Spreadsheet: 84801d1284862088-if-or-and-too-many-arguments-risk-template-sample
Sheet: Control Environment

Understanding the business | Response
1. Organization structure, roles and responsibilities of staff, segregation of duties | Communications department consists of three groups: External communications: deals with media, stakeholders, government officials, and donors. IAVI Report/VAX: responsible for scientific publications.  The IAVI Report is an editorially-independent newsletter published by IAVI. It provides comprehensive coverage of the AIDS vaccine field—from the latest scientific research to policy, advocacy and community perspectives, bringing news and analysis, adding context and underscoring trends and gaps in the search for an AIDS vaccine. VAX is a monthly bulletin on AIDS vaccine research and news intended for non-technical readers, from advocates to policymakers to community leaders to vaccine trial volunteers.  Publications: responsible for development of corporate publications (e.g., IAVI strategic plan, policy papers, etc.).     VP Communications works with executive officers to prepare public speeches, letters to donors,  and responses to media.
2. Strategies/Objectives | Sustain momentum for IAVI Build credibility for IAVI Convince stakeholders to continuously fund AIDS research and development initiatives
3. Key business risks | The following risks have impacts on Communications: External risks: Inaccurate media reporting Negative feeling about vaccine trial failure Sentiment that AIDS vaccine is not worth to invest  Statements made by other organizations that it is impossible to develop an effective AIDS vaccine Perception that AIDS rate is diminishing - instant rate drops in recent years AIDS fatigue - policy makers and donors become tired of AIDS messages, and loss interest Argument of not spending global health fund on a single disease, rather to spend funds on variety of diseases (horizontal vs. vertical) Competitor actions: two main AIDS vaccine advocacy groups: AVAC and Global HIV Vaccine Enterprise. Even IAVI is recognized as voice of the field, competitions threaten donor basis for IAVI External/internal risks: Inconsistent, inaccurate messages Safety issues in vaccine trials Internal risks: Ineffective communications management in a crisis IAVI staff speaking to the press without authorization Libel Breach of confidentialities Ethical challenges in vaccine trials - IAVI was accused of engaging people in the third world countries for  vaccine trials
4. Major activities/processes (interactions with other departments) | See response to #1.  Communications provides services to different departments: - Incorporate inputs from R&D to various publications to ensure science community, policy makers, and donors are aware of vaccine development - Work with Public Policy to develop policy statements - Assist CRP in developing content and conducting research - Provide tools (e.g., pamphlet, letters to congressman) to Resource Development to secure funding and generate additional funds
5. Key systems | Communications personnel primarily uses MS Office to conduct their work.  Their work products are saved in local hard drives.
6. Key performance indicators | Communications tracks reference to IAVI in external platforms.  One staff in the Communications department searches for HIV and AIDS vaccine information in LexisNexis, and creates a compendium which includes reference to IAVI in news and/or publications.  Communications also tracks IAVI presence in key events.  CEO receives constant feedback from science community, policy makers and donors, and shares the feedback with the Communications department.
7. Oversight of field operations | Communications personnel in Europe, India, East Africa and Southern Africa report to Director of Global Communications.  They are required to use information supplied by the headquarters for the region.  If no corporate communications is readily available, they can develop communications material and submit to Director and VP for approval before distributing information to external parties.  They have flexibilities to develop own communication materials related to regional operations.  Director holds weekly staffing meeting with Communications personnel in the field.  Protocol has been established to provide guidelines to the personnel.
Risk Assessment
1.        What are mechanisms for identifying business risks (including those resulting from changes in the political, economic and regulatory environment, personnel turnover, etc.)? | VP Communications works closely with her staffs to identify issues that could potentially affect their work.
2.        How often is risk assessment performed?  Does senior management review the risk assessment and consider actions to mitigate the significant risks identified?  Does the Board of Directors and/or the Audit Committee oversee and monitor the risk assessment process and take action to address the significant risks identified? | Informal process.
3.        Does management consider how much risk it is willing to accept when setting strategic direction, and does it strive to maintain risk within those levels?
4.        How does management identify internal control deficiencies?
5.        What is the process to track and review identified internal control deficiencies?
6.        When internal control deficiencies are identified, are the underlying causes of the problem investigated?  Is the deficiency corrected?  Are follow-ups done to ensure necessary corrective actions were taken?
7.        Does management require owners of internal control deficiencies to commit to remediation deadlines and plans of action?  Does management have reporting that tracks progress against these commitments?
Strategic planning
1.        What is your role in strategic planning?  How do you ensure department objectives are aligned with overall company’s strategies? | NA.  VP Communications joined the organization eight months ago when the strategic planning was almost completed.  VP Communications monitors day-to-day operations to ensure Communications is meeting organizational needs.
Budgeting and forecasting
1.        What’s budgeting process?  Are expense budgets based on management’s analysis of the relative importance of related objectives? | Executive Resource Group (ERG) inquires department heads about budget for the fiscal year.  Once they collect inputs from the departments, they provide a final figure to the department heads as base line for developing a detail budget plan.
2.        How does management monitor differences between actual results and budget/forecast? | VP Communications reviews variance report on a monthly basis, follow-up on variance and makes adjustments if needed.  No major variance has been identified.
3.        Does management review key performance indicators regularly and identify significant variances?  Does management then investigate the significant variances and is appropriate corrective action taken?
Document Request
1. Written policies and procedures | [NAME] to provide [NAME] protocol for the Communications department
2. Job description of staff | [NAME] to provide [NAME] job descriptions
3. Resumes and/or training policies of the employees, if available | [NAME] to provide [NAME] resumes