Public Sector Enterprise Risk Management
-10%
portes grátis
Public Sector Enterprise Risk Management
Advancing Beyond the Basics
Stanton, Thomas H.; Fletcher, Kenneth C.
Taylor & Francis Ltd
05/2019
152
Mole
Inglês
9781138333185
15 a 20 dias
303
Descrição não disponível.
Part 1: Introduction 1. Introduction: Challenges in Implementing ERM in the Public Sector Part 2: Overcoming ERM Implementation Challenges - Selected Case Studies 2. Change Management and Developing Organization Risk Culture: Transportation Security Administration (TSA) Case Study 3. Using Data and Analysis to Add Value from ERM 4. Laying the Groundwork for ERM: The Evolution of ERM at the U.S. Department of the Treasury 5. ERM and Local Government: King County Washington Part 3: Selected Special Topics 6. Enhancing Capabilities and Culture Through Effective Coordination of Enterprise Risk Management and Internal Control 7. Working with the IG and GAO: Creating a Win-Win Relationship 8. Cultivating and Measuring Risk Culture to Achieve Forward Momentum on ERM Part 4: Conclusion 9. Enterprise Risk Management: A Powerful Management Tool
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
OMB Circular A-123;ERM Program;Public Administration;ERM;Public Management;Circular A-123;Thomas H. Stanton;CROs;Kenneth C. Fletcher;ERM Implementation;Government;ERM Process;Governance;TSA;Enterprise Risk Management (ERM);Transportation Security Administration;Public Sector;OIG Report;Private Sector;Effective ERM;Risk;Key Risk Indicators;Risk Management;Insider Threat Programs;Risk Culture;Risk Office;Change Management;Organizational Culture Aspect;Ali E. Abbas;Internal Control Programs;Temika Edwards;Culture Risk;Nahla Ivy;TVA Board;Major General James Martin;IG Act;Ken Phalen;RMM;Jason Stayanovich;COSO ERM Framework;Frank Vetrano;Employee Engagement;Sean Vineyard;Federal Credit Programs;Cynthia Vitters;Internal Revenue Service;Karen Weber;King County;Douglas Webster;Robert A. Westbrooks;Anthony Wilhelm;Public Sector Enterprise Risk Management;Organization Risk Culture;Transportation Security Administration (TSA);U.S. Department of Homeland Security;National Oceanic and Atmospheric Administration (NOAA);United States Department of Commerce;National Institute of Standards and Technology (NIST);NIST Cybersecurity Framework;Cybersecurity;Public Value;Office of Inspector General (OIG);Chief Risk Officer;Risk Management Committee;Resource Allocation Decisions;U.S Air Force;United States Armed Forces;Office of Management and Budget (OMB);Planning, Programming, Budgeting, and Execution (PPBE);Association of Government Accountants (AGA);American Society of Military Comptrollers (ASMC);Government Financial Officer Association (GFOA);Enterprise Risk Management: A Guide for Government Professionals;Karen Hardy
Part 1: Introduction 1. Introduction: Challenges in Implementing ERM in the Public Sector Part 2: Overcoming ERM Implementation Challenges - Selected Case Studies 2. Change Management and Developing Organization Risk Culture: Transportation Security Administration (TSA) Case Study 3. Using Data and Analysis to Add Value from ERM 4. Laying the Groundwork for ERM: The Evolution of ERM at the U.S. Department of the Treasury 5. ERM and Local Government: King County Washington Part 3: Selected Special Topics 6. Enhancing Capabilities and Culture Through Effective Coordination of Enterprise Risk Management and Internal Control 7. Working with the IG and GAO: Creating a Win-Win Relationship 8. Cultivating and Measuring Risk Culture to Achieve Forward Momentum on ERM Part 4: Conclusion 9. Enterprise Risk Management: A Powerful Management Tool
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
OMB Circular A-123;ERM Program;Public Administration;ERM;Public Management;Circular A-123;Thomas H. Stanton;CROs;Kenneth C. Fletcher;ERM Implementation;Government;ERM Process;Governance;TSA;Enterprise Risk Management (ERM);Transportation Security Administration;Public Sector;OIG Report;Private Sector;Effective ERM;Risk;Key Risk Indicators;Risk Management;Insider Threat Programs;Risk Culture;Risk Office;Change Management;Organizational Culture Aspect;Ali E. Abbas;Internal Control Programs;Temika Edwards;Culture Risk;Nahla Ivy;TVA Board;Major General James Martin;IG Act;Ken Phalen;RMM;Jason Stayanovich;COSO ERM Framework;Frank Vetrano;Employee Engagement;Sean Vineyard;Federal Credit Programs;Cynthia Vitters;Internal Revenue Service;Karen Weber;King County;Douglas Webster;Robert A. Westbrooks;Anthony Wilhelm;Public Sector Enterprise Risk Management;Organization Risk Culture;Transportation Security Administration (TSA);U.S. Department of Homeland Security;National Oceanic and Atmospheric Administration (NOAA);United States Department of Commerce;National Institute of Standards and Technology (NIST);NIST Cybersecurity Framework;Cybersecurity;Public Value;Office of Inspector General (OIG);Chief Risk Officer;Risk Management Committee;Resource Allocation Decisions;U.S Air Force;United States Armed Forces;Office of Management and Budget (OMB);Planning, Programming, Budgeting, and Execution (PPBE);Association of Government Accountants (AGA);American Society of Military Comptrollers (ASMC);Government Financial Officer Association (GFOA);Enterprise Risk Management: A Guide for Government Professionals;Karen Hardy
