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TEAM R.E.D.
RISK INTELLIGENCE DEVELOPMENT
EMBRACING INTELLIGENT RISK TAKING•
R.E.D.Urgency
FEAR NOTRISK AVERSION STIFLES
INNOVATION
RISK AVERSION OPPRESSES OPPORTUNITIES
RISK AVERSION LEADS TO STAGNATION
BE RISK SMART
Innovate
Serve
Lead
A RISK INTELLIGENT STATE OF CALIFORNIA
• 240,000+ Civil Servants actively managing risk for the State
• Data-driven decision making is second nature
• Replicates the success of FTB’s Enterprise Data to Revenue Project throughout the State
• Manages unanticipated risk events effectively
• Innovates faster and more successfully
• Moves as quickly as the private sector
INCENTIVES
•TIME
•PUBLIC SERVICE
•EMPLOYEE
DEVELOPMENT
WHY RISK INTELLIGENCE?• TIME SAVINGS
• MONEY SAVINGS
• EXCELLENCE IN CUSTOMER SERVICE
• OPPORTUNITY FOR STREAMLINING PROCESSES
• CREATE TIME AND FUNDS FOR EMPLOYEE DEVELOPMENT
• REDUCE RISK TO CALIFORNIANS
• INCREASE PUBLIC AWARENESS AND TRUST
RESOURCES• DEVELOP RISK INTELLIGENCE RESOURCES
• FACILITATE RISK INTELLIGENCE
• EMPOWER ALL LEVELS OF YOUR ORGANIZATION
• RECOGNIZE AND TAKE DECISIVE ACTION(S)
RESOURCESKEY COMPONENTS
• Advanced methodologies
• Smart tools (RBS, Risk Dashboard, SME network, collaboration
portal)
• Allows for easier identification of positive (strengths/opportunities)
and negative (weaknesses/threats) risks for future innovation
• Occurs between all levels of the organization
• Open source, free use
• Empowers state community collaboration
PLANNING
WE MUST PLAN TO ASSESS AND MANAGE POTENTIAL RISKS
FAILING TO PLAN MEANS PLANNING TO FAIL
PLANNING• ENGAGE STAKEHOLDERS
• TONE AT THE TOP
• DON’T DELAY, BE PROACTIVE
• EXPLORE OPTIONS
• ADVANCE BEYOND NORMS
• SEEK MEANINGFUL FEEDBACK
• BE AGILE IN APPROACH
• REWARDS NOT PENALTIES
Reluctance = Reactiveness
Be Deliberate In Assessing and Managing Risk.
R.E.D.
ACCOUNTABILITY
WITHOUT ACCOUNTABILITY, THERE WILL BE NO CHANGE
STATE LEADERSHIP ACCOUNTABILITY ACT (SLAA)
• SLAA STRENGTHS
• ESTABLISHED BY LEGISLATION
• EFFECTIVE SYSTEM OF INTERNAL
CONTROLS
• REPORTS & EFFECTIVENESS
• PROVIDES IMPORTANT TOOLS FOR RISK
MANAGEMENT
• SLAA WEAKNESSES
• PROMOTES RISK AVERSION (AFRAID TO
ADMIT PROBLEMS)
• COMPLIANCE IS NOT REQUIRED
• REPORTING IS SUBJECTIVE & UNDEFINED
ACCOUNT FOR THE MISSING PIECES• DOCUMENTATION
• REVIEWS
• EVALUATIONS
• IMPROVEMENTS
• REPORTING
• MONITORING
• REWARDS / CONSEQUENCES
For SLAA to truly work, the agency needs to be willing to “look into the mirror” and honestly self-evaluate.
ACCOUNTABILITY
WHAT SHOULD WE MEASURE?
• COMPLIANCE – SLAA
• ATTACH COMPLIANCE GOALS AND TARGET DATES FOR ACHIEVEMENT OF DEPARTMENTAL REPORTING
• RISK INTELLIGENCE WITHIN THE STATE WORKFORCE
• PROVIDE TRAININGS TO DEVELOP THIS SKILL
• TEST THE SKILLS TO MEASURE HOW EFFECTIVELY IT IS BEING LEARNED
• CULTURAL BUY-IN
• SURVEYING STAFF TO UNDERSTAND WHAT IS WORKING OR WHAT NEEDS TO BE REFINED
RECOGNITIONDEVELOPING A RISK INTELLIGENT CULTURE REQUIRES
ENCOURAGING, REWARDING, AND REINFORCING RISK
INTELLIGENCE
RECOGNITION• KEY COMPONENTS
• PROMOTION OF TRANSPARENCY
• REINFORCEMENT OF LESSONS LEARNED, GOOD AND BAD
• ALLOWS FOR IDENTIFICATION OF OPPORTUNITIES FOR
FUTURE INNOVATION
• OCCURS BETWEEN INDIVIDUALS’ AND ORGANIZATIONS’
INTERACTIONS
• MUST BE ITERATIVE AND PRACTICED DAILY IN ORDER TO
BE EFFECTIVE
Where to apply
• Individual employees’ efforts
• Groups’ efforts
• Departmental efforts
• Cross-departmental efforts
THE KEY IS TO LEARN FROM OUR EFFORTS, AND IDENTIFY THE FACTORS WHICH LEAD
TO SUCCESS OR UNDERPERFORMANCE
• EMPLOYEE PERFORMANCE
REVIEWS AND AWARDS
• AUDIT FINDINGS
• SOCIALIZING EFFORTS’
“LESSONS LEARNED”
• INCREASED WORKPLACE
DISCRETION, FOR EMPLOYEES
AND ORGANIZATIONS
• BUDGETARY AWARDS
• INCREASED TRAINING
AVAILABILITY
Recognition comes in different forms
RECOMMENDATIONS
• ADMINISTRATION AND
LEGISLATURE
• TOP TO BOTTOM BUY-IN
• CULTURE CHANGE
• TRAINING
The Pathway to Risk Intelligence
RECOMMENDATIONS
• DASHBOARD & WEB PORTAL
• WEB-BASED INSTRUCTIONAL
TUTORIALS
• LIVE BLOG & FORUM TO IMPROVE
RISK PLANNING, RESPONSE AND
EVALUATION LIFE CYCLES
Risk Breakdown Structure
• Focus on positive & negative risks
• Scalable to any organization’s size and needs
Training
• Mandatory annual risk intelligence and management training
• Risk intelligence assessments
Sponsorship
• Endorse risk intelligence as a priority for the state
• Create Risk Improvement Team, build M&E systems for risk intelligence
• Top to bottom buy-in
TEAM R.E.D.
RISK INTELLIGENCE DEVELOPMENT
THANK YOU! QUESTIONS?