{
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            "text": "Table 1 - Kentucky State University's Major Risks",
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                "embedded_text": "Table 1 - Kentucky State University’s Major Risks\nGovernance Financial Human Resources\n Financial management and  Change management\npractices and culture\n Business strategy\n Fiscal sustainability  Capacity\n Organizational structure\n Performance funding  Knowledge, skills and\n Ethical culture and\nabilities\nenvironment  Business strategy\nassumptions  Succession planning\n Independent oversight\n Reliability and transparency  Training\n Accountability and\ntransparency  Accountability  Talent – attraction and\nretention\n Compliance with laws  Safeguarding of assets\nand regulations  Compensation policies\n Fraud\n Performance metrics  Health and safety\n Debt management\n Customer expectations\n Workforce development\n Business interruption\n Communication\n Privacy of customer\ninformation\n Unemployment and\nunderemployment  Document\n Business Continuity\nmanagement program\nPlanning"
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                    "text": "• Transition management"
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                    "text": "External",
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                    "order": 5,
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                    "text": "Information Technology",
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                    "order": 6,
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                    "text": "Operational",
                    "attrs": {
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                {
                    "id": "p177.2.5",
                    "order": 7,
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                    "bbox": {
                        "l": 116.4,
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                    },
                    "text": "• Accreditation\n• Tuition Cost\n• Workforce Capability\n• Fiscal and economic conditions\n• Tuition Cost"
                },
                {
                    "id": "p177.2.6",
                    "order": 8,
                    "type": "text",
                    "bbox": {
                        "l": 240.72,
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                    "text": "• Fiscal and economic conditions\n• Maximizing benefits of system functionalities"
                },
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                    "bbox": {
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                    "text": "- Business data integrity and validity"
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                    "text": "• Workforce Capability"
                },
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                    "bbox": {
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                    "text": "• Quality of services"
                },
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                    "id": "p177.2.10",
                    "order": 12,
                    "type": "text",
                    "bbox": {
                        "l": 388.56,
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                    "text": "• Data Security"
                },
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                    "text": "• Capital availability"
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                    "text": "• Operational synergies\n• Customer expectations"
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                    "text": "• Mobile Devices\n• Business interruption"
                },
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                    "text": "• Financial markets"
                },
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                    "bbox": {
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                    "text": "• Data Integrity\n• Communication"
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                    "text": "• Regulatory environment and mandates\n• Unemployment and underemployment"
                },
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                    "text": "- Compliance with laws and regulations\n- Business Continuity Planning\n- Process improvement\n  - Financial markets"
                },
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                    "text": "• Political"
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                    "text": "• Social networks"
                },
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                    "text": "- Reputational PR disaster\n  - Privacy of customer information\n- Document management program\n- Social networks"
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                    "text": "• Process improvement"
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            "text": "5. Office of Internal Audit Resources. The available resources (i.e., staff hours) for the Office of Internal Audit were determined. Available project hours were calculated after adjusting for staff's paid leave time, required training, and administrative tasks. The target utilization rate for audit staff is 78%, which is standard in the profession. The available resources were allocated by core service as illustrated in Chart 1."
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            "text": "Page 3 of 9",
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            "text": "Fiscal Year 2018 Audit Plan\nAugust 2017",
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