= Admissions – 56‚000‚ Consultations = 45% of all admissions and Surgical procedure(s) performed = 75% of all admissions. 5.) Additional transcriptionists = 1.1 Page 196: 17-4: Systems Flowchart 1.) Page 207: 18-1: Cost Planning 1.) For utilities‚ medical and office supplies‚ filing system‚ etc. 2.) FIXED: rent‚ insurance‚ insurance VARIABLE: support staff (if paid hourly and hours per week vary)‚ medical and office supplies. 3.)
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The proposed reorganization of the structure in the General Ledger department creates an opportunity for a Supervisory role in which the ideal candidate will perform supervisory duties over three staff. Millie Whon is a Senior Accountant‚ Job Code #1003 (Grade 21)‚ and it’s my pleasure to provide this recommendation to promote her to Supervisor I‚ Job Code #1256 (Grade 21) effective 1/1/2017. Millie Whon has worked in the Finance and Accounting department as a Senior Accountant since July 30‚
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infrastructure and buildings project; hence hold excellent knowledge of construction work. STRENGTH: I am a highly hardworking and motivated individual who possess a strong flair of interaction with client‚ contractors‚ sub-contractors and project staff. I have impressive interpersonal‚ communication and time management skills and I am willing to contribute and support the project team towards success. WORK EXPERIENCE: More than 2 years List of organizations & projects * Junior
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of herself with her funding request. Understandable‚ the city needed the additional help after the trauma of 9/11 but requesting that money for the next year should have been more thoroughly considered. A temporary grant should not be budgeted as permanent funding because the organizational infrastructure can change within the given year. I think‚ overall‚ the Magnolia was running smoothly and I wouldn’t have done anything differently except for the budgeting request. I might have also not have
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has recently communicated to the project team that they have a separate customer service add-on that they would like to offer to integrate into the current project plan. This customer service module is priced at $25‚000 and is estimated to add an additional four weeks of integration time to the total conversion project plan. The project is currently tracking on schedule
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the RRC Operations office in particular between Monique Ricard and Brian Coffey. Brian’s work habits are poor and are becoming a detriment to office workflow. Now Monique must decide what to do with the employee whether to discharge‚ request a transfer or request a continuation of his probationary period. The problems that Monique is facing with Brian include tardy assignments and lack of discipline in terms of punctuality around the office. He is continually handing in assignments either right
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concerns regarding the clients’ health and wellbeing. On occasion I am also required to contact GP’s if a client becomes unwell I may also have to talk with other specialists‚ alcohol and drug services in order to make referrals on behalf of or at the request of the client. In addition to these I am from time to time required to attend Multi-Disciplinary Meetings to discuss how support has had an effect on the service user and weather the support is the right support. I also maintain good communication
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1. The ULOs who receive it and send to CEU. 2. Receipt clerk that checks that forms are complete. 3. Coding staff – set up a unique identifier for the application‚ encodes the data in the system. 4. Senior secretary that assigns the application to the next available checker. 5. Checker assesses the application. Half of the time‚ there is a need for additional information or data‚ and this must be conveyed to the secretary. 6. Secretary sends a query to the ULO 7. ULO secures
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This will include ensuring staff receive equal treatment regardless of ethnic origin‚ gender‚ disability‚ sexual orientation‚ age‚ religion or belief. • We recognise that the diversity of our staff benefits the organisation – we aim to have a workforce that is reflective of‚ and knowledgeable about the communities in which we work. • We will seek to treat patients to the highest possible standards and according to their individual need. It is the responsibility of all staff to support this commitment
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exceptions‚ including the implications‚ both quantitative and qualitative‚ of those exceptions; (c) the evidence provided by other procedures; and (d) whether additional evidence is needed. If the combined evidence provided by the confirmations‚ alternative procedures‚ and other procedures is not sufficient‚ the auditor should request additional confirmations or extend other tests‚ such as tests of details or analytical procedures. (AU 330) Paragraph .09 of section 326‚ Audit Evidence‚ states that
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