Honey the Hamster

Learn all from A to Z about accounting in this quiz. As you learn more in the field of accounting, the need for proper revision also increases. The following quiz is designed to help you pass the accounting tests that are getting closer and closer. Try it and all the best while tackling the Mega Accounting Quiz! Purchases Returns and provisions are deducted from net purchases. Reports revenue and “Other sales and profits” in the revenue section of the income statement. .

The FWD may result in the settlement of the currency exchange, which would involve a transfer or payment of the money to an account. There are times when a clearing contract is concluded that would be concluded at the current exchange rate. However, the clearing of the futures contract leads to the settlement of the net difference between the two exchange rates of the contracts. An FRA leads to the settlement of the cash difference between the interest rate differences of the two contracts. (1) Question and answer rates are applied on a modified basis of direct total cost of ownership (MTDC). (2) The question and answer rates apply to all salaries and wages and related benefits, excluding all professors and students, plus 10% on the basis of non-staff fund charges. The rates approved in these agreements are for grants, contracts and other agreements with the federal government, subject to the terms of section 111. A borrower could enter into a forward rate agreement for the purpose of setting an interest rate if they believe interest rates could rise in the future. In other words, a borrower may want to set their borrowing costs today by entering a FRA. The cash difference between the FRA and the reference interest rate or the variable interest rate shall be settled on the value date or settlement date. The UW negotiates question-and-answer rates with its cognitive agency – the Department of Health and Human Services (DHHS), Division of Cost Allocation (DCA), San Francisco office. Tariffs are developed and negotiated approximately every four to six years.

Eight specific rates are negotiated: Forward rate contracts (FRAs) are over-the-counter contracts between the parties that determine the interest rate to be paid at an agreed time in the future. A FRA is an agreement to exchange an interest obligation for a nominal amount. The FRA determines the tariffs to be used as well as the date of termination and the nominal value. FRA are settled in cash with the payment based on the net difference between the contract interest rate and the market variable interest rate, called the reference rate. The nominal amount is not exchanged, but a cash amount based on exchange rate differences and the nominal value of the contract. Because it is not practical to account for these costs separately, M&A costs are usually not charged directly with sponsored rewards. On the FCAP website on M&A costs with direct billing, you will find cases where Q&A fees can be charged directly with a sponsored price. For other sponsorship activities funded by federal sponsors, MIT will propose and charge the MTDC de minimis rate of 10%, unless another amount is allowed under federal conditions (e.g. B NIH training grants). DLCs are not required to fund overhead shortfalls related to premiums that receive the de minimis rate. Attach the following letter to your proposal instead of the collective agreement. MIT`s fiscal year runs from July 1 to June 30.

Click on the fiscal year corresponding to the applicable collective agreement. FRA are very liquid and can be settled in the market, but there will be a cash flow difference between the FRA rate and the prevailing market rate. The phrase Q&A is the mechanism used to reimburse the UW for the cost of infrastructure support related to sponsored research and other sponsored projects. The question and answer rate is essentially an overhead rate. It is calculated as a percentage of the overhead costs that may be associated and allocated to sponsored research and other activities, divided by the direct costs of funded research and other activities. To collect questions and answers, the UW adds the question and answer rate to invoices or other billing tools submitted to sponsors. With a view to Q&A negotiations, each campus submits a proposal that calculates its total research costs (direct and indirect) in a given year. Then, these costs are compared to the total amount of all direct costs of the research funded in the same year to arrive at a proposed rate on that campus. This proposal will be reviewed by the federal government and negotiated up to a final rate.

The final negotiated rate then applies to all new grants and contracts on that campus, unless they are limited by law, regulation or other agency rules, for the next three to five years until the next collective Q&A bargain. The Facilities and Administrative Rates Agreement (question and answer rates), often referred to as indirect costs, covers the portion of the costs that supports sponsored projects but is not directly charged to sponsored funds. The ancillary benefit rate is included in the current agreement. Forward rate agreements usually involve two parties exchanging a fixed interest rate for a variable rate. The party that pays the fixed interest rate is called the borrower, while the party that receives the variable interest rate is called the lender. The agreement on forward rates could have a maximum duration of five years. Although the UW negotiates the M&A rates, not all sponsors reimburse the UW at the negotiated Q&A rates. Read GIM 13 for more information on how Q&A rates apply to sponsored rewards. *Off-campus definition (price agreement documents): For all activities carried out in facilities that are not owned by the institution and to which rent is allocated directly to the projects, the off-campus rate applies. Grants or contracts are not subject to more than one M&A cost rate. If more than 50% of a project is carried out off-campus, the off-campus rate applies to the entire project.

At this point, MIT does not have a government-negotiated question-and-answer rate for activities that are not classified as organized research, such as. B teaching and other sponsored activities. For more information, see Classification of sponsored projects. Since MIT has never had such a rate, OMB`s Uniform Guidance (UG) allows us to calculate a de minimis M&A rate of 10% MTDC for other sponsored activities funded by federal premiums. The UG also stipulates that the rate must be used uniformly for all federal allocations until a federal rate for such activity has been negotiated. Company A enters into a FRA with Company B, where Company A receives a fixed interest rate of 5% on a nominal amount of $1 million per year. In return, Company B receives the one-year LIBOR rate on the principal amount set over three years. The contract is paid in cash in a payment made at the beginning of the term period, discounted by an amount calculated from the rate of the contract and the duration of the contract. There are three separately negotiated federal rates: University Area, Harvard Medical School, and Harvard T.H. Chan School of Public Health. Below are links to the question and answer rates of the three regions and the latest official documents of the Federal Tariff Agreement.

When we work with non-federal research proponents, we try to apply our federally negotiated rates because UC views the application of these rates as an approximation of full cost recovery. .

Despite its wide use, the 5 Ps are criticized because they oversimplify a person`s presentation and have no theoretical basis. There are arguments that the 5 Ps formulation simply lists different factors rather than taking into account the theoretical links between them, which helps to conceptualize an individual`s difficulties in more detail. There are restrictions on the five ps framework for formulating and intervening with clients` substance use and abuse. First and foremost, it should be noted that this particular framework has not been empirically tested with customer substance use and abuse. However, as noted earlier, case formulations have been used in various client concerns (Chadwick et al., 2003; Ingram, 2012; Persons et al., 2013). Another possible limitation is that the five Ps may not be particularly beneficial for substance use and abuse, where there is clinical evidence of a SUD that contains significant withdrawal symptoms. The client`s substance use and abuse at this level may require medical stabilization and detoxification before using the Five Ps. In addition, there may be customers who simply do not want or cannot address some or most of the dimensions of the five Ps. In addition, clients such as Dax, who are required to participate in a substance consultation, may have service plans that are not consistent with the Five Ps framework. Despite these limitations, there may be several potential areas of investigation. headspace recommends a formulation framework with the five Ps, as follows: However, some believe that the 5Ps are a “biopsychosocial” formulation. While this sounds like a pseudo-scientific term from a cheesy 1980s sci-fi movie, it actually only means that the wording takes into account three themes of factors that contribute to a person`s difficulties: Given variations in substances, extent of use, functional impairment, simultaneous onset with other mental disorders, and the differences inherent in clients, an idiographically sound framework seems to be particularly suitable for this population.

The five Ps allow consultants to evaluate and intervene at the same time. It allows the individualization of the client, the use of a variety of strategies, continuous evaluation and, if necessary, changes. In addition, the five Ps help clients and advisors explore the relationships between each factor and the issue at hand. This framework is idiographic in nature, as it examines clients individually and holistically (Marquis & Holden, 2008). The formulation of idiographic cases can be useful for complicated cases, for example, clients. B who use and abuse substances (Haynes et al., 1997). It is systematic and at the same time allows flexibility and creativity. It can be used on an outpatient basis, in hospital and hospital settings and possibly as part of a follow-up program.

Whew. so, that`s it! A very complete formulation that tries to understand the motivations of one of the most popular and complex villains in cinema. We know that Darth Vader was consumed for years by the dark side of the Force and committed terrible acts as part of the leadership of the Empire. As our favorite little green Jedi once said, a formulation framework can help understand the broader context for the young person. Perpetuation factors are likely to have had the strongest influence on Anakin. There was such a wide range of things that supported his current difficulties, which meant that he was unable to use his protective factors to mitigate his challenges. There is often some overlap between “presentation factors” and “immortalization factors,” but to maintain the factors, we look at things that maintain current difficulties, such as thought patterns or behaviors that lead to negative consequences. To organize them a little more clearly, I organized them into CBT categories of “thoughts and emotions,” “physiology,” “behavior,” and “environment.” This is the same as what was used in the situational formulation in my previous article. We can think of these types of situation cycles when we describe the perpetuation factors (e.B.

Vicious circles of thoughts/feelings/behaviours). The “5 Ps” are the titles of the five different sections of this formulation under which the information is organized. The following definitions are based on Johnson and Dallos (2014). Aldao, A. & Nolen-Hoeksema, S. (2013). One-on-many: capturing the use of multiple emotion regulation strategies in response to an emotion-inducing stimulus. Cognition and Emotion, 27(4), 753-760 doi.org/10.1080/02699931.2012.739998 American Psychiatric Association. (2013). Diagnostic and Statistical Manual of Mental Disorders (5th edition). Bacon, M. (Eds.).

(2019). Family Therapy and treatment of substance use disorders: the family business model. Routledge. Bahorik, A. L., Satre, D. D., Kline-Simon, A. H., Weisner, C.M., & Campbell, C. I. (2017).

Alcohol, cannabis and opioid use disorders and the burden of illness in an integrated health system. Journal of Addiction Medicine, 11(1), 3-9 doi.org/10.1097/ADM.0000000000000260 Belenko, S., Hiller, M. & Hamilton, L. (2013). Treatment of substance use disorders in the criminal justice system. Current Psychiatric Reports, 15(11), 2-11 doi.org/10.1007/s11920-013-0414-z Bush, D.M. & Lipari, R. N. (April 16, 2015). CBHSQ Report: Substance Use and Substance Use Disorders by Industry.

www.ncbi.nlm.nih.gov/books/NBK343542 Centers for Disease Control and Prevention. (2018, August 31). Annual monitoring report on drug-related risks and outcomes. www.cdc.gov/drugoverdose/pdf/pubs/2018-cdc-drug-surveillance-report.pdf Chadwick, P., Williams, C., & Mackenzie, J. (2003). Influence of case formulation in cognitive behavioral therapy in psychosis. Behavioral and Research Therapy, 41(6), 671–680. doi.org/10.1016/S0005-7967(02)00033-5 Chiesa, A., & Serretti, A.

(2014). Are mindfulness-based interventions effective for substance use disorders? A systematic review of the evidence. Substance Use and Abuse, 49(5), 492-512. doi.org/10.3109/10826084.2013.770027 Compton, W.M., Gfroerer, J., Conway, K. P. & Finger, M.S. (2014). Unemployment and substantial results in the United States 2002-2010. Drug and Alcohol Abuse, 142(1), 350-353. doi.org/10.1016/j.drugalcdep.2014.06.012 Day, A.M., Kahler, C.

W., Ahern, D.C., & Clark, USA (2015). Executive Functioning in Alcohol Consumption Studies: A Brief Overview of the Evaluation Findings and Challenges. Current Drug Abuse Reviews, 8(1), 26–40 www.ncbi.nlm.nih.gov/pmc/articles/PMC4638323/pdf/nihms734766.pdf shazer, 1985. The key to the solution in a short therapy. ==External links==* Dick, D.M. & Agrawal, A. (2008). The genetics of alcohol and other drug dependence. Alcohol Research Current Reviews, 31(2), 111-118.

www.ncbi.nlm.nih.gov/pmc/articles/PMC3860452/ Easden, M. H. & Kazantzis, N. (2018). Research on Case Conceptualization in Cognitive Behavioral Therapy: A State of science Review. Journal of Clinical Psychology, 74(3), 356-384. doi.org/10.1002/jclp.22516 Etoom, Y. & Ratnapalan, S. (2014). Assessment of children with heart murmurs. Clinical Pediatrics, 53(2), 111-117 doi.org/10.1177/0009922813488653 Garland, E.L., Froeliger, B., & Howard, M.O. (2014).

Mindfulness training targets the mechanisms of neurocognitive dependence at the attention-evaluation-emotion interface. Frontiers in Psychiatry, 4(173), 1–15 doi.org/10.3389/fpsyt.2013.00173 Han, B., Hedden, S. L., Lipari, R., Copello, E. A. P. & Kroutil, L.A. (2015). Receiving Services for Behavioral Health: Results from the 2014 National Survey of Drug Use and Health. Drug abuse and management of mental health services.

www.samhsa.gov/data/sites/default/files/NSDUH-DR-FRR3-2014/NSDUH-DR-FRR3-2014/NSDUH-DR-FRR3-2014.htm Harris, R. (2019). Simplified ACT (2nd ed.). New warning sign. Haynes, S. N., Leisen, M.B., & Blaine, D. D. (1997). Design of individualized behavioral treatment programs using functional analytical clinical case models. Psychologische Bewertung, 9(4), 334–348. www.apa.org/pubs/journals/pas/index Henkel, D. (2011).

Unemployment and drug addiction: a review of the literature (1990-2010). Current Drug Abuse Reviews, 4(1), 4–27 doi.org/10.2174/1874473711104010004 Humphreys, K., Wing, S., McCarty, D., Chappel, J., Gallant, L., Haberle, B., Horvath, A. T., Kaskutas, L. A., Kirk, T., Kivlahan, D., Laudet, A., McCrady, B. S., McLellan, A. T., Morganstern, J., Townsend, M., & Weiss, R. (2004). Self-Help Organizations for Alcohol and Drug Problems: Towards Evidence-Based Practice and Policy.

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The National Disability Insurance Scheme (NDIS) is a government-run program aimed at improving the lives of people with disabilities. The NDIS provides funding and support to individuals with disabilities, enabling them to live independently and achieve their goals.

As part of this program, participants and the NDIS must agree on a plan to provide the best possible support. This agreement is known as the NDIS Heads of Agreement. In this article, we`ll take a closer look at what the NDIS Heads of Agreement is, its purpose, and how it works.

What is the NDIS Heads of Agreement?

The NDIS Heads of Agreement is a document that outlines the legal obligations and responsibilities of both the NDIS and the participant under the NDIS. This agreement is a critical part of the planning process, as it sets out the expectations and goals of both parties.

The NDIS Heads of Agreement is not a legally binding document. Instead, it serves as a guide to ensure that the participant and the NDIS are on the same page regarding the support required and the funding available. The agreement outlines the support and services that the NDIS will fund and the participant`s responsibilities in managing the funding.

The goal of the NDIS Heads of Agreement is to establish a clear understanding of the support that will be provided and ensure that the participant is empowered to make decisions about their care and support.

What`s included in the NDIS Heads of Agreement?

The NDIS Heads of Agreement outlines the responsibilities of both the NDIS and the participant in the following areas:

1. Funding: The agreement outlines the funding that the NDIS will provide to support the participant, including the types of services and support that the NDIS will pay for.

2. Goals: The agreement establishes the goals of the participant and the support required to achieve those goals.

3. Plan management: The agreement outlines the participant`s responsibilities for managing their plan, including the hiring of service providers and the management of the funding.

4. Reviews: The agreement discusses the review process and how changes to the plan will be managed.

5. Obligations: The agreement outlines the obligations of both the participant and the NDIS under the scheme.

How does the NDIS Heads of Agreement work?

The NDIS Heads of Agreement is completed as part of the planning process for NDIS participants. Once the agreement is in place, the NDIS will allocate funding and support to the participant based on the goals and support outlined in the agreement.

The participant is responsible for managing their plan, including the hiring of service providers and the management of the funding. The NDIS will review the plan periodically to ensure that the participant is receiving the appropriate support and that the goals of the plan are being met.

Final thoughts

The NDIS Heads of Agreement is a critical document that establishes the goals and responsibilities of both the NDIS and the participant. This agreement is a critical part of the planning process, as it ensures that the participant receives the appropriate support and is empowered to make decisions about their care and support.

As a professional, it`s essential to understand the significance of the NDIS Heads of Agreement as a document that has a direct impact on the lives of people with disabilities. By highlighting its importance and explaining it in simple terms, we can ensure that this critical document is well understood by all those who need it.

Regulations in Agreement: Ensuring Your Contract is Legally Binding

When entering into a business agreement or contract, it is essential to ensure that the terms are legally binding and enforceable. This is where regulations in agreement come in. These are a set of guidelines that help ensure that contracts are properly executed and recognized by law. In this article, we will discuss the various steps involved in creating a legally binding agreement.

1. Proper Identification of the Parties Involved

In any agreement, it is essential to identify the parties involved. This means that the contract should clearly state the names and addresses of both parties. It may also require official identification of the individuals signing the agreement. This helps prevent any confusion with respect to the parties involved and ensures that both parties are legally recognized.

2. Specifying the Terms and Conditions of the Agreement

The terms and conditions of the agreement should be clearly stated in the contract. This should include the scope of work, payment terms, delivery timelines, and any other relevant details. These terms should be clearly defined to prevent any ambiguity in the future.

3. Consideration and Obligation

Both parties must agree to exchange something of value in their agreement. This exchange of value is known as consideration, and it is required for a contract to be legally binding. In addition, both parties should be obligated to carry out the terms of the agreement.

4. Ensuring the Agreement is in Writing

A written contract is preferable over an oral agreement, although some oral agreements can still be enforceable. A written agreement can be used as evidence in case of any disputes that may arise in the future. It should be signed and dated by all parties involved to demonstrate their agreement.

5. Proper Execution of the Agreement

Once the terms and conditions of the agreement are specified, both parties must sign the contract. It is important to ensure that all parties sign the agreement in the right order and in the presence of a witness or a notary public. This helps to prove that the contract was signed by the parties involved and that the signatures are valid.

6. Review and Approval by a Legal Expert

It is always advisable to review the agreement with a legal expert before signing it. This helps to ensure that the terms and conditions of the agreement are legal and valid. A legal expert can advise on any loopholes or ambiguous terms that may need to be clarified before the contract is signed.

In conclusion, regulations in agreement play a crucial role in ensuring that business agreements and contracts are legally binding. By following the guidelines outlined above, you can be confident that your agreement is legally recognized and enforceable. It is also prudent to keep a copy of the contract in a safe place, as it may be required as evidence in case of any disputes that may arise in the future.

I`m sorry, but I cannot generate an article on “the contraction of the dash pulls the bones during” as this does not provide a clear context or topic to write about. Please provide further details or a specific topic to focus on.

Distributor agreements are a critical part of any business relationship between a manufacturer and a distributor. These agreements outline the terms and conditions of the relationship, including the rights and responsibilities of both parties. However, sometimes circumstances may arise that make it necessary for one party to cancel the agreement. In this article, we will discuss distributor agreement cancellation and the important factors to consider.

Firstly, it is essential to understand that distributor agreements are legally binding contracts. This means that cancelling an agreement is not as simple as just deciding to end the relationship. There are several legal and practical considerations that both the manufacturer and the distributor need to keep in mind.

One of the most important factors to consider is the reason for the cancellation. If the manufacturer decides to end the agreement because of the distributor`s breach of contract, such as a failure to meet sales targets or violation of exclusive territory rights, then the manufacturer may have legal grounds to terminate the agreement. However, if the reason for termination is due to a change in business strategy or a decision to move in a new direction, then the manufacturer may need to negotiate a settlement with the distributor.

Another critical factor to consider is the notice period. Distributor agreements typically include a notice period, which is the amount of time that either party must give the other before terminating the agreement. The notice period can be anywhere from a few weeks to several months, depending on the length and complexity of the agreement. It is essential to adhere to the notice period stated in the agreement. Failure to do so can result in legal action against the party that breaches the agreement.

When cancelling a distributor agreement, it is also essential to consider any outstanding orders or payments. If the distributor has placed an order for products that the manufacturer has not yet fulfilled, then the manufacturer may need to honour that order or provide a refund. Similarly, if the distributor owes the manufacturer any outstanding payments, then the manufacturer may need to collect those payments before terminating the agreement.

In conclusion, cancelling a distributor agreement is a complex process that requires careful consideration and planning. Both the manufacturer and the distributor need to be aware of their legal obligations and adhere to the terms of the agreement. By doing so, both parties can ensure a smooth and amicable termination of the business relationship.