periods of crisis.
Speaker: Tinisha Agramonte, Architect of the First Generation Professionals Initiative
Moderator: Bobbi-Jo Pankaj, Grant Thorton Public Sector, LLC
Speaker: Gene Dodaro, Comptroller General of the United States and head of the U.S. Government Accountability Office (GAO)
Moderator: Nicole Puri, President, AFERM
Gene Dodaro will provide an overview of the GAO High Risk List including recent changes and describe how ERM can help agencies with high risk issues.
Learning objectives:
Speaker: Bob Zukis, Digital Directors Network
Moderator: Marianne Roth, CFPB
Systemic risks are all around us – we’re all still living through the cascading systemic failures of COVID. Recent systemic failures like Texas Energy, SolarWinds, and the Microsoft Exchange hack demonstrate how global connectivity and new technology innovations are introducing new systemic risks at a level and of types never seen before. But few leaders fully understand systemic risks or know how to mitigate them. This plenary session will explore how one point of failure in a complex system can threaten the entire system and how new threats evolve and can emerge over time.
This recording includes all morning sessions, including Plenary Session 1.
Speaker: Merline Barrington, New York/New Jersey Port Authority
Moderator: Bobbi-Jo Pankaj, Grant Thornton
This presentation is not available for download.
What are benefits of pursuing enterprise risk management? How can risk management enhance agency decision-making? What is the mission of the Association for Federal Enterprise Risk Management (AFERM)? Join host Michael Keegan as he explores these questions and more with our very special guest, Tom Brandt, Chief Risk Officer, at the US Internal Revenue Service (IRS).
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:
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.
In successful organisations, risk management enhances strategic planning and prioritisation, assists in achieving objectives and strengthens the ability to be agile to respond to the challenges faced. If we are serious about meeting objectives successfully, improving service delivery and achieving value for money, risk management must be an essential and integral part of planning and decision-making. While risk practices have improved over time across government, the volatility, complexity and ambiguity of our operating environment has increased, as have demands for greater transparency and accountability for managing the impact of risks. This updated guidance builds on the previous Orange Book to help improve risk management further and to embed this as a routine part of how we operate.
Several recent reports and studies have detailed a range of worsening trends and developments that are creating an increased risk for significant government failure. Many of the reports offer recommendations for action by Congress and the Administration. However, they do not go as far to suggest and recognize what agency leaders can do, and in many cases are doing, to help address these challenges. This paper, from the Senior Executives Association (SEA) and the Association for Federal Enterprise Risk Management (AFERM), aims to highlight how agency leaders can use enterprise risk management to reduce the risk of government failure while increasing the likelihood for the successful delivery of agency missions.