ENTERPRISE RISK MANAGEMENT ENTERPRISE RISK MANAGEMENT POLICY

Size: px
Start display at page:

Download "ENTERPRISE RISK MANAGEMENT ENTERPRISE RISK MANAGEMENT POLICY"

Transcription

1 ENTERPRISE RISK MANAGEMENT POLICY Plicy N Review Date Octber 1, 2014 Effective Date March 1, 2014 Crss- Respnsibility Vice President, Reference Administratin Apprver Executive Cuncil Plicy Statement 1.1. GPRC is a risk aware institutin fcused n prperly managing its risks while pursuing pprtunities t enhance the value f the Cllege. All GPRC emplyees are respnsible fr managing risk as part f their daily respnsibilities and the Cllege has implemented a frmal prgram t guide the identificatin, assessment, treatment, mnitring and reprting f risks acrss the Cllege. 2. Backgrund 2.1. Enterprise Risk Management ( ERM ) is a prcess, prmted by the Bard f Gvernrs, management and ther persnnel and applied in strategy setting and business planning acrss the Cllege. This Plicy is a statement f cmmitment by the Cllege t ensure the intrductin, adptin and implementatin f an effective risk management prgram ERM activities frm an integral part f the Cllege s bjective setting prcess. It supprts and imprves the decisin-making, planning and priritizatin prcesses t ensure apprpriate actin is undertaken t cntinually address risks. ERM is an nging, practive and dynamic prcess t identify, assess, manage and cmmunicate risks that may impact bjectives t meet the verall strategic gals f the rganizatin ERM will assist the Cllege in attaining its gals while aviding pitfalls and surprises alng the way. It invlves emplyees at every level f the institutin and requires the develpment f a risk prfile acrss the entire rganizatin. ERM enhances GPRC s ability t achieve its missin and visin and imprves the allcatin f resurces acrss the Cllege. This Plicy sets ut the structure f hw ERM is t be carried ut and is intended t perate in cnjunctin with all ther plicies and strategies f the Cllege. While GPRC s fcus is t ensure ERM is frmally established at the strategic, enterprise-wide level; the cncepts cntained within this Plicy and the Guidelines in Appendix A may be applied at any stage in the life f a plicy, prcess, prject, r activity; in initial planning; and in the evaluatin f ptins. It can als be applied at all levels / business units f GPRC. 3. Plicy Objective 3.1. The bjectives f this plicy are t: Build increased awareness and establish institutinal respnsibility fr risk management acrss all levels and departments f the Cllege Establish prtcls fr the identificatin, assessment, management, reprting and gvernance f risks Supprt the prcess f reprting n all risks t key decisin makers within the Cllege 1

2 4. Scpe Supprt the culture f risk management thrughut the Cllege This plicy applies t all emplyees acrss all departments and activities f the Cllege, including academic, research, administratin and supprt activities. Its applicatin als applies t the Bard f Gvernrs. 5. Definitins 5.1. Cnsequence is the utcme f an event affecting gals. Cnsequence is usually expressed qualitatively r quantitatively as being a lss, injury, disadvantage r gain. There may be a range f pssible utcmes assciated with an event Cntrl is a measure that is mdifying risk. Cntrls include any prcess, plicy, device, practice, r actins which mdify risk Enterprise Risk Management see definitin fr Risk Management 5.4. Gvernance means prcesses by which a business / perating unit is directed, cntrlled and held t accunt. It encmpasses authrity, accuntability, stewardship, leadership, directin and cntrl exercised in the Cllege Inherent Risk is the risk prir t apply a risk treatment Likelihd is the chance f smething happening. Likelihd is usually expressed in terms f prbability r frequency Residual Risk is the risk remaining after risk treatment Risk is the effect f uncertainty n gals. An effect is a deviatin frm the expected, either psitive r negative Risk Analysis is the prcess t cmprehend the nature f risk and t determine the level f risk. Risk analysis prvides the basis fr risk evaluatin and decisins abut risk treatment Risk Appetite is the amunt and type f risk that an rganizatin is willing t pursue r retain Risk Assessment is the verall prcess f risk identificatin, risk analysis and risk evaluatin Risk Evaluatin is the prcess f cmparing the results f risk analysis with risk criteria t determine whether the risk and/r its magnitude are acceptable r tlerable. Risk evaluatin assists in the decisin abut risk treatment Risk Identificatin is the prcess f finding, recgnizing and describing risks. Risk identificatin invlves the identificatin f risk surces, events, their causes and their ptential cnsequences Risk Management is the crdinated activities t direct and cntrl an rganizatin with regard t risk Risk Management Framewrk is a set f cmpnents that prvide the fundatins and rganizatinal arrangements fr designing, implementing, mnitring, reviewing, and cntinually imprving risk management thrughut the Cllege Risk Mitigatin Strategy is a cntrl, plicy, prcedure, technlgy initiative and / r adjustment made t enhance the human resurce cmplement f the GPRC team (e.g. rle changes, training, hiring, successin planning, etc.) in rder t enhance the management f a particular risk Risk Tlerance is the Cllege s r stakehlder s readiness t bear the risk after risk treatment in rder t achieve its gals. 2

3 5.18. Risk Treatment Strategy is the prcess t mdify risk. This invlves the selectin and implementatin f apprpriate ptins fr dealing with risk, which may include: Aviding the risk Taking/increasing risk in rder t pursue an pprtunity Remving the risk surce Changing the likelihd Changing the cnsequence Sharing the risk with anther party r parties Retaining the risk by infrmed decisin. 6. Guiding Principles Risk Appetite 6.1. The Cllege s risk appetite shuld be established and cnfirmed annually by the President. 7. Guiding Principles ERM Prcesses 7.1. The Cllege s shuld undertake cmprehensive quarterly risk reviews, as part f the prcess t address risks assciated with strategic plans, preparing peratinal plans and budgets, making general decisins, and as a part f ther management systems. These risk reviews will refresh the reprting t management and the Bard and ensure a cmmn understanding f existing and emerging risks exist, alng with the implementatin f apprpriate risk treatment and management strategies ERM prcesses refer t the activities that include: Risk Identificatin - the bjective f risk identificatin is t develp a cnsistent and sustainable apprach t identify risks that culd impact the Cllege s ability t achieve its strategic bjectives. Accrdingly, the Cllege will cmplete a cmprehensive risk identificatin exercise annually in cnjunctin with its strategic planning prcess t identify key risks that may impede it frm achieving each f its strategic bjectives. Using these risks, the Cllege will then cntinue thrugh the fllwing steps f risk assessment, risk mitigatin and cntrl, as well as mnitring and reprting f the risks. Risk Analysis and Evaluatin the risk analysis and evaluatin prcess prvides a standard and cnsistent apprach t understanding the likelihd and cnsequence f ptential risks t the Cllege. During this prcess, risks with an adverse ptential impact t the Cllege s strategic and peratinal plans shuld be examined acrss the institutin as a whle and shuld be assessed frm tw perspectives likelihd f ccurrence and the cnsequence shuld the risk ccur. In additin, the risks shuld als be evaluated in the absence f cntrls (i.e. inherent risk) and in cnsideratin f the cntrls that are in place (i.e. residual risk). Bradly defined, a cntrl is a measure that mdifies risk. Cntrls include any prcess, plicy, device, practice, r actins which mdify risk. Evaluating bth the inherent and residual risks will serve either t demnstrate the imprtance f existing cntrls and will justify their cntinuatin, r t identify thse cntrls which are n lnger necessary r cst-effective. This als identifies the significance f risks shuld the cntrls fail. Upn the cmpletin f the risk analysis and evaluatin, the Cllege will have a priritized set f risks based n the residual risk evaluatin. Risk Treatment - Having evaluated the residual risk level f each risk, GPRC will develp frmal risk treatments fr any risks exceeding the risk appetite f the Cllege (i.e. range r 3

4 red risks; risks with a final rating f 8 r greater). Risk treatments may include ne r mre f the fllwing ptins: Aviding the risk Taking/increasing risk in rder t pursue an pprtunity Remving the risk surce Changing the likelihd Changing the cnsequence Sharing the risk with anther party r parties Retaining the risk by infrmed decisin. Fr risks that have a risk rating f extreme r high (i.e. range r red risks; risks with a final rating f 8 r greater) and fr which the risk treatment strategy is ne f: avid the risk, take / increase the risk, remve the risk surce, change the likelihd / cnsequence, r share the risk, a risk mitigatin plan shuld be develped. Risk mitigatin invlves identifying the range f ptins fr respnding t risk, assessing thse ptins, preparing risk mitigatin plans and implementing them. A risk mitigatin plan is cmprised f ne r mre risk mitigatin strategies t reduce the residual risk t an acceptable level f risk within GPRC s risk appetite. As part f determining the risk treatment and risk mitigatin plan, respnsibility fr the management f each f the risks (regardless f its residual risk rating) will als be assigned t departmental r functinal units f the Cllege. These departmental r functinal units wn the risks and it is their respnsibility t manage them, as well as identify and escalate new / emerging risks. Risk Mnitring and Review - mnitring and review is a prcess that assesses the effectiveness f GPRC s ERM Prgram ver a perid f time. The prcess fr mnitring GPRC s ERM Prgram will include: Regular Risk Reprting: Reprts n emerging / new and existing risks, as well as the respective risk treatments and risk mitigatin plans are prvided t the Risk Management Advisry Cmmittee n a quarterly basis. In additin, the Executive Team and the Bard receive summary risk reprts n a semi-annual and quarterly basis, respectively. Risk Escalatin Prcess: During the curse f day-t-day business, new risks may be identified which culd negatively impact the achievement f GPRC s gals. As GPRC emplyees identify new risks, they shuld be brught t the attentin f their immediate supervisr r the VP, Dean, Directr r Department Head f the respective business / perating unit f GPRC. The supervisr, VP, Dean, Directr r Department Head shuld assess the inherent risk, review existing cntrl and calculate residual risk all f which shuld be dcumented in the detailed risk plans and risk register fr GPRC. Cmmunicatin and Training - in additin t risk reprting, varius mechanisms, such as awareness campaigns r training / educatin sessins, shuld be develped t ensure that cmmunicatin is effective and reaches every emplyee thrughut GPRC. All persnnel shuld receive a clear message frm the President and Executive Team that risk management respnsibilities must be taken seriusly and are an bligatin f all emplyees within the Cllege. 4

5 In additin, sufficient time and resurces shuld be allcated t ensure that emplyees are prperly infrmed and trained. Emplyees shuld be educated n varius cmpnents f the ERM Prgram, depending n their risk management respnsibilities. 8. Guiding Principles Risk Universe 8.1. The enterprise risks that will be cvered under this Plicy (cllectively referred t as the risk universe ) include: Strategic and Gvernance Relatinships, Reputatin and Culture Academic Prgram (includes Students) Asset Management Peple Operatins Financial Management and Reprting (includes Business Envirnment) Technlgy and Infrmatin Systems Regulatry Cmpliance and Standards Health, Safety and Security Envirnmental Prperty and Buildings Prject Management, Suppliers and Cntractrs 8.2. This ERM Plicy serves as an umbrella Plicy fr individual risk management plicies that exist fr each f the abve areas. In additin, Appendix D f the Guidelines cntained as an Appendix t this Plicy prvides an illustratin f the Cllege s risk universe. 9. Rles and Respnsibilities The respnsibility fr ERM lies with all levels f Cllege. Rles and respnsibilities fr each level f the Cllege must be clearly articulated t ensure successful undertaking f risk management practices. A sund risk management rganizatin and assciated practices will supprt Cllege staff in mre readily accepting the culture f risk management as part f their daily activity. 5

6 9.1. An ERM rganizatinal structure is shwn belw. Specific rles and respnsibilities f each grup fllws. Bard f Gvernrs President and CEO ERM versight Executive Team Risk Management Advisry Cmmittee Fairview Campus Principal VP Academics and Research VP External Relatins and Cmmunity Relatins VP Administratin Respnsible fr ERM implementatin and management f risks Department X Department X Department X Office f Enterprise Risk Management Drives ERM implementatin 9.2. The rles and respnsibilities f thse individuals / business units identified abve are as fllws. In additin, the table belw als utlines the respective respnsibilities f the VP Administratin, Dean, Directrs and Department Heads respnsible fr implementing ERM. STAKEHOLDER Bard f Gvernrs President & CEO RESPONSIBILITIES The Bard f Gvernrs supprts Enterprise Risk Management ( ERM ) by: Prviding risk management philsphy directin Being aware f and cncurring with the Cllege s risk appetite Understanding the Cllege s mst significant risks and whether the President & CEO is respnding apprpriately. The President and CEO is respnsible fr ensuring a rbust envirnment which facilitates sund and prudent risk taking and risk managing activities and: Establishes effective ERM in the rganizatin Understands the Cllege s mst significant risks and ensure these risks are being mnitred and mitigated as necessary 6

7 STAKEHOLDER Executive Team Vice President Administratin RESPONSIBILITIES Prvides risk reprting t the Bard f Gvernrs related t the Cllege s mst significant risks Ensures risks are fully cnsidered in the develpment f lng-term strategies and plans fr the Cllege. The President and the Executive Team are respnsible fr the effective management f risk fr the Cllege as a whle. The Executive Team: Prvides leadership and guidance fr the Cllege with respect t the ERM Prgram Sets the Cllege s risk appetite and risk tlerance limits Apprves guidelines and plicies fr the identificatin, assessment, management and mnitring risks Mnitrs status, effectiveness and cmpleteness f risk identificatin and risk mitigatin activities Mnitrs effectiveness f the Cllege ERM Prgram and Guidelines Reviews the Cllege s prtfli view f risk and cnsiders it against the Cllege s risk appetite Advcates and ensures the integratin f risk management int strategy and gal setting, nging measurement prcesses, and key decisin-making Develps and prvides a strng envirnment t facilitate sund and prudent risk taking and risk managing activities Reviews and apprves risk infrmatin prir t reprting t the Bard f Gvernrs Prmtes high ethical and integrity standards and establishes a culture within the Cllege that emphasizes t all levels f persnnel the imprtance f risk management Ensures that apprpriate risk treatment and respnse strategies are selected in view f Cllege s risk appetite and risk tlerance limits. The Vice President Administratin has verall wnership f the ERM Prgram and is respnsible fr develping, crdinating and facilitating implementatin f the ERM Prgram and Guidelines, which includes: Establishing ERM plicies, including defining rles and respnsibilities and participating in setting gals fr implementatin Establishing a cmmn risk management language that includes cmmn measures arund likelihd and impact, and cmmn risk categries Establishing prcesses, prcedures and tls fr the identificatin, assessment, measurement, management and mnitring f business risks 7

8 STAKEHOLDER Risk Management Advisry Cmmittee Deans, Directrs and Department Heads RESPONSIBILITIES Framing authrity and accuntability fr ERM in Departments Prmting an ERM cmpetence thrughut the Cllege including facilitating develpment f technical ERM expertise Overseeing develpment f Departmental/Functinal Unit risk tlerance limits Assisting Deans, Directrs and Department Heads in aligning risk respnses with the Cllege s risk tlerance limits and develping apprpriate cntrls Facilitating develpment f reprting prtcls and mnitring the reprting prcess Prviding infrmatin t the President & CEO t reprt t the Bard f Gvernrs n prgress and exceptins and recmmending actins as needed Reviewing and implementing actins t address ERM Prgram deficiencies and enhancements. This Cmmittee validates the risk register prvided thrugh the Office f Enterprise Risk Management and reviews risks and pprtunities fr cnsideratin by the Executive Team, including: Overseeing risk by apprving prcesses, prcedures and tls fr the identificatin, assessment, measurement, management and mnitring f Cllege-wide risks Acting as subject matter experts, participating in educatin, training, cmmunicatin, and awareness building f ERM at GPRC Assist in addressing functinal, cultural, and departmental barriers t managing risks Facilitating the develpment f prcesses t supprt reprting prtcls and escalatin f risks Establishing ERM plicies including defining rles / respnsibilities and setting gals fr implementatin fr apprval by the Executive Team Reprting quarterly t Executive Team n the Cllege s risk prfile Meeting quarterly t validate risk treatments / risk mitigatin strategies n existing and newly identified risks Making recmmendatins t the Executive Team regarding which risks r pprtunities significantly impact the Cllege s strategic gals t warrant develpment f enterprise-level risk treatments / mitigatin strategies t manage thse risks r pprtunities. Deans, Directrs and Department Heads retain authrity and respnsibility fr day-t-day management and reprting f risks within their area f respnsibility, including: 8

9 STAKEHOLDER Office f Enterprise Risk Management RESPONSIBILITIES Ensuring executin f risk management guidelines fr the respective Department/Schl. Identifying and assessing risks that affect their area f respnsibility Overseeing develpment f Department/Schl bjectives and tlerance limits fr Department risks Supprt the develpment and implementatin f detailed risk tlerance limits Mnitring activities against apprved risk targets and tlerance limits, reprting instances where risks exceed tlerance limits and recmmending crrective actin where apprpriate Reprting status f Department / Schl risks n a regular basis Maintaining adequate dcumentatin that risks and pprtunities are prperly identified, assessed, managed and mnitred Ensuring risk standards, measures and methdlgies are cnsistently applied Facilitating risk management training in cnjunctin with the Office f Enterprise Risk Management. The Office f Enterprise Risk Management assists the Vice President Administratin with the develpment and rll-ut f the ERM Prgram. The Office f Enterprise Risk Management als prvides assistance t the Dean, Directrs and Department Heads and prvides technical expertise where required, including but nt limited t: Develping ERM plicies fr apprval, including defining rles and respnsibilities and participating in setting gals fr implementatin Develping a cmmn risk management language fr apprval, that includes cmmn measures arund likelihd and impact, and cmmn risk categries Develping fr apprval prcesses, prcedures and tls fr the identificatin, assessment, measurement, management and mnitring f business risks Facilitating develpment f technical ERM expertise Assisting Deans, Directrs and Department Heads t align risk respnses with Cllege s risk tlerance limits and develping apprpriate cntrls Facilitating develpment f reprting prtcls and mnitring the reprting prcess Reprting t the Vice President Administratin n prgress and exceptins and recmmending actins as needed Implementing actins t address ERM Prgram deficiencies and 9

10 STAKEHOLDER ERM Participants (All Cllege Emplyees) RESPONSIBILITIES enhancements Executing risk management activities in accrdance with the ERM Prgram and Guidelines and the directin f their respective Dean, Directr r Department Head. 10. Exceptins t the Plicy N exceptins are permitted t this Plicy. 11. Amendments (Revisin Histry) Amendments t this Plicy will be published frm time t tie and circulated t the Cllege Cmmunity. 10

11 Appendix A ERM Guidelines 11

CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT

CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT Plicy Number: 2.20 1. Authrity Lcal Gvernment Act 2009 Lcal Gvernment Regulatin 2012 AS/NZS ISO 31000-2009 Risk Management Principles

More information

Risk Management Policy AGL Energy Limited

Risk Management Policy AGL Energy Limited Risk Management Plicy AGL Energy Limited AUGUST 2014 Table f Cntents 1. Abut this Dcument... 2 2. Plicy Statement... 2 3. Purpse... 2 4. AGL Risk Cntext... 3 5. Scpe... 3 6. Objectives... 3 7. Accuntabilities...

More information

Internal Audit Charter and operating standards

Internal Audit Charter and operating standards Internal Audit Charter and perating standards 2 1 verview This dcument sets ut the basis fr internal audit: (i) the Internal Audit charter, which establishes the framewrk fr Internal Audit; and (ii) hw

More information

Change Management Process

Change Management Process Change Management Prcess B1.10 Change Management Prcess 1. Intrductin This plicy utlines [Yur Cmpany] s apprach t managing change within the rganisatin. All changes in strategy, activities and prcesses

More information

Audit Committee Charter. St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd

Audit Committee Charter. St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd Audit Cmmittee Charter St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd Versin 2.0, 22 February 2016 Apprver Bard f Directrs St Andrew

More information

Chapter 7 Business Continuity and Risk Management

Chapter 7 Business Continuity and Risk Management Chapter 7 Business Cntinuity and Risk Management Sectin 01 Business Cntinuity Management 070101 Initiating the Business Cntinuity Plan (BCP) Purpse: T establish the apprpriate level f business cntinuity

More information

Professional Leaders/Specialists

Professional Leaders/Specialists Psitin Prfile Psitin Lcatin Reprting t Jb family Band BI/Infrmatin Manager Wellingtn Prfessinal Leaders/Specialists Band I Date February 2013 1. POSITION PURPOSE The purpse f this psitin is t: Lead and

More information

Gravesham Borough Council

Gravesham Borough Council Classificatin: Part 1 Public Key Decisin: Please specify - N Gravesham Brugh Cuncil Reprt t: Perfrmance and Administratin Cmmittee Date: 12 Nvember 2015 Reprting fficer: Subject: Crprate Perfrmance Manager

More information

Sources of Federal Government and Employee Information

Sources of Federal Government and Employee Information Inf Surce Surces f Federal Gvernment and Emplyee Infrmatin Ridley Terminals Inc. TABLE OF CONTENTS General Infrmatin Intrductin t Inf Surce Backgrund Respnsibilities Institutinal Functins, Prgram and Activities

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Dcument Purpse The purpse f this dcument is t prvide guidance n the practice f Risk Management and t describe the practice verview, requirements, best practices, activities, and key terms related t these

More information

GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN

GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN Gvernment f Newfundland and Labradr Office f the Chief Infrmatin Officer Infrmatin Management Branch GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN Guideline (Definitin): OCIO Guidelines derive frm

More information

Environmental, Health & Safety Management System (EHSMS) Training, Awareness and Competency Procedure Revision Number: 7

Environmental, Health & Safety Management System (EHSMS) Training, Awareness and Competency Procedure Revision Number: 7 Envirnmental, Health & Safety Management System (EHSMS) Dcument Number: 00122 Issue Date: 05/07/2014 Training, Awareness and Cmpetency Prcedure Revisin Number: 7 Prepared By: Stalcup, Bryce Apprved By:

More information

IT CHANGE MANAGEMENT POLICY

IT CHANGE MANAGEMENT POLICY IT CHANGE MANAGEMENT POLICY Effective Date May 19, 2016 Crss-Reference 1. IT Operatins and Maintenance Plicy 2. IT Security Incident Management Plicy Respnsibility Apprver Review Schedule 1. Plicy Statement

More information

A Guide to Risk Management

A Guide to Risk Management A Guide t Risk Management July 2011 A Guide t Risk Management Financial Management Framewrk >> Overview Diagram The State f Queensland (Queensland Treasury) July 2011 Except where therwise nted yu are

More information

Maintain a balanced budget primarily the General & Park Funds

Maintain a balanced budget primarily the General & Park Funds EXHIBIT B City f Chic Budget Cntingency Plan P The purpse f the Budget Cntingency Plan is t establish a guideline and general apprach t respnd t adverse financial and ecnmic cnditins that culd negatively

More information

Version Date Comments / Changes 1.0 January 2015 Initial Policy Released

Version Date Comments / Changes 1.0 January 2015 Initial Policy Released Page 1 f 6 Vice President, Infrmatics and Transfrmatin Supprt APPROVED (S) REVISED / REVIEWED SUMMARY Versin Date Cmments / Changes 1.0 Initial Plicy Released INTENT / PURPOSE The Infrmatin and Data Gvernance

More information

POLICY 1390 Information Technology Continuity of Business Planning Issued: June 4, 2009 Revised: June 12, 2014

POLICY 1390 Information Technology Continuity of Business Planning Issued: June 4, 2009 Revised: June 12, 2014 State f Michigan POLICY 1390 Infrmatin Technlgy Cntinuity f Business Planning Issued: June 4, 2009 Revised: June 12, 2014 SUBJECT: APPLICATION: PURPOSE: CONTACT AGENCY: Plicy fr Infrmatin Technlgy (IT)

More information

Oakland Unified School District Impact Assessment Performance Management in Action

Oakland Unified School District Impact Assessment Performance Management in Action Oakland Unified Schl District Impact Assessment Perfrmance Management in Actin The perfrmance management system that has been built in this district prvides the systems that supprt ur cmmitment t scial

More information

POSITION NUMBER: LOCATION: Vancouver. DATE: February 2009

POSITION NUMBER: LOCATION: Vancouver. DATE: February 2009 POSITION TITLE: Team Lead Service Centre DIVISION/BRANCH: IS/IT CURRENT CLASSIFICATION LEVEL: IS27 SUPERVISOR S POSITION NUMBER POSITION NUMBER: LOCATION: Vancuver DATE: February 2009 SUPERVISOR S TITLE/CLASSIFICATION:

More information

CDE Data Governance Program - CDE-Specific and SLDS (P20+) Programs

CDE Data Governance Program - CDE-Specific and SLDS (P20+) Programs CDE Data Gvernance Prgram - CDE-Specific and SLDS (P20+) Prgrams On September 27 th and 28 th, State Supprt Team (SST) Members Crey Chatis and Jeff Sellers visited Clrad t help CDE begin a Data Gvernance

More information

Information Technology Services. University of Maine System. Version 0.07. December 20, 2012

Information Technology Services. University of Maine System. Version 0.07. December 20, 2012 IT PROJECT MANAGEMENT OFFICE (PMO) CHARTER Infrmatin Technlgy Services University f Maine System Versin 0.07 December 20, 2012 Prepared by: Rbin Sherman Authrized by: [1] Table f Cntents EXECUTIVE SUMMARY...

More information

Major capital investment in councils. Good practice checklist for project managers

Major capital investment in councils. Good practice checklist for project managers Majr capital investment in cuncils checklist fr prject managers Prepared by Audit Sctland March 2013 b The Accunts Cmmissin The Accunts Cmmissin is a statutry, independent bdy which, thrugh the audit prcess,

More information

THE CITY UNIVERSITY OF NEW YORK IDENTITY THEFT PREVENTION PROGRAM

THE CITY UNIVERSITY OF NEW YORK IDENTITY THEFT PREVENTION PROGRAM THE CITY UNIVERSITY OF NEW YORK IDENTITY THEFT PREVENTION PROGRAM 1. Prgram Adptin The City University f New Yrk (the "University") develped this Identity Theft Preventin Prgram (the "Prgram") pursuant

More information

Chief Finance and Operations Officer IfM Education and Consultancy Services (IfM ECS)

Chief Finance and Operations Officer IfM Education and Consultancy Services (IfM ECS) Chief Finance and Operatins Officer IfM Educatin and Cnsultancy Services (IfM ECS) Rle Summary IfM ECS disseminates the research and educatin utputs f the University f Cambridge Institute fr Manufacturing

More information

Delaware Performance Appraisal System

Delaware Performance Appraisal System Delaware Perfrmance Appraisal System Building greater skills and knwledge fr educatrs DPAS-II Guide fr Administratrs (District Administratrs) Supervisr Rubric fr Evaluating District Administratrs Updated

More information

Army DCIPS Employee Self-Report of Accomplishments Overview Revised July 2012

Army DCIPS Employee Self-Report of Accomplishments Overview Revised July 2012 Army DCIPS Emplyee Self-Reprt f Accmplishments Overview Revised July 2012 Table f Cntents Self-Reprt f Accmplishments Overview... 3 Understanding the Emplyee Self-Reprt f Accmplishments... 3 Thinking Abut

More information

Annual Planning Cycle

Annual Planning Cycle Annual Planning Cycle Index 1. The Annual Planning Cycle... 3 2. Annual Planning Cycle... 5 2.1 Annual Mnitring and Evaluatin Reprts (AMERs) (Cycle 1) and Overview AMER (Cycle 1)... 5 2.2 Three-year Crprate

More information

AUDIT AND RISK COMMITTEE TERMS OF REFERENCE

AUDIT AND RISK COMMITTEE TERMS OF REFERENCE AUDIT AND RISK COMMITTEE TERMS OF REFERENCE 1. TITLE OF COMMITTEE Audit and Risk Cmmittee 2. ESTABLISHMENT The Audit and Risk Cmmittee is established under Part 3 Sectin 19(1) f the Charles Darwin University

More information

Enterprise Risk Management Framework

Enterprise Risk Management Framework Enterprise Risk Management Framewrk [ Date Apprved ] / Versin 1.0 Draft v.02 ERM Framewrk Custdian RBPlat Bard Dcument Owner Executive: Risk and Assurance ERM Framewrk DRAFT v0.2 DOCUMENT HISTORY REVISION

More information

Charlotte-Mecklenburg Schools Elementary School Grading Procedures Plan

Charlotte-Mecklenburg Schools Elementary School Grading Procedures Plan Charltte-Mecklenburg Schls Elementary Schl Grading Prcedures Plan CMS Visin Charltte-Mecklenburg Schls prvides all students the best educatin available anywhere, preparing every child t lead a rich and

More information

Succession Planning & Leadership Development: Your Utility s Bridge to the Future

Succession Planning & Leadership Development: Your Utility s Bridge to the Future Successin Planning & Leadership Develpment: Yur Utility s Bridge t the Future Richard L. Gerstberger, P.E. TAP Resurce Develpment Grup, Inc. 4625 West 32 nd Ave Denver, CO 80212 ABSTRACT A few years ag,

More information

BIBH Duty Statements and Governance chart reviewed and approved April 2014. BIBH Executive Governance & Management Arrangements

BIBH Duty Statements and Governance chart reviewed and approved April 2014. BIBH Executive Governance & Management Arrangements BIBH Duty Statements and Gvernance chart reviewed and apprved April 2014 BIBH Executive Gvernance & Management Arrangements BIBH COMMITTEE CEO - Paul O Cnnell Executive Secretary - Brian Firth Executive

More information

CMS Eligibility Requirements Checklist for MSSP ACO Participation

CMS Eligibility Requirements Checklist for MSSP ACO Participation ATTACHMENT 1 CMS Eligibility Requirements Checklist fr MSSP ACO Participatin 1. General Eligibility Requirements ACO participants wrk tgether t manage and crdinate care fr Medicare fee-fr-service beneficiaries.

More information

FINANCIAL SERVICES FLASH REPORT

FINANCIAL SERVICES FLASH REPORT FINANCIAL SERVICES FLASH REPORT Draft Regulatry Cmpliance Management Guideline Released by the Office f the Superintendent f Financial Institutins May 5, 2014 On April 30, 2014, the Office f the Superintendent

More information

17 Construction environmental management plan (CEMP)

17 Construction environmental management plan (CEMP) 17 Cnstructin envirnmental management plan (CEMP) Bur Happld Cntents 17 Cnstructin Envirnmental Management Plan (CEMP) 17-1 17.1 Intrductin 17-1 17.2 Intrductin t EMS 17-1 17.2.1 Plicy 17-2 17.2.2 Planning

More information

Business Continuity Management Policy

Business Continuity Management Policy Business Cntinuity Management Plicy Versin: 1.0 Last Amendment: Apprved by: Library Cuncil f New Suth Wales Plicy wner/spnsr: Directr, Operatins and Chief Financial Officer Plicy Cntact Officer: Senir

More information

The chief executive officer and the chief finance officer are ex-officio members of the board.

The chief executive officer and the chief finance officer are ex-officio members of the board. DATATEC LIMITED BOARD CHARTER / TERMS OF REFERENCE 1. CONSTITUTION The primary bjective f the Cmpany s Bard Charter is t set ut the rle and respnsibilities f the Bard f Directrs ( the Bard ) as well as

More information

Business Continuity Management Policy

Business Continuity Management Policy The Public Trustee Business Cntinuity Management Plicy Octber 2015 Business Cntinuity Management Plicy Octber 2015 Page 1 f 6 Dcument Infrmatin Apprved Name Psitin Signature Date Mark Crftn A/Public Trustee

More information

Training - Quality Manual

Training - Quality Manual Training - Quality Manual 1 st Octber 2010 Babcck Internatinal Grup PLC www.babcck.c.uk/training Key Cntacts... Errr! Bkmark nt defined. Authrities...2 Intrductin t Babcck Internatinal Grup...3 Meeting

More information

Applying Governance to Data Center Migration Projects

Applying Governance to Data Center Migration Projects MultiTek LLC A Prfessinal Data Center Relcatin Cmpany Applying Gvernance t Data Center Migratin Prjects White Paper Written by: Bb Fitch, PMP, Engagement Manager July 2014 Table f Cntents Cntents IT Gvernance...3

More information

Human Resources Policy pol-020

Human Resources Policy pol-020 Human Resurces Plicy pl-020 Versin: 2.00 Last amendment: Jul 2014 Next Review: Jul 2017 Apprved By: Cuncil Date: 04 May 2005 Cntact Officer: Directr, Office f Human Resurce Services INTRODUCTION The University

More information

EJttilb Health. The University of Texas Medical Branch Audit Services. Audit Report. Epic In-Basket Management Audit. Engagement Number 2015-008

EJttilb Health. The University of Texas Medical Branch Audit Services. Audit Report. Epic In-Basket Management Audit. Engagement Number 2015-008 ',. -... : t'f" ' EJttilb Health The University f Texas Medical Branch Audit Reprt Audit Engagement Number 2015-008 July 2015 nie University f Texas Medical Branch 301 University Bulevard, Suite 4.100

More information

Appendix H. Annual Risk Assessment and Audit Plan 2013/14

Appendix H. Annual Risk Assessment and Audit Plan 2013/14 Annual Risk Assessment and Audit Plan 2013/14 Internal Audit Department September 25, 2013 Table f Cntents Intrductin.. 3 Risk Assessment Prcess... 4 Page 2 Intrductin Each year, the Internal Audit Department

More information

INTERNATIONAL STANDARD ON AUDITING 265 COMMUNICATING DEFICIENCIES IN INTERNAL CONTROL TO THOSE CHARGED WITH GOVERNANCE AND MANAGEMENT CONTENTS

INTERNATIONAL STANDARD ON AUDITING 265 COMMUNICATING DEFICIENCIES IN INTERNAL CONTROL TO THOSE CHARGED WITH GOVERNANCE AND MANAGEMENT CONTENTS INTERNATIONAL STANDARD ON AUDITING 265 COMMUNICATING DEFICIENCIES IN INTERNAL CONTROL TO THOSE CHARGED WITH GOVERNANCE AND MANAGEMENT (Effective fr audits f financial statements fr perids beginning n r

More information

Audit Committee Charter

Audit Committee Charter Audit Cmmittee Charter Membership The Audit Cmmittee (the "Cmmittee") f the Bard f Directrs (the "Bard") f Philip Mrris Internatinal Inc. (the "Cmpany") shall cnsist f at least three directrs all f whm

More information

Equal Pay Audit 2014 Summary

Equal Pay Audit 2014 Summary Equal Pay Audit 2014 Summary Abut the dcument The fllwing summary is an abridged versin f Ofcm s equal pay audit 2014. In the full versin f the reprt we set ut ur key findings, cmment n any issues arising

More information

UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES

UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES REFERENCES AND RELATED POLICIES A. UC PPSM 2 -Definitin f Terms B. UC PPSM 12 -Nndiscriminatin in Emplyment C. UC PPSM 14 -Affirmative

More information

OE PROJECT MANAGEMENT GLOSSARY

OE PROJECT MANAGEMENT GLOSSARY OE PROJECT MANAGEMENT GLOSSARY ACCEPTANCE CRITERIA : thse criteria, including perfrmance requirements and essential cnditins that must be met befre the prject deliverables are accepted. ACTIVITY: an actin

More information

Corporate Standards for data quality and the collation of data for external presentation

Corporate Standards for data quality and the collation of data for external presentation The University f Kent Crprate Standards fr data quality and the cllatin f data fr external presentatin This paper intrduces a set f standards with the aim f safeguarding the University s psitin in published

More information

Succession management in the Queensland Public Service

Succession management in the Queensland Public Service Successin management in the Queensland Public Service February 2009 Table f cntents Intrductin... 3 What is successin management?... 3 Why d successin management?... 3 Wh des successin management apply

More information

Government of Malta. Reference: GMICT X 0004-1:2014 Version: 7.0. Effective: 07 January 2014

Government of Malta. Reference: GMICT X 0004-1:2014 Version: 7.0. Effective: 07 January 2014 Gvernment f Malta Reference: GMICT X 0004-1:2014 Versin: 7.0 Effective: 07 January 2014 This dcument is part f the http://ictplicies.gv.mt Underlined terms are defined in the Vcabulary. Purpse The purpse

More information

Job Profile Data & Reporting Analyst (Grant Fund)

Job Profile Data & Reporting Analyst (Grant Fund) Jb Prfile Data & Reprting Analyst (Grant Fund) Directrate Lcatin Reprts t Hurs Finance Slihull Finance Directr Nminally 37 hurs but peratinally available at all times t meet Cmpany requirements Cntract

More information

High Level Meeting on National Drought Policy (HMNDP) CICG, Geneva 11-15 March 2013

High Level Meeting on National Drought Policy (HMNDP) CICG, Geneva 11-15 March 2013 High Level Meeting n Natinal Drught Plicy (HMNDP) CICG, Geneva 11-15 March 2013 Plicy Dcument: Natinal Drught Management Plicy United Natins Cnventin t Cmbat Desertificatin (UNCCD) Fd and Agriculture Organizatin

More information

Change Management Process For [Project Name]

Change Management Process For [Project Name] Management Prcess Fr [Prject Name] i 1 Intrductin The is fllwed during the Executin phase f the Prject Management Life Cycle, nce the prject has been frmally defined and planned. 1.1 What is a Management

More information

STANDARDISATION IN E-ARCHIVING

STANDARDISATION IN E-ARCHIVING STANDARDISATION IN E-ARCHIVING R E Q U I R E M E N T S A N D C O N T R O L S F O R D I G I T I S AT I O N A N D E - A R C H I V I N G S E R V I C E P R O V I D E R S Alain Wahl 1 Requirements and cntrls

More information

KERRY ROGERS, DIRECTOR OF CORPORATE SERVICES/COMPANY SECRETARY

KERRY ROGERS, DIRECTOR OF CORPORATE SERVICES/COMPANY SECRETARY Bard f Directrs Meeting Reprt Subject: Gvernance Framewrk Date: 30 th Octber 2014 Authr: KERRY ROGERS, DIRECTOR OF CORPORATE SERVICES/COMPANY SECRETARY Lead Directr: KERRY ROGERS BACKGROUND A Bard s prpsed

More information

VACANCY. SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) JOB LEVEL: 5

VACANCY. SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) JOB LEVEL: 5 VACANCY POSITION: DURATION REGION: PORTFOLIO: SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) NATIONAL OFFICE OCEO JOB LEVEL:

More information

HEALTH INFORMATION EXCHANGE GRANTS CRITERIA

HEALTH INFORMATION EXCHANGE GRANTS CRITERIA 1 HEALTH INFORMATION EXCHANGE GRANTS CRITERIA INTRODUCTION On August, 20 th, the federal Office f the Natinal Crdinatr fr Health Infrmatin Technlgy (ONC) released an pprtunity fr states t apply fr between

More information

Request for Resume (RFR) CATS II Master Contract. All Master Contract Provisions Apply

Request for Resume (RFR) CATS II Master Contract. All Master Contract Provisions Apply Sectin 1 General Infrmatin RFR Number: (Reference BPO Number) Functinal Area (Enter One Only) F50B3400026 7 Infrmatin System Security Labr Categry A single supprt resurce may be engaged fr a perid nt t

More information

MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016

MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016 MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016 The Manitba Securities Cmmissin (the Cmmissin) is a divisin f the Manitba Financial Services Agency (MFSA). The ther divisin is the Financial Institutins

More information

SERVICE DESK TEAM LEADER

SERVICE DESK TEAM LEADER 1. PURPOSE OF POSITION The Service Desk Team Leader rle is respnsible fr managing the peratin f the Service Desk. This rle is crucial t ensuring custmer requirements are met in terms f cmmunicatin, priritising,

More information

ITIL V3 Planning, Protection and Optimization (PPO) Certification Program - 5 Days

ITIL V3 Planning, Protection and Optimization (PPO) Certification Program - 5 Days ITIL V3 Planning, Prtectin and Optimizatin (PPO) Certificatin Prgram - 5 Days Prgram Overview The ITIL Intermediate Qualificatin: Planning, Prtectin and Optimizatin (PPO) Certificate is a free-standing

More information

CHARTER OF THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF UPLAND SOFTWARE, INC.

CHARTER OF THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF UPLAND SOFTWARE, INC. CHARTER OF THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF UPLAND SOFTWARE, INC. PURPOSE The purpse f the Cmpensatin Cmmittee f the Bard f Directrs (the Bard ) f Upland Sftware, Inc. (the Cmpany

More information

SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM

SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM Audit Manual Sectin J SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM Ref. Plicy and Practice Requirements IIA Standards and Other references J 1 Plicy: The Head f Internal Audit shall develp and maintain

More information

Research Report. Abstract: The Emerging Intersection Between Big Data and Security Analytics. November 2012

Research Report. Abstract: The Emerging Intersection Between Big Data and Security Analytics. November 2012 Research Reprt Abstract: The Emerging Intersectin Between Big Data and Security Analytics By Jn Oltsik, Senir Principal Analyst With Jennifer Gahm Nvember 2012 2012 by The Enterprise Strategy Grup, Inc.

More information

Environment Protection Authority

Environment Protection Authority Envirnment Prtectin Authrity EPA Cmplaints Management Plicy Intrductin This plicy sets ut the purpse, principles and prcess fr hw custmer feedback, including cmplaints, will be managed in the EPA t imprve

More information

The Allstate Foundation Domestic Violence Program 2015 Moving Ahead Financial Empowerment Grant

The Allstate Foundation Domestic Violence Program 2015 Moving Ahead Financial Empowerment Grant The Allstate Fundatin Dmestic Vilence Prgram 2015 Mving Ahead Financial Empwerment Grant Due Date: September 1, 2015 Online applicatin: https://www.grantrequest.cm/sid_1010?sa=sna&fid=35296 The Allstate

More information

ITIL Release Control & Validation (RCV) Certification Program - 5 Days

ITIL Release Control & Validation (RCV) Certification Program - 5 Days ITIL Release Cntrl & Validatin (RCV) Certificatin Prgram - 5 Days Prgram Overview ITIL is a set f best practices guidance that has becme a wrldwide-adpted framewrk fr Infrmatin Technlgy Services Management

More information

Systems Support - Extended

Systems Support - Extended 1 General Overview This is a Service Level Agreement ( SLA ) between and the Enterprise Windws Services t dcument: The technlgy services the Enterprise Windws Services prvides t the custmer. The targets

More information

CHANGE MANAGEMENT STANDARD

CHANGE MANAGEMENT STANDARD The electrnic versin is current, r when printed and stamped with the green cntrlled dcument stamp. All ther cpies are uncntrlled. DOCUMENT INFORMATION Descriptin Dcument Owner This standard utlines the

More information

National Australia Bank Limited Group Disclosure & External Communications Policy

National Australia Bank Limited Group Disclosure & External Communications Policy Natinal Australia Bank Limited Grup Disclsure & External Cmmunicatins Plicy Grup Disclsure & External Cmmunicatins Plicy Page 2 f 7 Grup Disclsure & External Cmmunicatins Plicy ( the Plicy ) 1. Overview

More information

INFRASTRUCTURE TECHNICAL LEAD

INFRASTRUCTURE TECHNICAL LEAD 1. PURPOSE OF POSITION This psitin is respnsible fr the delivery f peratinal supprt and maintenance f the TDHB IT infrastructure envirnment. This rle is als pivtal in the develpment and delivery f infrastructure

More information

The Whole of Government Approach: Models and Tools for EGOV Strategy & Alignment

The Whole of Government Approach: Models and Tools for EGOV Strategy & Alignment The Whle f Gvernment Apprach: Mdels and Tls fr EGOV & Alignment Adegbyega Oj (in cllabratin with T. Janwski and E. Estevez) United Natins University a@iist.unu.edu OVERVIEW 1. THE WG APPROACH 2. APPLICATION

More information

FY 2014 Senior Level (SL) and Scientific or Professional (ST) Performance Appraisal System Opening Guidance

FY 2014 Senior Level (SL) and Scientific or Professional (ST) Performance Appraisal System Opening Guidance Office f Executive Resurces Office f the Chief Human Capital Officer U.S. Department f Energy FY 2014 Senir Level (SL) and Scientific r Prfessinal (ST) Perfrmance Appraisal System Opening Guidance Table

More information

UNIVERSITY INCIDENT PLANNING COMMITTEE TERMS OF REFERENCE

UNIVERSITY INCIDENT PLANNING COMMITTEE TERMS OF REFERENCE 1. TITLE OF COMMITTEE UNIVERSITY INCIDENT PLANNING COMMITTEE University Incident Planning Cmmittee (IPC) 2. ESTABLISHMENT TERMS OF REFERENCE The University Incident Planning Cmmittee is established in

More information

Fraud Prevention Techniques for Higher Education

Fraud Prevention Techniques for Higher Education Fraud Preventin Techniques fr Higher Educatin Speakers: Brenda Buetw, Crwe Hrwath LLP Jennifer Richards, Crwe Hrwath LLP David English, Augustana Cllege Date: Octber 6, 2014 Sessin Gals Identify the different

More information

BLUE RIDGE COMMUNITY AND TECHNICAL COLLEGE BOARD OF GOVERNORS

BLUE RIDGE COMMUNITY AND TECHNICAL COLLEGE BOARD OF GOVERNORS BLUE RIDGE COMMUNITY AND TECHNICAL COLLEGE BOARD OF GOVERNORS SERIES: 1 General Rules RULE: 17.1 Recrd Retentin Scpe: The purpse f this rule is t establish the systematic review, retentin and destructin

More information

IT CONTROL ENVIRONMENT ASSESSMENT AND RECOMMENDATIONS REPORT

IT CONTROL ENVIRONMENT ASSESSMENT AND RECOMMENDATIONS REPORT Chairpersn and Subcmmittee Members AUDIT AND RISK SUBCOMMITTEE 6 AUGUST 2015 Meeting Status: Public Purpse f Reprt: Fr Infrmatin IT CONTROL ENVIRONMENT ASSESSMENT AND RECOMMENDATIONS REPORT PURPOSE OF

More information

COPIES-F.Y.I., INC. Policies and Procedures Data Security Policy

COPIES-F.Y.I., INC. Policies and Procedures Data Security Policy COPIES-F.Y.I., INC. Plicies and Prcedures Data Security Plicy Page 2 f 7 Preamble Mst f Cpies FYI, Incrprated financial, administrative, research, and clinical systems are accessible thrugh the campus

More information

ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT. A. Principles and Benefits of Ongoing Feedback

ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT. A. Principles and Benefits of Ongoing Feedback ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT A. Principles and Benefits f Onging Feedback While it may seem like an added respnsibility t managers already "full plate," managers that prvide nging feedback

More information

Purpose Statement. Objectives

Purpose Statement. Objectives Apprved by Academic Affairs Cuncil, June 24, 2014 Faculty Handbk Part VI: Other Plicies and Prcedures Sectin R. Intellectual Prperty Classified Emplyee Handbk Part VI: Other Plicies and Prcedures Sectin

More information

School Psychology Program: Fitness to Practice Policy

School Psychology Program: Fitness to Practice Policy Schl Psychlgy Prgram: Fitness t Practice Plicy This Fitness t Practice Plicy applies t all students upn enrllment in the Schl Psychlgy Prgram, and remains in effect until cmpletin f the Prgram. It is imprtant

More information

Revised October 27, 2011 Page 1 of 6

Revised October 27, 2011 Page 1 of 6 Keystne STARS Accreditatin Applicatin Philsphy The Keystne STARS prgram is Pennsylvania s QRIS which began in 2002. There are fur quality levels frm STAR 1 t STAR 4, each level building n the prir levels;

More information

Doctoral Framework Guidelines

Doctoral Framework Guidelines Dctral Framewrk Guidelines UTS Framewrk fr Dctral Educatin UTS Business Schl Higher Degree Research 1. Intrductin The UTS Framewrk fr Dctral Educatin is a UTS-wide initiative directed twards imprving the

More information

Service Management - Framework 2013

Service Management - Framework 2013 Service - Framewrk 2013 Getting Started Right with Service System Netwrk Firewall Sftware Service App With the right framewrk, enterprises f almst any size small t large can implement effective functinal

More information

MSB FINANCIAL CORP. MILLINGTON BANK AUDIT COMMITTEE CHARTER

MSB FINANCIAL CORP. MILLINGTON BANK AUDIT COMMITTEE CHARTER MSB FINANCIAL CORP. MILLINGTON BANK AUDIT COMMITTEE CHARTER This Audit Cmmittee Charter has been amended as f July 17, 2015. The Audit Cmmittee shall review and reassess this Charter annually and recmmend

More information

Organization Design Specialist

Organization Design Specialist Organizatin Design Specialist Suthern Africa Regin BACKGROUND One f the key challenges t implementing the new strategic directin and especially the cmmitment t face the custmer (the child and the cmmunity)

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Dcument Purpse The purpse f this dcument is t prvide guidance n the practice f Business Case and t describe the practice verview, requirements, best practices, activities, and key terms related t these

More information

Moderation. This process is outlined in further detail in section 4 of this policy and process document.

Moderation. This process is outlined in further detail in section 4 of this policy and process document. Brunel University Exchange Prgramme Plicy and Prcess 1. Apprval f Prpsed Exchange Prgrammes Apprval f a prpsed exchange prgramme is a three-stage prcess: 1.1 Stage 1 Strategic Apprval Strategic Apprval

More information

MONTANA CATHOLIC SCHOOLS

MONTANA CATHOLIC SCHOOLS MONTANA CATHOLIC SCHOOLS Dicese f Helena Dicese f Great Falls- Billings SECTION 6000: ACCREDITATION, CURRICULUM & LONG-RANGE PLANS 2015-16 Table f Cntents 6000 Accreditatin... 3 6002 Preschl/Child Care

More information

Communal Property Institution Capacity Assessment Tool

Communal Property Institution Capacity Assessment Tool Cmmunal Prperty Institutin Capacity Assessment Tl Intrductin t cmmunal prperty institutins Cmmunal prperty institutins (CPIs) Participants in the land refrm prgramme can hld prperty thrugh different frms

More information

TO: Chief Executive Officers of all National Banks, Department and Division Heads, and all Examining Personnel

TO: Chief Executive Officers of all National Banks, Department and Division Heads, and all Examining Personnel AL 96-7 Subject: Credit Card Preapprved Slicitatins TO: Chief Executive Officers f all Natinal Banks, Department and Divisin Heads, and all Examining Persnnel PURPOSE The purpse f this advisry letter is

More information

Process Improvement Center of Excellence Service Proposal Recommendation. Operational Oversight Committee Report Submission

Process Improvement Center of Excellence Service Proposal Recommendation. Operational Oversight Committee Report Submission Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin INTRODUCTION This Prpsal prvides initial infrmatin regarding a pssible additin t a service.

More information

REQUEST FOR PROPOSAL SECURITY SERVICES

REQUEST FOR PROPOSAL SECURITY SERVICES REQUEST FOR PROPOSAL SECURITY SERVICES Sectin I INTRODUCTION [Cmpany] is seeking prpsals frm qualified Cntractrs t prvide unifrmed security service fr [Cmpany] facilities at [Lcatin(s)]. This dcument is

More information

Risk Management Strategy 2014/2016

Risk Management Strategy 2014/2016 Enclsure L Risk Management Strategy 2014/2016 Trust Bard Item: 8.4 29 th January 2014 Enclsure: L Purpse f the Reprt: T present the Trust Bard the updated Risk Management Strategy fr ratificatin. The Strategy

More information

SECTION 5: EVALUATION METHODOLOGY

SECTION 5: EVALUATION METHODOLOGY SECTION 5: EVALUATION METHODOLOGY The State f Oklahma will cnduct a cmprehensive, fair, and impartial evaluatin f bids received in respnse t this ITB. Technical and Cst Bids will be evaluated and scred

More information

Business Continuity Management Systems Foundation Training Course

Business Continuity Management Systems Foundation Training Course Certificatin criteria fr Business Cntinuity Management Systems Fundatin Training Curse CONTENTS 1. INTRODUCTION 2. LEARNING OBJECTIVES 3. ENABLING OBJECTIVES KNOWLEDGE & SKILLS 4. TRAINING METHODS 5. COURSE

More information

Introduction. Quality Improvement Principles

Introduction. Quality Improvement Principles Page 1 Intrductin San Jaquin Cunty Behaviral Health Services (SJCBHS) is cmmitted t service excellence and cntinuus quality imprvement. Tward this end, SJCBHS has implemented a Quality Imprvement Prgram

More information

FAYETTEVILLE STATE UNIVERSITY

FAYETTEVILLE STATE UNIVERSITY FAYETTEVILLE STATE UNIVERSITY IDENTITY THEFT PREVENTION (RED FLAGS RULE) Authrity: Categry: Issued by the Fayetteville State University Bard f Trustees. University-Wide Applies t: Administratrs Faculty

More information

Business Plan 2014-15

Business Plan 2014-15 Cmmissin fr Lcal Administratin in England Business Plan 2014-15 All Business Plan activity is linked t ur fur Strategic Objectives LGO Business Plan 2014-2015 v web 3 Page 1 descriptin 1. Prvide a cmplaints

More information