Enterprise Risk Management Executive Summary

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1 Enterprise Risk Management Executive Summary Without a thorough identification of risks, effective governance and management cannot be achieved. The need to identify, assess and control these risks must be an integral part of decision-making and operational management. It is in this context that the University s senior management initiated the development of the University s Enterprise Risk Management Program. Beginning in 2004, key enterprise risks were identified and assessed in terms of their probability of occurrence and the severity of their impact. Risk controls were documented, reviewed and assessed. Risk owners were assigned and action items were developed for each key enterprise risk. These individual action items in turn were rolled into the University s Enterprise Risk Management report. In 2006 and then again in 2007, an Annual Report was prepared and approved by the Board of Governors. This report represents the summary of the Enterprise Risk Management activities that have been undertaken in fiscal year 2007/2008. It has been subsequently updated for material issues occurring prior to 6 October Detailed write-ups of each risk were prepared in conjunction with the risk owners and the Office of Risk Management s Associate Director. An executive summary of the process and the risks was then prepared. The documents were reviewed by Senior Management, the Enterprise Risk Management Committee, the Administrative Committee, the Audit Committee and now, the full Board of Governors. A bottom up approach is also being undertaken with risk planning done at the Faculty and Service levels to ensure that those risks selected as enterprise risks are appropriate. This process is consistent with the approach recommended by Standard and Poors for enterprise risk management. A graphical summary of management s assessment of internal controls and the impact of the risks is presented in Appendix 1. A benchmarking study with other Canadian universities was undertaken to determine the risks that they determine to be enterprise risks. No changes to our risks are recommended as a result of the benchmarking process. Student Satisfaction Probability: Medium and Stable Impact: Very High and Stable Effectiveness of Controls: Acceptable The student experience was positively impacted by one-stop registration and the Rabaska online registration system. The results of the NSSE and CUSC surveys remain behind that of the average of our peers. Action plans are in place to address the survey results. Funding has been made available to implement initiatives related to the quality of learning and the University experience.

2 Catastrophic Event/Emergency Preparedness Probability: Low and Decreasing Effectiveness of Controls: Acceptable The governance structure for the development of the Emergency Management and Reco Program has been significantly modified with a dedicated Project Manager reporting to a steering committee. The General Emergency Response Guidelines were published on the web in December A gap analysis is being conducted on the procedures for response services. The Incident Command System will be integrated into response procedures. Faculty and Service plans and Building Specific plans have been put on hold. Communications methods in which the university community can request information in the event of an emergency have been developed and tested. A business continuity plan for academic and operational activities is being developed, with a plan for research activities planned. The continued emphasis on the program development remains a material issue. Physical Infrastructure Impact: Very High High and Stable Acceptable Deferred maintenance, representing $174M, remains a major concern. The Facility Condition Index for uottawa will reach the average for Ontario Universities by 2012 with continued significant investment. Based on the application of the Ontario university sector s methodology to assess space requirements, the University s needs exceed available space. Available space continues to be a material issue in the ability to recruit graduate students. uottawa s sustainable development program continues to expand. Human Resources Probability: Medium-Low and Stable -Acceptable The attraction of quality faculty is not proving to be a significant risk at present. Open and transparent selection processes are undertaken for all positions, including senior management. Federal government s generous remuneration policies and hiring plans challenges staff hiring and retention. Labour Relations Probability: Medium High and Stable -Acceptable Negations with OSSTF, PIPSC have begun and are ongoing with APUO and APTPUO. Student swim instructors have been certified under CUPE. The risk of strike action or other forms of work disruption is material. Collective Bargaining Agreements have been reached with 772A, 772B and CUPE.

3 Student Enrollment Graduate Probability: Medium and Decreasing Effectiveness of Controls: Acceptable Good Our scholarship, bursary and financial aid programs continue to be ly competitive (increased by $3.64M in 2008/2009). It is felt that a new steady state has been achieved for graduate enrollment. The challenges associated with the limited physical space to house increased numbers of graduate students remain. Eleven new graduate programs have been added in 2008/2009. Reduction in Government Funding Probability: Medium and Increasing Impact: Very High and Stable Lobbying efforts continue directly and through the COU, AUCC and OCUR. A multi-year proposal on tuition fees was approved by the Board. There is some indication that key provincial ministries are planning for zero growth in funding or even decreases. The Research Office, in concert with Finance, are reviewing the current controls and implementing measures to meet the increasingly complex regulatory requirements, continued emphasis is required. Reputation Impact: Very High and Stable The annual Ipsos-Reid Reputational Survey, conducted before the appointment of the new President identified a 3% increase in the positive results from the Canadian population. It is anticipated that Mr. Rock s public profile will have a positive impact on the University s reputation. Financial The University s financial situation is healthy and robust. The credit rating agencies reconfirmed the AA rating for uottawa. Debt continues to be managed thru the Liability Management Policy. All investment objectives were met for the Pension Fund, and corrective measures were taken to enhance the returns of the Treasury Fund. Alternative investments are also being increased. Funding increases are not available from the provincial government to offset inflationary cost increases. Despite one-time funding being available, deferred maintenance continues to be a challenge.

4 Leadership Significant progress has been made towards achieving Vision o feedbacks are being undertaken for senior managers. Additional modules are being added to the Academic Leadership and Leadership Management programs. Work is underway to reevaluate the university s working and financial relationship with the Institutes and affiliated hospitals. Information Technology The successful implementation of the Financial and HR systems were key achievements in the past year. uottawa won the Silver Award from the Conseil canadien pour l advancement de l education for the Talisma project. The Help Desk is a Certified Center of Excellence by Purdue University while benchmarking against the G13 Universities is favourable. While the focus of the University systems security is focused on maintaining the protection of data, the implementation of the policies at the Faculty and Service levels is variable. The timeframe in which to restore key/core systems foling a full loss has been approved at 25 days. Competition Impact: Medium and Stable The University of Ottawa offers one of the most generous scholarship program in Canada. Additional activities such as the tournée du Nord and dedicating additional resources to recruitment in Montreal and Quebec City have been implemented to strengthen the recruitment position. Significant progress continues to be made towards the implementation of Vision The personalized university viewbook available to potential students was successful. Change Readiness Probability: Low and Decreasing Impact: Medium and Stable With the successful implementation of the financial and HR modules of the ERP and the certification of the unions, the probability trend and impact for this risk are decreasing.

5 Student Enrollment Undergraduate Programs Probability: Very Low and Stable Impact: High and Decreasing Effectiveness of Controls: Very Good - Good Undergraduate student enrollment continues to be strong. The entry average has increased to over 80% in all faculties. Initiatives such as the Customer Relationship Management (CRM) system and the imaging project have increased the internal efficiency of Strategic Enrollment Management. A personalized viewbook was available to prospective students in 2008, a first in Canada. Seven new degree programs started in The implementation of the online Rabaska registration system in 2007/2008 positively impacts students. Increasing numbers of recruitment activities are being undertaken in conjunction with those for graduate student recruitment. Partnering Impact: Medium and Stable -Very Good The average value of research partnerships continues to increase. New partnerships with governmental and private sector bodies are leading to innovative programs, such as the Technology Accelerator Program. The National Advisory Board, with a target of 150 members, has been created to open doors for initiatives. It is anticipated that the new President will positively impact fundraising.

6 Summary of Enterprise Risks 5 Reduction in Gov't Funding Reputation Student Satisfaction Physical Infrastructure 4 Student Enrollment - UG Financial Leadership Information Technology Human Resources Labour Relations Student Enrollment - Graduate Catastrophic Event medium 3 Impact 2 Partnering Competition Change Readiness Effectiveness of Controls - Management's Assessment good good acceptable marginal needs significant improvement

7 6 Comparison of 2008 and 2007 Enterprise Risks 5 Reduction in Gov't Funding (-,-0.5) Reputation (-,-) Student Satisfaction (-,-) Physical Infrastructure (-,-) 4 medium 3 Impact Student Enrollment - UG (-,-) Partnering (-,+0.5) Financial (-,-) Leadership (-,-) Information Technology (-,-) Human Resources (-,-0.5) Labour Relations (-,-) Student Enrollment - Graduate (-,+1) Competition (-,-) Change Readiness (+1,+0.5) Catastrophic Event (-,-) Effectiveness of Controls - Management's Assessment good good acceptable marginal needs significant improvement

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