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Managing in a Changeable Operating Environment

The quality of its reports and their impact on the target audiences are the key strategic and business risks for ERO.

A Risk and Assurance Framework (illustrated below) identifies and mitigates potential risks that could affect the achievement of ERO’s objectives, and promotes internal business improvement. An integral part of the framework is the regular engagement with ERO’s audiences to identify their expectations. Well-trained employees, supplied with the necessary tools and equipment, are essential to ERO’s ability to deliver high quality evaluation services.

Figure 2: ERO Model for Risk and Assurance

Risk and Assurance Committee

An independent Risk and Assurance Committee, with internal and external members, reports to the Chief Review Officer. The committee delivers an opinion to the Chief Review Officer on the discharge of risk and assurance activities, and the progress of performance against ERO’s medium-term objectives.

From time to time, ERO will undertake reviews to give the Chief Review Officer assurance on the extent to which reviews are meeting its quality standards.

Internal Evaluation Committee

ERO continues to be active in evaluating its own performance. An internal evaluation programme commenced in 2011 and has the aims of increasing ERO’s own capacity to deliver valued and effective evaluation processes. An internal evaluation committee gives the Chief Review Officer advice on the development of the programme and the discharge of its activities.