Oversight processes

Xem 1-19 trên 19 kết quả Oversight processes
  • Acquisition in the Department of Defense (DoD) is a major undertaking in which the defense agencies and the military departments expend significant funds to procure everything from research to development, to test and evaluation, to production, to operational support, and, finally, to obsolescence. The opportunities for problems to

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  • Oversight practices are directed to improving the way the organization manages all projects. Oversight or governance in multiproject organizations supports the trend of integration over the last three decades. Centralization of project management activities became imperative as projects became more numerous and became the means to implement organization strategy.

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  • Chapter 16 provides knowledge of oversight. Oversight practices are directed to improving the way the organization manages all projects. Oversight or governance in multiproject organizations supports the trend of integration over the last three decades. Centralization of project management activities became imperative as projects became more numerous and became the means to implement organization strategy.

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  • Risk management has attracted increased attention in recent years. Many advisers have recently reevaluated, or are currently reevaluating, their organizational structures and other practices relating to risk management. In many cases, they are adopting more formal risk management practices. Fund boards also have been reevaluating their risk management oversight practices, including the structures and mandates of board committees and the format and frequency of board reports. Practices in the industry continue to evolve. ...

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  • Health Professions Education: A Bridge to Quality makes the case that reform of health professions education is critical to enhancing the quality of health care in the United States. In laying the footings for this bridge, the committee that produced this report wishes to underscore that any such reform effort must encompass all health professionals, recognize each profession’s contribution, and include those outside education who, to more and lesser degrees, shape what health professionals are taught.

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  • Women constitute a special group within prisons because of their sex. Although the characteristics and corresponding needs of women prisoners can vary considerably between countries, several factors are common to most. These include many mental disorders, a high level of drug or alcohol dependence, many women experiencing sexual and physical abuse and violence before or in prison, the neglect of gender-specific health care needs and additional issues related to the women’s responsibility for children and families.

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  • Managers of weapon system acquisition programs and their staffs have often voiced concerns about the burden of complying with federal statutes or regulations requiring certain business and oversight processes. The essence of the concerns is that program offices spend an inordinate amount of time complying with statutes

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  • ‘‘An enlightening, practical, and valuable tool. Dick has taken the sometime confusing and frightening problem of performance appraisal and provided effective approaches and answers that can be adapted to any organization. It is a MUST for the human resources professional’s library.’’ —William K. Hill Human Resources Director City of Winston-Salem (NC) ‘‘Dick Grote clearly and eloquently presents a very practical guide for navigating the often-murky waters of the performance appraisal process.

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  • In contemporary debates about democratic governance, the concept of accountability is hard to avoid. At least from a European perspective, recent innovations in political and administrative decision-making have multiplied opportunities for citizens to hold to account those who exercise governmental authority. Or so we are told. Whether busy modernizing constitutional structures or realigning public services along market-led lines, our political representatives have proclaimed a new era of open and responsive government.

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  • Support the development of the functional food industry in Ireland. Create a new, internationally-competitive, interdisciplinary, industry-focused research centre developing skills and technologies that will lead to new products, processes and services. Develop research programmes that are jointly formulated and implemented by the participating academic and industrial partners with a view to providing the best solutions to the medium and long term issues facing industry in Ireland.

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  • A board’s role is to provide oversight, not to manage risks. Just as a board does not manage a fund’s investments or its business operations, it also does not manage the risks associated with those activities. Board oversight includes understanding the risk management processes employed by the adviser, asking questions where appropriate, and obtaining appropriate assurances that the processes are reasonably designed to manage and control the fund’s material risks.

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  • There is no single set of “best practices” for risk management in investment companies, but from studies, reports, and other literature relating to risk management generally, as well as the considerable experience of those involved in risk management and risk oversight in the fund industry, some common themes emerge. Regardless of how a fund group’s risk management function is organized and implemented, the following recurring themes may serve as a backdrop to the fund board’s consideration of risk management processes....

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  • Rate review grants and standards: In August 2010, 45 States and the District of Columbia each received $1 million grants to develop or make improvements to their existing rate review and approval practices, strengthening their processes and oversight capacities. States have already used these funds to hire staff, increase data reporting, and enhance their information technology. On December 21, 2010, HHS posted a proposed regulation regarding standards for rate review.

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  • Code is undergoing constant revision by its oversight committee. Standards development is governed by protocols designed make public participation possible while avoiding domination by any one interested party. The accompanying table shows only the approved revisions. Additional revisions are pending. Members of the B31.3 Subcommittees, Subgroups and Interested Parties have been invited to the Spring B31.3 meetings scheduled for May 5-7, 2003 at the Hilton Westshore Hotel in Tampa, FL. B31.

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  • An infrastructure bank could be particularly effective at leveraging additional investment because it would be able to make such investment more attractive to private investors. A federal bank could help inexperienced states and localities develop attractive public-private partnerships and could connect willing private partners with these investment opportunities.

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  • We are issuing 14 recommendations to NOP officials to improve program administration and internal controls. We recommend that NOP strengthen its enforcement procedures to determine what actions should be imposed on program violators, including civil penalties, and to timely issue the appropriate actions. We also recommend that officials timely resolve and track complaints from receipt through disposition.

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  • The  Port  Authority  of  New  York  and  New  Jersey  (the  “Port  Authority”)  is  a  complex  organization,  comprised  of  billions  of  dollars  of  vital  infrastructure  and  transportation  operations as well as significant real estate holdings.  Navigant Consulting, Inc.

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  • Entities that currently regulate an element of critical infrastructure that has been defined as higher risk should be responsible for oversight. Enforcement of these standards should be incorporated into already established safety or security reviews. Any element of critical infrastructure that has processes or technology that exceed the established standard should be deemed compliant with the standard.

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  • User Choice and Control. Similarly, project and process management are impacted by this type of effort. For example, departments may find it easy to buy public cloud infrastructure services on a corporate credit card for some projects. While this may be part of your plan, it must be managed by IT. Otherwise, users can circumvent IT’s oversight of service-level, corporate policy, and compliance requirements. IT should participate in the approval and procurement processes to ensure the corporate good. Demand.

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