ITS 835 Chapter 15 Embedding ERM into Strategic Planning at the City of Edmonton Enterprise Risk Management Introduction • Edmonton – Past and present ERM • Links to strategic plan and to other strategic tools • Selecting and testing tools and framework • Recommended strategic ERM approach • Lessons learned Edmonton – Past and Present ERM • Edmonton – Capital of Alberta, Canada • Over 800,00 population • ERM piloted in 2005 • CORPORATE Business Risk Planning (CBRP) model • Not fully implemented • Based on COSO • Adopted strategic plan • TheWayAhead • Strategic ERM Links to Strategic Plan Selecting and Testing Tools and Framework Selecting and Testing Tools and Framework Strategic Goals and Objectives Risks and Strategic Objectives ISO 31000 Risk Management PM2 versus ISO 31000 Proposed ERM Framework Lessons Learned • Key success factors • Senior management buy-in • Culture of innovation • Consistency of model across goals • Resource requirements for department SMEs • Department accountability for key risks • Process of selecting and implementing framework • Takes linger than expected • No system is perfect • Do not roll out all at once • Clearly define all milestones and deliverables 7/16/19, 8)35 PMPresentation to Management Scoring Guide Page 1 of 2https://courserooma.capella.edu/bbcswebdav/institution/PSYC-FP/PSYC-FP1000/190400/Scoring_Guides/a05_scoring_guide.html Presentation to Management Scoring Guide CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED Summarize the identified problem(s) in a selected scenario. Does not list the identified problem(s) in a selected scenario. Lists but does not summarize the identified problem(s) in a selected scenario. Summarizes the identified problem(s) in a selected scenario. Summarizes the identified problem(s) in a selected scenario; connects the problems to specific research studies. Summarize psychology research findings that have been applied to solve a specific problem or to make a specific improvement. Does not list psychology research findings that have been applied to solve a specific problem or to make a specific improvement. Lists but does not summarize psychology research findings that have been applied to solve a specific problem or to make a specific improvement. Summarizes psychology research findings that have been applied to solve a specific problem or to make a specific improvement. Summarizes psychology research findings that have been applied to solve a specific problem or to make a specific improvement, using research that is current and directly applicable to the problem. Describe the research methods outlined in scholarly research articles. Does not list the research methods outlined in scholarly research articles. Lists but does not describe the research methods outlined in scholarly research articles. Describes the research methods outlined in scholarly research articles. Des ...

1. ITS 835 Chapter 15
Embedding ERM into Strategic Planning at the City of
Edmonton
Enterprise Risk Management
Introduction
• Edmonton – Past and present ERM
• Links to strategic plan and to other strategic tools
• Selecting and testing tools and framework
• Recommended strategic ERM approach
• Lessons learned
Edmonton – Past and Present ERM
• Edmonton – Capital of Alberta, Canada
• Over 800,00 population
• ERM piloted in 2005
• CORPORATE Business Risk Planning (CBRP) model
• Not fully implemented

2. • Based on COSO
• Adopted strategic plan
• TheWayAhead
• Strategic ERM
Links to Strategic Plan
Selecting and Testing Tools and Framework
Selecting and Testing Tools and Framework
Strategic Goals and Objectives
Risks and Strategic Objectives

3. ISO 31000 Risk Management
PM2 versus ISO 31000
Proposed ERM Framework
Lessons Learned
• Key success factors
• Senior management buy-in
• Culture of innovation
• Consistency of model across goals
• Resource requirements for department SMEs
• Department accountability for key risks
• Process of selecting and implementing framework
• Takes linger than expected
• No system is perfect
• Do not roll out all at once
• Clearly define all milestones and deliverables
7/16/19, 8)35 PMPresentation to Management Scoring Guide
Page 1 of
2https://courserooma.capella.edu/bbcswebdav/institution/PSYC-
FP/PSYC-
FP1000/190400/Scoring_Guides/a05_scoring_guide.html

4. Presentation to Management Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT
DISTINGUISHED
Summarize the
identified problem(s)
in a selected
scenario.
Does not list the
identified
problem(s) in a
selected scenario.
Lists but does not
summarize the
identified problem(s)
in a selected
scenario.
Summarizes the
identified
problem(s) in a
selected scenario.
Summarizes the identified
problem(s) in a selected
scenario; connects the
problems to specific research
studies.
Summarize
psychology research
findings that have
been applied to solve

5. a specific problem or
to make a specific
improvement.
Does not list
psychology
research findings
that have been
applied to solve a
specific problem or
to make a specific
improvement.
Lists but does not
summarize
psychology research
findings that have
been applied to solve
a specific problem or
to make a specific
improvement.
Summarizes
psychology
research findings
that have been
applied to solve a
specific problem or
to make a specific
improvement.
Summarizes psychology
research findings that have
been applied to solve a
specific problem or to make
a specific improvement,

6. using research that is current
and directly applicable to the
problem.
Describe the
research methods
outlined in scholarly
research articles.
Does not list the
research methods
outlined in scholarly
research articles.
Lists but does not
describe the research
methods outlined in
scholarly research
articles.
Describes the
research methods
outlined in scholarly
research articles.
Describes the research
methods outlined in scholarly
research articles and
analyzes the research
design.
Apply findings from
scholarly research to
develop proposed
solution(s) to the
problem(s).

7. Does not develop
proposed
solution(s) to the
problem(s).
Develops proposed
solution(s) to the
problem(s), but the
connection to
research findings is
either inadequate or
unclear.
Applies findings
from scholarly
research to develop
proposed
solution(s) to the
problem(s).
Applies findings from
scholarly research to develop
proposed solution(s) to the
problem(s). Provides
examples of how the findings
form the basis of the
solution(s).
Demonstrate how a
proposed solution is
based in theory.
Does not discuss a
solution.

8. Discusses a solution,
but is not clear how it
is based in theory.
Demonstrates how
a proposed solution
is based in theory.
Demonstrates how a
proposed solution is based in
theory. Provides multiple
examples based in research.
Speculate how a
proposed solution,
based on theory and
research, could
impact mental health
and well-being
through behavior
changes.
Does not speculate
how a proposed
solution could
impact mental
health and well-
being through
behavior changes.
Speculates how a
proposed solution
could impact mental
health and well-being
through behavior
changes, but does not

9. connect it to theory or
research.
Speculates how a
proposed solution,
based on theory
and research, could
impact mental
health and well-
being through
behavior changes.
Speculates how a proposed
solution, based on theory
and research, could impact
mental health and well-being
through behavior changes;
provides multiple examples
of behavior change.
Develop speaker's
notes to explain
every slide, with
references from
scholarly sources to
support positions.
Does not develop
speaker's notes to
explain every slide,
with references
from scholarly
sources to support
positions.
Develops incomplete

10. speaker's notes to
explain the slides and
does not cite
references from
scholarly sources to
support positions.
Develops speaker's
notes to explain
every slide, with
references from
scholarly sources to
support positions.
Develops robust speaker's
notes to explain every slide,
with references from
scholarly sources to support
positions.
Write coherently to Does not write Writes in support of Writes
coherently to Writes coherently, using
7/16/19, 8)35 PMPresentation to Management Scoring Guide
Page 2 of
2https://courserooma.capella.edu/bbcswebdav/institution/PSYC-
FP/PSYC-
FP1000/190400/Scoring_Guides/a05_scoring_guide.html
support a central
idea with correct
grammar, usage, and
mechanics, as

11. expected of a
psychology
professional.
coherently to
support a central
idea with correct
grammar, usage,
and mechanics, as
expected of a
psychology
professional.
an idea but
inconsistently or
lacking organization,
and commits
numerous errors in
grammar, usage, and
mechanics.
support a central
idea with correct
grammar, usage,
and mechanics, as
expected of a
psychology
professional.
scholarly evidence to support
a central idea, with correct
grammar, usage, and
mechanics, as expected of a
psychology professional.
Use current APA

12. format and style.
Does not use
current APA format
and style.
Uses current APA
style and format, but
with multiple types of
errors and
inconsistencies.
Uses current APA
format and style.
Applies scholarly writing
skills and uses current APA
style and format in the body
of the paper and references
list.
ITS 835 Chapter 12
Measuring Performance at Intuit Enterprise Risk Management
Introduction
• Intuit’s ERM Journey
• ERM Maturity Model

13. • Benefits of Measuring Performance in ERM Models
• ERM Performance Measurement and Reporting
• Conclusion
Intuit’s ERM Journey
• Began with ad hoc risk management
• Very common entry point
• Escalated to ERM when seminal event occurred
• Desire was to stop firefighting and start prevention
• Intuit ERM Core Principles
• Enterprise-wide risk framework
• Risk assessment is ongoing
• Focus on most significant risks
• Ownership and accountability
• Measure and monitor performance
ERM Maturity Model
Benefits of Measuring Performance in ERM Models
• Key Performance Indicators (KPI)
• Based on business objectives
• Quantitative and qualitative KPI
• Leading and lagging indicators
• Input, process, and output indicators

14. • KPIs must be
• Tangible
• Flexible
• Standardized
• Outcome or objective focused
ERM Performance Measurement and Reporting
• First evolution - ERM process adoption
• Second evolution – Risk Mitigation Process Management
• Third Evolution – Multidimensional Risk Management
Performance Measurement
ERM Process Adoption
Risk Mitigation Process Management
Multidimensional Risk Management Performance Measurement

15. Conclusion
• At Intuit, risk management is everyone’s responsibility
• ERM must be a core business competency
• Coordination is a key to success
• Recognizes
• Upside opportunity
• Downside risk
• ERM process is regularly audited
• ERM is an integral part of Intuit’s operating model