Consider 'Compliance Maturity Model' When Measuring Effectiveness

Because compliance officers often find it challenging to assess the effectiveness of their compliance programs, experts at a compliance consulting firm and a Virginia university joined forces to create a model designed to drill down on various aspects of their programs and determine their level of maturity.

Their “compliance maturity model” (CMM) is based on “capability maturity models,” a concept developed by Carnegie Mellon in the 1980s. It can help organizations determine where their compliance programs stand and how to improve them, Robert Roach, senior adviser at Guidepost Solutions, and Kristine Henderson, director of compliance at University of Richmond LLC, said at a July 27 webinar sponsored by the Society of Corporate Compliance and Ethics.[1]

“A CMM focuses on integration of your compliance programs into organizational business processes by analyzing the ‘maturity’ of your program with levels that range from ad hoc practices to formally defined steps to managed with result metrics to active optimization of processes,” Roach said.

In this concept, the term “maturity” refers to the degree to which an organization’s processes have been formalized, implemented and integrated into its operations, Roach said.

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