The growing movement for enterprise risk management in government: the United States begins to catch up

Abstract

After lagging the United Kingdom and Canada in managing risk of government agencies and programmes, the United States is beginning to catch up with action by a small and growing group of government officials seeking to apply a management approach known as “enterprise risk management” (ERM). Too often, information is bottled up in the middle or lower ranks of an organisation. In response, ERM seeks to open channels of communication so managers have access to information needed to make good decisions. Rather than limiting the focus to specific identified risks, ERM asks the larger question: What are the risks that could prevent my agency from achieving its goals and objectives? Recognising the value of ERM in improving government management, US central organisations – the Office of Management and Budget and the Government Accountability Office – are now working to institutionalise the new movement, which in the US government began from a confederation of officials across multiple government agencies rather than as a mandate from the top of an administrative hierarchy at the centre of government. This reflects the peculiar “stateless” aspect of US public administration.

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