The success of the Enterprise Risk Management (ERM) program is directly dependent upon individuals at every level of the institution, and across all schools and departments, working together. The structure of our program has been established to promote opportunities for broad input to support identification and prioritization of potential risks and opportunities across the campus, and to allow strategic decision-making in the allocation of our resources in an effective manner.

The structure of our ERM program, outlined in the organizational chart below, is intended to foster and facilitate collaboration and communication so that leadership recommendations and decisions will be made on a fully informed basis.

Subject Area Work Groups

Subject Area Work groups (SAWs) form the backbone of ERM. SAWs will be established for broadly defined subject areas that relate to the overall activities and operations of the institution. We will establish SAWs for each of the following areas:

Each SAW will include individuals who are intimately familiar with the workings of their particular field and/or department. SAW members will be the individuals charged in the first instance with identifying and prioritizing potential threats and risks relevant to their particular field and/or department. Subsequently, SAWs will play a primary role in facilitating and overseeing the development and implementation of risk mitigation programs for priority risks. Each SAW will have a SAW leader, who will coordinate the work of members within their SAWs and be responsible for communicating findings and other information from the SAW to the ERM Steering Committee.

ERM Steering Committee

The ERM Steering Committee is to some extent the nerve center of the ERM initiative‚ÄĒcharged with facilitating, coordinating, and evaluating communications regarding risk assessment. All individuals serving on the ERM Steering Committee contribute to this general charge. Members of the committee will include campus leaders broadly representative of our institution, its operational and mission areas, and faculty, staff, and student communities. The ERM Steering Committee will be chaired by Pete Gilbert, vice president for planning and accountability.

The committee will have primary operational responsibility for the ERM program. It will maintain ongoing communications with the SAWs and ensure successful completion of the responsibilities of each SAW. It also will review and make recommendations to the UM Executive Committee on priority risks and risk mitigation programs for top category risks. In addition, the ERM Steering Committee will make recommendations to the UM Executive Committee for appropriate changes to enhance and improve ERM, and report on any concerns on an ongoing basis.

UM Executive Committee and UM President

The UM Executive Committee is an established committee that includes the UM vice presidents and the deans of each UM school. The UM Executive Committee will receive and review recommendations from the ERM Steering Committee, and provide recommendations to the University president. The president will have final responsibility and authority for all ERM program decisions.