zilongwang/ReadingBank huggingface dataset:
Curriculum map for BA Accounting and Finance This section shows the highest level at which programme outcomes are to be achieved by all graduates, and maps programme learning outcomes against the modules in which they are assessed. Programme learning outcomes Knowledge and understanding Practical skills A1 Role and nature of accounting in organisations and society C1 Prepare financial statements in accordance with international accounting standards and to analyse, interpret and evaluate financial data for the purposes of management decision making, accountability and regulation. A2 Current thought, technical language and practices of accounting including, recognition, measurement, disclosure, analysis and application in financial statements, managerial accounting, auditing and taxation. C2 Use a computerised accounting package to produce financial statements and produce cash budgets A3 Some of the alternative technical language and practices of accounting C3 Compute tax liabilities and interpret tax legislation and to convey its meaning A4 Theories and empirical evidence concerning financial management, risk and the operation of capital markets. C4 Retrieve, interpret, apply and manipulate costing and management accounting data and information A5 The operation of the English Legal system, how organisations are formed, operated and dissolved A6 Ethical conflict and its resolution Cognitive skills Graduate Skills B1 Capacity for critical evaluation of arguments and evidence D1 Manipulate financial and other numerical data B2 Analyse and draw reasoned conclusions concerning structured and, to a more limited extent, unstructured problems from a given set of data and data which must be acquired by the student D2 Use communication and information technology in acquiring, analysing and communicating information D3 Communicate including the ability to present quantitative and qualitative information, together with analysis, arguments and commentary, in a form appropriate to the intended audience Graduate Skills D4 Locate, extract and analyse data from multiple sources, including acknowledgement, and referencing of sources D5 Work in groups, and other interpersonal skills , including oral as well as written presentation skills
Unit 4 Unit description The focus for this unit is on Australian reporting entities and how they are regulated by the Corporations Act 2001. The Framework for the Preparation and Presentation of Financial Statements (the Framework) and the Accounting Standards are used in the preparation of the financial statements for a reporting entity. The financing options of larger entities are identified and evaluated, particularly in relation to conformity with basic principles, including profitability and stability. The unit addresses corporate social disclosure issues and ethical behaviour within corporations. In implementing Unit 4, teachers must refer to the current practices as prescribed by the Australian Accounting Standards Board (AASB) and the Corporations Act 2001. Unit content This unit builds on the content covered in Unit 3. This unit includes the knowledge, understandings and skills described below. This is the examinable content. Financial institutions and systems Financial systems and fundamental principles characteristics of public and large proprietary companies liability of owners number of members and directors continuity of existence legal entity transferability of ownership separation of ownership and management the purpose of accounting standards in: protecting external users assisting directors in discharging their obligations providing confidence to investors in Australian capital markets the role of The Framework and its key elements the nature of the reporting entity the objective of general purpose financial reports evaluation and application of the qualitative characteristics of financial information evaluation and application of asset, liability, income and expense recognition and measurement criteria Statement of Cash Flows as per AASB 107, including: benefits of the cash flow statement information concepts of cash and cash equivalents
South east coastal dunces Medium Coastal protection, habitat for wildlife Reduced impact of storm surges, biological diversity South central marine High Amenity, habitat for wildlife, primary production, recreation, waste assimilation Enjoyment and tourism, biological diversity, fish products, views and relaxation, reduced pollution
Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 02-01 Differentiate accounting and bookkeeping. Topic: Definition of accounting 6. Plant assets, such as equipment, are reported on financial statements at their book value, thus exemplifying: AACSB: Analytical Thinking AICPA: FN Reporting Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 02-01 Differentiate accounting and bookkeeping. Topic: Definition of accounting 7. An accountant received a stack of sales invoices. Which of the following statements is most true? AACSB: Analytical Thinking AICPA: FN Reporting Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium
expectations of higher future profits than can actually be achieved because the bank’s projections are based on incorrect historical information. 3. Joe might assume that past projects were more profitable than they really were. He might therefore reject new projects based on the assumption that he does not need to increase his sales above current levels in order to earn target profit levels. Exercise 2 The following are six questions that users of accounting information might ask about Redpath Auto Towing (Redpath). Instructions For each question, indicate who the decision maker is and whether it is an external or internal user. Decision Decision maker External or internal a. Can Redpath’s operations generate sufficient cash to make payments on a term loan? b. Does Redpath have sufficient assets to provide security for a mortgage loan? c. Should Redpath continue its current business, or look for more profitable opportunities in a different line of business? d. Were the profit sharing bonuses paid to unionized employees equal to the percentage of profit stated in the employment contract? e. Was the amount of goods and services taxes (GST) that Redpath remitted to the tax department equal to 5% of its revenue, as required by law? f. Does Redpath have enough money in the bank to pay out drawings to the owner? Solution Exercise 2 (10 min) Decision Decision maker External or internal a. Can Redpath’s operations generate sufficient cash to make payments on a term loan? Banker External b. Does Redpath have sufficient assets to provide security for a mortgage loan? Banker/lender External c. Should Redpath continue its current business, or look for more profitable opportunities in a different line of business? Management Internal d. Were the profit sharing bonuses paid to unionized employees equal to the percentage of profit stated in the employment contract? Employee union External e. Was the amount of goods and services taxes (GST) that Redpath remitted to the tax department equal to 5% of its revenue, as required by law? Tax assessor (Canada Revenue Agency) External f. Does Redpath have enough money in the bank to pay out drawings to the owner? Owner Internal
PERSON-YEAR DATA for 1 January - 31 December 8. Recipient of state subsidy Name 9. Funding decision details Responsible project leader Decision number 10. Persons employed with Academy funding Given name and surname Year of birth Sex (M/F) Completed person-years, 2-decimal
2225 Instruction Tech Scvc 5211 Interest - Bonded Indebte 2526 Internal Auditing Svcs 4021 Land Acquisition and Deve 2634 Management Information Se 2132 Medical Services 1131 Middle/Junior High 0000 N/A 2558 Non-Allowable Transport 3711 Non-Public School Pupils’ 2134 Nursing Services 2411 Office of Principal Svcs 2321 Office of Superintendent 2162 OT Related Services 2162 OT Related Svcs 1391 Other Career Ed-Non Prog 2529 Other Fiscal Services 2569 Other Food Services 2219 Other Improvement of Inst 2629 Other Planning, Research 1491 Other Student Activities 2690 Other Support Services - 2691 OthrSpptScvs- Central 2911 OthrSpptScvs- General 2291 OthrSpptScvs- Instr Staff 2191 OthrSpptScvs- Students 3912 Parental Involvement Ti 2524 Payroll Services 2126 Placement Services 2624 Planning Services 5111 Principal - Bonded Indebt 2214 Professional Development 1371 Project Lead the Way 1224 Proportionate Share 2172 PT Related Services 2172 PT Related Svcs 2633 Public Information Servic 2572 Purchasing Services 2523 Receiving/Disbursing Svcs 2125 Record Maintenance Servic 1150 Regular Programs – High 1194 Residential 1194 Residential 1411 Schl-Spons Co-Curr Activ. 2557 School Choice Transport 2222 School Library Svcs 1421 School-Sponsored Athletic 2546 Security Services - Cost
Looking Up Account Codes in BusinessPLUS Navigation Tips Navigation Bar Icons on BusinessPLUS screens Previous Next Add Search Options Selection Criteria for Searches Watch Case, some filters are case sensitive. It is recommended using all upper case when entering alphabetic information Use ‘:’ to specify a range Both the ‘%’ and the ‘*’ can be used as wildcards Use ‘>’ for greater than Use ‘<’ for less than Use ‘>=’ for greater than or equal to Use ‘<=’ for less than or equal to Use ‘<>’ for not equal to Use ‘,’ or ‘|’ to specify an OR condition (A,B would be A or B) Use ‘=xxx,xxx’ to select text with commas You can look up account codes from within many of the screens in the BusinessPLUS system. Looking Up Account Codes from Within the Purchase Request Screen
Conversion cost is the sum of direct labor cost and manufacturing overhead cost. Conversion cost is used to describe direct labor and manufacturing overhead because these costs are incurred to convert materials into the finished product. Cost classifications for predicting cost behavior Cost behavior refers to how a cost react to changes in the level of activity. Costs are often categorized as variable, fixed, or mixed. The relative proportion of each type of cost in an organization is known as its cost structure. Variable cost varies, in total, in direct proportion to changes in the level of activity. Examples of VC are cost of goods sold, direct materials, direct labor, variable elements of manufacturing overhead such as indirect materials, supplies, and power, and variable elements of selling and administrative expenses such as commissions and shipping costs. For a cost to be variable, it must be variable with respect to something i.e. activity base: a measure of whatever causes the incurrence of a variable cost. AKA cost driver. Common AB’s are: direct labor-hours, machine-hours, units produced, and units sold. Other examples include number of miles driven by a salesperson, number of pounds of laundry cleaned by a hotel, etc. Unless stated otherwise, assume that the activity based under consideration is the total volume of goods and services provided by the organization. Fixed cost is a cost that remains constant, in total, regardless of changes in the level of activity. E.g.: straight-line depreciation, insurance, property taxes, rent, supervisory salaries, administrative salaries, and advertising. As a general rule, you’re forewarned against expressing fixed costs on an average per unit basis in internal reports because it creates the false impression that fixed costs are like variable costs and that total fixed costs actually change as the level of activity changes. For planning purposes, fixed costs can be viewed as either committed or discretionary. Committed fixed costs represent organizational investments with a multiyear planning horizon that can’t be significantly reduced even for short periods of time without making fundamental changes. Discretionary fixed costs (manufacturing fixed costs) usually arise from annual decisions by management to spend on certain fixed cost items. The relevant range is the range of activity within which the assumption that cost behavior is strictly linear is reasonably valid. Outside of the relevant range, a fixed cost may no longer be strictly fixed or a variable cost may not be strictly variable.
COLLEGE OF BUSINESS ADMINISTRATION Major: Accounting (CMA Track) Catalog Year 2018 FRESHMAN Fall Semester Spring Semester UNIV 110B The First-Year Experience ENGL 101 Composition (Core)1 MATH 130I College Algebra (if needed) CSCI 110 Enterprise Business Applications Humanistic Thought (Core)1 Professional Development Activities2 3 4 3 3 3 0 16 MATH 132 Calc for Bus/ Quant. Literacy (Core)1 ENGL 102 Composition and Critical Reading (Core)1 CBAD 120 Intro to Global Business (Core)1 Humanistic Thought (Core)1 Human and Social Behavior (Core)1 3 4 3 3 3 16 SOPHOMORE Fall Semester Spring Semester (Core)1 Scientific Concepts (Core)1 Artistic Expression (Core)1 3 3 3 4 3 16 Communication Across Cultures (Core)1 3 3 3 5 14 JUNIOR Fall Semester Spring Semester FIN HIST 201/ POLI 201 American Gov. (Core)1 3 3 3 3 3 15 3 3 3 3 3 15 SENIOR Fall Semester Spring Semester ENGL 290 / CBAD 290 Business Comm. (Core)1 3 3 3 3 3 15 PHIL 318 Business Ethics General Elective3 3 3 3 3 1 13 Updated 5/3/18 Please see reverse side for University Core Curriculum Recommendations. You will see what classes will satisfy each requirement on page 2. Complete list of options available on your program evaluation. As part of the graduation requirement, students are required to complete twelve (12) approved Professional Development Activities (PDAs), six of which must fall into the following categories: (1) Majors and Careers in Business, (2) Experiential Learning, (3) Leadership, (4) Building a Professional Profile, (5) Interviewing Skills, and (6) Transitioning to the Profession. A list of approved PDAs can be found at www.coastal.edu/business/pda. These are free electives that may be selected from any college of the university including the College of Business • Study abroad opportunities available at all levels. Please contact Yoav Wachsman (yoav@coastal.edu) at least one semester prior to anticipated travel. • Internships available sophomore-senior levels. Please contact Ms. Ellen Hayward (eeryan@coastal.edu) to discuss requirements and internship procedures. FINAL RESPONSIBILITY FOR SATISFYING DEGREE REQUIREMENTS, AS OUTLINED IN THE UNIVERSITY CATALOG, RESTS WITH THE STUDENT.
Alli Accountant 123 Audit Blvd, Fairfax VA | aaccountant@gmu.edu | 703-555-1234 Objective To obtain a full-time position in accounting utilizing academic and professional experience. Education Bachelor of Science in Accounting Bachelor of Science in Information Systems & Operations Management May 2015 George Mason University, Fairfax VA GPA 3.51 138 out of 150 credits, CPA Eligible May 2014 Relevant Coursework: Honors Survey of Accounting, Financial Accounting and Managerial Decision Making, Spreadsheet Applications for Business, Managerial and Cost Accounting, Accounting Information Systems, Assurance and Audit Services, Advanced Financial Accounting Experience Bank Teller Bank of America, Falls Church, VA September 2013 – Present Assist 20-30 customers daily to solve problems with their accounts. Explain and advise customers on bank products and services that match their needs. Answer inquiries regarding checking and savings accounts and other bank related products. Process cash withdrawals, balances currency, cash and checks. Volunteer Tax Preparer Volunteer Income Tax Assistant Program, Falls Church, VA January 2012 - Present Provide free tax preparation assistance to about 50-75 primarily immigrant / low-income customers. Screen clients for eligibility by reviewing confidential tax and personal information. Consult tax law to help clients determine best benefits, then compute tax returns and transmit via e-file. Leadership Mason Accounting Society Fall 2012 - May 2014 Treasurer Managed financial transactions of the club with guidance from the President and Advisor. Received and distributed club funding. Created and updated a detailed budget of the club’s expenses for the academic year. Balanced the club account and reported to the club at least once a month. Beta Alpha Psi Fall 2012 - Present Member (honors organization for accounting, finance and information systems students) Skills Computer: Proficient in Microsoft Word, PowerPoint, Access, QuickBooks, and Peachtree Language: Bilingual in Spanish and English
b) Overnight Accommodation (including Evening Meal and/or Breakfast) Charges – Subject to prior agreement of the service manager concerned that it is necessary for an employee to reserve overnight accommodation for business purposes, reimbursement of 100% of reasonable actual expenditure incurred on the above items will be approved. Note: Where the Council reserves the overnight accommodation (including any meals) and an invoice is submitted to the Authority for payment, no overnight accommodation claim need be submitted by the employee. d) Payment of Fines – parking fines, etc., will not be reimbursed by the Council. Expenses Incurred by Individuals Who Are Not Council Employees Note: you must first satisfy yourself that the individual is genuinely not an employee of the Council,or an office holder, before paying them this way. You must use the official HM Revenue & Customs web based tool at and/or the office holder guidance in in Accounting Instruction 17 to determine the employment status of such individuals, and retain a copy of the result with the invoice. If the individual is clearly not self-employed you must pay them through the payroll system. The Council meets out-of-pocket expenses incurred by individuals who are not employees of the Council but who attend meetings relating to policy formulation, performance review, etc., or who undertake statutory visits. These expenses comprise travelling, subsistence and caring (e.g. home care support). Expenses are met from within the appropriate service’s budget. Individuals who use their own vehicles may claim mileage. Mileage claims totalling less than £25 may be paid through petty cash; those totalling more than £25, or if they are frequent payments to the same individual (more than 6 per year), must be paid through the creditors system. The £25 limit has been agreed with the HMRC. Reimbursements should be paid at a rate no higher than that paid to County Councillors. The rates payable for the reimbursement of subsistence and caring costs are the rates applicable to County Councillors, and are detailed in the Members Allowances Scheme. The appropriate claim form must be completed and certified before payment is made, whether through petty cash or through the creditors system (see for a copy of a 'standard' form and accompanying checklist). Services may have their own forms for this purpose, which must request at least the same information as the 'standard' version). 3.5 Reimbursement Procedure
Rosa’s Bicycle Rentals Balance Sheet June 30, 2013 Assets Current Assets Cash 9,540.00 Accounts Receivable - Hom 750.00 Office Supplies 215.00 Total Current Assets 10,505.00 Fixed Assets Equipment 1,730.00 Total Assets 12,235.00 Liabilities Current Liabilities Accounts Payable - Helmet Shop 230.00 Accounts Payable - Road Runner Bikes 1,500.00 Total Liabilities 1,730.00 Owner’s Equity Capital - Rosa 10,505.00 Total Liabilities and Owner’s Equity 12,235.00
to their students.Students must select two NFPs to study. The student makes the selection based on their interests, dramatically increasing the salience of the experience to them. Students pull actual tax returns for the last three years and prepare a typical financial statement analysis, but with NFP data. This experience forces them outside their comfort zone, and forces them to do new work. This project by definition cannot be something “recycled” from another class. This also gives them a “real-life-work-experience”, a clearly positive talking point to use in interviews. Continue to require a semester-long applied, integrated audit simulation be completed by each student enrolled in ACCT 640 Principles of Auditing. While the students use the same case set of materials, their work is individually prepared and turned in. This simulated audit case guides them through the audit of a company from the planning stages, to internal control testing, through substantive testing, analytical reviews, and finally the issuance of an audit report. This simulation is not done in one sitting. It is broken out in modules that are completed at the appropriate time relative to the topic we are covering. This type of applied learning approach gives our students the best example of what a real-life audit looks like and how an entry level staff auditor would be expected to perform. It solidifies their understanding of the many auditing concepts and principles that they are learning in their textbook. To enhance a Barton School culture that values performance, accountability, engagement, and professional development supported by revised appraisal and incentive systems by December 2014. Action Item The School of Accountancy’s performance evaluation system is virtually the same as that of the Barton School. Whatever changes the Barton School implements to the appraisal and incentive system to meet this goal will also be implemented by the School of Accountancy. To increase the Barton School national ranking by 2019. Action Item The School of Accountancy will participate in any rankings and be actively engaged in any activities or programs deemed necessary by the Barton School to improve the School’s national ranking. To increase Barton School research by twenty percent by December 2019.
policy decisions reached by DTF and to inform readers of other developments that are under consideration by the AASB. Disclaimer: No responsibility is taken for any action(s) taken on the basis of information contained in this Newsletter nor for any errors or omissions in that information.
How to contact us AccPol mail box When directing accounting policy enquiries to DTF at , Departments are requested to support their questions with the facts and with clear referencing to Accounting Standards, FRDs and other authoritative pronouncements related to their queries. Other entities are requested to contact their portfolio department in the first instance to resolve any accounting policy issues. Useful websites AASB – for information on AASB pronouncements, discussion papers and ED publications. International Public Sector Accounting Standards Board (IPSASB) – for information on IPSASB and IPSASB pronouncements. DTF website DTF’s website (for all internet users) – , covers FRDs and guidance, the Model Report, accounting policy updates, long service leave discount rates. From the menu on the top of the home page, users should select Government Financial Management, then Financial Reporting Policy. VPS users should contact their portfolio department in the first instance for login details to access the information relating to the 2008 LSL Model, the ValuerGeneral Building and Land Indices. For assistance with technical difficulties using DTF’s website, e.g. broken links, please contact About the Accounting Policy Update Accounting Policy Update is published by DTF’s Accounting Policy team twice a year. The newsletter’s aim is to highlight changes in financial reporting requirements affecting public sector entities, outlining any financial reporting related policy decisions reached by DTF and to inform readers of other developments that are under consideration by the AASB. Disclaimer: No responsibility is taken for any action(s) taken on the basis of information contained in this Newsletter nor for any errors or omissions in that information. © State of Victoria 2017 You are free to reuse this work under a , provided you credit the State of Victoria (Department of Treasury and Finance) as author, indicate if changes were made and comply with the other licence terms. The licence does not apply to any branding, including Government logos. Copyright queries may be directed to IPpolicy@dtf.vic.gov.au.
Person Specification Key Skills and Experience Criteria Description Essential or Desirable Experience List the key experiences that an individual would need to be able to do the role. Be careful not to quantify this in ‘years’. e.g. Experience working with finance IT systems. Worked in a finance team Experience with purchase ledger Experience of cashing up and banking Worked in a finance team of another Cambridge College – or similar organisation Worked with a major accounting package D D D D D Skills List the key skills that an individual would need to be able to do the role. Be careful not to quantify this in ‘years’. E.g. Advanced Excel. Ability to use a range of computer/accounts systems Excellent numeracy skills and attention to detail Excellent Microsoft Excel skills Ability to work as part of a team Ability to work on own initiative Ability to deal with a wide range of people Ability to maintain confidentiality Tactful/sensitive Excellent verbal and written communication skills Willingness to work flexibly E E D E D E E D D D Qualifications List the key qualifications that an individual would need to be able to do the role. Be careful not to overstate the level required. Good general standard of education, with 5 good GCSEs including English and mathematics at GCSE or equivalent standard Experience of working in an accounts office is desirable but training will be provided E D Additional requirements List any additional requirements that may be relevant to the role (on-call, weekend working etc.) The College expects that you will: Treat all members of the College and the Collegiate University community (including all staff, partners, students and
Can demonstrate the ability to use finance systems and understand and interpret financial information Can demonstrate the ability to work to tight deadlines, on a weekly and monthly basis, and have experience of working to financial year end deadlines and audit requirements AAT qualified or equivalent Has an active approach to continuing professional development/undertaking training as appropriate for personal and professional development Demonstrate experience of working within organisational financial procedures Application/Interview Application/Interview Application/Interview Application/Interview Application/Interview Communication (Oral and Written) Can demonstrate the ability to provide information in a suitable format so that the others’ needs are met and adjusts the level of content to help others understand. Application/Interview Teamwork and Motivation Can demonstrate the ability to provide operational leadership. Ensures that all team members understand what is expected of them and distributes work fairly according to ability. Identifies development and training needs of the team. Application/Interview Liaison and Networking Can demonstrate the ability to make contact with others to ensure that information is exchanged and circulated appropriately to the right person at the right time. Application/Interview Service Delivery Has knowledge and understanding of services available to users of this and related areas of work and ensures that the experience of each customer is positive and satisfactory. Application/Interview Planning and Organisation Can demonstrate the ability to ensure that the work is carried out effectively and that resources are available to meet demand. Identifies the need for further action and resources by monitoring progress. Can demonstrate the ability to work to fixed deadlines. Application/Interview Initiative and Problem Solving Can demonstrate the ability to use initiative to recognise problems and offer solutions. Application/Interview Analysis/Reporting Can demonstrate the ability to identify and use a range of data, with the ability to combine various data types to produce reports and perform basic analysis. Application/Interview
generate and send out invoices; follow up on, collect and allocate payments in consultation with the Director of iness Operations; carry out billing, collection and reporting activities according to specific deadlines; perform account reconciliations; monitor customer account details for non-payments, delayed payments and other irregularities; research and resolve payment discrepancies in consultation with the Director of iness Operations; generate age analysis – non family debtors; maintain receivable customer files and records; follow established procedures for processing receipts, cash management; process credit card payments, BPay/direct debits; prepare bank deposits and arrange banking; process adjustments; assist with month-end and year-end closing; collect data and prepare monthly reports; maintain the on line booking system; evidence of efficient practices adopted evidence of meeting deadline expectations evidence that reconciliations are undertaken and completed in a timely manner evidence of monitoring strategies adopted evidence of a range of effective communication strategies adopted evidence of effective data and reporting practices evidence of effective and efficient administration practices evidence of efficient payment and banking practices evidence of maintenance of systems Communication investigate and resolve customer queries communicate with customers via phone, email, mail or personally communicate effectively with staff to assist them in supporting the students’ development and well-being; evidence of a range of effective communication strategies adopted evidence of good interpersonal and communications skills being adopted Continuous engage in professional development opportunities or associations in evidence of memberships of associations and
2. Non Tax Revenue 717.53 3. TOTAL REVENUE RECEIPTS (1 + 2) 726.65 4. 5. 6. 7. Loan Recoveries from PSUs/Consumer Industries Loan Recoveries from UTs/State Governments Repayment of loan from Govt. Servants Misc. Capital Receipt 10000.00 0.00 0.53 0.00 8. TOTAL CAPITAL RECEIPTS (4+5+6+7) 10000.53 9. TOTAL RECEIPTS (3 + 8) 10727.18 (Source: SCT – 2014-15) Section I (GRANT NO -16)
Physical Requirements Lifting: Up to 40 lbs. Carrying: Up to 40 lbs. Pushing/Pulling: Up to 40 lbs. Use of Equipment: Computer, telephone, copier, agency vehicle, fax, typewriter Sitting: Frequently Standing: Frequently Walking: Frequently Bending: Occasionally Stooping: Occasionally Crawling: Not Applicable Climbing: Occasionally Reaching above head: Frequently Grasping: One hand: Frequently Both hands: Frequently Fine Manipulating: One hand: Frequently Both hands: Frequently Environmental Requirements Exposed to marked changes in temperature: Occasionally Outside work: Occasionally Exposure to dust, fumes, odors, water, etc.: Occasionally Exposure to biological, mechanical, electrical and/or chemical hazards: Not applicable (inside) environment: Continuously Noise: Occasionally Sensory Requirements Eyesight: Normal/corrected: Necessary Close eye work: Necessary Other: Hearing: Normal tones: Necessary Soft tones: Necessary Other: Distinguish Smells: Not necessary Distinguish Temperatures: Touch: Not necessary Proximity: Not necessary Acknowledgment Acknowledgment
seek and obtain immediate injunctive relief to enforce the Recipient’s obligations under this Agreement in addition to and not in lieu of, any other rights and remedies it may have. 11. Non-Assignment Neither party is entitled to assign, pledge, sub-contract or transfer any part or all of this Agreement to any other party in any manner whatsoever without the prior written consent of the other party, save that Bacs Pshall be entitled to assign, novate or transfer any part or all of this Agreement to Pay.UK Limited and [ INSERT ] hereby acknowledges its written agreement thereto. 12. Publicity Neither party shall publicise any information regarding this Agreement, nor make any reference to work that may be performed as a result of this Agreement (including, without limitation, the nature of the Purpose), in its advertising or promotional materials, or publicity of any kind, or issue any press release, or respond to any enquiry regarding any aspect of this Agreement from any third party without the prior written consent of the other party. 13. Waiver and Severance 13.1 No failure or delay of either party in exercising any right under this Agreement shall be deemed a waiver of the right. No waiver of any default on any one occasion shall constitute a waiver of any subsequent default. No single or partial exercise of any right shall preclude the further or full exercise of it. 13.2 If any provision of this Agreement is found to be illegal or unenforceable, it is the intent of the parties that such provisions be replaced, reformed or narrowed so that their original business purpose can be accomplished to the extent permitted by law, and that the remaining provisions shall not in any way be affected or impaired thereby. 14. General 14.1 This Agreement constitutes the entire agreement with respect to the Confidential Information disclosed herein and supersedes all prior oral or written agreements concerning such Confidential Information. 14.2 Each of the parties acknowledges and agrees that it has not entered into this Agreement in reliance on any statement or representation of any person (whether a party to this Agreement or not) other than as expressly incorporated in this Agreement.
The trainee should ask the assessor to observe the clinical encounter with the patient. The assessor should observe the trainee’s performance only interfering if it is necessary (e.g. patient safety is compromised, help to manage the patient is required...etc). It is best to mark sheet and write notes while the trainee is being observed. The assessor then scores the trainee in each of the nine domains described above, using the standard form. It may be appropriate only to score three or four domains at a single event. Discussion and feedback should be given as soon as possible after the observation in a quiet and private place. Feedback and discussion are mandatory. Curriculum Competency Level Descriptors The following Competency Level Descriptors are excerpted from Part II of The CCT in Intensive Care Medicine and are presented here for indicative ease of reference when completing the ACCP ‘Competencies Assessed’ section (over). Level Task orientated competence Knowledge orientated competence Patient management competence 1 Performs task under direct supervision. Very limited knowledge; requires considerable guidance to solve a problem within the area. Can take history, examine and arrange investigations for straight forward case (limited differential diagnosis). Can initiate emergency management and continue a management plan, recognising acute divergences from the plan. Will need help to deal with these. 2 Performs task in straightforward circumstances, requires help for more difficult situations. Understands indications and complications of task. Sound basic knowledge; requires some guidance to solve a problem within the area. Will have knowledge of appropriate guidelines and protocols. Can take history, examine and arrange investigations in a more complicated case. Can initiate emergency management. In a straightforward case, can plan management and manage any divergences in short term. Will need help with more complicated cases. 3 Performs task in most circumstances, will need some guidance in complex situations. Can manage most complications, has a good understanding of contraindications and alternatives. Advanced knowledge and understanding; only requires occasional advice and assistance to solve a problem. Will be able to assess evidence critically. Can take history, examine and arrange investigations in a more complex case in a focused manner. Can initiate emergency management. In a most cases, can plan management and manage any divergences. May need specialist help for some cases. 4 Independent (consultant) practice. Expert level of knowledge. Specialist.
Acute Care Assessment Form (ACAT) Date of Assessment (DD/MM/YY) Trainee’s Surname Trainee’s Forename Trainee’s Year Trainee’s GMC Number Assessor’s Registration Number (e.g.GMC, NMC, GDC) Assessor’s Name Assessor’s Email Assessor’s Position: SpR SHO GP Nurse Other List of cases seen (please include the curriculum competence level being assessed where applicable): How has the trainee’s acute work been assessed? Post Take Ward Round During Acute Unselected Take- Day During Acute Unselected Take- Night Specialty Take Critical Care Regular Ward Round
Allegheny County Coalition for Recovery (Child and Family) Minutes 1-17-17 Co-Chairs: Pam Dotson, Julie Trebovich Advisor: Carsten Thomas Recorder: Samuel Barkowitz Attendees (in bold) from: 1/17/17 Samuel Barkowitz - Recorder, Eric Forsythe - OBH, Paul Barkowitz- Parent, Pam Dotson - Community Care/Co-Chair, Carsten Tomas - Advisor, Mike Gruber – OBH/DHS, Deb Ferraro – PLEA, Julie Trbovich – NAMI/Co-Chair, Nicole Campbell – Youth, Kelly Dinapoli – HSAO, Paul Freund – CART, Melissanne Myers, Alicia McAllisterm, Danyelle Hooks – OBH , Shadena Higgens – , Jessica Marcrum – , Kim Eckel – , Ana Radovic – CHP, David Muehlbauer Agenda Item: Introductions and Congratulations – Minutes – N/A Agenda Item: – Minutes – Posters At this time we are going to put our poster discussion on hold pending the outcome of Strategic Planning through the Steering Committee Focus Groups Concept pending further discussion of topics we would like to have the focus group provide input on
ACTION PLAN FOR THE ESTABLISHMENT OF THE SECOND MONETARY ZONE PHASE OF IMPLEMENTATION NATURE OF ACTIVITY TO BE UNDERTAKEN COMMENCEMENT COMPLETION INSTITUTION CONCERNED OBSERVATIONS Stage I Jan. – Dec. 2000 Harmonisation of policies and concepts. Observance of macro-economic indicators of convergence Jan. 2000 On-going Member States, Gambia, Ghana, Guinea, Liberia, Nigeria, Sierra Leone i) Inflation: Single digit 5% Jan. 2000 Dec. 2000 Dec. 2003 ii) Central Bank credit to Govt. 10% of previous year’s tax revenue Jan. 2000 Dec. 2002 iii) Reserves to imports cover: 3 months 6 months Jan. 2000 Dec. 2000 Dec. 2003 iv) Budget deficit/GDP ratio: 5% 4% Jan. 2000 Dec. 2000 Dec. 2002 Review of draft institutional administrative and legal framework on single ECOWAS monetary zone and documents for negotiation March 2000 June 2000 Technical Committee The Technical Committee is to hold consultations and discussions with relevant institutions, organisations in and outside the region to facilitate the finalisation of this document originally prepared by the monetary consultant, the late Dr. J.H. Frimpong-Ansah. Setting up of Task Force to prepare technical documents for Technical Committee March 2000 April 2000 Convergence Council This Task Force will operate as an ad-hoc Committee to facilitate the work of the Technical Committee Operations of the Task Force April 2000 Dec. 2000 Technical Committee
PHASE OF IMPLEMENTATION NATURE OF ACTIVITY TO BE UNDERTAKEN COMMENCEMENT COMPLETION INSTITUTION CONCERNED OBSERVATIONS Stage III July 2001 Oct. 2002 Finalisation of operational activities i) Operationalising of exchange rate mechanism July 2001 Dec. 2001 Convergence Council ii) Appointment of key officers of the Bank July 2002 Aug. 2002 Heads of State/Convergence Council iii) Preparation for introducing new currency July 2002 Dec. 2002 Convergence Council iv) Recruitment of staff Aug. 2002 Oct. 2002 Common Central Bank v) Mid-term assessment of country performance July 2001 Aug. 2001 vi) On-going operational activities July 2001 Oct. 2002 Common Central Bank vii) Final assessment of performance Jan. 2002 March 2002 Convergence Council Stage IV Jan.-Dec. 2003 Introduction of new currency Jan. 2003 Jan. 2003 Common Central Bank The common currency will circulate side by side with national currencies for a specific period of time.
Vice Chancellor for Administrative and Finance Pre-Doctoral Internship Program in Professional Psychology, Counseling Center American Psychological Association (APA) Vice Chancellor for Administrative and Finance Student Health Center Accreditation Association for Ambulatory Health Care, Inc. (AAAHC) Vice Chancellor for Administrative and Finance Student Health Center Laboratory (Accredited) COLA Accredited Lab Vice Chancellor for Administrative and Finance Student Health Center Laboratory (Certified) Clinical Laboratory Improvement Amendments (CLIA) Vice Chancellor for Research – Graduate School Laboratory Animal Program Association for Assessment and Accreditation of Laboratory Animal Care International (AAALAC)
How is this program funded? (please tick all boxes that apply) Participant registration fee Department/faculty funding From a not-for-profit company From a for-profit company (Please identify): From another source (Please detail): Attachments Please indicate the items used to support this application by checking the appropriate box(es). Double-click on the icons below to open the documents. Please save all Attachments in one zip file and submit with your application. To edit the PowerPoint slides: Right-click the slide PowerPoint icon In the dialogue box, slide down to Presentation Object and choose Edit File and Save your edited slides into your preferred location
Note – The Clinic may select multiple payment options or restrict the accounts payable to only one option. Please initial the methods that are accepted or declined. If you choose to change the methods of payment in the future, you must this submit a new signed and dated Account Authorization & Billing Agreement, the previous Agreement shall remain in force until the new Agreement is received by Dunwoody Labs. Payment Method Description Initial Accept Initial Decline Clinician Pay A valid Clinic credit card must be on file and the card will be charged when the test is released to the Clinician Portal. Patient Pay A valid Patient credit card information or check must be received with the Test Requisition. The patient credit card will be charged immediately upon receipt. In the event the credit card is declined, the Report will NOT be uploaded to the Client Portal until full payment is received. Simple Pay The Patient agrees to allow Dunwoody Labs, Inc. to bill the Patient’s insurance carrier and the Patient (or the Clinician on the Patient’s behalf) must provide a valid credit card or include a check with the sample for the Simple Pay price as shown in the most recently published Test Price List. In addition, the Patient must submit valid insurance cards that meet the following criteria: Insurance is NOT with Medicare or Medicaid or other insurance carrier not accepted by Dunwoody Labs (see full list below) The patient’s insurance deductible does NOT exceed $2,000. In the event the above criteria are NOT met, the Patient will be charged the Patient Pay Price as listed in the most recently published Test Price List. Upon Dunwoody Labs’ receipt of insurance benefits, prepayments will be applied to the Patients deductible and co-insurance. NOTE – The Insurance Only option must be approved in advance by Dunwoody Labs. Please note that if this option is selected, NONE of the other options may be selected. Insurance Only The Clinician and Patient grant Dunwoody Labs, Inc. the right to file for the insurance benefits on behalf of the Patient. The Patient’s insurance must meet the same criteria as the Simple Pay plan noted above. In the event the patient’s insurance does not meet the stated criteria, the Clinic will be billed for the test at the Clinician Price as most recently published in the Test Price List. Dunwoody Sales Representative
and policies. Lead Reviewer Findings to be completed by lead reviewer after review 1.5 There is a clear, methodical and comprehensive framework to guide the public authority's procurement operations. Public authority response: Lead Reviewer Findings to be completed by lead reviewer after review 1.6 A procurement expenditure profile is prepared regularly to enable the identification of uncontracted spend, leveraging and cost saving opportunities. Public authority response: Lead Reviewer Findings to be completed by lead reviewer after review 1.7 A procurement business plan including a forward procurement plan is prepared annually to guide the procurement function. Public authority response: Lead Reviewer Findings to be completed by lead reviewer after review Performance category 2: Organisation and People The organisational framework within which procurement operates can have a profound effect on its effectiveness. No procurement operation can be effective unless it has high quality professionals who are continually updating their knowledge and skills and who can promote procurement within their public authority.
Criterion Indicators Organisations Self-Assessment Assessor’s Review QIP Review Comments Met Not Partially met N/A Agree Disagree Met Not D. Demonstration that the leadership team have driven safety and quality improvement at the service Standard 2.2 Service communication Criterion 2.2.1 Information about the service A. Demonstration that the service’s opening hours, location details, services, and contact information is clearly visible and accessible to consumers B. Demonstration that information about how to access the centre and its services is clearly communicated to consumers C. Information about the service is regularly updated where and when required D. Information about planned and/or unexpected closures is communicated to consumers such as public holiday closures, renovations, relocation E. Consumer information is available in languages reflective of the service’s consumer demographic
Criterion Indicators Organisations Self-Assessment Assessor’s Review QIP Review Comments Met Not Met Partially Met N/A Agree Disagree Met Not Met Criterion 4.1.1 Occupational health and safety (OH&S) A. Evidence that at least two members of the service team are present during normal opening hours B. Presence of OH&S policies and processes C. OH&S policies and procedures are communicated to staff D. Presence of at least one OH&S representative at the service E. Incident reporting processes are used to identify, report and investigate any OH&S incidents Criterion 4.1.2 Management of clinical appointments A. Standard time is allocated for consumer consultations
ATTACHMENT A: AACBT Core CBT Training Log Criteria 2. AACBT Core CBT Training Log Please list the specific CBT training that you have completed to a minimum of 100 hours. If you have completed an accredited Australian Psychological Society (APS) Masters/Doctorate program in Psychology please indicate this and provide information on the CBT-related subjects in your course. Type of training (eg., workshop, course) Training Title Name of organizing body (eg., AACBT, APS, University of Qld) Year attended Duration of training (actual contact hours of CBT skills training)
Name of Employer: Date commenced: Date completed: Name: Position: Telephone: Email: Job Title: Name of Employer: Date commenced: Date completed: Profession: Name: Position: Telephone: Email: AACBT CBT Clinical Practice Log (Cont’d) Employment details Name and contact details of a senior member of your profession who you were accountable to. Type of CBT clinical practice (e.g., Clinical practice with client, Supervision of CBT, Teaching or training, Research, Other) Estimated proportion of time spent engaged in CBT-related activities (%/total work hours/month) Job Title: Name of Employer: Profession: Name: Position: