Download CIMAPRA19-P03-1-ENG PDF Questions and practice with braindumps

killexams.com served thousands of candidates who passed their CIMAPRA19-P03-1-ENG exams and get their certifications. We had huge number of successful reviews. Our CIMAPRA19-P03-1-ENG braindumps are reliable, affordable, updated and of really best standard to overcome the difficulties of CIMAPRA19-P03-1-ENG exam. killexams.com CIMAPRA19-P03-1-ENG study guide are latest updated in highly outclass manner on regular basis and questions and answers are updated on regular basis.

Exam Code: CIMAPRA19-P03-1-ENG Practice exam 2022 by Killexams.com team
P3 Risk Management
CIMA Management Questions and Answers
Killexams : CIMA Management Braindumps - BingNews https://killexams.com/pass4sure/exam-detail/CIMAPRA19-P03-1-ENG Search results Killexams : CIMA Management Braindumps - BingNews https://killexams.com/pass4sure/exam-detail/CIMAPRA19-P03-1-ENG https://killexams.com/exam_list/CIMA Killexams : List of Interview Questions for Workforce Management

Tara Duggan is a Project Management Professional (PMP) specializing in knowledge management and instructional design. For over 25 years she has developed quality training materials for a variety of products and services supporting such companies as Digital Equipment Corporation, Compaq and HP. Her freelance work is published on various websites.

Wed, 18 Jul 2018 11:08:00 -0500 en-US text/html https://smallbusiness.chron.com/list-interview-questions-workforce-management-43623.html
Killexams : CIMA Launches Financial Management Programme for Entrepreneurs

The Chartered Institute of Management Accountants (CIMA), the leading body of management accountants globally, has launched Certificate in Business Accounting for SMEs (CERTBA for SMEs) a business skill and financial management programme for entrepreneurs in the Nigerian market.

Designed for small to medium business entrepreneurs, CERTBA for SMEs, addresses the financial management challenge or crisis facing entrepreneurs as they strive to enhance profitability while managing working capital. The global programme, which is now available in Nigeria, helps small to medium size businesses create a sustainable framework for good decision making, effective management of risks and cash flow.

Associate Director for Nigeria, Ijeoma Anadozie, said: “The programme is designed to elevate small to medium enterprise in Nigeria to success by helping them to develop financial management and corporate governance skills required for their firm’s survival and growth. It is a learning programme designed to ensure that entrepreneurs, especially those without a finance background, have a solid grasp of the fundamentals of business and finance, as well as the skill and confidence to run their small business like a big business CEO.

“The CertBA for SMEs programme was based on extensive research and consultation with senior executives and business owners worldwide, ensuring that the learning reflects the emerging issues faced by businesses and responds to their need for competent, confident and skilled entrepreneurs.”

CIMA CERTBA for SMEs will equip entrepreneurs with the knowledge and skills required to survive in today’s highly competitive market. Across, Europe and Asia, the programme ensured that entrepreneurs do not just have better business skills and financial literacy, but also run a better business.

The Chartered Institute of Management Accountants (CIMA), founded in 1919, is the world’s leading and largest professional body of management accountants, with members and students operating in 177 countries, working at the heart of business. CIMA members and students work in industry, commerce, the public sector and not-for-profit organisations.

 

Fri, 07 Oct 2022 12:00:00 -0500 en-US text/html https://www.thisdaylive.com/index.php/2017/05/25/cima-launches-financial-management-programme-for-entrepreneurs/
Killexams : CIMA announces Arabic diploma in performance management

The Chartered Institute of Management Accountants (CIMA), in partnership with PwC’s Academy in the Middle East, has launched a specialised Diploma in Performance Management for finance and accounting professionals in the UAE. The first training programme will be offered from 18-25 September in Dubai and the 25th of September to October 2nd in Abu Dhabi.

An information session will be held on Tuesday 13 September 2011 at the Shangri-La Hotel in Dubai from 6:00 to 8:00 PM.

The Diploma is the first international qualification in management accounting developed by CIMA to be offered in Arabic. The programme available at PwC’s Academy in Dubai addresses the professional growth needs of Arabic-speaking financial managers and accountants in the UAE who are desparate on advancing their job skills and become certified as a specialist by CIMA.

CIMA and PwC have successfully worked together to introduce the programme in several countries, including Russia, and adapted it to the local languages. The overwhelmingly positive response from around the world encouraged them to extend the programme it to the Middle East. PwC, having run similar successful programmes in Central and Eastern Europe for over ten years, will facilitate the first Diploma in Performance Management to be offered in Arabic anywhere in the world. 

“Having the right job skills and training not only helps employees handle work challenges with ease but also allows them to stay ahead and contribute more efficiently to an organisation’s growth,” said Geetu Ahuja, CIMA Regional Manager for the Middle East. “We identified a gap in the region for professionals with advanced qualifications in financial performance management and hence designed a programme in Arabic focusing on the accounting, budgeting and forecasting techniques needed to manage and measure current and projected performance, including pricing, planning and control.”

CIMA is now able to bring a training solution to the region that can help the local need for talent development, especially within the realm of Emiratisation.

CIMA's Arabic Diploma in Performance Management, which was designed and will be reviewed by CIMA UK, consists of two modules: Performance Operations and Performance Management.  Students who successfully complete the course and earn the required examination results will be rewarded with the CIMA Arabic Diploma in Performance Management.  

Sun, 11 Sep 2022 12:00:00 -0500 en text/html https://www.albawaba.com/business/pr/cima-announces-arabic-diploma-performance-management-391785
Killexams : Risk Management Frequently Asked Questions

See Automobile FAQs for answers to most your automobile use questions.

Our department’s laptop was stolen. Do we have insurance for that?

Maybe. UAB’s property insurance has a $1,000 deductible for electronic data processing losses, so if the single laptop exceeded this value OR other electronic data processing equipment was stolen or damaged in the same event, there would be insurance available. Losses within the $1,000 deductible are the responsibility of the department experiencing the loss.

The company that leases us our copier has asked for a certificate of insurance. Where do I get that?

You can complete this online form. You may also forward a copy of the lease agreement and the certificate request to the Office of Risk Management via email to This email address is being protected from spambots. You need JavaScript enabled to view it. .

I came into the office Monday morning and found water all over the place.  What do I do?

Contact UAB or UAHSF Maintenance or other necessary first responders first, then complete this online form. You should also notify the Office of Risk Management at 934-5577 if there is extensive damage from the water. Also, go to the UAB Property Risk Management page on this website for more information. 

Our department is holding a holiday party at a local hotel and the hotel wants to be named as additional insured on UAB’s liability insurance.  How do I do that?

The general (aka “Public”) liability protection for UAB is provided through a self-funded trust. We do not have a primary liability insurance policy and cannot add ‘additional insureds’ to the trust fund. You can contact the Sr. Director of Insurance and Risk Finance at 934-5552 or at This email address is being protected from spambots. You need JavaScript enabled to view it. to assist with this issue if needed.

One of our department employees is traveling internationally on business. What happens if he has a medical emergency or is injured while traveling? 

UAB and UAHSF provide some insurance for employees traveling on business. Visit the UAS Travel Assistance Program website for further information.

One of our employees is taking his wife and children on a UAB trip internationally. What coverage does UAB provide for the family members?  His wife will be a chaperone on the trip.

UAB provides travel accident insurance for employees and chaperones acting on behalf of UAB on a sponsored trip. There would be no travel insurance coverage provided by UAB for the children. If the spouse is responsible for supervising the children, it is unlikely that he/she could really be performing the duties of a chaperone to the students as well. If the spouse of an employee is truly acting as a chaperone on a UAB sponsored trip, however, UAB’s travel insurance will extend protection to the spouse. Dependents and companions of covered travelers, such as spouses or others on your trip who are not acting as representatives of UAB, are not covered by the UAS program. There are many sources for global medical/travel accident insurance available on-line. One source for coverage for leisure travel may be accessed here.

Wed, 02 Jun 2021 12:59:00 -0500 en-US text/html https://www.uab.edu/riskmanagement/faqs/risk-management-faqs
Killexams : Revenue Management Solutions Answers the Question: How Much Price Is Too Much?

Restaurant data consultancy reveals consumer breaking point

TAMPA --News Direct-- Revenue Management Solutions

For restaurant operators facing record-high inflation this year, the question of pricing is a tricky one. Fortunately, new research by Revenue Management Solutions reveals how operators can find the sweet spot for pricing that works for both businesses and diners.

In the face of inflationary costs, raising prices is the first line of defense for restaurant operators. These businesses face severe bottom-line pressure due to lingering COVID concerns, food costs, supply chain troubles and dire labor shortages.

In response, quick service restaurant (QSR) prices have been steadily increasing, hitting a record 16.3% in August 2022. Consumers have taken the hit to date, but with wallet pressures looming, how much can QSR customers bear before breaking?

That’s the question Revenue Management Solutions set out to answer on behalf of its clients —some of the world’s largest QSR brands.

After analyzing in-store price increases by percentages year over year (Q2 2022 vs. Q2 2021) for 25,000 QSR locations in the US across numerous brands, RMS found that, yes, consumers have a breaking point.

“When price increases were between 10%-13%, traffic started to severely decline, negating some or all of the net sales benefits,“ stated Revenue Management Solutions Director of Consulting Services Scott Foxworth.

Chart 1 indicates the significant drops in traffic as prices hit the ceiling.

When looking at average price increases across observed locations, RMS found that most locations were beneath the threshold, with increases between 9% and 10%.

“Though the average price increases among observed brands fell below the threshold, the future is still uncertain,” said RMS Chief Operating Officer Mark Kuperman. “Some brands have an opportunity to increase margins with additional price increases, while others may have already hit the breaking point – even at a lower percentage increase.”

To determine a brand’s unique price increase ceiling, Kuperman recommends a careful analysis, by location, of the following pricing levers:

In a recent consumer survey, RMS found that the percentage of consumers trading down – ordering less expensive items or choosing less expensive restaurants – is rising. So too is trading out – of consumers that reported managing costs, 45% are ordering less often from restaurants.

“Consumers are beginning to perceive restaurant prices as higher, and about 1 in 3 believe they are getting less value from restaurants,” said Kuperman. “Brands will win if they can add to the value equation with great service, abundant value options and creativity.”

To download free sales, traffic and pricing trends from Revenue Management Solutions, go to revenuemanage.com/resources.

About Revenue Management Solutions

Revenue Management Solutions (RMS) is more than ever committed to supporting restaurants through these ever-changing times. Today, more than 50 major brands in 40-plus countries trust RMS. Its data-driven analytics and tech-enabled solutions optimize sales, menus and a brand’s financial health. RMS provides actionable insights to more than 100,000 restaurant locations worldwide to help them make informed business decisions that drive profitability and combat inflation and rising wages. The company holds five US patents on menu pricing and customer segmentation and supports ongoing academic research efforts. For more information on how RMS helps its clients, visit revenuemanage.com.

Contact Details

Tracy Henderson

+1 720-989-3530

tracy@centerreachcommunication.com

Company Website

https://www.revenuemanage.com

View source version on newsdirect.com: https://newsdirect.com/news/revenue-management-solutions-answers-the-question-how-much-price-is-too-much-727613954

Tue, 04 Oct 2022 01:42:00 -0500 en-US text/html https://www.yahoo.com/entertainment/revenue-management-solutions-answers-much-121500862.html
Killexams : ETFs: The ins and outs and everything in between

The ETF landscape is constantly changing and evolving. In the U.S., the industry has now grown into a $6T+ market*. Not only are total assets growing, but the number of ETFs has exploded as well. With the space rapidly evolving, we want to offer insights into what’s happening and answer questions you may have (plus help meet CE requirements as we head into the last few months of 2022).

Join our interactive Q&A session, where our distinguished panelists will be ready to discuss and answer questions on top-of-mind, ETF-related Topics to help you stay current on what’s trending and what it means for clients.

We’ll kick off with 15 minutes of prepared remarks followed by 45 minutes Q&A. Have a question? Submit it in advance through the registration form. 

*ETFGI as of July 31, 2022

CIMA®, CPWA®, CIMC®, RMA®, and AEP® CE Credits have been approved.

Sponsored by

Reggie Browne
Principal
GTS

Bryan Moore
ETF Capital Markets Lead, Product
Harbor Capital Advisors, Inc.

Mary Gordon - Moderator
SVP, Head of Wealth, National Accounts
Harbor Capital Advisors, Inc.

Important Information

For Institutional Use Only. Not for Distribution to the Public.

Investing entails risks and there can be no assurance that any investment will achieve profits or avoid incurring losses.

The views expressed herein are those of the speakers as of September 28, 2022, are subject to change without notice, and may not be reflective of current opinions of Harbor Capital Advisors, Inc., its subadvisors or affiliates.

Harbor Capital Advisors, Inc.

Mon, 10 Oct 2022 06:04:00 -0500 en text/html https://www.wealthmanagement.com/etfs/etfs-ins-and-outs-and-everything-between
Killexams : 19 Clever Responses To Hard-To-Answer Job Interview Questions That Any Hiring Manager Would Be Impressed By

It seems like everyone is on the job hunt these days, so we asked the BuzzFeed Community to share the answers that helped them absolutely nail job interviews. Here are their responses:

1."When the interviewer asks me if I have any questions, I always ask, 'What's the biggest pain point in the company/office/on your team, and what could I do to address it if I started tomorrow?' No one has a canned answer ready for that one; it shows willingness to 'hit the ground running,' allows the interviewer to voice some concerns they have, and can help me figure out if the 'problem' isn't something I'm compatible working with."

svenskaspark

2."Whenever you're asked, 'What is your management (or whatever) style?' always answer with: 'Flexible, depending on the person and the situation.' Then, supply a concrete example. It lets them know you are able to read situations and respond in the best way possible, and you aren't locked in to one way of responding."

elizabethg20

Morsa Images / Getty Images © Provided by BuzzFeed Morsa Images / Getty Images

3."If asked to describe yourself in X amount of words, just use the descriptive words from your Hogwarts House. For example: If I’m a Ravenclaw, I’m smart, intuitive, and curious, etc."

cupcakequeen24

4."Not a specific question/answer, but whenever there is a 'negative' question, make sure to include something positive in the answer.

"Example:

'What is one thing that you struggle with in the workplace?'

'Sometimes, I take on too much responsibility, which ends up being frustrating for me and my coworkers. As a solution, I focus on time-management and make sure to engage the rest of my team, when needed.'"

wolfinwolfscothing

5."I've always asked at the end of the interview, 'If you chose not to hire me, what would be the reason?' I asked this at the interview for my current career (seven years), and they were blown away by the question! I tell everyone to use it."

jbadmwolfd

Lifetime © Provided by BuzzFeed Lifetime

6."My brother told me that at his last interview, he was just dead honest with the manager who interviewed him. He said, 'I just need a job. I show up on time every day, I do my job, and I do it well.' The manager liked that he was real about it and hired him on the spot. That worked for retail, but obviously, might not go over as well for more corporate-type jobs."

jessethecowgirl

7."When they ask if you have any questions, ask what current/past employees in this role find the most rewarding and challenging about the position. If there are red flags, you'll get them here. It's basically asking the interviewer what the job's strengths and weaknesses are but more effective."

—Anonymous

8."If they ask for your weakness, don't say it's a weakness. Say, 'My development area is...' or 'I'm working on...'"

—Anonymous

CBS © Provided by BuzzFeed CBS

9."When they ask if you have any questions: 'What are your 30/60/90 day goals for the role?'"

10."The one 'easy' question that everyone almost always fails? 'Where do you see yourself in five years?' The answer is, 'Here at *company name.*' Even if it's not true. Out of the hundred or so interviews I've done, less than 10 answered correctly. We don't want to know if you plan to move to Oregon to study volcanoes; we want to know if it's worth investing our time in training you for the role."

—Anonymous

10'000 Hours / Getty Images © Provided by BuzzFeed 10'000 Hours / Getty Images

11."Corporate trainer here. I've discovered the best answer to the 'what is your weakness' type question. I tell them I tend to 'over research' anything I'm working on, then I supply an example, like, 'The last project I worked on was about Topic A, and I read six books and then got in touch with one of the authors to ask questions.' It's true; I do love to research, but it doesn't take me nearly as much time as they perceive it does. My work from home 'research' days are lovely."

—Anonymous

12."When asked about your weakness or areas of development, don’t say nothing or hide behind 'being a perfectionist' or 'working too hard.' You are human! We all have areas we can do better. It’s okay to say where you can Improve and show how you accomplish that. It’s about growth, and as a recruiter, I want to see that you are capable of change."

—Anonymous

13."For salary expectations: 'It's hard to understand the full scope of the role at this point, so it would be helpful for me to know what your budget is.'"

—Anonymous

CBS © Provided by BuzzFeed CBS

14."Alternate salary answer: I make X at my current position, so I would be looking for a minimum of a 15-20% increase to make a change. (You can fudge what X is to make sure it's in-line/at the high end of the average for your position and industry)."

—Anonymous

15."If you have a gap in your resume that you don't want to have to explain (maybe you were in a depression or needed a break), say you took time off to care for an ill family member. It's you. You're the ill family member. It's not a lie, but also not forcing you to say, 'I had a breakdown and needed to deal.'"

—Anonymous

C-SPAN © Provided by BuzzFeed C-SPAN

16."Here's one of the questions at the end that the employer wants you to ask: 'What is the best part about working here?' It's a fun question (that they rarely get asked), and it gives me an idea of company morale, work environment, and if they have difficulty answering the question, maybe I don’t want to work there."

—Anonymous

17."This tip was given to me by a friend, and is such a simple but ballsy move that I hesitated to use at first, but I can really vouch for it. Take a notebook and pen with you into the interview, and ask if it's okay that you take some notes (I usually do this after the interviewer says that they'll be jotting down notes, scores, etc.). You don't even have to write anything, but it highlights that you're equally working out whether this position is right for you, and aren't desperate, giving you a big air of confidence."

—Anonymous

Comedy Central © Provided by BuzzFeed Comedy Central

18."Make sure you search the job title on Indeed, Glassdoor, etc., and get a good idea of the pay range. When asked about what your pay expectations are, say: 'I've done some research on average compensation for this role, and it looks like the range is ____ to _____. With my experience, I believe I should fall somewhere between the mid-max range.' It doesn't make you look 'greedy' (eye roll), but also shows you know what the work is worth and won't take their minimum."

—Anonymous

19."At the end, when they ask, 'Do you have any questions for us?' My go to is always, 'How do you define success in this position?' It helps you know what the expectations are, and it also gives you another chance to show your confidence in the job. It's worked for me 3/3 times I’ve used it."

pinktoaster36

Comedy Central © Provided by BuzzFeed Comedy Central

Do you have any clever answers that work for you in job interviews? Share them in the comments below!

Note: Submissions have been edited for length/clarity.

Thu, 29 Sep 2022 15:54:00 -0500 en-US text/html https://www.msn.com/en-us/money/careersandeducation/19-clever-responses-to-hard-to-answer-job-interview-questions-that-any-hiring-manager-would-be-impressed-by/ar-AA12mHSY
Killexams : Evolving Global Risk Landscape is Outpacing Organizational Preparedness, AICPA & CIMA and NC State Poole College of Management Global Report Finds

Most organizations describe their risk management processes as insufficient and immature, despite perceived high volumes and complexities of risks

As global organizations face an increasingly complex risk environment, a new report issued today by the AICPA & CIMA and NC State's Enterprise Risk Management (ERM) Initiative found that the majority have insufficient approaches to risk management and immature ERM processes. The report found that approximately 60 percent of global finance and business leaders agree that the volume and complexity of corporate risk have increased "mostly" or "extensively" over the last five years. However, over two-thirds of respondents do not have complete ERM processes in place.

The 2022 Global State of Risk Oversight: Managing the Rapidly Evolving Risk Landscape includes insights from a survey of 747 global senior finance and business leaders conducted in 2022. The survey measured finance-related executives' assessments of the level of maturity in their organization's proactive management of these risks through adoption of enterprise risk management (ERM) processes (a methodology that looks at risk management strategically from the perspective of the entire firm or organization and aims to identify, assess, and prepare for potential losses, dangers, hazards, and other potentials for harm that may interfere with an organization's operations and objectives and/or lead to losses).

Increased uncertainty and rapidly evolving events, including geopolitical shifts, supply chain disruptions, competition for talent, increased volume of available data, climate change concerns, and lingering effects of a global pandemic, are continuing to drive the complexity of risk challenges senior executives across the globe must navigate. Even when faced with these complexities of risks, fewer than half of respondents said they do not believe their risk management oversight model is "mature" or "robust" (Europe & U.K. – 31 percent, Asia & Australasia – 41 percent, Africa & Middle East – 26 percent, U.S. – 29 percent). And, similarly, only between one-third to one-half of respondents claim to have a complete ERM processes in place (Europe & U.K. – 33 percent, Asia & Australasia – 41 percent, Africa & Middle East – 29 percent, U.S. – 32 percent).

"Globally, organizations face the realities of an increasingly complex risk environment while realizing their current approach to risk oversight may be insufficient in a rapidly changing risk environment," according to Mark Beasley, KPMG Professor of Accounting and Director of the ERM Initiative at NC State. "And interestingly, even prior to the massively disruptive Covid-19 pandemic, business leaders have sensed an overwhelming volume and complexity of risks impacting their organizations. As this and our previous studies suggest, risk management does not appear to be getting easier."

Business leaders understand their organizations must take risks to generate returns. But there was a noticeable variation among respondents when asked if their risk management processes provided a competitive advantage. A higher percentage of respondents in Asia & Australasia (40 percent) and Africa & Middle East (34 percent) believe their risk oversight is providing an important competitive advantage, while the percentages are much lower in Europe & U.K. (13 percent) and the U.S. (11 percent). However, the report shows a disconnect among views from around the world when risk exposures are considered by senior executives when evaluating possible new strategic initiatives, with higher percentages reported in Asia & Australasia and Africa & Middle East (both 66 percent) and slightly lower in Europe & U.K. (58 percent) and the U.S. (47 percent).

"Business leaders that embrace the reality that risk and return are related are likely to increase their investment in enterprise risk oversight to strengthen their organization's resiliency and agility when navigating the complex and uncertain risk landscape," said Ash Noah, CPA, CGMA, Vice President & Managing Director of Management Accounting at the Association of International Certified Professional Accountants. "Organizational value goes beyond the balance sheet. Along with providing protection for businesses, embracing ERM supports the creation of value and long-term viability and sustainability."

Additional key findings from the report include:

  • Respondents in most regions noted Covid-19 having "mostly" or "extensively" changed the nature of top risks affecting their organization - Europe & U.K. (48 percent), Africa & Middle East (61 percent), Asia & Australasia (71 percent), U.S. (41 percent).
  • Most executives do not believe their organization's risk management processes provide competitive advantage - Europe & U.K. (13 percent), Africa & Middle East (34 percent), Asia & Australasia (40 percent), U.S. (11 percent).
  • About one-half of organizations outside of the U.S. describe their metrics for monitoring risks as "mostly" to "extensively" robust (Europe & U.K. – 47 percent, Asia & Australasia – 47 percent, Africa & Middle East – 50 percent), while only 31 percent in the U.S. describe their metrics at that level.
  • Most organizations (Europe & U.K. – 64 percent, Asia & Australasia – 64 percent, Africa & Middle East – 76 percent) claim to have a standardized process for identifying risks, where the U.S. is the exception at 51 percent.

Methodology

The 2022 Global State of Risk Oversight: Managing the Rapidly Evolving Risk Landscape includes data collected during 2022 through an online survey of global business leaders across four core regions (Europe & the U.K., Asia & Australasia, Africa & the Middle East, United States). In total, 747 fully completed surveys were submitted. Of those about half serve in senior accounting and finance roles, with the remaining representing a variety of management positions within a range of industries.

About the Association of International Certified Professional Accountants, and AICPA & CIMA

The Association of International Certified Professional Accountants® (the Association), representing AICPA® & CIMA®, advances the global accounting and finance profession through its work on behalf of 689,000 AICPA and CIMA members, students and engaged professionals in 196 countries and territories. Together, we are the worldwide leader on public and management accounting issues through advocacy, support for the CPA license and specialized credentials, professional education and thought leadership. We build trust by empowering our members and engaged professionals with the knowledge and opportunities to be leaders in broadening prosperity for a more inclusive, sustainable, and resilient future.

The American Institute of CPAs® (AICPA), the world's largest member association representing the CPA profession, sets ethical standards for its members and U.S. auditing standards for private companies, not-for-profit organizations, and federal, state, and local governments. It also develops and grades the Uniform CPA Examination and builds the pipeline of future talent for the public accounting profession.

The Chartered Institute of Management Accountants® (CIMA) is the world's leading and largest professional body of management accountants. CIMA works closely with employers and sponsors leading-edge research, constantly updating its professional qualification and professional experience requirements to ensure it remains the employer's choice when recruiting financially trained business leaders.

About North Carolina State University's Enterprise Risk Management (ERM) Initiative

The Enterprise Risk Management (ERM) Initiative in the Poole College of Management at North Carolina State University provides thought leadership about ERM practices and their integration with strategy and corporate governance. Faculty in the ERM Initiative frequently work with boards of directors and senior management teams helping them link ERM to strategy and governance, host executive workshops and educational training sessions, and issue research and thought papers on practical approaches to implementing more effective risk oversight techniques (www.erm.ncsu.edu).

© 2022 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

Tue, 27 Sep 2022 02:04:00 -0500 text/html https://www.benzinga.com/pressreleases/22/09/b29031738/evolving-global-risk-landscape-is-outpacing-organizational-preparedness-aicpa-cima-and-nc-state-po
Killexams : Tenant questions property management’s lack of response to bat infestation If a bat has taken up residence in the walls, this common area is typically the purview of the homeowners association. © Dreamstime/TNS If a bat has taken up residence in the walls, this common area is typically the purview of the homeowners association.

Q: I have a large colony of bats in my fireplace, and some are in my walls. Two weeks ago I alerted the property management and they sent out professionals. The professional sent them a report and a cost estimate, and I've heard nothing back even though I have contacted the property management again.

I'm sitting here on a Sunday morning listening to them inside my walls. How do I get them to remove the colony of bats from my fireplace and my walls? I have been fighting rodents all year, and I have only lived here less than two years. It seems like whenever there is a problem here that exceeds whatever their cost limit is they ignore the problem.

Ilyce Glink and Samuel Tamkin © Provided by Tribune Content Agency Ilyce Glink and Samuel Tamkin

I believe I have invested in a lemon, and I am a widow with an autistic son and no other family. I have no support system. I would greatly appreciate your help in this matter! Thank you very much!

A: In all the years we’ve been writing this column, we’ve never had anyone complain about a bat colony living in their walls. Skunks, chipmunks, birds, ants, cats and other animals and insects, yes.

Bats are amazing creatures that eat insects, but they can carry disease and their droppings can leave bad odors. For you, clearly, the associated noise is an issue along with any other issues that come with having them live in your walls.

If you had a bat flying about the interior of your home, it might be your problem. But having a bat colony living inside the walls or just inside the siding would imply that they have taken up residence in a common area. Common areas are typically the purview of the homeowners association, not the individual unit owner.

So, why hasn’t your building management dealt with this issue? It appears that once you called to report the problem, the building manager called a professional wildlife removal or pest control company. At that point, the building should have evaluated the bid for the removal of the colony and either solicited other bids or made a plan to have the work completed.

It’s possible that this has been scheduled, but the contractor couldn’t tackle it immediately. Or, perhaps the infestation is so big that removal is only one part of the solution, and another contractor who can rebuild the siding needs to be engaged. It’s likely the cost for the removal and repair of the wall was high enough that the building manager needed to get approval for the expense from someone on the association board.

While all of this sounds sort of normal, they may be doing something but have not kept you aware of it. On the other hand, if they’re not taking it seriously, it would be time to make some more noise yourself. Call the building manager and follow up. Try to get the manager to confirm a date when the work will begin. If you don’t get an answer, call the president of the board or show up at the next board meeting to discuss the issue and ask the board to commit to a remediation schedule.

The risk of rabies or other issues caused by the bats living in the walls of your development could be a problem for all of the residents in your building.

In some states, residents are asked to report bat colonies. In Massachusetts, the government has published a Massachusetts Homeowner’s Guide to Bats, offering advice on how to report, evict or relocate bat colonies. The guide also helps you identify the nine bat species living in Massachusetts. Bat Conservation International offers additional information about why bats take up residence in houses (Hint: It’s for the same reasons you do: It’s warm, dry and safe). Bat World Sanctuary offers local resources for some U.S. residents who can rescue bats from your home and relocate them. You can also reach out to your local municipality or city government and ask for help from the wildlife rescue team.

With enough noise from you, the property manager will get the work scheduled. Just make sure you understand what this will entail and then ask what they are planning to do to prevent this from happening again.

Good luck!

(Ilyce Glink is the author of “100 Questions Every First-Time Home Buyer Should Ask” (4th Edition). She is also the CEO of Best Money Moves, an app that employers provide to employees to measure and dial down financial stress. Samuel J. Tamkin is a Chicago-based real estate attorney. Contact Ilyce and Sam through their website, bestmoneymoves.com.)

©2022 Ilyce R. Glink and Samuel J. Tamkin. Distributed by Tribune Content Agency, LLC.

Wed, 14 Sep 2022 16:03:00 -0500 en-US text/html https://www.msn.com/en-us/money/realestate/tenant-questions-property-management-s-lack-of-response-to-bat-infestation/ar-AA11PTEG
Killexams : Alphabet, Moderna, and more: CNBC's 'Halftime Report' traders answer your questions

Share

CNBC Pro

CNBC's Halftime traders Josh Brown of Ritholtz Wealth Management, Karen Firestone of Aureus Asset Management, and Steve Weiss of Short Hills Capital answer investment-related questions from CNBC Pro subscribers. Look out for an email where you can submit your questions directly to the Halftime team.

02:43

Thu, Oct 13 20222:56 PM EDT

Thu, 13 Oct 2022 06:57:00 -0500 en text/html https://www.cnbc.com/video/2022/10/13/alphabet-moderna-and-more-cnbcs-halftime-report-traders-answer-your-questions.html
CIMAPRA19-P03-1-ENG exam dump and training guide direct download
Training Exams List