Chapter 9Lessons from the Academy ERM Imple.docx

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Chapter 9 Lessons from the Academy: ERM Implementation in the University Setting Enterprise Risk Management Professor Miguel Buleje Introduction Higher education environment ERM in higher education Adopting ERM in Colleges and Universities The University of Washington case study Summary Higher Education Environment Generally considered “different” from enterprises Non Profit different as for Profit. No Target by legislation Historically separate from targets of legislation Often, success may lead to lack of risk management Tendency to be little more relax on the risk management side of the house. Multiple high-visibility scandals have shed light on HE Scandals financial / student / faculty issues. Many HEIs have migrated to more corporate ERM Different HE cultures demand different ERM solutions 3 ERM in Higher Education Recognition of institutional areas Each encounters unique risks Risks can include Litigation settlements Loss Assets Enrollment Donors Reputation damage Will directly impact enrollment and donor participation Adopting ERM in Colleges and Universities Think tank in Higher Ed to discuss ERM 2001 PricewaterhousCoopers (PWC) National Assoc of College and Univ Bus Officers (NAUCUBO) Focus Definition of risk Risk drivers in HE Implementation of risk management to assess, manage, monitor risk Proactively engage the campus community University of Washington Sentinel event $35 million fine for Medicare and Medicaid overbilling Push to implement ERM to improve compliance UW is built on a decentralized governance model Started with Strategic Risk Initiative Review Committee (SRIRC) Each initiative asked Does this proposal add value? What obstacles are apparent and how can they be addressed? How can this proposal be improved? University of Washington, cont’d. Committee recommendation Create a Culture-Specific ERM Examined other HEIs UW Evolution of ERM UW ERM Structure UW’s ERM Integrated Framework UW’s ERM Process UW’s Risk Assessment: Likelihood and Impact Summary Outcomes are consistent with guidance offered by National Association of College and University Attorneys (NACUA) NACUA eight critical factors Establish the right vision and realistic plan Obtain senior leadership buy0in and direction Align with mission and strategic direction Attack silos at the outset Set objectives and performance indicators Stay focused on results Communicate vision and key outcomes Develop a sustainable process versus a one-time project I want a reaction paper on “Carl Rogers on becoming a person”, It is not a summary paper! You have to react on Rogers ideas of becoming a person. You may also want to respond to other aspects of Carl Rogers’s theories; for example, the idea of person-centered therapy or student-centered learning or the potential influence of having unconditional positive regard (compared with people who feel as if they lose love and support ...

Higher Education Environment
Generally considered “different” from enterprises
Non Profit different as for Profit.
No Target by legislation
Historically separate from targets of legislation
Often, success may lead to lack of risk management
Tendency to be little more relax on the risk management side of
the house.
Multiple high-visibility scandals have shed light on HE
Scandals financial / student / faculty issues.
Many HEIs have migrated to more corporate ERM
Different HE cultures demand different ERM solutions
3
ERM in Higher Education
Recognition of institutional areas
Each encounters unique risks
Risks can include

Litigation settlements
Loss
Assets
Enrollment
Donors
Reputation damage
Will directly impact enrollment and donor participation
Adopting ERM in Colleges and Universities
Think tank in Higher Ed to discuss ERM
2001
PricewaterhousCoopers (PWC)
National Assoc of College and Univ Bus Officers (NAUCUBO)
Focus
Definition of risk
Risk drivers in HE
Implementation of risk management to assess, manage, monitor
risk
Proactively engage the campus community

University of Washington
Sentinel event
$35 million fine for Medicare and Medicaid overbilling
Push to implement ERM to improve compliance
UW is built on a decentralized governance model
Started with
Strategic Risk Initiative Review Committee (SRIRC)
Each initiative asked
Does this proposal add value?
What obstacles are apparent and how can they be addressed?
How can this proposal be improved?
University of Washington, cont’d.
Committee recommendation
Create a Culture-Specific ERM
Examined other HEIs
UW Evolution of ERM
UW ERM Structure

UW’s ERM Integrated Framework
UW’s ERM Process
UW’s Risk Assessment: Likelihood and Impact
Summary
Outcomes are consistent with guidance offered by
National Association of College and University Attorneys
(NACUA)
NACUA eight critical factors
Establish the right vision and realistic plan
Obtain senior leadership buy0in and direction
Align with mission and strategic direction
Attack silos at the outset
Set objectives and performance indicators
Stay focused on results
Communicate vision and key outcomes
Develop a sustainable process versus a one-time project

I want a reaction paper on “Carl Rogers on becoming a person”,
It is not a summary paper! You have to react on Rogers ideas of
becoming a person.
You may also want to respond to other aspects of Carl Rogers’s
theories; for example, the idea of person-centered therapy or
student-centered learning or the potential influence of having
unconditional positive regard (compared with people who feel
as if they lose love and support if they do not “behave
appropriately” or “follow the rules”).
Instruction:
· 5-8 pages
· Double space
· APA format
· I want the paper by Thursday at 12:00 p.m.
· It must be your own words

ITS 835 Chapter 9 Lessons from the Academy: ERM Implementation in the University Setting Enterprise Risk Management Professor Miguel Buleje Introduction Higher education environment ERM in higher education Adopting ERM in Colleges and Universities The University of Washington case study Summary Higher Education Environment Generally considered “different” from enterprises Non Profit different as for Profit. No Target by legislation Historically separate from targets of legislation Often, success may lead to lack of risk management Tendency to be little more relax on the risk management side of the house. Multiple high-visibility scandals have shed light on HE Scandals financial / student / faculty issues. Many HEIs have migrated to more corporate ERM Different HE cultures demand different ERM solutions 3 ERM in Higher Education Recognition of institutional areas Each encounters unique risks Risks can include Litigation settlements Loss Assets Enrollment Donors Reputation damage Will directly impact enrollment and donor participation Adopting ERM in Colleges and Universities Think tank in Higher Ed to discuss ERM 2001 PricewaterhousCoopers (PWC) National Assoc of College and Univ Bus Officers (NAUCUBO) Focus Definition of risk Risk drivers in HE Implementation of risk management to assess, manage, monitor risk Proactively engage the campus community University of Washington Sentinel event $35 million fine for Medicare and Medicaid overbilling Push to implement ERM to improve compliance UW is built on a decentralized governance model Started with Strategic Risk Initiative Review Committee (SRIRC) Each initiative asked Does this proposal add value? What obstacles are apparent and how can they be addressed? How can this proposal be improved? University of Washington, cont’d. Committee recommendation Create a Culture-Specific ERM Examined other HEIs UW Evolution of ERM UW ERM Structure UW’s ERM Integrated Framework UW’s ERM Process UW’s Risk Assessment: Likelihood and Impact Summary Outcomes are consistent with guidance offered by National Association of College and University Attorneys (NACUA) NACUA eight critical factors Establish the right vision and realistic plan Obtain senior leadership buy0in and direction Align with mission and strategic direction Attack silos at the outset Set objectives and performance indicators Stay focused on results Communicate vision and key outcomes Develop a sustainable process versus a one-time project ...

ITS 835 enterprise risk managementChapter 9Lessons from the .docx

vrickens

ITS 835 enterprise risk management Chapter 9 Lessons from the Academy: ERM Implementation in the University Setting University of Cumberlands 1 introduction Higher education environment ERM in higher education Adopting ERM in Colleges and Universities The University of Washington case study Summary 2 University of Cumberlands Higher education environment Generally considered “different” from enterprises Historically separate from targets of legislation Often, success may lead to lack of risk management Multiple high-visibility scandals have shed light on HE Many HEIs have migrated to more corporate ERM Different HE cultures demand different ERM solution 3 University of Cumberlands Erm in higher education Recognition of institutional areas Each encounters unique risks Risks can include Litigation settlements Loss Assets Enrollment Donors Reputation damage 4 University of Cumberlands Adopting ERM in Colleges and Universities Think tank of HE to discuss ERM in HE 2001 Pricewaterhouse Coopers NationalAssocofCollegeandUnivBusOfficers (NAUCUBO) Focus Definition of risk Risk drivers in HE Implementation of risk management to assess, manage, monitor risk Proactively engage the campus community 5 University of Cumberlands University of washington Sentinel event $35 million fine for Medicare and Medicaid overbilling Push to implement ERM to improve compliance UWis built on a decentralized governance model Started with Strategic Risk Initiative Review Committee (SRIRC) Each initiative asked Does this proposal add value? What obstacles are apparent and how can they be addressed? How can this proposal be improved? 6 University of Cumberlands University of Washington (cont’d) 7 Committee recommendation Create a Culture-Specific ERM Examined other HEIs University of Cumberlands UW Evolution of ERM 8 University of Cumberlands Uw erm structure 9 University of Cumberlands UW’s ERM Integrated Framework 10 University of Cumberlands Uw’s erm process 11 University of Cumberlands Uw’s risk assessment: likelihood and impact 12 University of Cumberlands summary 13 University of Cumberlands Outcomes are consistent with guidance offered by National Association of College and University Attorneys (NACUA) NACUA eight critical factors Establish the right vision and realistic plan Obtain senior leadershipbuy0inanddirection Align with mission and strategic direction Attack silos at the outset Set objectives and performance indicators Stay focused on results Communicate vision and key outcomes Develop a sustainable process versus a one-time project ...

ARTICLE10.11770002716202238568THE ANNALS OF THE AMERICAN ACAD.docx

rossskuddershamus

ARTICLE10.1177/0002716202238568THE ANNALS OF THE AMERICAN ACADEMYISSUES IN UNIVERSITY GOVERNANCE The pressures for efficiency and the achievement of performance goals are encouraging college and university presidents to focus more on the management of their institutions and less on the more collegial processes of academic decision making. Presidents are being held more accountable to external constituencies, particu- larly the public officials and business leaders involved in hiring them and the foundations and businesses that supplement their salaries and benefits, and, therefore, feel less accountable to the faculty and other internal constituencies. To increase efficiency and meet goals, presidents are increasingly hiring professional adminis- trators without academic experience, who feel more accountable to their administrative superiors and less accountable to faculty, students, and others within the institution. The focus on managerial values is also filter- ing down to academic departments and nonacademic offices. The net effect is that the faculty role in university governance is decreasing and may be extinguished if current trends continue. College and university presidents in theUnited States are becoming more respon- sive to outside constituencies and less sensitive to faculty and other internal constituencies, academic administration is becoming more professional, and academic institutions are becoming more bureaucratic. These changes are not uni- versal in American higher education, but they are increasingly common. The question is what 84 ANNALS, AAPSS, 585, January 2003 William L. Waugh Jr. is a professor of public administration, urban studies, and political science in the Andrew Young School of Policy Studies at Georgia State Univer- sity. His areas of teaching and research include administrative theory, human resource management, disaster management, and local government capacity building. He is the author of Living with Hazards, Dealing with Disasters (2000), Terrorism and Emergency Manage- ment (1990), and International Terrorism (1982); coau- thor of State and Local Tax Policies (1995); and coeditor of Disaster Management in the US and Canada (1996), Cities and Disaster (1990), and Handbook of Emer- gency Management (1990), as well as author of more than 100 articles, chapters, and reports. He has served in Georgia State University’s Senate for eighteen years and has participated in accreditation and other academic reviews on more than a dozen other campuses. DOI: 10.1177/0002716202238568 Issues in University Governance: More “Professional” and Less Academic By WILLIAM L. WAUGH JR. effect the changes are having on the structures and processes of university governance. The short answer is that college and university presidents are responding to pressures for greater efficiency and productivity (likely in that order) and are rely- ing more on professional staff to achieve those ends. The longer answer.

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This presentation discusses enrollment management in light of pressures facing higher education institutions. It will provide an introduction to enrollment management, including the philosophical, operational, and practical aspects. Participants will learn about trends impacting enrollment and the complexity of managing risk through enrollment. Effective enrollment requires understanding an institution's identity and competitors, conducting environmental scans, taking strategic action, and managing relationships. Key aspects include recruitment, financial aid packaging, predictive modeling, campus visits, and personalizing communications.

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Sample Outline: Topic By Student Smith COM201 Instructor Name Today’s Date *Please note that the purpose of this template is to assist you with correctly formatting an outline. This sample outline is not on an approved topic, and the thesis statement, main points, and supporting details should not be used in your outline.Please carefully review the Assignment Overview document (located in assignment link) for the approved topics.Also, your outline should not include complete paragraphs, entire speech, or an essay. * Topic: Insert topic here. Introduction Capture your audience’s attention with a quote, anecdote, or personal experience Build up to the main reason for the speech Summarize the main idea and briefly state the main pointsWorking with Microsoft WordCreating a PresentationBuilding on Previous Work First Main Point: Working with Microsoft Word Move an outline numbered item to the appropriate numbering level Help plan speech and organize thoughts Second Main Point: Creating a Presentation Creating a presentation from a Word outlineUses the heading styles Heading styles are applied when you use numbered outlinesEach paragraph formatted with the Heading 1 style becomes a new slide, each Heading 2 becomes the first level of text, and so on. ProceduresOpen the document and use it to create a presentation Open the File menu Main Point 3: Building on previous work Use heading styles to create longer documents To learn more about Outline view, review Microsoft Word Help Conclusion Restate your main pointsWorking with Microsoft WordCreating a PresentationBuilding on Previous Work Summarize the presented ideas Restate introduction or conclude with a compelling remark Adopting Enterprise Risk Management in Today’s World: An Evidence-Based Guide for Implementation by Dr. Steven Deck COPYRIGHT © Steven Deck, 2017 Biography Dr. Steven Deck has over 25 years of experience developing and implementing risk management, environmental health and safety, international safety and security, emergency response, and continuity of operation programs and processes in higher education and in biomedical and pharmaceutical industries. Dr. Deck has also lead efforts to identify and treat risks associated with implementing a strategic plan at a large research university. Hence, he has experience managing risks at both the operational and strategic level. He holds a doctorate in management, an MBA, and a bachelor’s degree in safety and industrial hygiene management. Dr. Deck also holds an associate in risk management and is a certified industrial hygienist, safety professional, and hazardous materials manager. Dedication This book is dedicated to the people who tirelessly work to reduce risks organizations face in today’s fast-paced world. Their efforts sometimes go unnoticed since, if successful, risk managers prevent adverse events from occurring or significantly reduce their impact ...

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School of Computer & Information Sciences ITS 835 Chapter 9, “Lessons from the Academy: ERM Implementation in the University Setting” This is a narrated presentation. Overview • Institutional Background • Emergence of ERM in Higher Education • Leadership from the Top – Create a Culture-Specific ERM Program – Scope of the Risk Framework – Organizational Structure – Philosophy of the Program • Evolution of ERM at UW – Compliance, Operation, and Finance Council (COFi) – Adopting and Adapting the COSO Model • Outcomes and Lessons Learned • Conclusion Institutional Background • Colleges and universities have often perceived themselves as substantially different and separate from other for-profit and not-for-profit entities, and the outside world has historically viewed and treated then as such. • Higher education was largely a self-created, self-perpetuating, insular, isolated, and self-regulating environment. In this culture, higher education institutions are generally governed under the traditional, independent, “silos of power and silence” management model, which the right hand in one administrative area or unit often unaware of the left hand’s mission, objectives, programs, practices, and contributions in other areas. • Organizational structures in higher education differ in many ways from other organizations. The differences are attributed to dualistic decision-making structures, lack of metrics to measure progress and assess accountability, and the lack of clarity and agreement within the academic organization on institutional goals. Thereby making processes, structures, and systems for accountability commonly used in business firms are not sensible for universities. Emergence of ERM in Higher Education Educational institutional “have been slower to look at ERM as an integrated business tool, as a way to help all the stakeholders – trustees, presidents, provosts, CFOs, department heads, and frontline supervisors – identify early warning signs of something that could jeopardize a school’s operations or reputation” In the United States, engaging in risk management efforts and programs for IHEs is not specifically required by accrediting agencies or the federal government Board of Directors •Accreditation •Conflict of Interest •Succession planning Business Affairs •Bonds •Cash management •Endowment Campus Safety •Emergency alert •Incident response •Infectious disease Information Technology •Cyber Liability •Electronic records •Privacy Academic Affairs •Academic freedom •Grade tampering •Grants Student Affairs •Emergency alert •Incident response •Infectious disease Human Resources •Affirmative Action •Grievance •Labor Law Physical Plant •Fire •Renovations •Infrastructure Damage Other •Alumni •Athletics •External Relations Leadership from the Top • The role of the Strategic Risk Initiative Review Committee (SRIRC) is to continue investiga ...

1Surname1Taiyuan MeiCaitlin KirkleyEnglish 1ASepte.docx

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Adopting Enterprise Risk Management inToday’s Wo.docx

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Adopting Enterprise Risk Management inToday’s Wo.docx

katherncarlyle

Adopting Enterprise Risk Management in Today’s World: An Evidence-Based Guide for Implementation by Dr. Steven Deck COPYRIGHT © Steven Deck, 2017 Biography Dr. Steven Deck has over 25 years of experience developing and implementing risk management, environmental health and safety, international safety and security, emergency response, and continuity of operation programs and processes in higher education and in biomedical and pharmaceutical industries. Dr. Deck has also lead efforts to identify and treat risks associated with implementing a strategic plan at a large research university. Hence, he has experience managing risks at both the operational and strategic level. He holds a doctorate in management, an MBA, and a bachelor’s degree in safety and industrial hygiene management. Dr. Deck also holds an associate in risk management and is a certified industrial hygienist, safety professional, and hazardous materials manager. Dedication This book is dedicated to the people who tirelessly work to reduce risks organizations face in today’s fast-paced world. Their efforts sometimes go unnoticed since, if successful, risk managers prevent adverse events from occurring or significantly reduce their impact on the organization. A good day for a risk manager is one that is uneventful with operations continuing without interruption. However, their work is critical to an organization’s ability to achieve its mission. By reducing risks that threaten an organization’s survival, risk managers preserve the organization’s ability to offer people opportunities to earn a living and provide for their families. Indeed, a risk manager role is critical to the success of society even if their work sometimes goes unnoticed. Acknowledgments First, I would like to thank my advisory committee for my dissertation, Dr. Thomas Mierzwa and Dr. Denise Breckon. The research for my dissertation served as the foundation for the writing of this book. Their hard work and commitment to my growth as a scholar enabled me to grow intellectually and develop the skills needed to write this book. I would also like to acknowledge Dr. Roger Ward, Senior Vice President for Operations and Institutional Effectiveness and Vice Dean for the Graduate School at the University of Maryland Baltimore for encouraging me to pursue my doctoral degree and continuing to support me throughout my career. Thanks also goes to Dr. Lauren Sweetman for her guidance and editing of this book. Last, and most importantly, I would like to thank my wife, Bonnie, for her patience and support as I fulfilled the demanding requirements of a doctoral program and writing this book. Table of Contents Introduction Part 1: Understanding Organizational Risk and Risk Management Chapter 1: Organizational Risk Chapter 2: Traditional Risk Management Chapter 3: Frameworks for ERM Part 2: Management Science and ERM: From Theory to Practice Chapter 4: Organiz.

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lefrancoishazlett

Women's Reproductive Rights Women's reproductive rights are controlled in a myriad of ways through both pro-natalist and anti-natalist policies. Pro-natalist polices prohibit use of birth control and abortion in an attempt to grow populations. Romania is a perfect example. Anti-natalist policies put restrictions on women's ability to have children. China's one child policy is a good example of an anti-natalist policy. Women from marginalized and historically oppressed groups in many cultures are sterilized in an attempt at controlling those populations seen as undesirable. This happened so frequently to black women in the U.S., that it was called the "Mississippi Appendectomy." Latinas, Puerto Rican women and Native American Indian women were also sterilized against their will in large numbers. Answer the following questions 2 pages 1). In Kligman's Political Demography: The Banning of Abortion in Ceacescu's Romania, how were women's bodies tied to reproduction and pro-natalism? 2). How were women's bodies policed under these policies? What did women do when abortion was criminalized? 3). How does reproduction serve as an opportunity to control women's bodies across cultures including here in the U.S.? School of Security and Global Studies Program Name: Security Management Course Number: SCMT498 Course Name: Senior Seminar in Security Management Credit Hours: 3 Credit Hours Length of Course: 8 Weeks Prerequisite: Completion of all other program requirements Instructor Information Instructor: See information provided in the Syllabus link in the classroom Email: Please use internal classroom messaging system Table of Contents Course Description (Catalog) The Capstone course is a senior level course designed to allow the student to review, analyze and integrate the work the student has completed toward a degree in Security Management. The student will complete an approved academic project or paper that demonstrates mastery of their program of study in a meaningful culmination of their learning and to assess their level of mastery of the stated outcomes of their degree requirements. NOTE: All required, core, and major courses must be completed prior to enrollment in this course. Student must have SENIOR standing to register. Table of Contents Course Scope This coursere-examines core program concepts, principles, and best practices. The student will synthesize, integrate, and apply program learning into a capstone paper or project. Students will be required to participate in class discussions, complete an annotated bibliography per APA Publication Manual, submit a formal research proposal for professor approval, complete a research paper or project, present the research to the class, and critically comment on classmate’s papers and projects. T.

Womens Reproductive RightsWomens reproductive rights are contr.docx

helzerpatrina

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Assignment Help

Behavioral economics, which is the field that lies at the intersection of psychology and economics, is of great value for economics students. It holds practical importance and involves different disciplines applications, and research opportunities. It is a tool that the policymakers use while they are decision-makers; it is a multidisciplinary approach. Behavioral economics also helps the stakeholders assess the policy while it plays a role in advancing research. However, economics students find assignments on this topic challenging for several reasons. It presupposes to mix of economics and psychology, calling for students to conduct investigations of both science and psychology. Being a complex topic it is tough for students to do assignments. Economics assignment help services provide accurate time management and quality assurance assistance to students with assignments for this study topic.

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