...Development: 1. mission statement – general idea or main purpose of program 2. assessment & evaluation – inventory of internal assessment, resources and review of policy & regulations 3. needs assessment – involves both perceived & real needs 4. determine & set priorities 5. writing goals & objectives – objectives involve: a. who? b. to what extent? c. under what conditions? d. by what standards? e. within what time period? 6. step-by-step activities & procedures – pilot projects & consideration of other internal & external threats 7. develop timeline chart 8. implementation of the project 9. evaluation & feedback 1. Mission Statement – a statement by an organization that contains detailed info. about the overall direction & purpose of the organization a. usually based on a general observation, an obvious need, seen need or interest, or need assessment result b. it’s an administrative statement that guides planning & decision-making c. not restricted by time elements d. philosophy of an organization e. identification of the self-concept of the organizational program f. identification of general service catchment areas & target populations and markets to be served g. define terms & shared definition of problem of target population 2. Assessment & Evaluation – an inventory of resources and review of policy & regulations with accuracy & skills in matching needs to services a. internal...
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...for Federal agencies was initiated in light of the new internal control requirements for publicly-traded companies contained in the Sarbanes-Oxley Act of 2002. Circular A-123 and the statute it implements, the Federal Managers’ Financial Integrity Act of 1982, are at the center of the existing Federal requirements to improve internal control. This circular reflects policy recommendations developed by a joint committee of representatives from the Chief Financial Officer Council (CFOC) and the President’s Council on Integrity and Efficiency (PCIE). The policy changes in this circular are intended to strengthen the requirements for conducting management’s assessment of internal control over financial reporting. The circular also emphasizes the need for agencies to integrate and coordinate internal control assessments with other internal control-related activities. The revised circular is effective for FY 2006. Agencies should take steps in FY 2005 to prepare for its implementation. OMB plans to continue to work closely with the CFOC and the PCIE to provide further implementation guidance. EXECUTIVE OFFICE OF THE PRESIDENT O F F I C E O F M AN AG E M E N T AN D B U D G E T W AS H I N G T O N , D . C . 2 0 5 0 3 THE DIRECTOR December 21, 2004 CIRCULAR NO. A-123...
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...Organisational review Submission details Candidate’s name | | Phone no. | | Assessor’s name | | Phone no. | | Assessment site | | Assessment date/s | | Time/s | | The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective In this assessment, you are required to manage the review process of an organisation, describe changes to the organisation’s mission and vision statements, and communicate the review process to stakeholders (through an electronic medium such as email). Assessment description Review the organisation’s vision and values by reviewing the case study information provided, as well as meeting with a key stakeholder in the case study organisation (your assessor). After reviewing materials, revise the vision and mission statements to reflect the current status and direction of the organisation, then email the relevant stakeholders to: * outline changes to the vision and organisational values * describe the strategic planning process and identify where input can be provided. Procedure For the case study information provided in this assessment, you need to summarise: * the established (written) vision and mission of the organisation * current practices of the organisation and, in particular, whether they support the mission...
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...1 OVERVIEW OF THE EAGLE PROGRAM APPROACH PAGE 1. INTRODUCTION 1.1 What is EAGLE?...........................................................................................................5 1.2 What is the Purpose of EAGLE? ...................................................................................6 1.3 Program Expectations and Timeline ..............................................................................6 1.4 Guidance Manual and Training Program.......................................................................7 2. OVERVIEW OF INTERNAL CONTROLS OVER FINANCIAL REPORTING 2.1 2.2 2.3 2.4 2.5 Introduction ....................................................................................................................8 Definition of Internal Control ........................................................................................8 COBIT..........................................................................................................................11 Responsibility for Internal Control System .................................................................13 Conclusion ...................................................................................................................14 3. TOP-DOWN, RISK-BASED APPROACH 3.1 3.2 3.3 3.4 3.5 Introduction ..................................................................................................................15 Risk Identification.....................................
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...ECE 354 Assessment and Intervention During Early Childhood Click Link Below To Buy: http://hwcampus.com/shop/ece-354-assessment-and-intervention-during-early-childhood/ As you have learned throughout this course, assessments are used for many purposes. As professionals working with children, we must look at assessment as a driving force behind planning instruction and developing goals for those children in our care. We must begin to understand the relationship between how children are assessed and how assessment data is used. This is a multi-step process of gathering data, determining goals for instruction, and then implementing those goals into our work with children. For this Final Project, you are asked to do the first two steps of this process. You will develop a partial portfolio for the child you observed and, with that information, you will develop instructional goals for that child. This assignment has three parts: The first part of this assignment requires you to develop a mission statement. Using your completed Assessment Purpose KWL Chart from the Week Five Reflection Journal, create your mission statement outlining: The purpose of assessment Your plan for including assessment when working with children How you can use assessment to document children’s work How you will use children’s interests and ideas when assessing. This statement should also include your position on working with children with developmental delays. This mission statement...
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...effectively risks mechanisms to identify opportunities or potential pitfalls. Risks assessments are necessary at various levels within an organization. Some frequently performed risks assessments include: Strategic risks assessments (relates to the organizations mission and strategic objectives). Operational risks assessments (relates to financial performance and condition). Internal risks assessments (relate to the value drivers of the company covering strategic, financial, operational, and compliance issues). Financial statement risks assessments (relates to a material misstatement of financial statements). Fraud risk assessments (relates to fraud that has the potential to affect the ethics and compliance standards of the company). Market risks assessments (relates to market movements that affect performance or risks exposure). Credit risks assessments (relates to a failure in obligation of the borrower). Customer risks assessments (relates to customers impact on the organizations reputation and financial position). Supply chain risks assessments (relates to the creation of products and services). Products risk assessments (relates to an organization production from inception to birth). Security risks assessments (relates to physical assets and information protection and security). Information technology risks assessments (relates to potential tech failures), and project risks assessments (relates to the delivery or implementation of the project). Within this proposal...
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...c h a p t e r 2 Nursing Process Words to Know actual diagnosis assessment collaborative problems critical thinking data base assessment diagnosis evaluation focus assessment goal implementation long-term goals nursing diagnosis nursing orders nursing process objective data planning possible diagnosis potential diagnosis short-term goals signs standards for care subjective data symptoms syndrome diagnosis wellness diagnosis Learning Objectives On completion of this chapter, the reader will: ● ● ● ● ● ● ● ● ● ● ● ● Define nursing process. Describe six characteristics of the nursing process. List five steps in the nursing process. Identify four sources for assessment data. Differentiate between a data base assessment and a focus assessment. Distinguish between a nursing diagnosis and a collaborative problem. List three parts of a nursing diagnostic statement. Describe the rationale for setting priorities. Discuss appropriate circumstances for short-term and long-term goals. Identify four ways to document a plan of care. Describe the information that is documented in reference to the plan of care. Discuss three outcomes that result from evaluation. n the distant past, nursing practice consisted of actions based mostly on common sense and the examples set by older, more experienced nurses. The actual care of clients tended to be limited to the physician’s medical orders. Although nurses today continue to work interdependently with physicians and other health care practitioners...
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...Information Paper OMB Circular A-123 Management’s Responsibility for Internal Controls 1. Background A. Federal Managers’ Financial Integrity Act (FMFIA) of 1982 1) A statutory requirement 2) Amended the Accounting and Auditing Act of 1950 3) Requires evaluations and reports on the adequacy of the systems of internal accounting and administrative control B. Office of Management and Budget (OMB) Circular No. A-123 1) Provided guidance to implement the FMFIA of 1982. Guidance has evolved: 2) Circular No. A-123, Internal Control Systems, revised, dated August 4, 1986, replaced; 3) Circular No. A-123, Management Accountability and Control, revised, dated June 21, 1995, effective through 09/30/05; and 4) Circular No. A-123, Management’s Responsibility for Internal Controls, revised, dated December 21, 2004, effective on 10/01/05 2. Federal Managers’ Financial Integrity Act (FMFIA) of 1982 A. Internal accounting and administrative controls of each executive agency shall be established in accordance with standards prescribed by the Comptroller General, and shall provide reasonable assurances that: 1) Obligations and costs are in compliance with applicable law; 2) Funds, property, and other assets are safeguarded against waste, loss, unauthorized use, or misappropriation; and 3) Revenues and expenditures applicable to agency operations are properly recorded and accounted for to permit the preparation of accounts and reliable financial...
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...Audit Week 2: Financial Statement Audits, Financial Statement Assertions and Audit Evidence Financial Statement Audit * A systematic process of objectively obtaining and evaluating evidence regarding assertions about the economic actions and events to ascertain the degree of correspondence between assertions and established criteria * Purpose: To enhance the degree of confidence of intended users in the financial statements by the expression of an opinion by the auditor Overall Objectives of the Auditor: * To obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, thereby enabling the auditor to express an opinion on whether the financial statements are prepared, in all material aspects, in accordance with an applicable financial reporting framework * To report on the financial statements and communicate in accordance with the auditor’s findings Audit Process Overview: * Step 1: Client Acceptance and Retention * Step 2: Risk Assessment (Through understanding client business environment and operations Assess risks of material misstatement Assess Audit Risk) * Step 3: Audit Procedures Planning * Step 4: Test of controls (IF reliance on controls) * Step 5: Perform substantive tests * Step 6: Audit Completion and Reporting Financial Statement Assertions: * Assertions are representations made by management, explicit or otherwise, that are embodied in...
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...middle manager.The task requires you to demonstrate your understanding of finance and the value of recording financial information within the context of your organisation. You are then asked to explain the process of budget setting in the organisation and how budgetary techniques are used to contribute to controlling cost in your own area of operation.If you are not currently working within an organisation, then you may complete this task in relation to an organisation with which you are familiar. This could include experience working in a voluntary capacity.The tasks you need to undertake are:- * read all the questions * complete the learning activities associated with this course * discuss the assignment with your coach at your tutorial * complete any other activities that you need to undertake for your assignment * answer the questions in the spaces provided Here are some tips on completing the assignment, based on submissions from previous students: * make sure you read and answer all the questions! Even the most accomplished writers have fallen down by providing answers that are exceptionally well written – but well off the mark. This is usually because they have not gathered a full understanding of the questions before embarking on the answer. * read the assessment criteria on the next page. They are built into the questions, but it is useful to know the detail against which your work is being assessed * use a combination of your own observations, the course materials...
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...demand that the leader spend more time figuring out what to do next and how best to do it to add value to the corporation and the stakeholders. Problem solving is a core capability required to realize these opportunities. Leadership can be seen as a process of identifying opportunities and solving problems. Some problems are important; some are not important. Some problems are easy to define; others are complex. Some problems are easy to solve; others are difficult. Some are solved alone; many are solved with others, often under tremendous political and organizational pressures. Sometimes there is a problem; sometimes there is not a problem. All problem solving and solution development methods follow a process that may be adapted by the user and to the particular scenario or situation. As human beings, we tend to look to preserve the status quo and see the world as it has been. We look for patterns or approaches that have been successful in the past. These approaches have helped to make us successful. At the same time, they have limited our success by limiting our creativity, our ways of thinking, and, therefore, our solutions and actions. The shifts in the nature and structure of organizations and of work are leading to the need for new approaches for leaders to use to identify opportunities and address issues through fast-cycle, creative,...
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...What is the purpose of this guide? The purpose of this guide is to help academic units develop and/or improve the process of assessing student learning. Why is assessment of student learning important? In effect there are two reasons assessment of student learning is important. Assessment is needed for improvement. Improvement, with its internal focus provides • opportunities for the academic community to engage in self-reflection of its learning goals, to determine the degree to which these goals correspond to student and societal needs, and to evaluate if students’ activities, products, or performances coincide with the academic community’s expectations; • offers information to students about the knowledge, skills, and other attributes they can expect to possess after successfully completing coursework and academic programs. • establishes ways for academic units to understand the dimensions of student learning when seeking to improve student achievement and the educational process. Assessment is needed for accountability. Accountability, with its external focus, provides Step One: Identify Goals A goal is a statement expressing what ideals are to be achieved. Goal statements tend to be broadly philosophical, global, timeless and not readily amenable to measurement. They capture the knowledge, skills, and values that students should acquire in a program by a course. This first step in identifying goals requires faculty and others to reflect on questions such...
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...involved. Identify one skill that you think would be essential to know or do by the end of this learning period. If you were able to do this, then you are beginning to construct a learning outcome. Definition of Learning Outcomes Learning outcomes are statements that describe significant and essential learning that learners have achieved, and can reliably demonstrate at the end of a course or program. In other words, learning outcomes identify what the learner will know and be able to do by the end of a course or program. Spady, (1994) , an educational researcher who spearheaded the development of outcomes based education, suggests that the ability demonstrate learning is the key point. This demonstration of learning involves a performance of some kind in order to show significant learning, or learning that matters. He claims that significant content is essential, but that content alone is insufficient as an outcome. Rather, knowledge of content must be manifested through a demonstration process of some kind. An outcome statement that incorporates this knowledge within a performance demonstration might include: • The learner will have demonstrated the ability to make engine repairs on a variety of automobiles. In the above statement, the ability to make engine repairs implies...
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...clarify that the candidate has shown knowledge and performance skills throughout the work place. The assessor only has a limited amount of time to spend with each candidate so using this assessment method allows others to contribute in the assessment process. Witness Testimonies can provide useful information to the assessor but only when the source is valid and reliable. Evidence provided by the witness should be fair, reliable, valid and appropriate to standards and criteria of the specific qualification. The evidence should be signed and dated by the witness and if felt appropriate the assessor should communicate with the witness to confirm authenticity. A copy of the witness testimony should be placed into each candidate’s profile. This is to ensure that if an internal verifier was to check then all the information and evidence will be present. The information provided by the witness testimony should never be used upon solely to make an assessment decision. The assessor should use the information gathered as a guide to help inform them in making the correct assessment decision. A witness testimony can be conducted by a colleague to the client who does a similar role or who has experience or perhaps more appropriately a supervisor or manager could do this for the assessor. Whoever does it, they need to witness the learner doing their job. The assessor will have to work out who is the most suitable & willing witness as well as ensuring that they are available to do the testimony...
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...demand that the leader spend more time figuring out what to do next and how best to do it to add value to the corporation and the stakeholders. Problem solving is a core capability required to realize these opportunities. Leadership can be seen as a process of identifying opportunities and solving problems. Some problems are important; some are not important. Some problems are easy to define; others are complex. Some problems are easy to solve; others are difficult. Some are solved alone; many are solved with others, often under tremendous political and organizational pressures. Sometimes there is a problem; sometimes there is not a problem. All problem solving and solution development methods follow a process that may be adapted by the user and to the particular scenario or situation. As human beings, we tend to look to preserve the status quo and see the world as it has been. We look for patterns or approaches that have been successful in the past. These approaches have helped to make us successful. At the same time, they have limited our success by limiting our creativity, our ways of thinking, and, therefore, our solutions and actions. The shifts in the nature and structure of organizations and of work are leading to the need for new approaches for leaders to use to identify opportunities and address issues through fast-cycle, creative,...
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