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    \vspace{-2pt}\large{\bf{\textcolor{DarkBackground}{\textrm{Accountability Cheat Sheet}}}} \\
    \normalsize{by \textcolor{DarkBackground}{Charlotterowlands} via \textcolor{DarkBackground}{\uline{cheatography.com/37563/cs/11801/}}}
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  \mymulticolumn{2}{p{5.377cm}}{\bf\textcolor{white}{Cheatographer}}  \\
  \vspace{-2pt}Charlotterowlands \\
  \uline{cheatography.com/charlotterowlands} \\
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  \mymulticolumn{1}{p{5.377cm}}{\bf\textcolor{white}{Cheat Sheet}}  \\
   \vspace{-2pt}Published 16th May, 2017.\\
   Updated 16th May, 2017.\\
   Page {\thepage} of \pageref{LastPage}.
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  Measure your website readability!\\
  www.readability-score.com
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\mymulticolumn{1}{x{5.377cm}}{controlled balamce of power} \tn 
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% Row 4
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\mymulticolumn{1}{x{5.377cm}}{Corporate Governance code}  \tn 
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{UK Corporate governance code.}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{reponsibility of the board for corporate governance} \tn 
% Row Count 2 (+ 2)
% Row 1
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\mymulticolumn{1}{x{5.377cm}}{companies must report how they have used the principles of the code} \tn 
% Row Count 4 (+ 2)
% Row 2
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\mymulticolumn{1}{x{5.377cm}}{confirm they have complied with it} \tn 
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% Row 3
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\mymulticolumn{1}{x{5.377cm}}{statement of compliance should be reviewed by auditors before publication. \newline Financial Reporting Council 2016}  \tn 
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Leadership & effectivnes \tn 
% Row Count 1 (+ 1)
% Row 1
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accountability & \seqsplit{remuneration} \tn 
% Row Count 2 (+ 1)
% Row 2
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\mymulticolumn{2}{x{5.377cm}}{relationships with stakeholder} \tn 
% Row Count 3 (+ 1)
% Row 3
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Financial Reporting Council & 2016 \tn 
% Row Count 4 (+ 1)
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\mymulticolumn{2}{x{5.377cm}}{Good governance standard for the public services, (2004) \newline this code set out  looks at the public services ensuring that the organisations are achieving what they are meant to do as well as the aims and objectives set out by the organisation in regards to the public and is ethical, Effective and Efficient.}  \tn 
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\mymulticolumn{1}{x{5.377cm}}{corporate governance is the structure put in place to ensure companies are clear about are their accountability to the public and are making sure that they are responsible for actions used by the companies.% Row Count 5 (+ 5)
} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Solomon (2010) defines corporate governance as " the system of checks and balances, both internal and external to companies, which ensure that companies discharge their accountability to all their stakeholders and act in a socially responsible way in all areas of their business activity".}  \tn 
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% Row 1
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\mymulticolumn{1}{x{5.377cm}}{"A focus on the key purpose of the organisation to deliver safe and effective \newline % Row Count 2 (+ 2)
services and to meet the broad range of stakeholder needs; \newline % Row Count 4 (+ 2)
• Internal control matters; \newline % Row Count 5 (+ 1)
• The maintenance of proper accounting records; and \newline % Row Count 7 (+ 2)
• Reviewing the overall assurance mechanism of the organisation, both clinical \newline % Row Count 9 (+ 2)
and non-clinical. \newline % Row Count 10 (+ 1)
There are two key areas on which the Audit Committee should provide assurance to \newline % Row Count 12 (+ 2)
the Board: \newline % Row Count 13 (+ 1)
• On the organisation's assurance system; and \newline % Row Count 14 (+ 1)
• On the public disclosure statements that flow from the assurance processes, \newline % Row Count 16 (+ 2)
including the Annual Governance Statement3 and the Annual Quality \newline % Row Count 18 (+ 2)
Statement \newline % Row Count 19 (+ 1)
The system of assurance is appropriate for the organisation; \newline % Row Count 21 (+ 2)
• Processes to seek and provide assurance are robust and relevant; \newline % Row Count 23 (+ 2)
• The controls in place are sound and complete; \newline % Row Count 24 (+ 1)
• Assurances are reliable and of good quality; and \newline % Row Count 26 (+ 2)
• Assurances are based on reliable, accurate and timely information and data"% Row Count 28 (+ 2)
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% Row 1
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% Row 2
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\mymulticolumn{1}{x{5.377cm}}{role and resposnsibilities of governing body, comettie and senior management overseen.} \tn 
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% Row 3
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\mymulticolumn{1}{x{5.377cm}}{competencies of aabvove reveiwed regulary} \tn 
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% Row 4
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% Row 5
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% Row 6
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% Row 8
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% Row Count 10 (+ 1)
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selflesnes & integrity \tn 
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% Row 1
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objectivity & Accountability \tn 
% Row Count 2 (+ 1)
% Row 2
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openess & Honesty \tn 
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% Row 3
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Economic, Eviromental and Efficeint & Challange , Consult, compare, compete and collabouration \tn 
% Row Count 3 (+ 3)
% Row 1
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Value for money & Best value \tn 
% Row Count 4 (+ 1)
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\mymulticolumn{2}{x{5.377cm}}{Coombs and Jenkins (2002) \newline value for money example \newline Police equipped with body-worn cameras receive 93\% fewer complaints from the public, according to a new study that suggests the technology helps to cool down potentially volatile encounters. the Guardian Galye 2016}  \tn 
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{the Cadbury report 1992}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{System for direction and control.} \tn 
% Row Count 1 (+ 1)
% Row 1
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\mymulticolumn{1}{x{5.377cm}}{shareholders appoint directors and auditors for company, and ensure they are satisfied.} \tn 
% Row Count 3 (+ 2)
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\mymulticolumn{1}{x{5.377cm}}{Financial Reporting Council (FRC)  \newline London Stock Exchange 1 December 1992}  \tn 
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% Row Count 1 (+ 1)
% Row 1
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% Row Count 2 (+ 1)
% Row 2
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% Row Count 3 (+ 1)
% Row 3
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% Row Count 4 (+ 1)
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\mymulticolumn{1}{x{5.377cm}}{board are subject to laws and regulations. \newline responsible to share holders in general meeting.}  \tn 
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{performance management}}  \tn
% Row 0
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financial planning and budgeting & project planning \tn 
% Row Count 2 (+ 2)
% Row 1
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people management & risk management \tn 
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\mymulticolumn{2}{x{5.377cm}}{management process supported by IT improve management strategy and decision making within the organisation to achieve this they have to take into consideration  defining startigic objectives measuring performance/ analyzing performance  reporting and reviews as well as aligning people and culture.}  \tn 
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% Row 1
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% Row 2
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% Row Count 3 (+ 1)
% Row 3
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\mymulticolumn{1}{x{5.377cm}}{not purely a financial exercise} \tn 
% Row Count 4 (+ 1)
% Row 4
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\mymulticolumn{1}{x{5.377cm}}{increasing priority to quality and customer satisfication} \tn 
% Row Count 6 (+ 2)
% Row 5
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\mymulticolumn{1}{x{5.377cm}}{what is good performance, cost reduction, quality enhancement, or both} \tn 
% Row Count 8 (+ 2)
% Row 6
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\mymulticolumn{1}{x{5.377cm}}{who is it intended for.} \tn 
% Row Count 9 (+ 1)
% Row 7
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% Row 8
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\mymulticolumn{1}{x{5.377cm}}{how to provide a meaningful picture of overall performance- without data overload.} \tn 
% Row Count 12 (+ 2)
% Row 9
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\mymulticolumn{1}{x{5.377cm}}{how to include scope and comparison for improvement.} \tn 
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{CFO}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{"The CFO in a public service organisation is a key member of the Leadership Team, helping it to develop and implement strategy and to resource and deliver the organisation's strategic objectives sustainably and in the public interest"} \tn 
% Row Count 5 (+ 5)
% Row 1
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\mymulticolumn{1}{x{5.377cm}}{"The CFO in a public service organisation must be actively involved in, and able to bring influence to bear on, all material business decisions to ensure immediate and longer term implications, opportunities and risks are fully considered, and alignment with the organisation's overall financial strategy"} \tn 
% Row Count 12 (+ 7)
% Row 2
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\mymulticolumn{1}{x{5.377cm}}{"The CFO in a public service organisation must lead the promotion and delivery  by the whole organisation of good financial management so that public money  is safeguarded at all times and used appropriately, economically, efficiently,  and effectively."} \tn 
% Row Count 18 (+ 6)
% Row 3
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\mymulticolumn{1}{x{5.377cm}}{"The CFO in a public service organisation must lead and direct a finance function that is resourced to be fit for purpose."} \tn 
% Row Count 21 (+ 3)
% Row 4
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\mymulticolumn{1}{x{5.377cm}}{"The CFO in a public service organisation must be professionally qualified and suitably experienced"} \tn 
% Row Count 23 (+ 2)
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\mymulticolumn{1}{x{5.377cm}}{Cipfa (2011)}  \tn 
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{accountability}}  \tn
% Row 0
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\mymulticolumn{2}{x{5.377cm}}{} \tn 
% Row Count 0 (+ 0)
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\mymulticolumn{2}{x{5.377cm}}{Accountability means ensuring that officials in public, private and voluntary sector organisations are answerable for their actions and that there is redress when duties and commitments are not met.}  \tn 
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{CFO}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{"The CFO occupies a critical position in any organisation, holding the financial reins of the business and ensuring that resources are used wisely to secure positive results. While the global financial crisis and economic downturn \newline % Row Count 5 (+ 5)
have made these tasks even more challenging, they have also underlined the fundamental importance of the role. Achieving value for money and securing \newline % Row Count 8 (+ 3)
stewardship are key components of the CFO's role in public service organisations, a duty enshrined in legislation for the CFO in local government. In order to support CFOs in the fulfilment of their duties \newline % Row Count 13 (+ 5)
and to ensure that local authorities have access to effective financial advice at the highest level, CIPFA is introducing a 'comply or explain' requirement in the annual statement of accounts."% Row Count 17 (+ 4)
} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Cipfa 2011}  \tn 
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{the good governance standard for public services.}}  \tn
% Row 0
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\mymulticolumn{1}{x{5.377cm}}{Focusing on organisations purpose and outcomes for public} \tn 
% Row Count 2 (+ 2)
% Row 1
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\mymulticolumn{1}{x{5.377cm}}{clear defined functions and roles being capable carried out.} \tn 
% Row Count 4 (+ 2)
% Row 2
\SetRowColor{LightBackground}
\mymulticolumn{1}{x{5.377cm}}{Developing capacity and capability of governing body.} \tn 
% Row Count 6 (+ 2)
% Row 3
\SetRowColor{white}
\mymulticolumn{1}{x{5.377cm}}{promoting values and demonstrating good governance to the company through how there achievements.} \tn 
% Row Count 8 (+ 2)
% Row 4
\SetRowColor{LightBackground}
\mymulticolumn{1}{x{5.377cm}}{having transparent and informed decision making and managing risk.} \tn 
% Row Count 10 (+ 2)
% Row 5
\SetRowColor{white}
\mymulticolumn{1}{x{5.377cm}}{interaction with the stakeholders as well as showing the accountability.} \tn 
% Row Count 12 (+ 2)
\hhline{>{\arrayrulecolor{DarkBackground}}-}
\SetRowColor{LightBackground}
\mymulticolumn{1}{x{5.377cm}}{Cipfa 2004}  \tn 
\hhline{>{\arrayrulecolor{DarkBackground}}-}
\end{tabularx}
\par\addvspace{1.3em}

\begin{tabularx}{5.377cm}{x{2.33919 cm} x{2.63781 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Audit committee}}  \tn
% Row 0
\SetRowColor{LightBackground}
integrity of financial statements & review financial controls \tn 
% Row Count 2 (+ 2)
% Row 1
\SetRowColor{white}
review risk management systems & monitor and review the effectiveness of internal audit function \tn 
% Row Count 5 (+ 3)
% Row 2
\SetRowColor{LightBackground}
make external audit recommendations. & review and monitor external auditers independence \tn 
% Row Count 8 (+ 3)
% Row 3
\SetRowColor{white}
\mymulticolumn{2}{x{5.377cm}}{aloows staff to make there concerns heard about the financial functions and reports.} \tn 
% Row Count 10 (+ 2)
% Row 4
\SetRowColor{LightBackground}
\mymulticolumn{2}{x{5.377cm}}{NHS Wales Audit Committee Handbook (June 2012).} \tn 
% Row Count 11 (+ 1)
\hhline{>{\arrayrulecolor{DarkBackground}}--}
\end{tabularx}
\par\addvspace{1.3em}


% That's all folks
\end{multicols*}

\end{document}