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EX0-004 Management of Risk(R) Foundation

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Your Auto and Transportation Operations Are at risk on account of This Supreme court choice | Real Questions and Pass4sure dumps

The 2018 Teddy Award winners constructed their courses around people, now not claims, and present proof that a worker-centric method is a smarter strategy to function.

across the workers’ compensation industry, the concept of a worker advocacy model has been round for a while, however has most effective seen excellent adoption in fresh years.

Even amongst those not adopting a proper advocacy approach, mindsets are shifting. formerly claims-centric classes are getting employee-centric and it’s a win throughout: better results; more desirable productivity; safer, healthier personnel and a better base line.

That’s what you’ll see in this month’s situation of chance & insurance® when you examine the profiles of the four recipients of the 2018 Theodore Roosevelt workers’ Compensation and disability administration Award, subsidized by way of PMA organizations. These 4 classes put people front and core in every thing they do.

“We had been concentrated on increase a software with an eye fixed on our companion event. charge was on the backside of the checklist. Doing an improved job by means of our partners turned into at the top,” noted Steve Legg, director of chance management for Starbucks.

Starbucks put claims reporting in the palms of its companions, an exemplary act of have confidence. The coffee company additionally put itself in worker's’ footwear to identify and take away facets of friction.

That led to a name center run with the aid of Starbucks’ TPA and a committed telephonic case management group in order that companions can talk to a reside adult with out the frustration of ‘phone tag’ and unanswered questions.

“We had been focused on building up a application with a watch on our accomplice experience. charge was at the bottom of the listing. Doing a more robust job with the aid of our partners was at the properly.” — Steve Legg, director of chance administration, Starbucks

Starbucks additionally carried out direct deposit for lost-time pay, doing away with worrying wait times for injured partners, and permitting them to focal point on healing.

For Starbucks, as for the entire 2018 Teddy Award winners, the method is netting measurable consequences. With better associate delight, it has seen a 50 % lower in litigation.

Teddy winner leading Line fitness (MLH) adopted worker advocacy in a way that goes some distance past claims.

personnel who determine and record safeguard hazards can take credit score for his or her actions through sending out a formal “worker protection Message” to essentially 11,000 mailboxes throughout the corporation.

“The attention is fairly cool,” pointed out Steve Besack, system director, claims administration and laborers’ compensation for the fitness device.

MLH also takes a non-adversarial strategy to people with repeat accidents, seeing them as a resource for identifying areas of improvement.

“if you look at ‘repeat offenders’ in an unconventional means, they’re a pretty good asset to the application, no longer a liability,” mentioned Mike Miller, manager, worker's’ compensation and employee defense for MLH.

Teddy winner Monmouth County, N.J. makes use of high-tech action capture know-how to reduce the chance of placing new hires in jobs which are more likely to damage them.

Monmouth County also adopted numerous wellness initiatives that help laborers manage their weight and improve their health normal.

“make sure to see the looks on their faces when their cholesterol is down, they’ve misplaced weight and their blood sugar is stronger. We’ve had americans lose 30 and 40 kilos,” spoke of William McGuane, the county’s manager of benefits and people’ compensation.

Do these sound like minor application elements? the maths says otherwise: Claims severity has plunged from $5.5 million in 2009 to $1.3 million in 2017.

at the university of Pennsylvania, inserting laborers first ability getting out from behind the desk and finding out what every considered one of them is tasked with, day in, day trip — and searching for methods to make each and every of those tasks safer.

general observations throughout the sprawling campus have resulted in an exquisite variety of procedure and equipment adjustments that seem to be standard on their personal, but in combination have created a considerably safer, healthier campus and improved employee morale.

UPenn’s employees’ comp charges, within the seven-digit figures in 2009, have been essentially reduce in half.

chance & insurance® is proud to honor the work of these 4 agencies. We hope their experiences encourage different corporations to be proper partners with the personnel they depend on. &

Michelle Kerr is associate editor of risk & insurance. She may also be reached at [email protected]

local healthcare professional Named President of the realm’s Most Prestigious high-risk being pregnant organization | Real Questions and Pass4sure dumps

LAS VEGAS--(business WIRE)--

Brian okay. Iriye, MD, of the excessive chance being pregnant middle become named President of the Society of Maternal Fetal medication (SMFM) on Saturday, February 16, 2019. He was installed as the organization’s leader on the 39th annual assembly of the SMFM, which became held at Caesars Palace right here in Las Vegas, NV. centered in 1977, the SMFM is the world’s finest firm for maternal-fetal drugs specialists. This firm represents over 3,000 physicians and different practice professionals and engages in schooling and advocacy efforts to guide the work of these professionals and optimize the care of excessive-possibility pregnant girls and their little ones.

Dr. Iriye was chosen for the one-year management position through individuals of the executive committee and is the first president from a non-school-primarily based program in over a decade. He presently holds positions on the board of directors for the country wide Perinatal nice foundation, SMFM follow administration Division, and the basis for SMFM. lately, Dr. Iriye was the lead editor for the SMFM’s ebook contemporary ebook to practice administration: For Physicians, Managers, and directors.

at the moment, Dr. Iriye serves as the managing associate of the country’s largest maternal fetal medicine deepest apply, the high risk pregnancy core - with places of work in Las Vegas, Henderson, and Reno. The follow utilizes the latest know-how to increase care to pregnant women in Nevada and is distinguished as a NCQA patient established area of expertise follow, accredited in obstetric ultrasound and fetal echocardiography, and has these days began the multidisciplinary Maternal Opioid medicine, fitness, schooling, and recovery venture (mother challenge) to help battle the continued problems of the opioid disaster and its effects on pregnant mothers and their little ones.

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urban, Social statistics Helps in the reduction of fire and protection chance | Real Questions and Pass4sure dumps

MetroLab network has partnered with govt know-how to bring its readers a section referred to as the MetroLab Innovation of the Month series, which highlights impactful tech, facts, and innovation projects underway between cities and universities. in case you’d like to be trained more or contact the task leads, please contact MetroLab at for more guidance.

during this month’s installment of the Innovation of the Month series, we explore Portland fire and Rescue’s Blueprint for fulfillment, a brand new initiative geared toward growing preventative emergency planning in Portland, Ore.  

MetroLab’s govt Director Ben Levine spoke with Robyn Burek, predominant management analyst for Portland hearth and Rescue; Megan Horst, assistant professor, Nohad A. Toulan school of city studies and Planning at Portland State institution; Eric Pedersen, captain of hearth Station 22; and Mike Myers, former fireplace chief for the metropolis of Portland, to be trained greater. 

Ben Levine: might you please describe what the Blueprint for success challenge is? who's involved during this effort?  

Robyn Burek: The Blueprint for fulfillment is a challenge that projects Portland fireplace and Rescue (PF&R) firefighters across all ranks to believe the basis motives which are contributing to a rise in emergency name quantity, selected to their fireplace management area (FMA). 

in line with the data, we be aware of that social indicators similar to poverty, decrease education, mental fitness, isolation and marginalization make a contribution to multiplied risk for fire and emergency medical response. We additionally comprehend that we are living in the twenty sixth biggest U.S. metropolis, with a population of approximately 650,000, and therefore the demographics and kinds of emergency responses will differ widely across a metropolis of our dimension. therefore, it is critical that each station get to know the pleasing strengths and wishes of the particular communities that they serve.

Chief Mike Myers: Blueprint for achievement originated from the bureau-wide aim for zero hearth deaths and how we may obtain that. It changed into clear that a citywide approach turned into necessary, but a single front became now not the solution. we'd should construct plans for each and every local in my opinion, certain to the wants and threats in that neighborhood. We also discovered that the leaders of the hearth stations had been below-utilized. Their simple focal point was emergency response, and the prevention effort become the only real responsibility of the prevention division. The prevention division isn't concentrated in neighborhoods directly, they are focused on constructing and occupancy forms. The final reason behind the Blueprint for success changed into the idea that we may be able to predict hearth in line with livability or vibrancy scoring. this is new to our business. The extra brilliant an area the less seemingly violent damage or fatalities will ensue. 

today, fireplace captains are requested to manipulate their response areas as in the event that they had been the fire chief of the area; meet the people, be taught about the neighborhood and link hearth predictability facts with hazard discount plans.

Burek: With this project, we’ve partnered with Portland State university’s faculty of city studies and Planning to assist us do three particular things: bring together records certain to each and every station’s FMA; aid us with surveying the community interior each and every FMA; and aid us strategize the right way to enhance public fitness, mental fitness, racial fairness, neighborhood safety, and entry to housing and other resources for every FMA. with the aid of addressing these areas of need, we hope to look lengthy-time period discount rates in our name extent, and the cultivation of a healthier and greater vibrant city. 

Our partnership with PSU is additionally just the beginning. we're additionally searching for collaborative alternatives with different city bureaus including the Bureau of Planning and Sustainability (BPS), the workplace of neighborhood and Civic existence, Portland Bureau of Emergency administration, Portland Bureau of Transportation and the Joint workplace of Homeless services. apart from our metropolis companions, we motivate each and every station to determine community groups and nonprofits that work inside their FMA with whom we can additionally partner. in the end, this task is just too big for the fire Bureau to address on its own. We are not social workers or counselors, nor are we metropolis planners. but we do grasp a bit of the puzzle and we consider that with the correct partners we are able to build a more brilliant metropolis. 

Former Chief Myers and Robyn Burek of PF&R, speaking to an viewers in regards to the Blueprint for fulfillment and hosting the primary conception Launch event in November 2018. Courtesy of Robyn Burek. 

Levine: can you describe one of the pressures that inspired you to handle this specific challenge? 

Burek: PF&R began the Blueprint for success mission on the concept that bright cities don’t burn, and fit, happy communities are much less reliant on emergency capabilities. As PF&R’s name quantity continues to raise (about 28 % in the past six years), we respect that here's partially as a result of population boom (about 17 percent in the past 10 years), but we also acknowledge that social indicators are a key component for the rise in name volume. therefore, we have a call as a hearth bureau: we will both continue to be reactive and easily reply to the rising call extent, or we are able to investigate the root causes and underlying programs at play to try to build a extra shiny, in shape group.

Captain Eric Pedersen: The calls for on the fireplace provider are altering impulsively and our historic response fashions and enterprise practices are sometimes struggling to adapt. The wants of each hearth station’s local community can vary vastly, so the Blueprint for fulfillment is designed to determine certain needs and generate new ideas for addressing them from the lowest stage. enabling station personnel the autonomy and authority to innovate within their particular communities could be a more advantageous and efficient method of adapting to our altering roles. 

Megan Horst: I basically respect the center of attention on root explanations and underlying techniques in this planning system. commonly a lot of city motion is reactive, or departments end up doing things just as a result of they have finished them that approach before. The Blueprint for achievement undertaking is a different initiative that asks us to take into account why some people are extra susceptible than others, and to determine upstream interventions that reduce these vulnerabilities and increase people’s safeguard and resilience. it's basically considering outdoor the box.


Captain Eric Pedersen of Station 22 and Battalion Chief Steve Bregman are chatting with a presenter, a woman from the local neighborhood affiliation who offered a concept to safely remove needles off the streets. They had been capable of give her with some caps and also share advice about PF&R's new needles drop field that became installed at Station 22 — an answer that got here out of the Blueprint for success venture. Courtesy of Robyn Burek. 

Levine: What sort of information are you exploring and why? What were a few of your preliminary findings to your research, and is that this changing the way you view the situation? 

Burek: We asked PSU to assist us collect statistics on six different categories for every FMA: city kind, demographics, livability, social vulnerability, homelessness and medical/fire calls. 

city kind tells the story of residential density, industrial density, and how industrialized or wooded a local is. These elements indicate a distinct stage and kind of possibility, as well as the place fire and EMS crews are more likely to get dispatched to essentially the most.  

2nd, PSU collects census records on the demographics of each and every regional. A single FMA can encompass two or greater neighborhoods and the demographics commonly fluctuate largely depending on the nearby.

subsequent, PF&R looks at livability. for the time being, PF&R and PSU have agreed to outline livability to include entry to food, transportation alternate options and bike/stroll ratings. however we additionally recognise that this is a constrained definition of livability, and PF&R and PSU were discussing how to enrich this class with enhanced statistics.

Fourth, PSU appears up the social vulnerability index (SVI) for each and every neighborhood in the course of the centers for sickness manage and Prevention’s website. The SVI is an indicator of both vulnerability and resiliency within a community. Most stunning is to peer how regional neighborhoods can differ greatly in terms of their SVI. 

closing, we've PSU deliver us a summary of our name information. One category is homelessness: what number of homeless-linked calls were replied to in every FMA? The other two categories are clinical- and hearth-related calls. PSU gives PF&R with a list of the good five codes for medical and hearth responses in every FMA. What’s interesting about here's that one FMA might reply to extra “difficulty respiration”-linked calls than another FMA, and we’ve been capable of tie that returned to urban kind. for example, FMA 22 is totally industrialized, which potential that there are greater particles floating within the air, and this is doubtless contributing to a rise in respiration considerations for its residents.

sooner or later, these six classes support to set a groundwork, however it is an incomplete story without surveying the group and conducting group outreach. neighborhood outreach is our ultimate step in amassing information.

Horst: Robyn described lots of the statistics collection very neatly. i will be able to just add that PSU college students will be implementing surveys of neighborhood individuals this iciness to discover what they find out about Portland fire and Rescue and to get their enter on the Blueprint for achievement. This should be an exciting and difficult a part of the mission.

Infographic explaining the concept Launch procedure to inform the Blueprint for fulfillment. Courtesy of Robyn Burek.

Levine: Are you aware how findings developed during this undertaking are/will affect metropolis planning and/or development in this topic? If sure, how and the place?

Burek: PF&R believes that urban planning is a huge key to building shiny cities. We’ve initiated talks with BPS and there's hobby from either side to collaborate. for example, one initiative is to compare our statistics on social vulnerability populations across neighborhoods to make sure we’re both capturing the wants and the concerns as premiere and perpetually as we can. hearth responses are inclined to overlap with areas that are socially susceptible, and it might deliver a special and useful lens to BPS. but much more enjoyable is a discussion about our two bureaus making a predictive model for gentrification. one of the crucial risks we face as we work to create a vibrant neighborhood is consequentially pushing out the residents of that group. along with that, we’re discussing approaches of how to mitigate and prevent gentrification from taking place. as an instance, in all probability we accomplice with other companies to no longer most effective deliver local jobs, however to also supply team of workers and skills practising so native residents can get good-paying jobs discovered in their neighborhoods and may earn higher wages, allowing them to stay in an inflated housing market. those are only probably the most conversations we’re having with BPS and the path that we’re getting in relation to the Blueprint for fulfillment and this concept of bright cities.

so far our collaborative efforts have in the main entailed help from PF&R to create narrower streets so as to promote safer streets for pedestrians. Most hearth departments have not historically been in the back of an initiative like this because it makes it extra problematic for emergency cars to respond to a scene. however we now have also committed to a vision zero initiative that includes zero traffic deaths, and in order for us to achieve that aim we should guide safer streets and prioritize prevention. at this time, we’ve identified a possible area of the metropolis to make use of as a pilot. BPS is currently setting up some plans for that enviornment and has invited PF&R to the desk. 

Horst: The assignment continues to be young, and that i am excited to consider concerning the possible affects to metropolis planning and construction. fireplace and rescue and planning are fields with numerous overlap. basically, planning for fireplace prevention has had a pretty good have an effect on on urban planning, from constructing code to road design. We are now getting into a brand new period of this interaction, which may encompass challenging some historical paradigms and setting up new techniques of thinking and doing that make our cities extra livable and residents as safe as possible in today’s context.

Robyn’s mention of PF&R’s support for developing narrower streets, or “highway diets,” is a perfect illustration of adaptation by both fields to make cities safer for toddlers, the aged, individuals with vision and mobility impairments, and americans who are running and biking. there is a number of probability to do greater “street diets” in a lot of places in Portland to aid make it safer for individuals to get around, and finally cause fewer automobile crashes, pedestrian deaths, etc.; plus it could raise local walkability and reduce down on air toxins and greenhouse fuel emissions, a part of long-term city livability. but it will require that hearth and Rescue adapt to skinnier roads and turning radii — and that i think it is extraordinary they're willing to do that.

a further obvious area of overlap is in case you bring a social fairness or social vulnerability lens to the work, it becomes very clear that renters, individuals with lessen incomes, with much less training, communities who have skilled historical oppression, and many others., are additionally greater prone to fire chance. So what can both fireplace and Rescue and BPS do about that?

Levine: What was probably the most awesome thing you realized all through this method? 

Captain Pedersen: by using necessity, the hearth service has a “suitable down,” defense force-style organizational constitution. it really works very neatly for emergency response however can stifle innovation and engagement from lower degrees inside the corporation. As this challenge developed, i used to be stunned at how without delay our lowest-degree personnel started producing ideas and independently in quest of opportunities to tackle neighborhood needs. 

Horst: One cool factor we now have realized is that there's a lot of synergy among decent urban planning and planning for the way forward for fire and Rescue. through that I imply each ask questions like: what is our imaginative and prescient of a safe, livable metropolis? What concepts get us there?

I even have been humbled by the willingness of Portland fireplace and Rescue leaders and personnel — from the executive and administrator to captains and firefighters themselves — to deeply investigate their role as public servants in these dynamic times. That takes courage.

Burek: essentially the most awesome component that I’ve witnessed during this process has been the responses from the other city bureaus. Most bureaus have priorities and initiatives that they work on cut loose the relaxation of the organization, and while there definitely is a few collaboration that takes area between bureaus, subsequently the mission of each bureau is diverse. What I’ve discovered encouraging is to watch different bureau directors pitch the Blueprint for success in director meetings. It’s no longer just a PF&R initiative. It’s steadily fitting a citywide initiative. And along with that there’s a shift in pondering that I see taking location the place bureaus are starting to consider the greater image that ties us all collectively. There comes a problem with that, though, to rethink how we work collectively and the way we shift our money to center of attention extra on prevention and satisfactory-of-lifestyles initiatives like parks. We’re not rather there yet, however the dialog has been started.


Infographic explaining the Blueprint for achievement. Courtesy of Robyn Burek.

Levine: where will this mission go from here?

Burek: Our hearth chief and the founder of the Blueprint for achievement, Mike Myers, has introduced his retirement. My hope is that this project is way satisfactory along that the next chief will see the cost and continue to advocate it. at present, we’re set to engage the subsequent four FMAs q4 and produce PSU lower back to support us. apart from working with PSU, we’re additionally maintaining our second thought Launch experience in spring 2019. thought Launch is an open mic nighttime that’s held in the bay of a hearth station where firefighters, metropolis bureaus and neighborhood individuals are invited to pitch their ideas. speakers are disbursed 5 minutes to share their concepts on the way to increase group safety and address mental fitness, public health, racial equity, or affordable housing and access to components, and then the audience contributors can roundtable with the speakers to focus on the way to get the ideas off the ground. 

Horst: One factor that's exceptional about this partnership is that it is a protracted-time period relationship; the plan is for PSU to work with PF&R on the Blueprint for as a minimum a few years. In future years, our masters of city planning college students will seemingly put into effect an analogous analysis procedure to the one described above with diverse FMAs, building on what we discovered during this circular. To me, long-time period, mutually really helpful relationships are the top-rated sort of city-university partnerships. 

Burek: moreover the 4 new FMAs with the intention to interact with PSU this fall, and the 2d theory Launch it's scheduled in the spring, we can proceed to work on our pilot with BPS and collaborate with the different bureaus. Over time, the Blueprint for fulfillment mission can be tweaked and superior upon, but sooner or later my goal is to be sure that the philosophy behind it continues to be steadfast. And in the phrases of Chief Myers, that philosophy is that vibrant cities don’t burn.

About MetroLab: MetroLab network introduces a brand new model for bringing information, analytics and innovation to local executive: a network of institutionalized, go-disciplinary partnerships between cities/counties and their universities. Its membership comprises greater than forty such partnerships within the united states, ranging from mid-dimension cities to global metropolises. These city-institution partnerships focal point on analysis, building and deployment of tasks that present technologically and analytically primarily based options to challenges dealing with urban areas together with: inequality in salary, fitness, mobility, protection and possibility; getting old infrastructure; and environmental sustainability and resiliency. MetroLab became launched as part of the White residence’s 2015 smart Cities Initiative. be taught extra at or on Twitter @metrolabnetwork.

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Management of Risk(R) Foundation

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Your Auto and Transportation Operations Are at Risk Because of This Supreme Court Decision | real questions and Pass4sure dumps

The 2018 Teddy Award winners built their programs around people, not claims, and offer proof that a worker-centric approach is a smarter way to operate.

Across the workers’ compensation industry, the concept of a worker advocacy model has been around for a while, but has only seen notable adoption in recent years.

Even among those not adopting a formal advocacy approach, mindsets are shifting. Formerly claims-centric programs are becoming worker-centric and it’s a win all around: better outcomes; greater productivity; safer, healthier employees and a stronger bottom line.

That’s what you’ll see in this month’s issue of Risk & Insurance® when you read the profiles of the four recipients of the 2018 Theodore Roosevelt Workers’ Compensation and Disability Management Award, sponsored by PMA Companies. These four programs put workers front and center in everything they do.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top,” said Steve Legg, director of risk management for Starbucks.

Starbucks put claims reporting in the hands of its partners, an exemplary act of trust. The coffee company also put itself in workers’ shoes to identify and remove points of friction.

That led to a call center run by Starbucks’ TPA and a dedicated telephonic case management team so that partners can speak to a live person without the frustration of ‘phone tag’ and unanswered questions.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top.” — Steve Legg, director of risk management, Starbucks

Starbucks also implemented direct deposit for lost-time pay, eliminating stressful wait times for injured partners, and allowing them to focus on healing.

For Starbucks, as for all of the 2018 Teddy Award winners, the approach is netting measurable results. With higher partner satisfaction, it has seen a 50 percent decrease in litigation.

Teddy winner Main Line Health (MLH) adopted worker advocacy in a way that goes far beyond claims.

Employees who identify and report safety hazards can take credit for their actions by sending out a formal “Employee Safety Message” to nearly 11,000 mailboxes across the organization.

“The recognition is pretty cool,” said Steve Besack, system director, claims management and workers’ compensation for the health system.

MLH also takes a non-adversarial approach to workers with repeat injuries, seeing them as a resource for identifying areas of improvement.

“When you look at ‘repeat offenders’ in an unconventional way, they’re a great asset to the program, not a liability,” said Mike Miller, manager, workers’ compensation and employee safety for MLH.

Teddy winner Monmouth County, N.J. utilizes high-tech motion capture technology to reduce the chance of placing new hires in jobs that are likely to hurt them.

Monmouth County also adopted numerous wellness initiatives that help workers manage their weight and improve their wellbeing overall.

“You should see the looks on their faces when their cholesterol is down, they’ve lost weight and their blood sugar is better. We’ve had people lose 30 and 40 pounds,” said William McGuane, the county’s manager of benefits and workers’ compensation.

Do these sound like minor program elements? The math says otherwise: Claims severity has plunged from $5.5 million in 2009 to $1.3 million in 2017.

At the University of Pennsylvania, putting workers first means getting out from behind the desk and finding out what each one of them is tasked with, day in, day out — and looking for ways to make each of those tasks safer.

Regular observations across the sprawling campus have resulted in a phenomenal number of process and equipment changes that seem simple on their own, but in combination have created a substantially safer, healthier campus and improved employee morale.

UPenn’s workers’ comp costs, in the seven-digit figures in 2009, have been virtually cut in half.

Risk & Insurance® is proud to honor the work of these four organizations. We hope their stories inspire other organizations to be true partners with the employees they depend on. &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]

Local Physician Named President of the World’s Most Prestigious High-Risk Pregnancy Organization | real questions and Pass4sure dumps


Brian K. Iriye, MD, of the High Risk Pregnancy Center was named President of the Society of Maternal Fetal Medicine (SMFM) on Saturday, February 16, 2019. He was installed as the organization’s leader at the 39th annual meeting of the SMFM, which was held at Caesars Palace here in Las Vegas, NV. Established in 1977, the SMFM is the world’s premiere organization for maternal-fetal medicine specialists. This organization represents over 3,000 physicians and other practice professionals and engages in education and advocacy efforts to support the work of these professionals and optimize the care of high-risk pregnant women and their babies.

Dr. Iriye was chosen for the one-year leadership position by members of the executive committee and is the first president from a non-university-based program in over a decade. He currently holds positions on the board of directors for the national Perinatal Quality Foundation, SMFM Practice Management Division, and the Foundation for SMFM. Recently, Dr. Iriye was the lead editor for the SMFM’s book Contemporary Guide to Practice Management: For Physicians, Managers, and Administrators.

Currently, Dr. Iriye serves as the managing partner of the country’s largest maternal fetal medicine private practice, the High Risk Pregnancy Center - with offices in Las Vegas, Henderson, and Reno. The practice utilizes the latest technology to improve care to pregnant women in Nevada and is distinguished as a NCQA Patient Centered Specialty Practice, accredited in obstetric ultrasound and fetal echocardiography, and has recently started the multidisciplinary Maternal Opioid Treatment, Health, Education, and Recovery Project (MOTHER Project) to help battle the ongoing problems of the opioid crisis and its effects on pregnant mothers and their babies.

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Using Risk Assessments to Strengthen Internal Control Over Financial Reporting | real questions and Pass4sure dumps

As regulators increase their focus on internal control over financial reporting (ICFR), so should management. Because the foundation of the ICFR system is the financial statement risk assessment, management might want to consider refreshing the risk assessment program to incorporate the right people, processes, and technologies.

“Organizations should scale their ICFR program to focus on risks rather than benchmarks,” says Patricia Salkin, a managing director with Deloitte Risk and Financial Advisory at Deloitte & Touche LLP.

Both investors and regulatory bodies, including the Securities and Exchange Commission and the Public Company Accounting Oversight Board, are placing an increasing focus on ICFR. As Wesley R. Bricker, SEC chief accountant, stated in his December 4, 2017, speech at the 2017 American Institute of Certified Public Accountants Conference on Current SEC and PCAOB Developments: “Well-run public companies have effective internal controls not just because internal controls are a first line of defense against preventing or detecting material errors or fraud in financial reporting, but also because strong internal controls are good for business and can have an impact on costs of capital. It is important for audit committees, auditors, and management to continue to have appropriately detailed discussions of ICFR in all areas — from risk assessment to design and testing of controls, as well as the appropriate level of documentation. If left unidentified or unaddressed, ICFR deficiencies can lead to lower-quality financial reporting which can ultimately lead to higher financial reporting restatement rates and higher cost of capital.”*

Typically, when an organization seeks to evaluate its ICFR program, it uses the control count as a benchmark metric for program sufficiency. For instance, an organization might consider industry peer group control count data, in order to compare the number of controls. Or an organization might explore what controls can be removed from the ICFR program and still provide enough information to earn a passing grade.

However, using the control count as a benchmark metric can be a flawed approach because no two organizations are the same. Variations in business models, organizational structure, and operating environments, for example, can result in different risks of material misstatements (ROMMs) to the financial statements. Further, each company’s construct of controls differs. In short, unless the risk assessment details driving the selection and ultimate count of controls are known, the benchmarking data may not be meaningful.

The Risk Assessment

To evaluate the sufficiency of an organization’s ICFR program, its starting point should be a financial statement risk assessment. The assessment generally should include specific financial reporting objectives, as well as the identification of the relevant risks. It should also answer the following questions:

  • Which controls are necessary to address the organization’s risks?
  • How many controls does the organization need?
  • What is “just enough” for the organization’s ICFR program?
  • A robust risk assessment serves to identify the relevant ROMMs, as well as the selection and design of relevant controls. “Organizations that take a reactive approach to the risk assessment — performing them only when issues materialize — may be missing an opportunity to improve their ICFR programs,” says Todd Scarpino, a managing director with Deloitte Risk and Financial Advisory at Deloitte & Touche LLP. “Rather, management should proactively identify and assess new and existing risks,” he adds.

    Leveraging Innovation and Analytics

    Increasingly, financial and operational transactions are moving online, expanding the array of variables to analyze, outliers to identify, and patterns to interpret. Organizations can leverage the power of innovation in their ICFR program, including data analytics, process analytics, and visualization tools as part of the risk assessment process. These tools can provide powerful details to help to identify what might truly be a ROMM — at a more detailed level — in order to vary the nature, timing, and extent of testing based on risk. The result is often a less costly and more effective ICFR program that is grounded in a meaningful risk assessment.

    Advanced audit analytics capabilities also can bring greater value to the audit process by supporting the analysis of large data sets and revealing more granular insights. “By enabling the analysis of entire sets of financial transactions, audit analytics aids in the interpretation and management of a growing storehouse of audit information,” says Amy Estrada, a managing director with Deloitte Risk and Financial Advisory at Deloitte & Touche LLP.

    With process analytics, management can take enormous amounts of data and repeatedly adjust the lens through which they’re observed, to gain valuable insight into the state of operations. For example, process analytics can allow management to identify each class of transaction underlying a given account balance and conduct a specific risk assessment for each, and considering the following attributes:

  • Size and composition of the account
  • Susceptibility to misstatement due to errors or fraud
  • Volume of activity, complexity, and homogeneity of the individual transactions
  • Nature of the account or disclosure
  • Nature of the transactions — routine and automated or manual
  • Whether judgment is utilized to record the transactions
  • Accounting or reporting complexities associated with the class of transactions
  • Exposure to losses
  • Existence of related-party transactions
  • Changes from the prior period in account or disclosure characteristics
  • With a greater understanding of the attributes of a transaction, an organization can assess the inherent risk for each class of transaction and conclude whether the risk of material misstatement is remote, lower, or higher. Based on this risk rating, it can then vary the internal control testing to address the inherent risk for each class of transaction in account balance or disclosure.

    Further, integrating data analytics and visualization could potentially help organizations improve the quality of the data analyzed to support robust risk identification and report results succinctly to key stakeholders. This, in turn, can help management gain a better understanding of the risks of material misstatement at a more granular level.

    Next-gen Controls

    When organizations invest heavily in innovation, key processes are often changed and/or updated, which can alter their risk landscape. Therefore, the following activities should be considered part of the risk assessment:

  • Reducing the number of processes, controls, applications, systems, tools, etc. that are in scope through consolidation, modernization, and risk assessment
  • Centralizing systems, processes, technology, and people into fewer locations and support models, such as data centers, centers of excellence, and shared service centers
  • Standardizing configurations, processes, policies, controls, and procedures
  • Automating the testing and implementation of automated controls
  • These activities can provide opportunities to create value by reducing compliance costs, redirecting resources to focus on important business initiatives, and potentially increasing stakeholder confidence in the reliability of financial reporting. “Ultimately, that could help drive down the cost of capital,” notes Salkin.

    * Stated by Wesley R. Bricker, chief accountant, of the Securities and Exchange Commission, in his December 4, 2017, keynote address before the 2016 American Institute of Certified Public Accountants (AICPA) Conference on Current SEC and PCAOB Developments.

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