...MEMORANDUM To: Headmaster, Acting Board of directors and Members Of the Audit Committee From: Ronald Anson, Athletic Director Date: 3/15/2015 ------------------------------------------------- Subject: Self-Audit of Title IX in Athletic Program Broadwater Academy PURPOSE AND AUTHORITY The Headmaster and Board of Directors want to be proactive, they would like the athletic department to conduct a Title IX audit. This audit is to ensure the Broadwater Academy is in compliance with all Title IX criteria for athletics. SCOPE AND METHODOLGY To help understand why this audit is being conducted, it is necessary to have some history: “The original legislation, Title IX of the Educational Amendments of 1972, 20 U.S.C 1681 et seq., is a Federal statute that was signed into law by President Richard Nixon on June 23, 1972.” (NIAAA, 2011) “Title IX regulations provide that: No person shall on the basis of sex, be excluded from participation in, be denied the benefits of, be treated differently from another person, or otherwise be discriminated against in any interscholastic, intercollegiate, club or intramural athletics offered by a recipient, and no recipient shall provide such athletics separately on such basis.” (Justice) Justice, T. U. (n.d.). http://www.justice.gov/crt/about/cor/coord/ixlegal.php. Retrieved from Title IX Legal manual: http://www.justice.gov/crt/about/cor/coord/ixlegal.php NIAAA. (2011). Leadership Training LTC 506 Legal Issues II;...
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...School of Administrative Studies Faculty of Liberal Arts and Professional Studies York University Fall 2013 Course Outline AP/ADMS 4552 3.0 Section A and B Information Systems Audit Term: Fall 2013 COURSE: AP/ADMS 4552 3.0 Sections A and B Information Systems Audit Schedule First day of class: Section A: Wednesday, September 11, 2013 11:30 AM – 2:30 PM, Location: HNE 030 Section B: Thursday, September 12, 2013 7:00 PM – 10:00 PM, Location: HNE 032 REQUIRED COURSE TEXT/READINGS: • Hall, James A., (2011), Information Technology Auditing, 3e, Mason: South-Western Cengage Learning (Referred to as “IT Audit Text” in the Readings List for each class) • Additional material as listed in the course outline. This includes articles referenced by links, readings from books that were required for prerequisite courses, cases and assignment details posted on our web site. • CICA Assurance Handbook, as available online from York University library, (referred to as “Handbook” in the Readings List for each class). Selected readings are from: [Note this book is available on reserve at the business library in the Schulich building if you do not have a copy.] • Arens, A., R. J. Elder, M. S. Beasley and I. B. Splettstoesser-Hogeterp. 2011. Auditing: The Art and Science of Assurance Engagements, Canadian 11th Edition, Pearson Prentice Hall: Toronto. (Referred to as “Audit Text” in the Readings List) References for the 12th Canadian...
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...Introduction a. Audit Environment Student organizations, just like any other organizations have basic financial needs necessary for them to operate and perform their functions. These financial needs are being provided by the members and the school (also referred to as the stakeholders), and it is the responsibility of each organization to make good use of available financial resources. As this financial responsibility of organizations to their stakeholders arises, they are required to establish a system of control that will ensure the integrity of all financial transactions. This financial integrity should then be completely and accurately captured in all financial records and reported periodically to the stakeholders. In essence, the system will be the organizations’ first line of defense against error, fraud, negligence, or dishonesty in arriving at the financial information. This system is aptly called the organizations’ internal control. However, it is not enough that organizations utilize their own internal control. There is a need to examine or review critically and systematically the organizations’ reports, documents, records, financial policies, and controls for the purpose of arriving at an objective conclusion regarding their accuracy, completeness, and reliability. This is called the external audit. Both the internal control and the external audit comprise the audit environment. There are five key players in an organization’s audit environment: the President...
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...Audit in Latvia Latvia has created a decentralised internal audit system, i.e. own internal audit system is established within each ministry, directly subordinated to the head of the institution and directly reporting him on the audit results. To ensure appropriate work of the internal audit units, the Government of Latvia approved the Regulations Nr. 342 "On the Internal Audit" on 5 October, 1999, that stipulate the obligations and tasks of internal audit units and heads of institutions in the field of internal auditing and internal control system. To facilitate the independence of the internal audit, the Internal Auditing Council was established in accordance with the Cabinet of Ministers' regulations Nr. 346 "Statutes of the Internal Audit Council" approved on 5 October, 1999. The members of the Council were appointed on 9 August 2000 by the Cabinet of Ministers (Decree Nr. 401). The Council consists of five members, including representatives from the state institutions, public organisations, scientific and vocational educational institutions as well as business associations possessing knowledge and experience in the field of internal audit. The Internal Audit Council is a co-ordinating institution. Its aim is to co-ordinate the implementation of the internal audit system and the unified state policy in order to improve and make more efficient and rational the operation of the public administration institutions. In accordance with the recommendations of DG-AUDIT...
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...” with an exposure draft expected to be issued by June. These proposals are intended to make the audit report more useful, and to better communicate the role of auditors. Auditors’ boilerplate, essentially pass/fail, reports reveal little of the fine-grained understanding they gain about the inner workings of their clients, including internal controls, accounting policies, disclosure and governance. The IAASB proposes to replace the current three-paragraph standard by a new four-page report that will add two new elements: an opinion about management’s use of the going concern assumption and an auditor commentary. The rationale for this five- or six-fold expansion under the proposal is that the commentary should help users better understand the audited financial statements and the audit. A sample report in the proposal includes comments on litigation, goodwill, financial instruments, and audit strategy for verifying revenue, receivables and cash receipts, the entity’s internal control over these items, involvement of other auditors, responsibilities of management and responsibilities of the auditor. Repeated burials do not seem to prevent some bad ideas for audit regulation from being resurrected periodically. Auditor opinion on the going concern and financial viability of a company is one of these zombies. The going concern assumption already undergirds a clean audit report,...
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.... . . . . . . . . 1 Introduction: Why Civil Society Groups Need to Track and Monitor Budget Spending . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Chapter 1: Overview of the Budget Cycle . . . . . . . . . . . . . . . . . . . . . . . . 6 Chapter 2: Why Government Expenditures Can Deviate from the Annual Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 PART II The Budget Execution Process . . . . . . . . . . . . . . . . . . 13 Chapter 3: The Budget Execution Process . . . . . . . . . . . . . . . . . . . . . . 14 Chapter 4: Case Studies on Successful Civil Society Initiatives to Monitor Budget Execution . . . . . . . . . . . . . . . . . . . . . . . . . 21 1: MKSS Undertakes Social Audits in India . . . . . . . . . . . .21 2: CSCQBE Carries Out Public Expenditure Tracking Surveys in Malawi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Chapter 5: Other Successful Initiatives in Monitoring Budget Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39 PART III The Procurement Process . . . . . . . . . . . . . . . . . . . . . . 45 Chapter 6: The Procurement Process . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Chapter 7: Case Studies on Successful Civil Society Initiatives to Monitor Procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 1: PWI Specializes in Monitoring Public Procurement in the Philippines . . . . . . . . . . . . . . . ....
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...University of New England Compliance Management Framework and Procedures Document data: | Document type: | Framework and Procedures | Administering entity: | Audit and Risk Directorate | Records management system number: | D12/50959 | Date approved: | 4th October 2012 | Approved by: | Vice-Chancellor | Indicative time for review: | Maximum 2 years from approval date | Responsibility for review: | Audit and Risk Directorate | Related policies or other documents: | Compliance Policy | | Risk Management Policy and Guidelines | | Code of Conduct | | Records Management Policy | | AS3806- 2006 Compliance programs | Staff contact for advice: | Legal Counsel and Executive Director of GovernanceDirector Audit and Risk | Revision history: | | * Table of Contents Section 1 : Compliance Management Framework 4 1. Purpose 4 2. Scope 4 3. Compliance Management Introduction 4 4. The Policy 7 5. Risk Management 7 6. Compliance Management Process 8 7. Responsibility and Accountability Structure 9 7.1 Overview 9 7.2 Council 9 7.3 Vice-Chancellor and CEO 10 7.4 Executive Management 10 7.5 Managers 11 7.6 Audit and Risk Directorate (ARD) 11 7.7 Employees 12 8. Reporting Responsibilities 12 8.1 Annual Reporting 12 8.2 Obligations Register 12 8.3 Breach reporting and management 13 8.4 External Reporting Requirements 13 9. Annual Compliance Management Calender 14 Section 2 : Compliance...
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...Office of the New York State Comptroller Division of Local Government and School Accountability LOCAL GOVERNMENT M ANAGEMENT GUIDE Management’s Responsibility for Internal Controls Thomas P. DiNapoli State Comptroller For additional copies of this report contact: Division of Local Government and School Accountability 110 State Street, 12th floor Albany, New York 12236 Tel: (518) 474- 4037 Fax: (518) 486- 6479 or email us: localgov@osc.state.ny.us www.osc.state.ny.us October 2010 Table of Contents Who’s Responsible.............................................................................................................. 2 The Origin - Committee of Sponsoring Organizations ......................................................... 4 Integrated Internal Control Framework - The Big Picture ..................................................... 5 The Five Essential Elements of the Internal Control Framework ........................................... 6 Limitations of Internal Controls ..........................................................................................15 The Impact of Information Technology ...............................................................................16 The Role of Internal Auditors and Audit Committees ..........................................................17 Conclusion ....................................................................................................................... 20 Additional Resources...
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...As an Educational Administrator use the ‘POSDCORDE’ management principle in your organization and show its effectiveness in outcomes or output produced. The acronym POSDCORB (E) has been used in all schools and other organizations all over the world. It is a management technique that has been accepted by all managers and administrators in both the public and private secondary schools in Mauritius. However, some administrators are not making effective use of the management principles and this has a negative effect on the performance of students. In order, to achieve better results in the 21st century which is characterized as a technological world, administrative quality in terms of competent leaders are required. I work for a fee-paying school which is the Institue. The Institute has opened its doors 10 years back with less than 50 students, but the rector was not discouraged and today the school population is over 300. The Institute is known for its discipline as this is not the case in other state secondary schools. Moreover, teachers are asked to give special attention to weak students in order to make them pass the exams. The Rector does apply the acronym POSDCORB (E), but does not make the maximum use of it, and this affects the results at the end of the year. The acronym POSDCORB (E) can be stated below where: P= PLANNING O=ORGANISING S=STAFFING D=DIRECTING C=COORDINATION R= REPORTING B= BUDGETING E=EVALUATION PLANNING “Planning bridges the gap from where...
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... Disbursements Payroll/Personnel Accounts Payable Travel Human Resources Purchasing Contacts for Guidance Internal Audit: Role of Internal Audit Areas Frequently Evaluated by Internal Audit CAMPUS PHILOSOPHY ON FISCAL RESPONSIBILITY (Shared Responsibility for Maintaining Internal Controls) Every individual within the University has some role in effecting internal control, including each employee, manager, and supervisor, department head, dean, director, senior executive, President and Curator. Roles vary with responsibility. Managers are ultimately responsible for the appropriate use and control of the funds entrusted to them. Management is accountable to the Board of Curators, which provides governance, guidance and oversight, and is also at times accountable to the IRS and funding agencies of federal, state and private grants and contracts. (See Business Policy and Procedure Manual Section 2:001). KEY CONCEPTS OF INTERNAL CONTROL • Internal control is a process. It is a means to an end, not an end in itself. The goal is reliable financial reporting, effective and efficient operations, and compliance with laws and regulations. • Internal control is affected by people. It's not merely policy manuals and forms, but people's actions at every level of the...
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...public or private. One essential assurance engagement a CPA performs is an audit of financial statements. Audits of financial statements play a vital role in the business industry. An auditor can reasonably assure investors, lenders, management, and stakeholders that the financial statements are free from material misstatement and accurately reflect the accounting of the entity for that period of time. However, an auditor cannot provide an absolute assurance due to the inherent limitations of an audit. Generally, an audit includes the following steps: overall audit planning, assess control risk, perform tests of controls, perform substantive tests of account balances, and finally complete the audit (Kerr, Elder and Arens). In the overall audit planning stage, the CPA has to obtain an understanding of the potential client’s business and establish if the CPA Firm and its associates are independent. These two steps must be done before the CPA Firm can decide to accept the audit engagement. There are many important factors, steps, issues, knowledge, just to name a few that go into an audit but this paper will focus on the issue of independence. One of the principles listed in the AICPA Professional Code of Conduct states that an auditor in public practice must be independent in appearance and fact (AICPA Standards). As stated previously, the initial step in the audit process is to perform overall audit planning. Within this first step the Firm and its associates have to decide...
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...Exam 1 Review Ch 1 Nature of Auditing: * Auditing is the accumulation and evaluation of evidence about information to determine and report on the degree of correspondence b/w the information and established criteria. * Auditing should be done by a competent, independent person. Information and Established Criteria: * To do an audit, there must be information in a verifiable form and some standards (criteria) by which the auditor can evaluate the information. Accumulating Evidence and Evaluating Evidence: * Evidence is any information used by the auditor to determine whether the information being audited is stated in accordance with the established criteria. Competent, Independent Person: * The auditor must be qualified to understand the criteria used and must be competent to know the types and amount of evidence to accumulate to reach the proper conclusion after the evidence has been examined. * The competence of the individual performing the audit is of little value if he or she is biased in the accumulation and evaluation of evidence. Reporting: * The final stage in the auditing process is preparing the Audit Report, which is the communication of the auditor’s findings to users. Distinguish b/t auditing and accounting: * Accounting is the recording, classifying, and summarizing of economic events for the purpose of providing financial information used in decision making. * Auditing is determining whether recorded information properly...
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...Should EEOC Audits be required for Gender Pay Equality for Employers with more than 100 Employees? The year 2012 statistics show that full-time employed women earned just 80.9% of the salaries of their male counterparts in the United States. The number for 2011 was 82%. The pay gap is now as wide as it has been since 2005, following on the heels of six years of progress. The figures look even worse for some workers. In management professions, men earn $1,328.00 each week while women earn $951.00– A 71.6% gap, for financial professions, it’s 74% and in legal occupations it is 53.7%, (Bureau of Labor Statistics. 2012). Based on this information, a man would make $100.00 compared with a woman making just $80.90... The financial services employed male would make $100.00 compared to only $74.00 for the female (based on Bureau of Labor Statistics)... Employers are not complying with the current EEOC laws as the pay gap is becoming wider, especially in some professions. The EEOC law should be changed to require them to conduct audits of employers with more than 100 employees, to assure compliance with the law. The Fair Labor Standards Act of 1938 was updated in 1963 when congress passed the Equal Pay Act, clearly stating that employers cannot discriminate on the basis of sex by paying wages for equal work less than wages paid to the opposite sex. The problem is that the EEOC who administers the law is a reactive rather than proactive body. They...
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...Social Audit: A Toolkit A Guide for Performance Improvement and Outcome Measurement CENTRE FOR GOOD GOVERNANCE Knowledge Technology People Social Audit: A Toolkit No part of this book may be reproduced in any form without permission in writing from the publisher, except by a reviewer or a research scholar who may quote brief passages in a review in a magazine or a newspaper or for research purposes as the case may be. Copyright CGG 2005 Printed and published by the Director General & Executive Director, Centre for Good Governance Dr MCR HRD IAP Campus, Road No. 25, Jubilee Hills, Hyderabad 500 033. 2 |||Social Audit: A Toolkit| |||||| |||||| |||||| ||Contents|||| |Preface|||| |List of abbreviations|||| SECTION – I. SOCIAL AUDIT EXPLAINED|7|| 1.|Introduction to Social Audit|9| 2.|Accountability Mechanisms: Cases from India|10|| 3.|Social Audit Vs Other Audits|13|| 4.|History of Social Audit|14|| 5.|Stakeholders and Social Audit|15|| 6.|Principles of Social Audit|17|| 7.|Uses and Functions of Social Audit|18|| 8.|Benefits of Social Auditing for Government Departments|19|| 9.|The Design and Methodology|20|| 10.|Social Audit for Government of Andhra Pradesh|21|| 11.|Good Governance and Social Audit|22|| 12.|Social Auditing and Performance Evaluation|24|| 13.|How does Social Audit work?|25|| 14.|Who can use Social Audit?|26|| 15.|Social Audit and Social Capital|27|| 16.|Designing...
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...Respected Sir/ Madam, After completing my Bachelors in Commerce (Honours) Degree from PGDAV College, University of Delhi, I cleared the IPCC exam (Both Groups) in 2011 and have given my CA Final in May 2015 and completed my articleship in September 2014. To demonstrate the required and relevant skills, I have included my work experience in the CV (attached) but here is a brief summary of my plausible contribution to your organisation, My experience in finance, audit and taxation field both technically and practically helped me to familiarise myself with the updated information about the market conditions and the recent reforms. It also equipped me with the skills and training needed to meet tight deadlines, the ability to display sound judgment when handling sensitive and confidential information, strong decision making and problem solving skills. I’m a dependable, self-motivated professional with tactical interpersonal skills and I sincerely believe I have the qualifications needed to become a valued member of your team. I would be proud to be associated with your organisation and would strive to help the company meet future goals. I am confident that an interview would be a great way to discuss this position further. My resume, enclosed herewith for your reference, contains additional information on my experience and skills. You can reach me on +91- 9953028279 or can email me at divyanijhara17@gmail.com Thank you for your time. Sincerely, Divya Nijhara ...
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