ABSTRACT
The internal and external environments in which government agencies operate are increasingly uncertain and complex. At the same time the resources available to government organizations are constrained, while demand for government services rises. As a result, more and more government organizations are implementing enterprise risk management (ERM) programs, to manage risks that can prevent the achievement of their agency’s mission and to deliver value to the American people. While many government organizations are focused on implementing ERM processes and procedures, developing a risk-mature organizational culture is critical to the long-term success and strategic value that ERM can provide for government organizations. Through a series of case studies and selected special topics, this book provides examples from leading ERM programs on overcoming bureaucratic obstacles and developing a positive risk culture. Written by leading practitioners and other senior officials, the book aims to provide government risk managers with concepts and approaches to help them advance risk management beyond the basics and turn ERM into a viable active contributor to major decisions that top officials must make.
