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Annual Report
• September 2005
A new way of lo oki nga
trisk
“And the day came when the risk to remain tight in a bud was more painful than the
risk it took to blossom.” Anais Nin
September 21, 2005
On behalf of the project committee, I am pleased to present the 2005 Maricopa Integrated Risk Assessment (MIRA) Annual Report. The MIRA committee, through its hard work and dedication, continues to move this project forward and has achieved many significant accomplishments this past year. This annual re-port highlights those accomplishments as well as our goals for the coming year.
I am grateful for Dr. Rufus Glasper’s ongoing support and commitment. There has been significant progress in realizing Dr. Glasper’s vision of bringing risk management to a higher level. However, this project is not yet complete. With the support, commitment, and participation of the Governing Board and the Chancellor’s Executive Council, we will continue to educate our employees on how to collaboratively identify, assess, and manage future risks and opportuni-ties, individually and across our institution.
We welcome your comments or questions on the implementation of this project.
Ruth A. Unks, ARMMaricopa County Community College DistrictRisk Manager
Table of Contents
Table of Contents
Executive Summary 1
What is MIRA? 2
Introduction to ERM Principles 2
Chancellor Glasper’s General Expected & Specific Outcomes 2
Implementation Plan 3
Progress to Date 5
Goals 7
Conclusion 8
Charge 9
Risk Environment, Culture, and Appetite Description 10
MIRA Marketing 11
Glossary of Risk Management Terms 13
Risk Register/Best Practices 18
Risk Assessment Tools 22
Newsletter Article 26
Training Opportunities 27
Sub-Committees/Members 28
Committee Members/Alternates 29
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The world has changed very quickly in the past few years and corporate
America has changed with it. A new awareness of the risks facing major
organizations now pervades the legal and insurance industries. Major
organizations have begun to respond to that awareness, and Dr. Rufus
Glasper has led the Maricopa Community Colleges in recognizing the need to
reassess risks factors in our educational institution.
The Maricopa Integrated Risk Assessment project is a coordinated and
systemic response to reassessing risk factors and responsibility throughout
the Maricopa Community Colleges and includes the development of a broader
understanding of risk assessment and preparation.
Each year, the MIRA project reports to the Chancellor’s Executive Council on
progress during the previous year and sets specific goals for the coming year’s
efforts. Since the organization and the community are constantly changing,
MIRA is an ongoing effort that will continue to expand and adapt to the
changing environment of risks which our institution faces every day.
Executive Summary
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What is MIRA?The Maricopa Integrated Risk Assessment (MIRA) project embraces a wider view of risk called Enterprise Risk Management (ERM), which enables personnel to collaboratively identify, assess and manage future risks and opportunities. This is done individually as well as across the organization. The Maricopa County Community College District (MCCCD) Governing Board officially approved MIRA in March 2000. On October 27, 2003, Dr. Rufus Glasper, MCCCD Chancellor, assigned responsibility for MIRA to Ruth Unks, MCCCD Risk Manager, and asked that she develop and initiate a multi-year MIRA implementation plan.
Introduction to ERM PrinciplesAs higher-education leaders develop business strategies for the 21st century, it is important to recognize and continuously examine the market forces impacting our society, our economy and related business environments. Higher education is no longer insulated from the realities of constant change and must transform itself to be more responsive to changing business environments and to its stakeholders. Business risks have increased and it is imperative that higher-education leaders understand and address those risks. As American business has done, educational leaders and institutions must adopt a “risk conscious” tone. These new risks are: • Strategic—goals of the organization • Operational—processes that achieve goals • Financial—safegarding assets • Legal/Regulatory Compliance—laws and regulations • Reputational Risks—public image • External—risks affecting the communities Maricopa serves • Human Resources—risks dealing with employee issues • Hazard—insurable risks
Chancellor Glasper’s General Expected and Specific OutcomesGeneral Expected Outcomes for MIRA
General outcomes include: • Increased overall effectiveness and accountability • Sound business processes; greater assurance of business continuity • Demonstrated compliance with applicable laws and regulations • Enhanced employee empowerment and pride • Reinforcement of the strong Maricopa cultural identity • Enhanced competitive advantage
Emphasis will be placed on Maricopa’s control environment, particularly, “tone at the top” and is predicated on ethical values, integrity and competence of chief executives, managers and board members alike.
A Maricopa risk assessment plan will establish a philosophy of fostering continued evaluation of effectiveness and efficiency of organizational leadership, systems, and strategies. Ultimately, accountability for resources—human, financial, intellectual, physical and technical—will be impacted at every level at Maricopa.
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Specific Outcomes• Develop and initiate a multi-year Maricopa ERM risk assessment implementation plan by November 30, 2003 with specific time frames, activities, participants and outcomes.• The implementation plan will result in demonstrable progress in calculating risk assessment (and mitigation) in processes of our councils and behavior and attitudes of all faculty and stafff in all areas of operation—academic, services, administration, management—with the result of achieving the outcomes in the first bullet under general outcomes.• Demonstrable outcomes are expected in this first year of implementation, and all years.• The implementation plan will include an annual report to CEC that compares planned and actual outcomes. The report will be submitted by August 31 of each fiscal year.
Implementation Plan1. Project Planning
A. Obtain top-level support, commitment, and participation. B. Leadership must embrace the need for developing the ERM framework. This person will be the champion of the ERM project, and will appoint a project leader to staff and implement the project. C. The project leader will create a risk management committee comprised of representatives from throughout the institution. The committee should have adequate breadth and depth of participation. These members need to understand the process, respect the organization, advocate the program, help facilitate the process, and become content experts.D. The committee needs to have a clear mission and charge. E. The committee needs facilitated training on ERM concepts. The committee needs to spend time learning about the ERM concept before it can advocate the concept to others.
2. Evaluate MCCCD’S Environment and StrategyA. A framework for ERM should begin with the institution’s strategic plan.B. A commitment to managing risks should be stated and actively supported by the CEO as a key institutional objective that supports the achievement of other institutional goals and objectives.C. A common risk language (risk categories and definitions) will need to be developed and customized to the organization.D. MIRA will evaluate and describe MCCCD’s current environment as it relates to ERM.
3. Develop a Comprehensive Risk Framework and Process for Evaluating and Prioritizing Risks A. Develop an overall portfolio of risks. B. Develop risk assessment tools for all employees to utilize.
4. Review Risk Financing/Mitigation OptionsA. Develop an implementation plan (including budget). The committee must develop metrics to gauge process and measure success.
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B. The Risk Management Advisory Committee will continue to review and advise on traditional risk management initiatives.C. Institutionalize the process so that the entire organization becomes involved and takes ownership of the outcomes.
5. Develop a Risk “Nervous System” for Communication, Reporting, and MonitoringA. Invest in front-end rollout through comprehensive communication and facilitation to support employees at all levels. Employees must be trained to incorporate risk management into their day- to-day operations.B. Accountability must be defined throughout the organization and metrics should be in place to assess progress and results. The program must be continuously monitored.
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November 1999 Dr. Glasper creates task force.
December 1999 Conduct high-level risk assessment and identify 80 top risks.
February 2000 Prioritize general and critical risks.
March 2000 Governing Board approves initiative.
September 2000 Launch MCCCD ethics initiative.
April 2002 MIRA update given to MCCCD leaders.
January 2003 Risk Management Advisory Committee (RMAC) established to assist risk manager in advancing traditional risk management program.
April 2003 Program and service review pilots incorporate risk assessment, action planning, and follow-up.
October 2003 Establish MIRA Project Team; first meetings held.
Chancellor merges MIRA Project Team and RMAC to maintain continuity in the discussions of ` risk management. Chancellor appoints District Risk Manager to staff and implement MIRA project.
November 2003 Chancellor approves MIRA implementation plan.
February 2004 MIRA committee members adopt MIRA charge. Committee receives facilitated training on ERM concepts. Establish sub-committees.
April 2004 Committee adopts risk environment, culture, and appetite description.
May 2004 Ad hoc committee begins risk mapping.
June 2004 27 employees participate in first “Risk Assessment for Supervisors” training.
July 2004 Present Risk Register to MIRA committee.
Sub-committees present risk assessment tools and glossary to project committee for review.
Marketing/Communications sub-committee agrees on web site design and proceeds with web site content.
Article on MIRA published in Legal Services In Brief newsletter.
August 2004 Risk manager presents and discusses MIRA at a Governing Board Strategic Conversation. Risk manager and project committee member present 2004 Annual Report to CEC. CEC reaffirms support of MIRA project.
Progress to Date
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Fall 2004 Committee members adopt the tagline “MIRA: A New Way of Looking at Risk” for use on all MIRA written materials.
Ad hoc sub-committee pares down the 80 originally identified risks to 27.
Sub-committee develops simple risk-assessment tool for all employees to utilize and a secondary Excel tool called RATE (Risk Assessment Tool/Excel) for those risks that merit more detailed analysis.
Ruth Unks, District Risk Manager, and Michael Bryant (EOLT), present “Risk Assessment for Supervisors,” a three-hour training session for employees at the District Office, GCC and MCC during the second half of 2004.
January 2005 Committee approves common risk language (glossary subsequently posted on the MIRA website), reaffirms MIRA charge and Drs. Kickels and Thor join committee as CEC representatives. MIRA web site is “live” and will be continually updated. (URL: www.dist.maricopa.edu/mira).
February 2005 Second training workshop conducted on ERM for MIRA committee.
MIRA article printed in the Winter 2005 issue of In Brief.
April 2005 MIRA committee members turn the 27 previously identified risks into Best Practices statements.
Ruth Unks and Mike Bryant present three-hour “Risk Assessment for Supervisors” training session at the District Office.
May 2005 Committee fine-tunes MIRA’s administrative regulation language.
Marketing sub-committee introduces program geared to direct employees to the MIRA web site and to training sessions.
June 2005 Vice Chancellor Debra Thompson agrees to sponsor the MIRA administrative regulation.
Risk Manager presents three-hour “Risk Assessment for Supervisors” training session at Phoenix College.
September 2005 Second MIRA Annual Report presented to CEC.
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2005-2006 Goals
1. Ask CEC to reaffirm support of MIRA project.
2. MIRA committee members receive training on ERM concepts.
3. Chancellor signs off on administrative regulation affirming commitment to managing risks. 4. Continue to update Risk Glossary.
5. Finalize Risk Register/Best Practices, and choose 10 risks to mitigate in 2005-2006. Select appropriate strategies for these risks.
6. Commence marketing campaign. Campaign to include postcards, incentives, and web-based tutorial presentation.
7. Formally roll out risk assessment tools. Develop other risk assessment tools.
8. Increase frequency of training sessions.
9. Incorporate MIRA strategies into MCCCD’s strategic planning process.
10. Present MIRA information at employee councils, new employee orientations, and other meetings.
11. Update and review ethics initiative.
12. Measure progress and results of MIRA project.
13. Review and provide feedback on traditional risk management initiatives.
�00� - �00� Goals
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ConclusionIt is fair to say that no two organizations are taking the same route in implementing their risk management programs. Most are proceeding incrementally. Some are still only practicing traditional risk management, while others are fully embracing the new enterprise risk management concepts. Most all are seeking “early wins” that will help build momentum and promote further development toward the ideal risk management program.
The Maricopa County Community College District is one of the first higher education institutions to combine both traditional risk management concepts and enterprise risk management concepts into one integrated risk management program. With the support and active involvement of our Governing Board, the Chancellor’s Executive Council, and all levels of employees, risk management will become an integral part of the daily operations and activities of the Maricopa County Community College District.
This annual report is a summary of our “early wins.” There are still many risks and opportunities that need to be addressed, but by routinely assessing and managing our risks at all levels, we will continue to be more responsive to the ever-changing needs of the students and communities we serve.
Conclusion
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Adopted by MIRA Project Committee - February 5, 2004Reaffirmed January 13, 2005
JUSTIFICATION: In March 2000, the Maricopa County Community College District (MCCCD) Governing Board approved an initiative to embed ongoing risk assessment and management into MCCCD’s daily operations and culture with support from the Chancellor and the CEC. The CEC reaffirmed its support and commitment in July 2003. The Maricopa Integrated Risk Assessment (MIRA) project embraces a wider view of risk management called Enterprise Risk Management (ERM). The chancellor appoints the MIRA chairperson. The MIRA committee is comprised of representatives throughout MCCCD. These representatives need to understand the ERM process, respect the organization, advocate the program, and help facilitate the ERM process.
RESPONSIBILITIES: This committee will:a. Promote and advance risk awareness and understanding through discussions and training forums with councils and other employee groups.b. Provide leadership in the identification, resolution, and monitoring of cross-organizational issues related to risk.c. Assist in the elimination of functional, cultural, and department barriers in dealing with risks.d. Construct a risk assessment methodology for continuously identifying risks, both internal and external, across the MCCCD.e. Assist in the development of mitigation strategies.f. Serve as advisors to the risk manager by contributing ideas and feedback on risk management initiatives.g. Provide reports to the Governing Board, CEC, Strategic Planning Council, Capital Planning Council, and Employee Groups annually and as requested.h. Monitor the progress of the MIRA project.
REPORTING:The MIRA committee reports directly to the MCCCD Chancellor.
TERM OF APPOINTMENT:The MIRA Chair will appoint and/or reappoint the MIRA committee members by January 1st of every year. Members will serve one year terms with the option to be reappointed annually if both the chair and the member agree.
Charge
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Adopted by the MIRA Project CommitteeApril 8, 2004
The Maricopa County Community College District endeavors to be an innovative, flexible
higher education institution that encourages risk assessment and management as an integral
process for carrying out our mission to promote and enhance student learning and success. It
is the responsibility of every employee to identify, assess, and manage risks and opportunities
individually, throughout our organization, and to collaboratively strive for continuous quality
improvement and the efficient and effective use of our resources.
A Description of the Maricopa County Community CollegeDistrict’s Risk Environment, Culture and Appetite
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A new way of lo oki nga
trisk
Redesigned Logo
On-Line Tutorial
MIRA Marketing
A new way of lo oki nga
trisk
A New Way of Looking at Risk
The MIRA logo was redesigned to include the tag line— “A new way of looking at risk” and Maricopa Integrated Risk Assessment. The logo is used on all materials and giveaways in an effort to brand the MIRA program throughout the colleges.
An on-line tutorial explaining the basics of risk assessment was developed and is housed on the MIRA web site. The tutorial is also available as a powerpoint presentation.
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Raising Awareness
MIRA Web Sitewww.dist.maricopa.edu/mira
MIRA Marketing
A maketing campaign, including a series of four postcards, was developed to increase interest in the MIRA program and to encourage people to sign up for training.
MCCCD MARKETING 5/05
MCCCD MARKETING 5/05
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Visit this si
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ARM - Associate in Risk Management
Chief Risk Officer (CRO) - Newer title denoting a senior manager with day-to-day oversight of enterprise risk management.
Control - A process effected by our Governing Board, management, and other personnel, designed to provide reasonable assurance regarding the achievement of objectives relating to risks MCCCD identifies.
COSO - Committee of Sponsoring Organizations of the Treadway Commission
Cost of Risk - The financial impact of an organization from undertaking activities with an uncertain outcome. The cost of managing risks and incurring losses.
Enterprise Risk Management (ERM)a. An integrated approach to assessing and addressing all risks that threaten achievement of the organization’s strategic objectives. The purpose of ERM to understand, prioritize, and develop action plans to maximize benefits and mitigate top risks. The ERM framework enables management, working without silos, to collaboratively identify, assess, and manage future risks and opportunities individually and across the organization. Also known as holistic, strategic, or integrated risk management.
b. ERM: • is central to an organization’s strategic management • is focused on identifying and treating risks • adds maximum sustainable value to all activities • increases probability of success and minimizes probability of failure • is continuous; integrated with strategic planning and plan implementation • integrated with organizational culture and led by senior management • assigns responsibility throughout the organization; in each job description
IIA - Institute of Internal Auditors
IIA - Insurance Institute of America
Glossary of Risk Management Terms
Glossary
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Impact - Result or effect of an event. There may be a range of possible impacts associated with an event. The impact of an event can be positive or negative relative to the entity’s related objectives.
Inherent Risk - The risk to an entity in the absence of any actions management might take to alter either the risk’s likelihood or impact.
Internal Environment - Encompasses the tone of an organization, and sets the basis for how risk is viewed and addressed by an entity, including risk management philosophy and risk appetite, integrity and ethical values, and the environment in which the organization operates.
Likelihood - The possibility that a given event will occur.
Maricopa Integrated Risk Assessment (MIRA) - An initiative which integrates ERM into MCCCD culture through education and practice. MIRA blends concepts from both traditional risk management and enterprise risk management into a comprehensive risk management program.
Metrics - Measuring the effectiveness and/or success of risk mitigation strategies.
MIRA Champion - Officer of the organization who takes personal responsibility for the success of the MIRA initiative.
Monitoring - The entirety of risk management is monitored and modifications made as necessary. Monitoring is accomplished through ongoing management activities, separate evaluations, or both.
NACUBO - National Association of College and University Business Officers
Opportunity - The possibility that an event will occur and positively affect the achievement of objectives.
PRIMA - Public Risk Management Association
Residual Risk - The remaining risk after management has taken action to alter the risk’s likelihood or impact.
RIMS - Risk and Insurance Management Society
Glossary of Risk Management Terms
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Riska. The combination of the probability of an event and its consequences. Risk is inherent in all types of undertaking, and may carry the potential for benefit or be a threat to success.b. The opportunities, uncertainties, threats, or barriers to which MCCCD must respond in order to achieve its objectives.
Risk Acceptance - No action is taken to affect risk likelihood or impact.
Risk Analysis - Identifying, describing and estimating risks, and developing a risk profile.
Risk Appetite - An organization’s tolerance for risk. The broad-based amount of risk MCCCD is willing to accept in pursuit of its mission (or vision).
Risk Assessment - Determining the impact of an identified risk on the organization. Risks are assessed on an inherent and residual basis.
Risk Assessment Tools - Instruments designed to assist employees in assessing and evaluating risks when making decisions.
Risk Avoidance - Avoiding the activities giving rise to risk.
Risk Categories External: Exposure to uncertainty affecting the communities served by MCCCD. Financial: Exposure to uncertainty regarding the management and control of the finances of the organization. Hazard: Exposure to loss arising from damage to property or from tortious acts; typically includes the perils covered by insurance. Human Resources: Exposure to uncertainty related to compliance with personnel policies and procedures, employee morale, and organizational culture. Legal/Regulatory Compliance: Exposure to uncertainty related to laws, statutes, and administrative regulations that govern how MCCCD operates. Operational: Exposure to uncertainty related to day-to-day business activities. Reputational: Exposure to uncertainty related to brand, perceived value, organizational status, and public perception and trust. Strategic: Exposure to uncertainty related to long-term policy directions of the organization. “Big picture” risks. Risk Control - A synonym for loss control in traditional risk management. The technique of minimizing the frequency or severity of losses with training, safety, and security measures.
Glossary of Risk Management Terms
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Risk Description - To display the identified risks in a structured format; for example, by using a table.
Risk Estimation - The use of a tool or system (quantitative or qualitative) to determine probability of occurrence and consequences of risks.
Risk Evaluation - Comparing the results of Risk Estimation to established criteria for the purpose of determining the significance of risks and whether to accept them or treat them (see also Risk Mitigation and Avoidance).
Risk Financing - The mechanisms for funding risk mitigation strategies and/or funding the financial consequences of risk (i.e., insurance).
Risk Identification - The qualitative determination of risks that are material; i.e., that potentially can impact the achievement of our objectives.
Risk Management Advisory Committee (RMAC) - A sub-committee of MIRA charged with raising awareness of and expanding traditional risk management initiatives at the MCCCD.
Risk Management Policy - An organization’s written statement that sets out its approach to an appetite for risk and its approach to risk management.
Risk Mapping - The visual representation of risks (which have been identified through a risk assessment exercise) in a way that easily allows priority ranking them. This representation often takes the form of a two-dimensional grid with probability on one axis and impact on the other axis. The risks that fall in the high probability/high impact quadrant are given priority risk management attention.
Risk Mitigation - Actions which reduce a risk or its consequences (see Risk Strategies).
Risk Nervous System - Comprehensive system for providing employees with risk-related information, reporting and monitoring.
Risk Portfolio - A list of risks identified and evaluated by an organization (also called Risk Register) that represent our portfolio of risks at a certain time. Risk Prioritization - The ranking of material risks on an appropriate scale, such as frequency and/or severity (see also Risk Mapping).
Glossary of Risk Management Terms
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Risk Profile - The use of a tool or system to rate and/or prioritize a series of risks.
Risk Reduction - Action is taken to reduce risk likelihood or impact, or both. Measures to reduce the frequency or severity of losses. May include engineering, fire protection, safety inspections, or claims management.
Risk Register - A listing of an organization’s risks (also called Risk Portfolio).
Risk Response - Management selects risk responses—avoiding, accepting, reducing or sharing risk—developing a set of actions to align risks with the entity’s risk tolerances and risk appetite.
Risk Reporting - Publishing information on risks to internal or external stakeholders.
Risk Sharing - Reducing risk likelihood or impact by transferring or otherwise sharing a portion of the risk.
Risk Strategies (see Risk Mitigation) - Possible responses to risk situations such as: Avoidance, Acceptance, Sharing, Reduction
Risk Tolerance - The acceptable variation relative to the achievement of an objective.
Risk Treatment - The process of selecting and implementing measures to modify the risk.
Silo - Describes divisions, departments or other groups and individuals in organizations that tend to act in isolation.
Tone at the Top (See MIRA Champion)
Traditional Risk Management - Original form of risk management focusing on insurable losses and/or specific functional areas of an organization.
URMIA - University Risk Management and Insurance Association
Glossary of Risk Management Terms
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The Risk Assessment Tool/Excel (RATE) is used as part of a facilitated session to identify opportunities and risks to best serve the needs of Maricopa.
The five worksheets have distinct and separate functions:
• Overview-Data Entry —the sheet used for data entry related to the overall aspects of the project under review.
• Opportunity-Risk 1—the data collection worksheet to assess specific risks identified on the “Overview - Data Entry” worksheet.
• Opportunity-Risk 2—the data collection worksheet to assess specific risks identified on the “Overview - Data Entry” worksheet
• Opportunity-3—the data collection worksheet to assess specific risks identified on the “Overview - Data Entry” worksheet
• Cover Sheet—the worksheet that provides a summary of the full analysis, providing a convenient executive summary.
The packet provides useful documentation to potentially support the creation of new programs, identifying and effectively pursuing potential opportunities, and minimizing risks.
Using the MIRA RATE Tool
�� ��
4
3
2
1
catastrophic
critical
marginal
negligible
death, loss of system
severe injury or morbiditymajor damage to system
minor injury or morbidityminor damage to system
no injury or morbidityno damage to system
category name characteristics
Determine ImpactSTEP 1
frequent
probable
occasional
remote
improbable
A
B
C
D
E
likely to occur frequently
will occur several times
likely to occur sometime
unlikely but possible to occur
so unlikely, it can be assumedoccurence may not be experienced
description level specific individual item
Determine ProbabilitySTEP 2
Determine RiskSTEP 3
unacceptable - seek another alternative consult district risk mgmt ext. 18879
continue with out risk mgmt reviewcontinue with local risk mgmt review
4A, 4B, 4C, 3A, 3B, 2A 4D, 3C, 3D, 2B, 2C
1C, 1D, 1E4E, 3E, 2D, 2E, 1A, 1B
Impact CategoriesFrequency ofOccurrence
(A) Frequent
(B) Probable
(C) Occasional
(D) Remote
(E) Improbable
4Catastrophic
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4A
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Maricopa Integrated Risk Assessment
Pro
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MIRA Risk Assessment Tools
�� ��
MIRA Risk Assessment Tools MIRA Risk Assessment Tools
�� ��
Maricopa County Community College District Risk Assessment Worksheet
Proposed Activity: Location: Department: Completed By: Date:
Impact to District’s… Description of Possible Losses
“What Can Go Wrong?”
Risk Category (circle most
appropriate number)
Comments and Potential Strategies (circle most appropriate)
“What Can We Do To Prevent It From Going Wrong?”
Sub-Strategies (How risk can be reduced)
Financial Resources 1 – 2 – 3 – 4 Avoidance Reduction Control Transfer
Human Resources 1 – 2 – 3 – 4 Avoidance Reduction Control Transfer
Service Delivery 1 – 2 – 3 – 4 Avoidance Reduction Control Transfer
Public Perception of Entity 1 – 2 – 3 – 4 Avoidance Reduction Control Transfer
Liability to Third Parties 1 – 2 – 3 – 4 Avoidance Reduction Control Transfer
Environment 1 – 2 – 3 – 4 Avoidance Reduction Control Transfer
Community 1 – 2 – 3 – 4 Avoidance Reduction Control Transfer
Avoidance: Risk avoidance involves eliminating the risk producing activity entirely (or never beginning it). Although avoidance is highly effective, it is often impractical or undesirable, either because we are legally required to engage in the activity or because the activity is so beneficial to the community that it cannot be discontinued.
Reduction: Risk reduction strategies reduce the frequency or severity of the losses resulting from a risk, usually by changing operations in order to reduce the likelihood of a loss, reduce the damages, or both. (i.e., duplication, segregation techniques)
Control: After a loss has occurred, risk control strategies keep the resulting damages to a minimum. Examples include the effective administration of third party claims and the use of previously established contingency plans to reinstate discontinued services as quickly as possible.
Transfer: Risk transfer strategies turn over the responsibility of performing a risky activity to another party, such as an independent contractor, and assign responsibility for any losses to that contractor. (When used as a risk financing method, such strategies transfer the liability for losses to another party, such as an insurance carrier.)
Questions: Call District Risk Manager at 480-731-8879.
MIRA Risk Assessment Tools
�� ��
MIRA Risk Assessment Tools In Brief Newsletter
In Brief Winter 2005 Page 1
This article is another in a seriesregarding the Maricopa IntegratedRisk Assessment project.
Risk management has evolvedfrom insurance buying and claims tothe new wider view of risk calledenterprise risk management (ERM).ERM is an integrated comprehensiveapproach to address risks that maythreaten the achievement of anorganization’s strategic objectives.
The ERM framework enablesmanagement, working without silos, tocollaboratively identify, assess, andmanage future risks and opportunities,individually and across theorganization. The Maricopa IntegratedRisk Assessment (MIRA) projectembraces this wider view of risk. MIRAblends concepts from both traditionalrisk management and enterprise riskmanagement into a comprehensive riskmanagement program.
The Chancellor, who haschampioned MIRA since its inception,has established goals for the project.The following implementation plan hasbeen put together to assist inaccomplishing these goals:
1. Project Planning
A risk conscious tone at the topmust be present in order for this projectto succeed. The Governing Board firstapproved this initiative in March 2000,and the Chancellor’s Executive Councilreaffirmed its support and commitmentin July 2003 and August 2004. TheDistrict’s Risk Manager is responsiblefor staffing and implementing theMIRA project. The MIRA projectcommittee, comprised ofrepresentatives throughout MCCCD,has been charged with understanding
the ERM process, advocating theMIRA project, and helping to facilitateand monitor the MIRA project.
2. Evaluate MCCCD’s Environmentand Strategy
MIRA is collaborating with theStrategic Planning Advisory Council(SPAC) to incorporate ERM strategiesinto our strategic planning process.The Chancellor has requested that anadministrative regulation be draftedthat addresses each employee’sresponsibility with risk assessment andmanagement. A customized riskglossary has been developed by aMIRA sub-committee and will beavailable for all employees soon. TheMIRA committee will continue toreview several key documentsincluding the strategic plan, vision,mission, and value statements to assistin monitoring our risk environment,culture and appetite.
3. Develop a Comprehensive RiskFramework and Process for
Evaluating and Prioritizing Risks
A Risk Register has recently beendrafted that lists 20 key risks thatMCCCD currently faces. A MIRA sub-committee has developed several riskassessment tools that are currentlybeing field-tested. It is expected thatthese tools will be available to allemployees in March 2005.
4. Review Risk Financing andMitigation Options
After mapping the risks from theRisk Register, the project committee willrecommend strategies for the top risksidentified. The committee will alsoexamine MCCCD processes, decidehow risk management can be
embedded into those processes, anddetermine how the silos within thoseprocesses can be removed.
5. Develop a Risk “NervousSystem” for Communication,
Reporting and Monitoring
The need for MIRA must becontinually communicated to allemployees. This will be accomplishedthrough presentations at meetings,new employee orientations, newsletterarticles, discussions with employeecouncils, training programs, and aMIRA web site. Also, our progress inachieving the Chancellor’s goals willbe monitored and communicated on aregular basis.
The MIRA project team believesthat with the above implementationplan, a clear track has beenestablished to follow realisticexpectations, assign clear un-ambiguous roles and responsibilities,and identify objective benchmarks tomonitor progress. The plan will beupdated and enhanced, adding depthand breadth to cover furtherassessment, design, and deployment.
If you have any questionsregarding MIRA, please contact RuthUnks, District Risk Manager andMIRA project chairperson.
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MIRAMaricopa Integrated Risk Assessment
Learn moreabout MIRA
at its new website.
www.dist.maricopa.edu/mira
�� ��
Training Opportunities
COMPLETED TRAINING
August 23, 2004RISK OWNERSHIP: EMBEDDING RISK MANAGEMENTINTO AN ORGANIZATIONProfessor Jean-Paul Louisot, University of Paris - Pantheon SorbonneDistrict Office Governing Board Room10:00 - 11:30 a.m.
October 6, 2004RISK ASSESSMENT FOR SUPERVISORSGlendale Community College1:30 - 4:30 p.m.
November 18, 2004RISK ASSESSMENT FOR SUPERVISORSMesa Community College1:00 - 4:00 p.m.
FUTURE TRAINING
September 21, 2005RISK ASSESSMENT FOR SUPERVISORSEstrella Mountain Community College1:30 - 4:30 p.m.Register with Beth Eberhardt, EOLT (480) 731-8281 or [email protected]
October 13, 2005RISK ASSESSMENT FOR SUPERVISORSParadise Valley Community College1:30 - 4:30 p.m.Register with Beth Eberhardt, EOLT (480) 731-8281 or [email protected]
April 19, 2005RISK ASSESSMENT FOR SUPERVISORSDistrict Office8:30 - 11:30 a.m.
June 16, 2005RISK ASSESSMENT FOR SUPERVISORSPhoenix College1:30 - 4:30 p.m.
August 19, 2005RISK MANAGEMENT AND COMMUNICATIONProfessor Jean-Paul LouisotUniversity of Paris-Patheon SorbonneDistrict Office Governing Board Room1:30 - 3:00 p.m.
November 2, 2005RISK ASSESSMENT FOR SUPERVISORSScottsdale Community College8:30 - 11:30 a.m.Register with Beth Eberhardt, EOLT (480) 731-8281 or [email protected]
December 6, 2005RISK ASSESSMENT FOR SUPERVISORSSouth Mountain Community College8:30 - 11:30 a.m.Register with Beth Eberhardt, EOLT (480) 731-8281 or [email protected]
�� ��
Administrative RegulationMembers: Ruth Unks, Chair; Lyn Dutson, Pete Kushibab, and Charles SummersGoals: (1) Commitment to managing risks should be stated by CEO that supports the achievement of institutional goals and objectives. (2) Institutionalize the process so that the entire organization becomes involved and takes ownership of the outcomes.Activities: To go through Administrative Regulation process during Fall 2005
Common LanguageMembers: Bill Guerriero, Chair; Tom Russo, Mike BryantGoal: Common risk language needs to be developed and customized to the organization.Timeframe: Completed in January 2005; glossary to be revised as needed
MarketingMembers: Ruth Unks, Chair; Georgia Gudykunst, Carol Diego, Lisa HaarGoals: Invest in front-end rollout through comprehensive communications and facilitation.Activities: (1) Present MIRA information at Governing Board meetings, strategic conversations, new employee orientations, and employee councils (ongoing); (2) create web site (completed January 2005); (3) develop training programs with EOLT (ongoing); (4) MIRA articles to appear in MCCCD newsletters (ongoing); (5) MIRA awareness information to be sent to all employees (Fall 2005)
MetricsMembers: Todd Aakhus, Rich Lang, Ruth UnksGoals: (1) Metrics should be in place to measure progress and results. (2) Update and review the ethics initiative.Timeframe: Ongoing
Risk AssessmentMembers: Randy Kimmens, Chair; Mike Bryant, Arlen SolochekGoal: Develop risk-assessment tools for all employees to utilize.Timeframe: Three tools developed. Additional tools to be developed and field-tested.
Risk Management Advisory CommitteeMembers: Pete Kushibab, Chair; Steve Corich, Scott Geddis, Christine Hall, Sylvia Hantla, Becky Marushak, Carol Myers, Shelley Randall, Phil Randolph, Jane Saldana-Tally, Ruth Unks, Cheryl SykeGoal: Traditional Risk Management program continues to move forward.Activities: (1) use of personal vehicles for college-related business; (2) children on campus; (3) fingerprinting/background checks; (4) IT security; (5) new risk-management initiatives. Timeframe: Ongoing
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