Internal control activities are the policies and procedures as well as the daily activities that occur within an internal control system. A good internal control system should include the control activities listed below. These activities generally fit into two types of activities. Washington State Office of Financial Management's guide to internal control and auditing.
Safeguard University assets - well designed internal controls protect assets from accidental loss or loss from fraud. Ensure the reliability and integrity of financial information - Internal controls ensure that management has accurate, timely and complete information, including accounting records, in order to plan, monitor and report business operations. Ensure compliance - Internal controls help to ensure the University is in compliance with the many federal, state and local laws and regulations affecting the operations of our business.
Promote efficient and effective operations - Internal controls provide an environment in which managers and staff can maximize the efficiency and effectiveness of their operations. Accomplishment of goals and objectives - Internal controls system provide a mechanism for management to monitor the achievement of operational goals and objectives. Responsibility Management Responsibility: Administrative management is responsible for maintaining an adequate system of internal control. Framework for Internal Control The framework of a good internal control system includes: Control environment : A sound control environment is created by management through communication, attitude and example.
This includes a focus on integrity, a commitment to investigating discrepancies, diligence in designing systems and assigning responsibilities. Risk Assessment: This involves identifying the areas in which the greatest threat or risk of inaccuracies or loss exist. To be most efficient, the greatest risks should receive the greatest amount of effort and level of control. For example, dollar amount or the nature of the transaction for instance, those that involve cash might be an indication of the related risk.
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Monitoring and Reviewing: The system of internal control should be periodically reviewed by management. By performing a periodic assessment, management assures that internal control activities have not become obsolete or lost due to turnover or other factors. They should also be enhanced to remain sufficient for the current state of risks. Information and communication: The availability of information and a clear and evident plan for communicating responsibilities and expectations is paramount to a good internal control system.
Control activities: These are the activities that occur within an internal control system. The objective of risk assessment is to identify the most critical or relevant risks including but not limited to financial, operational, and compliance risks ; rank them based on their likelihood of occurrence and potential financial, operational, and reputational impact to the company; and identify those areas where the company is most vulnerable to failure in detecting or preventing these risks in a timely manner i.
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Risk mitigation focuses on the timely remediation of control gaps and testing of those specific control activities for their effectiveness in preventing or detecting the identified risks. Risk monitoring focuses on the tracking of control weaknesses and deficiencies identified, the implementation of remedial actions, and the periodic reporting of challenges encountered and progress attained. Given the extent of the guidance available for reference, building a comprehensive ERM program with the right concepts should not be difficult for most entities.
That said, in order to develop an effective ERM program that is sustainable in nature, companies are encouraged to incorporate the following attributes into their risk management process:.
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Risk management should not be an academic exercise, and until a company is ready to invest in a user-friendly ERM software package, the annual enterprise risk assessment can be easily summarized by key functions and key areas using Excel worksheets. As a rule of thumb, companies are encouraged to conduct the risk assessment process at least once annually or whenever there is a significant change in the internal control environment, such as a business acquisition or reorganization wherein there is a change in process flows and related internal control activities or personnel responsible for conducting those control activities.
Companies that are most effective in managing and mitigating their operating, financial and compliance risks—that is, preventing and detecting control failures and instances of noncompliance—are those that have the right tone at the top and the right people—that is, employees who are technically qualified and possess an appropriate awareness of their roles and responsibilities in relation to risk detection and prevention—managing and monitoring the right processes—that is, the right set of reasonable and unexcessive internal control activities. When the right tone is set at the top and acceptable workplace behaviors are guided and reinforced by a code of conduct, business ethics, and periodic fraud awareness training, employees are more susceptible to doing the right thing, and companies will be able to build a sustainable compliance and risk management culture.
Effective risk mitigation is all about having qualified and trained employees applying the right internal control procedures on a consistent basis. Companies could have the perfectly designed control policies and procedures, but if they are not properly executed, the effectiveness of the risk mitigation process will be significantly reduced; this is known as people risk.
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- Internal Controls;
- Financial Controls.
Companies have learned to prioritize their risk management initiatives in order to build a scalable ERM program that will grow with the company and is responsive to its operating and compliance challenges. Companies have strengthened their internal control environments through the following actions:. In addition, people risk can be minimized by formalizing policies on talent recruitment and retention. Duties should be segregated and incompatible functions separated.
Independent review and supervision of employees can help, as can implementing performance-based incentives and annual performance evaluations. An ERM program can be formalized by appointing a dedicated chief risk officer and risk committee, as well as expanding the use of detailed analytics and transaction testing. It is also important to conduct a timely investigation and reporting of any instances of noncompliance. Compliance and internal controls can be integrated into process flows by implementing the following measures:. Finally, the internal audit team should periodically conduct a compliance review and operational audit.
Companies do not need a big budget or an extensive project management team to establish an effective ERM program.
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Get Copyright Permission. In Brief The risk of fraud or noncompliance with rules and regulations is ever present in the current business and legal environment. The Risk Management Process While it is debatable whether the risk management process is borne out of necessity because of the regulatory environment, no one would disagree that an effective risk management process has benefits. Exhibit 1 Typical Risk Management Process. Enterprise Risk Assessment Risk management should not be an academic exercise, and until a company is ready to invest in a user-friendly ERM software package, the annual enterprise risk assessment can be easily summarized by key functions and key areas using Excel worksheets.
Determine what could go wrong in light of the current internal control environment; while not every challenge or issue encountered by peers is relevant to a particular company, the risk universe should highlight those areas by process, function, or department in which the company is most vulnerable to non-compliance. Then, the risks of the potential exposures should be ranked so that resources can be properly allocated to address them.
Risks should be ranked based on their likelihood of occurrence, potential impact financial, operational, and reputational , and existing compensating controls, if any, that are designed to mitigate the related impact. Effective Risk Mitigation Companies that are most effective in managing and mitigating their operating, financial and compliance risks—that is, preventing and detecting control failures and instances of noncompliance—are those that have the right tone at the top and the right people—that is, employees who are technically qualified and possess an appropriate awareness of their roles and responsibilities in relation to risk detection and prevention—managing and monitoring the right processes—that is, the right set of reasonable and unexcessive internal control activities.
Does the company have a formal code of ethics and business conduct? Has management implemented a formal ERM program?
Does the company have a formal talent recruitment and retention process? Are employees required to attend periodic awareness training? Are employees required to confirm their understanding of their roles and responsibilities with respect to risk prevention and detection? Does the company have a whistleblower hotline?
Are control activities periodically tested to confirm their effectiveness?
Are control deficiencies timely reported? Are remedial actions timely implemented to mitigate the control deficiencies identified? Exhibit 2 Ideal Internal Control Environment. Representative Risk Management Initiatives Companies have learned to prioritize their risk management initiatives in order to build a scalable ERM program that will grow with the company and is responsive to its operating and compliance challenges. Companies have strengthened their internal control environments through the following actions: Developing formal guidelines on unacceptable business practices Implementing zero-tolerance policies and formal disciplinary procedures Establishing formal guidelines on unacceptable business practices Conducting ethics, antifraud awareness, and compliance training Using an annual certification program to demonstrate compliance Instituting a whistleblowing hotline.