risk and technology ca assignment

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TPS Risk & Technology

The TPS Risk & Technology (RT) course is the only fully online, self-directed TPS course on the CA Qualification.

Students will learn – through online, self-directed learning – vital new skills such as preparing, discussing and analysing large datasets and considering risk management.

Key themes of the course include:

• Business risks and risk monitoring
• Risk-management strategy
• Technology risk
• Data analysis and visualisation
• New and disruptive technologies
• IT strategy
• Computational thinking

What makes RT different to the other TPS subjects?

Risk & Technology differs from the other TPS subjects in a number of ways:

• Taught via flexible bitesize learning
• Unique, fully online approach
• Co-developed with CA ANZ to share expertise
• Students will be equipped with an online Candidate Study Guide (CSG) which will be supplemented by e-learns, case studies, quizzes and video resources
• Using the study resources provided, Risk & Technology learning will be brought to life by use of real-world examples

How is RT assessed?

There is  no final examination for Risk & Technology. This subject will be assessed through continual assessment, with incrementally rising stakes throughout (see diagram below).

Assessments are representative of real-life situations and Students will be required to respond to specific business scenarios.

Some key points to note about each assessment are as follows:

Assessment 1

• Students are issued a case study and resources in advance
• Assessment 1 comprises a series of 10 objective test questions (sat on demand)
• Assessment 1 focuses on the risk elements of the RT course
• Attempted after you've completed the first three days of learning

Assessment 2

• Students are required to produce a written report
• Assessment 2 features risk with elements of technology
• There will be fixed assessment release and submission dates for each RT diet
• Attempted after you've completed the first six days of learning

Assessment 3

• Students are required to produce a written report (including appendices and data dashboard)
• Assessment 3 includes all areas of the RT course
• Attempted after you've completed all eight days of learning

The A1, A2 and A3 submission dates can be found in the RT Planner.

You don’t need to enrol in RT assessments. You’ll be automatically enrolled in Assessments 2 and 3 when you’ve submitted the previous assessment.

Important notice: All students registered to sit Risk & Technology must submit all three assessments during the same RT diet . If you do not submit all three assessments in the same RT diet, the assessments submitted will be void and you will be required to sit all three assessments in another diet.

Modular students should be given 8 days leave as a minimum and Block students should be given 3 days minimum.

What is the pass mark?

To pass Risk & Technology:

• 50% must be achieved (combined between Assessment 1, 2 and 3)
• If 50% is not achieved, all three assessments must be retaken in a separate diet

Dates for the June, August and December RT courses are included in the RT Planner .

RT general guidance

An  RT General Guidance document has been created for students, which includes information about learning resources and assessments.

Where you have completed the class and become exam-eligible for any old syllabus TPS subject, you are not required to sit RT, provided you pass all the remaining TPS subjects no later than the exam diet to December 2023 .

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ACCG8225 – CA - Risk and Technology

2023 – session 1, in person-scheduled-weekday, north ryde, general information.

Important Academic Dates

Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates

Learning Outcomes

On successful completion of this unit, you will be able to:

• ULO1: Recommend risk management strategies to address financial and non-financial risks affecting an organisation.
• ULO2: Evaluate and communicate the results of data analysis, presented in a range of formats, to provide relevant information for decision making.
• ULO3: Identify and evaluate existing and emerging technology solutions and contribute to an IT strategy to meet business objectives and strategy.
• ULO4: Apply the principles of computational thinking to generate solutions to authentic business problems.

Assessment Tasks

Ca - online assessment activity – 10%.

Assessment Type 1 : Case study/analysis Indicative Time on Task 2 : 15 hours Due: 26 April - See My Capability Learn for details Weighting: 10%

Candidates will review a case study scenario relating to the management of risk and respond to questions in an online assessment activity.

• Recommend risk management strategies to address financial and non-financial risks affecting an organisation.

CA - Written assignment – 20%

Assessment Type 1 : Case study/analysis Indicative Time on Task 2 : 20 hours Due: 8 May - See My Capability Learn for details Weighting: 20%

Online case activity and written case activity

Candidates will review a case study relating to risk (including technology risk) faced by an organisation.

Candidates will submit a written assignment concerning the risk faced.

• Identify and evaluate existing and emerging technology solutions and contribute to an IT strategy to meet business objectives and strategy.

CA - Written assignment – 40%

Assessment Type 1 : Case study/analysis Indicative Time on Task 2 : 30 hours Due: 31 May - See My Capability Learn for details Weighting: 40% This is a hurdle assessment task (see assessment policy for more information on hurdle assessment tasks)

Written submission

Candidates will analyse initial briefs, information and data in a case study about the adoption of an existing or emerging technology and related risks.

Candidates will then complete a written assignment concerning the adoption of the new or existing technology in the case study.

All CA assessments need to be completed and final assessment/subject must be passed to pass the unit.

• Evaluate and communicate the results of data analysis, presented in a range of formats, to provide relevant information for decision making.
• Apply the principles of computational thinking to generate solutions to authentic business problems.

MQ Final Exam – 30%

Assessment Type 1 : Examination Indicative Time on Task 2 : 20 hours Due: Refer to iLearn Weighting: 30%

The students are expected to sit for MQ final examination.

1 If you need help with your assignment, please contact:

• the academic teaching staff in your unit for guidance in understanding or completing this type of assessment
• the Writing Centre for academic skills support.

2 Indicative time-on-task is an estimate of the time required for completion of the assessment task and is subject to individual variation

Delivery and Resources

Unit schedule, policies and procedures.

Macquarie University policies and procedures are accessible from Policy Central  ( https://policies.mq.edu.au ). Students should be aware of the following policies in particular with regard to Learning and Teaching:

• Academic Appeals Policy
• Academic Integrity Policy
• Academic Progression Policy
• Assessment Policy
• Fitness to Practice Procedure
• Assessment Procedure
• Complaints Resolution Procedure for Students and Members of the Public
• Special Consideration Policy

Students seeking more policy resources can visit Student Policies  ( https://students.mq.edu.au/support/study/policies ). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.

To find other policies relating to Teaching and Learning, visit Policy Central  ( https://policies.mq.edu.au ) and use the search tool .

Student Code of Conduct

Macquarie University students have a responsibility to be familiar with the Student Code of Conduct:  https://students.mq.edu.au/admin/other-resources/student-conduct

Results published on platform other than eStudent , (eg. iLearn, Coursera etc.) or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent . For more information visit ask.mq.edu.au or if you are a Global MBA student contact [email protected]

Academic Integrity

At Macquarie, we believe academic integrity – honesty, respect, trust, responsibility, fairness and courage – is at the core of learning, teaching and research. We recognise that meeting the expectations required to complete your assessments can be challenging. So, we offer you a range of resources and services to help you reach your potential, including free online writing and maths support , academic skills development and wellbeing consultations .

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Macquarie University provides a range of support services for students. For details, visit  http://students.mq.edu.au/support/

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The Writing Centre  provides resources to develop your English language proficiency, academic writing, and communication skills.

• Chat with a WriteWISE peer writing leader
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Macquarie University offers a range of Student Support Services including:

• Accessibility and disability support  with study
• Mental health  support
• Safety support  to respond to bullying, harassment, sexual harassment and sexual assault
• Social support including information about finances, tenancy and legal issues
• Student Advocacy provides independent advice on MQ policies, procedures, and processes

Student Enquiries

Got a question? Ask us via AskMQ , or contact Service Connect .

For help with University computer systems and technology, visit  http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/ . 

When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy . The policy applies to all who connect to the MQ network including students.

Unit information based on version 2023.03 of the Handbook

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Risk and Technology

Course code.

Qualifications are made up of courses. Some universities call these papers. Each course is numbered using six digits.

The fourth number of the course code shows the level of the course. For example, in course 219206, the fourth number is a 2, so it is a 200-level course (usually studied in the second year of full-time study).

Each course is worth a number of credits. You combine courses (credits) to meet the total number of credits needed for your qualification.

Course planning information

Course notes.

This course is taught outside standard semester dates. Enrolment in this course is restricted to students admitted to the Master of Professional Accountancy (CA) or Postgraduate Professional Accountancy (CA) specialisation. Reliable broadband internet connection is required to watch educational videos, access research and reading materials, complete online assessments, participate in discussion forums, chat groups, and virtual classes with other students, and complete learning activities.

To pass the subject a student must: • complete all assessments parts

Expected prior learning

It is assumed that students have an understanding of finance, management accounting, statistical analysis, and information technology.

Prerequisite courses

You need to complete the above course or courses before moving onto this one.

General progression requirements

Learning outcomes.

What you will learn. Knowledge, skills and attitudes you’ll be able to show as a result of successfully finishing this course.

• 1 Recommend risk management strategies to address financial and non- financial risks affecting an organization.
• 2 Evaluate and communicate the results of data analyses, presented in a range of formats, to provide relevant information for decision making.
• 3 Identify and evaluate existing and emerging technology solutions and contribute to an IT strategy to meet business objectives and strategy.
• 4 Apply the principles of computational thinking to generate solutions to authentic business problems.

Learning outcomes can change before the start of the semester you are studying the course in.

Assessments

Assessment weightings can change up to the start of the semester the course is delivered in.

You may need to take more assessments depending on where, how, and when you choose to take this course.

Explanation of assessment types

Textbooks needed.

There are no set texts for this course.

Get more information

Ask an Academic Adviser for more information about this course.

Enrol in this course

You can enrol to study this course in the student portal if you have already been accepted to study at Massey. New students need to apply for admission to a qualification first.

If you want to study a course without completing a qualification, you can apply for a Certificate of Proficiency .

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CFIA 2025 Framework: Building for the future

On this page

Building on a solid foundation, guiding principles: trusted partnerships and global leader, agile regulations, intelligent oversight, enabled workforce, stakeholder empowerment, strengthening our future.

Today's regulatory environment exists in a world that is rapidly changing. Technology, innovation and global trading patterns continue to pose challenges to food safety and the protection of Canada's animals and plant resources. To ensure the Canadian Food Inspection Agency (CFIA) can effectively deliver its mandate, the CFIA has to remain agile and be able to face new threats quickly and effectively. By seeking out innovative approaches and leveraging new technology, we can look to news ways of working for the future that include better, more responsive programs and services that give our global trading partners confidence in the safety and quality of Canada's agriculture, fisheries and forestry products.

As unprecedented global events have shown, the CFIA must continue to embrace uncertainty, learn through experimentation, expand partnerships, remove barriers, and explore new technology and tools. This will ensure that, even in times of crisis, the agency can continue to keep food safe, safeguard the health of plants and animals, and do its part to ensure the Canadian economy can continue to thrive despite any challenges that may arise.

The year 2020 saw tremendous growth and innovation in response to COVID-19. Manufacturing in Canada was able to pivot to re-inforce the supply chain with things such as personal protective equipment and hand sanitizer. Innovation in the rapid development of testing for COVID-19 and research for vaccine development demonstrate the shift in science and ability of Canada to compete on the global stage.

Staff, where possible, shifted to working remotely. Front line staff continued to deliver critical services in food safety, plant and animal health areas. Tools such as our Comparative Risk Model Footnote  1 became a cornerstone in our prioritization of activities as the CFIA addressed capacity needs from coast to coast to coast.

Today, the CFIA continues to highlight digitization efforts by increasing information technology (IT) capacity and providing employees with the tools and resources they need to adapt to a digital way of working.

Because the ability to adapt and respond to new risks and rapid changes to our environment is crucial to our future success, the CFIA is revamping its "Responding to Today, Building for the Future" (RTBF) framework to "CFIA 2025: Building for the future" framework. This allows us to refocus on our priorities with a plan of action that addresses our current realities as we move forward.

CFIA 2025 is part of the process of continual improvement and learning from our successes and challenges. It's about making necessary adjustments based on what worked and what hasn't, so we can continue to be effective at delivering on our mandate.

With the introduction of CFIA 2025 comes the removal of the digital-first tools and services area of focus found in the original RTBF. This change was necessary as the CFIA looks to further emphasize thinking digitally in all areas of employee work by including this in each of the new areas of focus and guiding principles mentioned below.

As we look to the future, CFIA 2025 will continue the work of RTBF by outlining 2 overarching guiding principles:

• trusted partnerships
• global leader

Under trusted partnerships, the CFIA will share in the responsibility of safeguarding Canada's food, plant and animal resources through defined roles and open and transparent information sharing. The CFIA will continue to act as a global leader, pushing the frontier of food safety and animal and plant health that encourages a globally competitive industry and removes roadblocks to market innovation.

The Canadian food, animal and plant supply chains are built on trusted relationships and strong negotiations. This remains the underpinning for our activities as a regulator. Government commitments to grow the economy and international trade continue to put pressure on the agency to remain agile and respond to the changing and growing landscape.

Much like RTBF, CFIA 2025 outlines priorities – or areas of focus – for the agency. The 4 updated areas address a future state that furthers our transformation efforts while protecting Canadians and supporting industry.

The 4 areas of focus are:

• agile regulations
• intelligent oversight
• enabled workforce
• stakeholder empowerment

Whether it's called modernization, transformation or evolution, change is a must. It is important to look at how to enable our workforce, how to partner with industry and the international community, and how to serve Canadians. Adapting to the 4 new areas of focus to further our transformation efforts will allow just that.

Moving forward, the CFIA's core focus will continue to build trusted partnerships and promote a reputation as a global leader. The CFIA will protect Canadians and support industry through its agile regulations, intelligent oversight, and stakeholder empowerment. By working with stakeholders on an even greater preventive approach, the CFIA is enabling its workforce to safeguard Canada's plant and animal health, protect consumers from food safety risks and maintain a world class food safety system.

The CFIA continues to develop and deploy more digital services through its ongoing investments in modernizing its applications and increasing the availability of self-service through My CFIA , the agency's trusted portal to access CFIA services. It is also advancing work to make more and more permissions available online such as select pre-market approvals, import permits and export certificates. These shifts will allow regulated parties to request services in a more streamlined and modern way.

Areas of focus

The focus of RTBF's modern regulatory toolkit was to provide outcome-based regulations and new compliance tools that focused on plant and animal health and food safety. This allowed industry to innovate and the agency to adapt in response to emerging risks. CFIA 2025 expands on these concepts with the first of 4 main areas of focus: agile regulations.

Under agile regulations, the CFIA will create an environment where regulations remain dynamic, transparent and responsive, allowing businesses to act on new opportunities and become more competitive. This will ensure the CFIA's role of enforcement continues as a predictive and preventive regulator, allowing regulated parties to embrace innovations while keeping their products safe for Canadians.

An agile regulatory environment will also allow the CFIA to be flexible. Agility when delivering critical services that protect food safety, animal health, plant health and market access through ministerial exemptions for interprovincial trade of meat, labelling regulations, etc. was highlighted during the COVID-19 pandemic. As technology advances, and industry's requirements evolve, the CFIA will be better positioned to respond to change if and when required.

Canada is one of the world's leaders in the production of safe food and the protection of plant and animal health. Our employees are experts in their fields and work every day to positively impact the lives of Canadians and shape our country's future.

As the world continues to transform, we see digital and data driven technology facilitating the seamless circulation and exchange of information and services with short wait times and little human interaction. To keep pace and remain effective in this new reality, the CFIA must explore and embrace new technology and make better use of internal CFIA information as well as externally generated information to develop relevant and useful intelligence. This will better position us to predict, detect, prevent and respond to potential and real time problems in food safety and plant and animal health.

CFIA 2025 will continue to position the agency as a global leader by looking at novel ways to make use of new scientific methods, technologies and partnerships to identify and mitigate risk, protect Canadians and support industry. It will also give our employees access to state of the art technologies and provide them opportunities to share important research and developments with the world.

Under CFIA 2025, the agency will continue to work diligently to identify risks, based on the latest science, data analysis and intelligence methods. The intelligence created will help to allocate resources and invest in tools where they will have the greatest impact.

The agency's employees are at the core of the great work performed at the CFIA each and every day. In today's fast-paced environment, it is imperative that they have access to the tools, information and support they need when they need it. Much like RTBF's consistent and efficient inspections, CFIA 2025 recognizes enabled workforce as a key area of focus.

Under CFIA 2025, it is recognized that employees are looking to have efficient tools and technology so they can continue to serve our stakeholders effectively. For this reason, the CFIA will continue to replace ageing and outdated technology, develop interconnected and nimble processes and networks, tap into collaborative environments that foster experimentation and innovation, and offer flexible ways to access both ongoing learning and mandatory training.

The agency must continue to build a diverse and inclusive workforce, which is central to removing barriers, improving efficiency, enhancing teamwork and encouraging creativity.

CFIA 2025 acknowledges that a diverse workforce translates to innovative ideas and new ways of addressing the challenges and opportunities we face each day. It recognizes the need to support its diverse workforce to ensure employees remain healthy, engaged, and productive.

While employees are responsible for their own health, the workplace must play a positive role in helping them manage their physical and psychological health and safety. This includes fostering a culture of transparency, inclusivity and trust that promotes growth and development and optimizes the health and well-being of employees.

Lastly, the agency will continue exploring opportunities for an enabled and agile workforce that is not constrained by geographical barriers while continuing to adapt to an increasingly flexible work environment.

The online world is becoming an increasingly important space for CFIA stakeholders.Rapid growth of online services, web-based applications and mobile communications are revolutionizing how businesses and individuals interact with the world around them. This raises expectations for end-to-end digital services and easy-to-find, easy-to-understand government information.

In the previous RTBF framework, the digital-first tools and services priority recognized the importance of equipping stakeholders with a full range of electronic services and information to comply with regulations. It also focused on providing employees with the necessary tools to carry out their work effectively and efficiently. This meant the launch of My CFIA, an online tool which gives both staff and stakeholders access to an increasing number of services, such as licenses, permits and certificates.

Advancing digital tools and services will remain key for the agency under CFIA 2025's stakeholder empowerment. Feedback from consultations with stakeholders and the public will help inform the development of new on-line information and service offerings to ensure their changing needs are met. This will improve the design and sustainability of our current networks and systems, such as My CFIA, by focusing on improved speed and usability for external audiences, positioning both industry and the agency for the future.

The CFIA will also continue to expand its online services, delivering them in a more integrated manner. The agency will collaborate with other government departments and international partners to improve efficiency so that industry can be competitive at home and on the international stage.

Recently, public servants across the country took part in refining the ongoing journey of public service renewal. This culminated in Beyond2020, a refreshed framework with a focus on mindsets and behaviours. While Beyond2020 is about all public servants, CFIA 2025 represents our corporate vision and our priorities as an agency to keep moving forward in the spirit of Beyond2020. Both CFIA 2025 and Beyond2020 ask for us to be agile, as individuals and as an agency, and to respond to a rapidly changing environment with flexibility.

These initiatives aim to equip and enable us through training, efficient and effective processes and innovative tools. They count on us to embrace the diversity, experience and perspectives of our colleagues to ensure a healthy workplace built on inclusivity and respect. When we engage our colleagues, stakeholders, and partners, we are able to better understand and respond to their needs and include their perspectives when making decisions and developing new tools.

Recognizing the need for the ability to adapt and respond to new risks is imperative to building a future for the agency. The agency's goal must be continuous improvement.

CFIA 2025 looks to new ways of working for the future – both for the agency and for stakeholders. It will allow the CFIA to take steps to include better, more responsive programs and services that ultimately protect the safety of our food, plant and animal resources. As we position ourselves for the future, we will incorporate modern approaches and invest in technology, innovation, and a highly skilled workforce.

The agency will also continue to evolve as a global leader as it continues to actively pursue fairness in trade practices, influence international standards and enhance regulatory cooperation with foreign governments.

The CFIA is committed to ongoing communication and engagement with our internal and external stakeholders on key initiatives. We will continue to highlight the important work performed by our dedicated employees in various ways, including on-line through CFIA's Chronicle 360 as well as social media platforms. Together with you, the agency can positively impact the lives of Canadians and shape our country's future, each and every day.