{"id":15035,"date":"2015-02-24T21:40:40","date_gmt":"2015-02-24T21:40:40","guid":{"rendered":"https:\/\/one.sightlinemg.com\/federaltimes\/uncategorized\/2015\/02\/24\/government-agencies-should-adopt-enterprise-level-risk-management-programs\/"},"modified":"2026-08-08T04:39:46","modified_gmt":"2026-08-08T04:39:46","slug":"government-agencies-should-adopt-enterprise-level-risk-management-programs","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/federaltimes\/opinions\/2015\/02\/24\/government-agencies-should-adopt-enterprise-level-risk-management-programs\/","title":{"rendered":"Government agencies should adopt enterprise-level risk management programs"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><i><img decoding=\"async\" align=\"left\" alt=\"\" alternate=\"Rafael Borr\u00e1s is a Senior Advisor at A.T. Kearney.\" assetid=\"23955101\" assettype=\"image\" class=\"imgAsset middle\" credit=\"DHS\" cutline=\"Rafael Borr\u00e1s is a Senior Advisor at A.T. Kearney. Previously he was Under Secretary for Management and Acting Deputy Secretary of the Department of Homeland Security. \" src=\"http:\/\/www.gannett-cdn.com\/-mm-\/84e7b4881ad48854d4e7b0eab1a31ed4cf9b256d\/r=315x400\/local\/-\/media\/2015\/02\/24\/FederalTimes\/FederalTimes\/635603928074213497-borras-rafael.jpg\" title=\"borras-rafael [ID=23955101]\" width=\"245px\"\/><\/i><br\/><br\/><i>Rafael Borr\u00e1s is a Senior Advisor at A.T. Kearney. Previously he was Under Secretary for Management and Acting Deputy Secretary of the Department of Homeland Security. <\/i><br\/><br\/>At a recent panel discussion sponsored by the Association of Government Accountants and Grant Thornton, an OMB official acknowledged the need to look at risk more broadly than financial, and he suggested that guidance may be issued in early 2015 that would require agencies to look at risk on an enterprise level. Risk management practices have proliferated throughout the federal government in recent years, including at my former agency, the Department of Homeland Security, where in 2010 I created an organization dedicated to enterprise acquisition risk management (the Office of Program Accountability and Risk Management). Indeed, many federal organizations have instituted risk-based strategies as a means of managing in an era of scarce resources. However, few have adopted the enterprise-level risk management programs like those I have seen at the corporate level.<br\/><br\/>In the corporate world, holistic enterprise risk management practices have expanded, in part, I believe, for many of the same reasons seen in the public sector\u2014scarcity of resources, the disruptive effect of big data, market volatility, regulatory changes, and the need for enhanced and nimble decision making. A look at some of the key aspects of corporate risk management techniques reveal that the roadmap for adopting enterprise-level risk management practices in the federal government are consistent with many of the tools and techniques that have been employed to date by corporations. However, the challenge is to bring all these tools and techniques together in a holistic manner and actually manage them at an enterprise level, acknowledging the need for corporate risk management.<br\/><br\/>So what exactly does corporate-enterprise risk management look like?<br\/><br\/>As I have looked at commercial best practices around enterprise risk management approaches used by U.S. based corporations, I have discovered that four essential pillars make up the basic foundation of corporate enterprise risk management programs: a robust governance structure; integrated management coordination; performance measurement; and the identification, mitigation and management of risk. Let&#8217;s explore these four pillars.<br\/><br\/><b>Governance. <\/b>Corporate governance structures vary, but they all have in common a centralized risk management forum, with clear articulated risk management roles between the organization&#8217;s corporate and decentralized authorities, as well as alignment around the expected outcomes. In recent years, there has been a proliferation of governance models, but often these governance organizations lack governance. It is unclear who &#8220;owns&#8221; the responsibility for setting priorities and who holds the accountability for this task to the enterprise. An underrated aspect of establishing an enterprise-level risk management governance effort is the development of a common vocabulary\u2014one that provides a uniform language to discuss, identify, and manage risk across the enterprise.<br\/><br\/>At DHS, we created a fairly elaborate and cascading governance model, which attempted to delineate those responsibilities and duties that were inherent at each level of the governance model. Enterprise wide, we collaboratively developed a governance charter, which had signatories from all of the components of the agency, codifying the governance process model that we put in place.<br\/><br\/><b>Integrated Management Coordination.<\/b> In the federal community, too often risk is addressed vertically by each CxO line of business, rather than by establishing cross-functional, integrated approaches to address risk. The best commercial examples showcase integrated risk management practices, defining risk priorities, and allocating appropriate resources for integrating risk management activities. Bringing together the CxO community starts at the top, and OMB needs to model this behavior, forcing and enforcing a collaborative management model, rather than managing through vertically oriented CxO councils alone.<br\/><br\/>One of my top priorities at DHS was to build an interdependent, collaborative &#8220;C&#8221; suite of the corporate CxO community at DHS, requiring the CxO&#8217;s to adopt horizontal practices. This was done to foster the corporate enterprise model, as well as to model the behavior for the rest of the component agencies. The credit for any success we had goes to the CxO&#8217;s, who were willing to embrace the enterprise model and change the organizational culture by leading by example.<br\/><br\/><b>Performance Measurement.<\/b> OMB has placed much needed focus on performance measurement and improvement has been made by federal agencies in recent years. But the best commercial practices around risk management define measure around the cross function, or CxO community, to align the incentives to manage risk across the enterprise. This approach embeds a risk management mindset throughout the enterprise in order to address risk proactively and, most importantly, to prioritize risk management actions at the enterprise level. Key to this effort is the ability to leverage analytics across the enterprise to develop insights across the enterprise and drive actions that translate into verifiable results.<br\/><br\/>Our enterprise approach at DHS at corporate performance measurement for the CxO&#8217;s was to develop performance measures that addressed cross CxO measures of performance that were tied to priority programmatic initiatives rather than vertically based performance measures. Regular stat-like sessions were held that evaluated and addressed performance based on the priorities and expectations for corporate performance, and included our CxO&#8217;s, as well as the programmatic leads for each of the priority areas. At the end of the day, we emphasized corporate performance.<br\/><br\/><b>Identification, Mitigation, and Management of Risk. <\/b>The rubber meets the road in how actions are followed up and coordinated. Once risk management priorities have been identified, the establishment of mitigation plans\u2014which programs and\/or operation units are held accountable for executing, and how the enterprise supports and monitors how well the operating units manage these mitigation plans\u2014is essential to making the enterprise-level risk management efforts work.<br\/><br\/>The aforementioned P.A.R.M. was created, in part, to spearhead the development of critical enterprise risk management criteria that would allow us to proactively identify and monitor risk. We required DHS component organizations to develop risk mitigation plans for the top investment programs, and used a corporate analytical based tool developed in-house called the Decision Support Tool (D.S.T.) to assist P.A.R.M. staff in monitoring program investment progress against the approved mitigation and management plan. Our methodology for evaluating enterprise risk for our major investments consisted of 15 (originally) separate criteria focused on three areas: Value, Environmental and Compliance Risk, and Health Risk (the relative health of major program investment areas). The D.S.T. is still a maturing tool, but has already helped support how technology can be used to help monitor and manage risk.<br\/><br\/>I believe an enterprise risk management approach, similar to one that we recently helped establish for a global commercial enterprise, can work in the federal government. Working with this commercial enterprise, we characterized key enterprise risks through cross-collaborative workshops, established risk management governance for cross-function and cross-business prioritization, developed a risk roadmap to guide mitigation timing and execution, coordinated across functions to execute actions, defined metrics to measure performance and align incentives to manage risk across business, and embed a risk mindset into the organization to be proactive. This effort resulted in an enterprise risk management program that protected more than $2.5 billion in revenue and provided end-to-end visibility over the entire enterprise. The DHS model I developed was a good start, but much more work needs to be done to model the best commercial risk management programs in the federal government.<br\/><br\/>It has often been asked why government can&#8217;t operate more like business. Well, I like to say that government needs to operate more business-like. As OMB seeks to develop guidance for the introduction of enterprise-level risk management, there are established commercial practices that can be (and in some cases, have been) migrated in the federal government, which if properly adapted can go a long way toward accelerating the adoption and execution of enterprise-level risk management and helping government agencies become better stewards of the taxpayers monies. And, by the way, enterprise risk management can provide a cool and exciting way to use the advanced analytic capabilities that many agencies are investing to build.<br\/><br\/><\/p>\n","protected":false},"excerpt":{"rendered":"<p>In the corporate world, holistic enterprise risk management practices have expanded for many of the same reasons seen in the public sector.<\/p>\n","protected":false},"author":7,"featured_media":27590,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_meta-robots-noindex":"","_yoast_wpseo_meta-robots-nofollow":"","_yoast_wpseo_canonical":"","_acf":"","_yoast_wpseo_primary_category":26,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","_smg_distribution_targets":[]},"categories":[15,26],"tags":[],"coauthors":[1805],"class_list":["post-15035","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management","category-opinions"],"acf":{"subheadline":"","legacy_arc_id":"BJ6CR37HCRFZLJSO5AV5OJDU2A","arc_canonical_url":"\/opinions\/2015\/02\/24\/government-agencies-should-adopt-enterprise-level-risk-management-programs\/","remove_feature_photo":false,"is_sponsored":false,"subtype":"","redirect_url":"","disable_inline_ads":false,"native_logo_pretext":"Presented 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