CPA Program

The practical experience

guide and logbook
If you require further information about the practical experience requirement, or would like to notify us of a change, please contact CPA Australia:
[email protected]
or contact your local office – details can be found on the inside back page of this guide.
Disclaimer
The material used in this booklet has been designed and prepared for CPA Australia’s practical experience requirement. It provides tailored guidance for mentors who are registered
in CPA Australia’s practical experience requirement. The booklet and contents should not be used for any other purpose.
CPA Australia, the publisher and the author of this booklet take no responsibility for any loss incurred by any person who relies on guidance offered in this booklet.
Legal notice
Copyright CPA Australia Ltd (ABN 64 008 392 452) (“CPA Australia”), 2010. All rights reserved.
Save and except for third party content, all content in these materials is owned by or licensed to CPA Australia. All trade marks, service marks and trade names are proprietory to
CPA Australia. For permission to reproduce any material, a request in writing is to be made to the Legal Business Unit, CPA Australia Ltd, 385 Bourke Street, Melbourne, Victoria 3000.
CPA Australia has used reasonable care and skill in compiling the content of this material. However, CPA Australia and the editors make no warranty as to the accuracy or
completeness of any information in these materials. No part of these materials are intended to be advice, whether legal or professional. Further, as laws change frequently, you are
advised to undertake your own research or to seek professional advice to keep abreast of any reforms and developments in the law.
To the extent permitted by applicable law, CPA Australia, its employees, agents and consultants exclude all liability for any loss or damage claims and expenses including but
not limited to legal costs, indirect special or consequential loss or damage (including but not limited to, negligence) arising out of the information in the materials. Where any law
prohibits the exclusion of such liability, CPA Australia limits its liability to the re-supply of the information.

ii
Contents

1 The practical experience requirement 1

Overview of the practical experience requirement 3
Introduction to the practical experience requirement 3
The practical experience requirement guide 4
Making it happen 5
Time requirements of the practical experience requirement 5
Structure of the practical experience requirement 5
Selecting sub-skills within the technical skill areas 6
Documenting the evidence 6
How to use the practical experience logbook 6
Confidentiality 6
Your mentor 7
The role of the mentor 7
Tips on maintaining a successful mentoring relationship 7
Things to do (and NOT to do) 7
Communication plan 8
What if the relationship doesn’t work? 8
Completing the practical experience requirement  9
Collecting workplace evidence 9
The practical experience testimonial 9
Claim the time 9
Time to advance 9
Useful information 10
Official start date 10
Recognition of prior experience 10
Working part-time 10
Withdrawing as a member of CPA Australia 10
Deferring the practical experience requirement 10
Practical experience audit 10
FAQs 11
Resources 12
My Online Learning 12
Practical experience requirement video interviews 12
Experience the PER 12
CPA Australia’s website 12
CPA Australia’s Library 12
The practical experience guide and logbook 13
A guide for mentors 13

iii
 2 Skill areas 15
Understanding the practical experience skill areas 17
Skill areas 17
Sub-skills 17
Relevant workplace evidence 18
Terminology used  18
Skill areas 19
3 Practical experience logbook 43
Using the practical experience logbook 45
Practical experience logbook 47
4 Forms 51
Summary of Practical Experience Requirement forms 53
CPA Australia offices 71

iv
CPA Program
1 The practical
experience
requirement

1
 This page left blank intentionally.

2
Overview of the practical
experience requirement

++ The leadership skills develop the ethical, governance,

This section contains:
planning and decision making skills you will require to
++ an introduction to the practical experience requirement; realise your potential as a leader.
++ information on the practical experience requirement guide. The PER is designed to align with the professional level of
the CPA Program (see Figure 1). Completion of the PER is

Introduction to the practical a rewarding experience for you, as the mentee, and your
mentor, both professionally and personally. You will receive
experience requirement support from your mentor through having access to his or
her expertise, skills and insights.
The three-year practical experience requirement (PER)
provides a competency framework for developing and The PER complies with IFAC’s International Educational
demonstrating practical workplace skills at a professional Standard Practical Experience Requirement (IES 5).
level in accounting and/or finance. Under the supervision of According to IFAC, completion of a structured practical
an eligible mentor, you will benefit from the knowledge and experience program will:
experience of established members of the profession while ++ enhance your understanding of organisations, of how
developing the skills, knowledge and values required of a CPA. business works and of work relationships;
The PER provides the opportunity to develop your technical, ++ enable you to relate accounting work to other business
business, personal effectiveness and leadership skills. functions and activities;
The combination of these different skills will assist you to
become a work-ready professional accountant and realise ++ develop your awareness of the environment in which
your potential as a future business leader. services are provided;

++ The technical skills develop the practical application of ++ develop the appropriate professional values, ethics and
your proficient expertise in accounting and finance. attitudes in practical and real-life situations; and

++ The business skills develop the skills expected of you as ++ provide you with the opportunity to work at progressively
a professional in a business environment. higher levels of responsibility (IES 5, para. 17).

++ The personal effectiveness skills develop the Importantly, completion of the PER allows you to meet
communication, interpersonal and self-management skills CPA Australia’s practical experience requirements for
required in the workplace. advancement to CPA status.

Figure 1: CPA Program pathways

program
Foundation Level. Professional Level. Choose two possible Electives.

F IT & Business Processes P Ethics & Governance E Advanced Taxation

F Economics & Markets P Strategic Management Accounting E Financial Risk Management

F Foundations of Accounting P Financial Reporting E Advanced Audit & Assurance

F Fundamentals of Business Law E1 Elective #1 E Contemporary Business Issues

F Business Finance E2 Elective #2

F Financial Accounting & Reporting P Global Strategy & Leadership

F Management Accounting P P P E1 E2 P
F Accounting Concepts & Principles

Professional Level

F F F F F F F F
Practical
Experience
Foundation Level Requirement
(PER)

3
The practical experience
requirement guide
This practical experience requirement (PER) guide includes:
++ details of the skills for which you must demonstrate
competence to meet the PER and examples of
workplace evidence that can be used to demonstrate
these skills;
++ a communication plan for you and your mentor;
++ a practical experience logbook to record your skills
achievement; and
++ useful resources to assist you through your time on
the PER.
Your mentor will receive a ‘Guide for mentors’, which
contains information on their role and responsibilities.

4
Making it happen

This time requirement can vary due to:

This section contains information on:
++ recognition of prior experience;
++ the time requirements of the practical experience
requirement; ++ part-time work, as you will be required to work the
equivalent of three years’ full-time;
++ the structure of the practical experience requirement;
++ a lack of exposure to relevant work in the fields of
++ selecting sub-skills within technical skill areas;
accounting, business or finance—that is, it may take
++ documenting the evidence; longer to develop skills and knowledge (e.g. if you are
++ how to use the practical experience logbook; and initially in a book keeping role);

++ confidentiality. ++ not following the correct ‘change of mentor’ policies; and

++ being audited and failing to meet the practical experience

Time requirements of the requirements.

practical experience requirement Time requirement calculations for the PER will commence
when CPA Australia receives a completed enrolment from you.
To satisfy the time requirements of the practical experience
requirement (PER), you must complete the full-time
equivalent of three years’ experience. Full-time is based
Structure of the practical
on 35 hours a week for 44 working weeks of the year. This experience requirement
allows a maximum eight weeks of leave per year, which is
To complete the PER, you must demonstrate 100 per cent
based on four weeks annual leave, two weeks of public
competence in these areas:
holidays and two weeks of sick leave per year.
++ technical skills;
Part-time work is calculated on a pro rata basis. The
formula to determine part-time experience is: 35 (full-time ++ business skills;
hours) divided by <part-time hours> = result. The result is
++ leadership skills; and
then multiplied by three years
++ personal effectiveness skills.
Each skill is made up of sub-skills. These sub-skills are the
individual components of a skill area in which you will need
to demonstrate competence (see Figure 2).

Figure 2: Practical experience requirement skill areas

Technical Personal Business Leadership

Skills Effectiveness Skills Skills
Skills
Mentees must provide Mentees must provide their Mentees must provide their Mentees must provide their
their mentor with workplace mentor with workplace mentor with workplace mentor with workplace
evidence for four sub-skills evidence for all four evidence for all four evidence for all four
which can be selected from sub-skills. sub-skills. sub-skills.
up to four different areas
The mentor uses the The mentor uses the The mentor uses the
of work.
evidence to assess the evidence to assess the evidence to assess the
The mentor uses the mentee's competence. mentee's competence. mentee's competence.
evidence to assess the
mentee's competence.

• Auditing • Self Awareness • Regulatory Environment • Ethics and Governance

• Financial Accounting • Building Relationships • Leveraging Technology • Diversity Consciousness
K

and Interpersonal Skills

OR

• Financial Planning • Domestic and Global • Planning and Innovative

W

• Financial Risk • Business Communication Business Context Thinking

OF

Management • Critical Analysis and • Business Analysis • Problem Solving

S
EA

• Insolvency Professional Judgement and Risk Management and Decision Making

AR

• Management Accounting
• Taxation

5
For the business, leadership and personal effectiveness 1 It must be valid—does it directly reflect what is in the
skill areas, you must demonstrate competence in all four practical experience logbook?
sub‑skills in each skill area.
2 It must be authentic—is it your own work?
For the technical skills, there are seven areas of work; each
3 It must be current—is it based on a skill you can
area of work has four sub-skills. You must demonstrate
still perform?
competence in four sub‑skills. They do not have to be all in
the same area of work. The four sub‑skills can be selected 4 There must be sufficient evidence to demonstrate
from different areas of work. attainment of the relevant workplace skill.
These criteria appear on the practical experience testimonial
Selecting sub-skills within the and your mentor must be able to confirm that your evidence
has met these criteria.
technical skill areas
Review the technical skills. There are seven areas of How to use the practical
work, and each contains four sub-skills.
4
experience logbook
The practical experience logbook will assist you to
Together with your mentor, consider which four technical document your workplace evidence and demonstrate skills
sub‑skills you will demonstrate competence. They can be to your mentor.
from four different areas of work based on your current You will need to:
work, relevance or particular interests. Think about tasks
you complete within your role, not your job title. Refer to 1 Choose the sub-skill for which you will collect workplace
the description of the sub‑skills to decide where your role evidence for.
fits in and which sub‑skills are achievable. 2 Present relevant workplace evidence to your mentor to
4 demonstrate competence.
3 Record the type of workplace evidence you presented to
If all of your practical experience has been in one area,
the mentor.
such as auditing, you should be able to demonstrate
competencies to satisfy all four of the auditing sub-skills. 4 Record your communication in your communication log.
OR 5 Arrange for your mentor to sign off your achievement
by signing and dating the sub-skill in your practical
Your practical experience may be in more than one area,
experience logbook.
if, for instance, you have had different roles or participated
in a graduate program. If this applies to you, you may Note: If you are selected for audit, you will need to submit
chose sub-skills from different areas of work. your logbook and communication log.

Documenting the evidence Confidentiality

Workplace evidence is the information you provide to your If your mentor is not a staff member at your workplace and
mentor that demonstrates your competence in an individual you feel that confidentiality may become an issue, you may
sub-skill. It does not have to be long or complex, and it can need to ‘black out’ any sensitive information or summarise
be a spreadsheet, a work plan or a timetable. The evidence the workplace evidence. The ‘Evidence of knowledge’
must demonstrate mastery of a particular sub-skill. The form, included in this guide, can be used to demonstrate
mentor makes the final judgement as to whether your up to 50 per cent of the technical skills to overcome
evidence meets the requirements. confidentiality issues.

To fulfil CPA Australia requirements, workplace evidence

must satisfy the following rules of evidence:

6
Your mentor

This section contains information on: Tips on maintaining a successful

++ the role of your mentor; mentoring relationship
++ tips on maintaining a successful mentoring relationship; The following tips are provided to help you maintain a
++ things to do (and not to do); successful relationship with your mentor:

++ a communication plan; ++ ensure that you maintain a professional relationship with

your mentor at all times;
++ what to do if the relationship doesn’t work?
++ meet or communicate regularly about your progress on
the PER;
The role of the mentor ++ schedule your meetings or communication ahead of time;
Your mentor will have a lot of knowledge and experience ++ be proactive in communicating with your mentor; and
to offer. If possible, it is preferable that your mentor is your
manager or direct supervisor. ++ use your mentor’s guidance and expertise when needed
to assist you in finding solutions to a problem.
Your mentor must have CPA/FCPA status or be a full
member of an IFAC membership body. A listing of such
bodies can be found at web.ifac.org/about/member-bodies. Things to do (and NOT to do)
The role of your mentor is to:
Do:
++ act as a sounding board and provider of information;
++ focus on what you want to achieve;
++ share knowledge and experiences with you;
++ take responsibility for the action plan;
++ sign off on demonstrated skills in the practical experience
++ share your experiences;
logbook;
++ ask for guidance;
++ sign the practical experience testimonial that states that
you have gained the skills required and that the evidence ++ stay in regular contact;
provided is valid, authentic, current and sufficient; ++ provide positive feedback;
++ guide you in collecting the most appropriate workplace ++ listen and learn;
evidence; and
++ be proactive and drive the relationship; and
++ not coach or tutor you for CPA Program studies.
++ approach your mentor when you need to.

Don’t:
++ do all the talking—listen to what your mentor has to say
or suggest;
++ ask your mentor to make decisions for you;
++ lose contact;
++ provide negative feedback;
++ wait for your mentor to make contact with you; and
++ ask your mentor for assistance with CPA Program studies.

7
Communication plan practical experience requirements, so it is important to
complete this document carefully with your mentor.
During a mentoring relationship, it is recommended that ++ If you have not signed off any skills during the
you communicate regularly with your mentor—a minimum relationship, then if agreed, the mentor can still sign off
contact of 10 hours is recommended per year. There are on the length of the relationship. It is important for you to
four important stages during the mentoring relationship. be able to claim this time.

Stage 1—Getting to know each other

++ Contact your mentor after you have downloaded your What if the relationship
practical experience guide and logbook and ensure he or
she has a copy of the ‘Guide for mentors’.
doesn’t work?
Mentoring relationships do not always work out. If this
++ Take responsibility for reading the information and getting
happens in your case, maintain your professionalism and
to know the requirements so that you can explain details
be proactive about resolving the issue. This may include
to your mentor.
finding a new mentor, if necessary, or communicating and
++ Organise a schedule and diarise your meetings, agreeing negotiating with your mentor further so you can make it work.
on times and appropriate places to meet.
Taking responsibility for resolving the situation will avoid any
++ During your first meeting or communication with your delays in advancement to CPA status. Time you are not
mentor, complete the ‘Personal development’ form, being mentored (without any contact time) may not be able
which will give your mentor background information to to be included as part of your three-year requirement. Refer
help assist you effectively. to the ‘Change of mentor and employer contact’ form.

Stage 2—Planning ahead Either you or your mentor may choose to end the mentoring
relationship at any time. If you change mentors, ensure that
++ Write a list of the day-to-day tasks you currently carry out
you arrange a final meeting with your former mentor to sign
and the type of workplace documents you produce. This
off on time/skills have achieved.
will help you and your mentor determine which areas of
work may be most appropriate.

Stage 3—Demonstrating your skills

++ As you progress through the PER, you will need to show
your mentor your workplace evidence to demonstrate
that you have developed the various sub‑skills.
++ Your mentor will need to sign off on the sub-skills
in the practical experience logbook that you have
demonstrated satisfactorily.
++ Keep the logbook up-to-date by signing off the sub‑skills
set as you demonstrate them to your mentor.

Stage 4—Concluding the mentoring

relationship
++ Remember, this is a professional relationship and should
be concluded in a professional way.
++ Advise your mentor of your intention to end the
mentoring relationship.
++ It is important to ask your mentor to complete a practical
experience testimonial to confirm the time and skills
achieved during the mentoring relationship. It is the only
form CPA Australia will accept to demonstrate your

8
Completing the practical
experience requirement

This section contains information on: The practical experience

++ collecting workplace evidence; testimonial
++ the practical experience testimonial; You must submit all of your practical experience testimonial
++ claiming time; form to CPA Australia when you are ready to advance to
CPA status. This form allows you to claim time requirements
++ advancing to CPA status.
and/or skill requirements that were achieved during a
mentoring relationship.
Collecting workplace evidence If you changed mentors, you will need one practical
experience testimonial from each of your mentors.
There are four simple steps to complete the PER:
When you have completed your PER, your current employer
1 Decide contact will also provide final sign off.
Together with your mentor, review the technical areas of
work and sub-skills you would like to complete.
4
Claim the time
If the mentoring relationship ends before you presented
2 Plan any workplace evidence or gained any skills, the mentor
should still sign the practical experience testimonial form if
Discuss what workplace evidence will be collected the time requirements were met—a minimum of 10 hours of
to demonstrate your technical, business, personal communication per year.
effectiveness and leadership skills. Communicate with
your mentor for a minimum of 10 hours per year. This will allow you to claim the time spent as ‘mentored
Use your communication log to record your work experience’. It is your responsibility to have the mentor
communication. sign the relevant section of the testimonial.
4

3 Review
Time to advance
Review and discuss your progress. Your mentor will When you have successfully completed the CPA Program
need to see workplace evidence to confirm it meets the professional level and met the PER you will be eligible to
rules of evidence. Use the meetings with your mentor to advance to CPA status.
discuss your workplace evidence and skills development. To advance to CPA status, you will need to submit your
Your mentor will then be able to sign in your logbook that fully completed practical experience testimonial/s. Refer to
you have demonstrated those sub‑skills. the practical experience testimonial for more information on
4 how to advance to CPA status, or refer to the CPA Australia
website at cpaaustralia.com.au/advancements.
4 Document
If the evidence complies, record it in the description
of workplace evidence column of the skill set in the
practical experience logbook. You can then sign off that
sub‑skill in your logbook. Your mentor will sign and date
this sub‑skill achievement.

9
Useful information

This section contains information on: Deferring the practical

++ your official start date; experience requirement
++ recognition of prior experience; The PER is based on attaining work skills. Time you are not
++ working part-time; working will not be included as part of your PER. There is
no need to inform CPA Australia to defer involvement in the
++ withdrawing as a member of CPA Australia;
PER. You should:
++ deferring the PER;
1 Advise your mentor of your intentions and confirm
++ a practical experience audit; and whether you intend to continue the relationship with him
or her.
++ frequently asked questions (FAQs).
2 Have a final meeting and ask the mentor to sign off on
any skills achieved by completing a practical experience
Official start date testimonial (just in case you lose contact).
Your official start date of the PER is the date your completed 3 Retain your PER guide and logbook verified
PER enrolment form is received by CPA Australia. Therefore, documentation for future reference.
your 3 year time requirement is counted from this date.

Practical experience audit

Recognition of prior experience CPA Australia may select you for audit, the objective is
CPA Australia recognises prior professional experience and to verify that you have met all of the requirements by
full membership with a recognised equivalent professional confirming that:
body. For detailed information, go to cpaaustralia.com.au/
++ you actively participated in the PER for the specified time;
rpe_exemptions.
++ you planned your evidence-gathering process and met
the appropriate requirements for the skills; and
Working part-time ++ evidence of knowledge forms and testimonials have been
The PER is based on a 35-hour week. If you are working used and completed correctly.
less than 35 hours per week, your time will be calculated
You will have to supply the following further documentation
on a pro-rata basis. This will increase the amount of time
to support your claim to advance to CPA status:
you need to spend on the PER. The formula to determine
part‑time experience is: 35 (full-time hours) divided by ++ ‘Evidence of knowledge’ form to verify evidence other
<part-time hours> = result. The result is then multiplied by than workplace evidence.
three years. ++ Communication logs to demonstrate consistent
communication with your mentor.
Withdrawing as a member of ++ Note that for confidentiality reasons, you will not
CPA Australia be asked to submit actual workplace evidence
or company documents.
If you wish to resign as a member of CPA Australia and no
longer wish to receive information about the PER, please email
CPA Australia at [email protected].
Further, you should:
1 Advise your mentor of your intention and ensure he or
she signs relevant documentation in case you decide to
resume your membership.
2 Retain your PER guide and verified documentation for
future reference.

10
FAQs When I apply for advancement to CPA status, will CPA
Australia request any of my workplace evidence?
What happens if I demonstrate all of my skills in less At no stage will we request that you send in actual
than three years? workplace evidence. A random number of members
The time requirement is a minimum of three years and there will be selected for audit to verify compliance with the
is no ‘fast-tracking’ through the program. Make the most practical experience requirements. If selected for audit,
of the relationship with your mentor by setting career goals you may need to submit your completed logbook and
or further developing your skills and gaining exposure to some of the forms. This information must indicate that you
different areas in the workplace. have actively participated in PER and have met all of the
formal requirements.
How do I notify CPA Australia if I want to
change mentors? If I am not working in an accounting or finance role,
can I still participate in the PER?
You will need to complete a ‘Change of mentor and
employer contact’ form. You will find a copy in the forms If you are not working in an accounting or finance role that
section of this guide. requires the knowledge learnt at the foundation level, you will
not be able to meet the technical requirements of the PER.
How long do I have to find another mentor?
I am working in an accounts payable or receivable or
You have 30 days to nominate a new mentor. If you have
book-keeping role. Am I able to participate in the PER?
commenced a new mentoring relationship and have not
informed CPA Australia, you risk losing this time as part of Entry level accounting or finance work such as
your time. Contact CPA Australia if you have been unable to bookkeeping, payroll or accounts receivable/payable
advise the change within the allocated time frame. roles provide a good foundation to be able to move into
professional accounting roles. Members working in these
My employer contact left my workplace, what
roles can enrol into the PER, but it may take longer than
should I do?
three years to meet the requirements.
You will have to let CPA Australia know of any changes to
I am unable to meet face to face with my mentor on a
your employer contact details. Submit a ‘Change of mentor
regular basis. How do I get him/her to sign-off all the
and employer contact’ form as soon as the change occurs.
relevant skills?
Where do I record my progress?
If you are unable to meet, send a copy of the logbook to
The practical experience logbook allows you to record your your mentor to sign, date and return to you. You must
progress through your demonstration of sub‑skills. Your keep the signed copy in case you are selected for audit.
mentor will be required to sign off on these sub‑skills after Complete your communication log form so you have a
he or she views your workplace evidence. There are also record of all communication between you and your mentor.
various forms in this guide which allow you to track your
communication and meetings. Ensure you bring this guide
and logbook with you to every meeting with your mentor.
How do I demonstrate what I have completed with
my mentor?
At the end of a mentoring relationship, you must always
complete a practical experience testimonial, even if you
are only able to claim the length of time you spent with
your mentor.
I have used all the forms in the guide? What can I do?
You may wish to make photocopies of your forms or you
can download the guide, logbook and forms from CPA
Australia’s website. Please visit cpaaustralia.com.au/per_
logbookguide.

11
Resources

++ useful hints and tips on completing the PER;

This section contains information on:
++ mini-movies that demonstrate how a mentoring
++ My Online Learning;
relationship may be conducted; and
++ CPA Australia’s website;
++ a list of website resources.
++ CPA Australia’s library;
For help accessing My Online Learning, email
++ the practical experience requirement guide and logbook; [email protected] or phone
++ a guide for mentors. 1300 857 705 (Australia) or + 800 272 272 77 (international).
Support hours are Monday to Friday 8.30 a.m. to 5.30 p.m.
AEST.
My Online Learning
My Online Learning, CPA Australia’s online learning CPA Australia’s website
platform, allows you to update your skills, claim CPD hours
or complete the study components of the CPA Program. CPA Australia’s website contains all of the information and
With a wide range of online courses, it provides you with the resources that you need for your journey to become a CPA. In
opportunity to learn from home at a time that suits you. CPA particular, it has the most up-to-date information on the PER.
Australia recommends that you access this learning tool as You will have access to download the forms you need, read
soon as you enrol in the PER. frequently asked questions and update your member profile.
Go to cpaaustralia.com.au/practicalexperience.
Practical experience
requirement video interviews CPA Australia’s Library
Use our online video interviews to discover the benefits of The CPA library database is a catalogue of the material held
mentoring and find out how you can use the PER to build your by the CPA Australia library, allowing members to search,
career and business networks. The interviews feature a wide reserve, request and renew items online. Go to
range of mentors and mentees, showing how positive work cpaaustralia.com.au/library and select ‘Subject search’
plans and regular communication can lead to strong working which appears under the ‘Tools’ section. Enter the term
relationships and help build wide professional networks. ‘Mentoring’ and from the resulting list of terms select the
The four videos provide information on: most appropriate subject heading.

++ beginning the program; ProQuest is an online database that provides access to over
4800 publication titles, including 2500 journals, with 1700
++ communication between the mentor and mentee; available in full text. ProQuest enables you to search a vast
++ working through the program requirements; and electronic resource, including ABI/IFORM Global (containing
the world’s leading business and management journals). Go
++ developing your career by participating in the program.
to cpaaustralia.com.au/library and click on the ‘ProQuest’
link which appears under the ‘Tools’ section.
Experience the PER If you require any assistance using the CPA Library online,
please contact your nearest CPA Library on 1300 73 73 73
Build your knowledge through this engaging and interactive
or email [email protected]. For further
visual learning tool designed to guide you through your
information, go to cpaaustralia.com.au/practicalexperience
journey on the practical experience requirement.
under ‘Resources’, click on ‘Library resources’.
This tool contains:
++ an engaging overview of the PER for both mentees and
mentors;
++ information on the requirements and technical aspects of
the program;

12
The practical experience guide
and logbook
The practical experience guide and logbook contains most
of the information you need to meet the practical experience
requirements and should be brought to all meetings with
your mentor. While completing the PER, you will be required
to keep your practical experience logbook up-to-date and
complete some of the forms. Some of this information will
be requested before you advance to CPA status or if you
are selected for audit.

A guide for mentors

A guide for mentors will be available to your mentor once
you enrol in the PER. This resource explains the role and
responsibilities of a mentor and describes what is required
for you to advance to CPA status. You may access this
guide on our website at cpaaustralia.com.au/mentorrole.

13
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14
CPA Program
2 Skill areas

15
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16
Understanding the practical
experience skill areas

Together with your mentor, consider which four technical

This section contains information on:
sub-skills you will demonstrate your competence. This will be
++ skill areas; based on your current work, relevance or particular interests.
++ sub-skills; For example, if all of your practical experience will be in
++ relevent workplace evidence; and one area of work, such as auditing, you should be able to
demonstrate competencies to satisfy all four of the auditing
++ terminology used sub-skills. Your practical experience may be in more than
one area if, for instance, you have had different roles or have
The practical experience requirement (PER) provides a participated in a graduate program. If this applies to you,
framework that allows you to develop practical skills at a you may chose sub-skills from areas of work.
professional level in the areas of accounting and/or finance.
The sub-skills listed for business, personal effectiveness
This section provides an outline of the requirements to
and leadership are generic skills, and as a professional
complete the PER.
accountant you are expected to have all of these skills to
be able to work effectively in a professional environment.
Skill areas Therefore, you must demonstrate 100 per cent competence
in all four sub-skills in the areas of business, personal
As the mentee, you will need to show 100 per cent effectiveness and leadership.
competence in the following:
++ technical skills; Sub-skills
++ business skills;
Each sub-skill includes a functional definition (see
++ personal effectiveness skills; and Figure 4), suggested ways that you can demonstrate your
++ leadership skills (see Figure 3). competence and possible ways for your mentor to assess
your competence. Your mentor is also required to exercise
Technical skills are divided into seven different areas of work, professional judgement in assessing your competence.
within each of these areas are four sub-skills. You must
demonstrate competence in four technical sub-skills. These Each sub-skill is presented in the same format.
sub-skills can be selected from different areas of work.

Figure 3: Practical experience requirement skill areas

Technical Personal Business Leadership

Skills Effectiveness Skills Skills
Skills
Mentees must provide Mentees must provide their Mentees must provide their Mentees must provide their
their mentor with workplace mentor with workplace mentor with workplace mentor with workplace
evidence for four sub-skills evidence for all four evidence for all four evidence for all four
which can be selected from sub-skills. sub-skills. sub-skills.
up to four different areas
The mentor uses the The mentor uses the The mentor uses the
of work.
evidence to assess the evidence to assess the evidence to assess the
The mentor uses the mentee's competence. mentee's competence. mentee's competence.
evidence to assess the
mentee's competence.

• Auditing • Self Awareness • Regulatory Environment • Ethics and Governance

• Financial Accounting • Building Relationships • Leveraging Technology • Diversity Consciousness
K

and Interpersonal Skills

OR

• Financial Planning • Domestic and Global • Planning and Innovative

W

• Financial Risk • Business Communication Business Context Thinking

OF

Management • Critical Analysis and • Business Analysis • Problem Solving

S
EA

• Insolvency Professional Judgement and Risk Management and Decision Making

AR

• Management Accounting
• Taxation

17
Figure 4: Sub-skill functional definition
An explanation of the skill in which
Skill area Area of work Sub-skill you should be competent Code

Technical Skills—Auditing AUD1

Planning an audit
Competency:
The mentee should demonstrate the ability to contribute to the planning of an audit.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• undertake background research • undertake background research • a list of audit stakeholders
• identify key stakeholders on client’s industry and business • documents relating to a client’s business
• contribute to the preparation of a draft environment environment and regulatory and
audit proposal, agreement and budget • identify key stakeholders for the audit compliance issues
• contribute to the briefing of an audit • contribute to the preparation of a • copies of draft audit proposals,
team. draft audit proposal, audit agreement agreement and budget notes together
and budget with working or meeting notes
• contribute to the briefing of an audit • meeting notes from staff or client
team on parameters and criteria for discussions on draft reports.
audits.

An explanation of requirements to Ways your mentor can assess that Examples of work place evidence
demonstrate you are competent you are competent you can show to your mentor to
demonstrate that you are competent

Relevant workplace evidence Terminology used

Your workplace evidence is the information you provide to The terminology used to describe various sub-skills and
demonstrate the sub-skill. The same workplace evidence workplace evidence is general as it must apply to many
(e.g. client notes) may apply to different sub-skills or in some different working situations. You may need to adapt certain
cases to different areas of work. The suggested workplace words to apply to your individual situation. For example,
evidence listed in the sub‑skill functional definitions contain ‘clients’ can refer to internal or external stakeholders
examples only. You and your mentor can discuss and agree depending on the kind of environment you work in and
on the most appropriate workplace evidence to demonstrate the type of job you have. ‘Business’ can include a whole
the relevant skills. business, a single business unit or product line, various
public entities such as schools or public or private hospitals,
or high-wealth individuals.
The logbook can be downloaded from the CPA Australia
website and saved as a working document. This will allow
you and your mentor to update it electronically.

18
Skill areas

Skill Code Area of work Sub-skills

Technical AUD1 Auditing Planning an audit
AUD2 Performing an audit
AUD3 Promoting audit awareness
AUD4 Audit control and improvement
FAC1 Financial Accounting Financial reporting requirements
FAC2 Processing of financial information
FAC3 Preparation of financial reports
FAC4 Reliability of financial information
FPL1 Financial Planning Defining a client’s situation
FPL2 Developing a financial plan
FPL3 Implementing a financial plan
FPL4 Reviewing a financial plan
FRM1 Financial Risk Management Establishing financial objectives
FRM2 Monitoring the financing operations
FRM3 Managing financial risk
FRM4 Financial control systems
INS1 Insolvency Assessing a competitive position
INS2 Options for those facing insolvency
INS3 Managing a reconstruction
INS4 Liquidating a company
MAN1 Management Accounting Setting an organisation’s direction
MAN2 Design of organisational processes
MAN3 Performance measurement
MAN4 Financial control and systems
TAX1 Taxation Determining an organisation’s tax position
TAX2 Tax effective planning
TAX3 Promoting tax awareness
TAX4 Tax representation
Business BUS1 Regulatory environment
BUS2 Leveraging technology
BUS3 Domestic and global business context
BUS4 Business analysis and risk management
Personal effectiveness PER1 Self awareness
PER2 Building relationships and interpersonal skills
PER3 Business communication
PER4 Critical analysis and professional judgement
Leadership LEA1 Ethics and governance
LEA2 Diversity and consciousness
LEA3 Planning and innovative thinking
LEA4 Problem solving and decision making

19
Technical Skills—Auditing AUD1

Planning an audit
Competency:
The mentee should demonstrate the ability to contribute to the planning of an audit.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• undertake background research • undertake background research • a list of audit stakeholders
• identify key stakeholders on client’s industry and business • documents relating to a client’s business
• contribute to the preparation of a draft environment environment and regulatory and
audit proposal, agreement and budget • identify key stakeholders for the audit compliance issues
• contribute to the briefing of an audit • contribute to the preparation of a • copies of draft audit proposals,
team. draft audit proposal, audit agreement agreement and budget notes together
and budget with working or meeting notes
• contribute to the briefing of an audit team • meeting notes from staff or client
on parameters and criteria for audits. discussions on draft reports.

Technical Skills—Auditing AUD2

Performing an audit
Competency:
The mentee should demonstrate the ability to participate in performing an audit.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• follow the communications strategy • follow an audit plan under supervision • copies of progress reports to client and
• select appropriate audit methodologies and be involved in selecting appropriate meeting notes from audit staff
• to contribute to identifying auditing audit methodology • a list of audit methodologies chosen
issues and analysing business and • identify audit issues in relation to audit and an explanation as to why each
financial risks objectives methodology was chosen
• contribute to preparing a draft audit • explain how they contributed to the • use of appropriate sampling techniques
report. preparation of a draft audit report • business and financial risk analysis and
• contribute to monitoring and evaluating test data relating to the client’s business
an audit against objectives • performance of tests which follow the
• gather data for use in benchmarking audit program
projects and contribute to the monitoring • draft audit reports and minutes from staff
of the benchmarks. and client meetings regarding the report
• research notes and discussion papers
which identify auditing issues
• benchmarking reports.

20
Technical Skills—Auditing AUD3

Promoting audit awareness

Competency:
The mentee should demonstrate the ability promote audit awareness within the organisation or with clients.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• up-to-date knowledge of audit standards • analyse and report on the need for • a newsletter or technical update (which
• explain any regulatory changes regulatory change may be internal or external) to which the
• include new audit methodologies. • classify the external environment which mentee contributed
impact upon audits • notes from a presentation regarding
• summarise legislation, regulations, changes in audit standards
compliance issues and professional • documents of processes which
standards. compile and consolidate information on
regulatory changes
• recommendations and notes relating to
proposed changes in practice as a result
of changing contexts.

Technical Skills—Auditing AUD4

Audit control and improvement

Competency:
The mentee should demonstrate the ability to participate in the development and maintenance of audit controls
and improvements in the audit process.
To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to developing and maintaining • demonstrate involvement in process • demonstrate involvement in process
of audit controls improvement improvement
• contribute to improving the audit • document involvement in the • document involvement in the
process. development and maintenance of audit development and maintenance of audit
controls. controls.

21
Technical Skills—Financial Accounting FAC1

Financial reporting requirements

Competency:
The mentee should demonstrate the ability to contribute to determining the financial reporting requirements of
an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• identify potential users and their • document the financial reports that are • a draft list of reports which are required
information requirements required by their organisation or that of by various stakeholders
• identify regulatory requirements and a client • presentations or briefing notes given to
apply these requirement when preparing • list potential report users and identify stakeholders on reporting requirements
reports which regulatory requirements are and the regulations that have to be
• monitor changes to these requirements required to support their needs. adhered to (e.g. reports, notes or other
• liaise with key stakeholders. documentation)
• notes of research undertaken or training
attended on changes to regulations
which are applied to the organisation
• description of the financial reporting
regulatory environment in their
employer’s or client’s industry.

Technical Skills—Financial Accounting FAC2

Processing of financial information

Competency:
The mentee should demonstrate the ability to process an organisation’s financial information to be used in
financial reports.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• ensure that the information is recorded, • identify areas of ambiguity, analyse • an email/memo regarding an ambiguity,
recognised and measured according to the associated risks and suggest the risks and a suggestion as to how it
regulatory requirements appropriate treatment can be resolved
• identify areas of ambiguity and determine • explain how financial information is • draft trial balances and other reports to
appropriate feedback processed by the organisation demonstrate how financial information
• operate an accounting software package • demonstrate how they ensure that is processed
• act on feedback where necessary. information is recorded, recognised • a copy of an organisational policy with
and measured according to accounting examples of how the policy effects the
standards and other regulatory processing of financial information.
requirements • notes of a demonstration of the use of
• explain an organisation’s policy on computer software
expense recognition, asset recognition • notes of research undertaken or training
and depreciation. attended on changes to regulations,
which apply to the organisation.

22
Technical Skills—Financial Accounting FAC3

Preparation of financial reports

Competency:
The mentee should demonstrate the ability to prepare draft and final financial statements of an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• ensure there is supporting • provide financial reports they prepared • financial reports prepared together with
documentations and reconciliations according to schedules and identify a working file consisting of supporting
• prepare financial reports that meet the external input documentation
desired outcomes • explain how they assisted an • emails or memos that summarise
• prepare financial reports that meet all organisation in preparing accurate research undertaken and information
regulatory requirements financial reports by identifying desired gathered, and the effect it will have on
• recognise when an expert’s opinion outcomes, gathering essential the preparation of financial statements
is required. information, doing research and • notes of research undertaken or training
reviewing the compilation attended on changes to regulations
• demonstrate how financial statements which are applied to the organisation
are prepared in compliance with • copies of expert opinions sought
accounting standards and regulatory together with why the information was
requirements sought.
• identify and document the need for
expert opinion and document the
reasons for expert opinion where
necessary.

Technical Skills—Financial Accounting FAC4

Reliability of financial information

Competency:
The mentee should demonstrate the ability to ensure that the financial information of the organisation is reliable.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• understand effective systems and • explain how the effectiveness of systems • documentation that can include an
assurance and the ability to assess their and assurances can be documented email or memo written or minutes of
effectiveness • demonstrate that they have tested and a meeting to which they contributed,
• contribute to documenting effective monitored relevant information systems which documents the effectiveness of
systems and assurances for their effectiveness, including whether systems and assurances
• implement process that ensure that the they are cost effective, meet reporting • test plans and/or reports, which
financial information prepared is reliable needs, easy to use, accessible and summarise how information systems
• test and monitor relevant information meet computer and non-computer were tested or monitored for their
systems and analyse associated risk. specifications effectiveness
• demonstrate that they have analysed • a listing of financial reporting risks and
the key financial reporting risks of possible solutions to reduce or manage
an organisation. the risks.

23
Technical Skills—Financial Planning FPL1

Defining a client’s situation

Competency:
The mentee should demonstrate the ability to contribute to establishing and defining a client’s situation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• establish a client’s situation and define • undertake and document a client’s • a list of variables affecting a person’s
their needs situation financial situation and ways in which it
• generate strategic options and explain • document the client’s needs or can be modelled
them to a client. objectives. • notes from a meeting with a client which
explores the client’s needs
• evaluation criteria for the review of
strategic options, linking them with a
client’s needs.

Technical Skills—Financial Planning FPL2

Developing a financial plan

Competency:
The mentee should demonstrate the ability to participate in developing a financial plan.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to establish the scope of the • document the assignment and develop • details of the timing of various types of
potential services to be offered and the appropriate timelines for the assignment financial planning assignments
associated strategic parameters • research critical issues and document • processes involved in conducting and
• contribute to developing a plan with their outcomes validating research
recommendations to implement • evaluate and present a range of options • practice policies and guidelines relating
strategies • canvas a range of options and document to developing and negotiating financial
• conduct relevant research. the plan. plans.

24
Technical Skills—Financial Planning FPL3

Implementing a financial plan

Competency:
The mentee should demonstrate the ability to participate in implementing a financial plan.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• define key assumptions • conduct analysis and modelling exercises • a list of key strategic assumptions for a
• establish actions, some of which may be • explain the relevant practice policy range of clients
to follow client instructions and procedures for implementing • procedures for providing ongoing
• provide services to defined standards financial plans financial services relating to financial
• contribute to agreeing subsequent action • demonstrate that appropriate plans and demonstrating that they were
with the client. documentation was prepared followed
• prepare a timetable to be adhered to • correspondence with clients outlining
which outlines future actions. future action and deadlines.

Technical Skills—Financial Planning FPL4

Reviewing a financial plan

Competency:
The mentee should demonstrate the ability to participate in reviewing a financial plan.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• monitor the performance of a • demonstrate how the service • work papers that include calculations
financial plan performance of a financial plan is which monitor the performance of a
• plan or activate necessary changes monitored and measured from a client’s financial plan
• recognise factors which might affect perspective • memos or notes which document the
the plan as a result of environmental • explain how revisions to financial plans client’s responses to plan revisions
changes. are implemented • correspondence that evaluates the
• document examples of how to react and impacts of environmental changes.
adopt environmental change.

25
Technical Skills—Financial Risk Management FRM1

Establishing financial objectives

Competency:
The mentee should demonstrate the ability to participate in establishing the financial objectives and risk strategies
for an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• understand the organisation’s financial • monitor and report on the financial • emails or reports advising the
situation implications of an organisation’s situation organisation of the financial implication of
• contribute to establishing an • translate business plans into financial their situation
organisation’s financial objectives risk terms • working notes relating to financial
• analyse the implication of an • identify the effects of financial strategies estimates of business strategies,
organisation’s objectives, strategies on key stakeholders and on business objectives and plans
and business plan on the present and strategies • documented financial strategies including
projected financial position • determine the organisation’s or client’s critical assumptions
• contribute to establishing a risk strategy. attitude to risk. • financial models, cash flow and
profitability patterns used in analysis
• documented risk profiles or financial risk
strategies for an organisations or client.

Technical Skills—Financial Risk Management FRM2

Monitoring the financing operations

Competency:
The mentee should demonstrate the ability to participate in the monitoring and managing of an entity’s
financing operations.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• assess investment sources and methods • demonstrate involvement in managing • notes relating to sources of finance and
• monitor an organisation’s cash flow and the capital structure of an organisation their review
contribute to managing surplus funds • assess and determine different • notes relating to the organisation’s or
• determine potential investment options investment sources and options client’s investment policy guidelines
• contribute to the information system • monitor an organisation’s cash flow and and reviews
requirements for a financial risk suggest ways to manage funds surplus • short and long-term cash flow budgets
management function. to requirements • notes which explain how internally and
• discuss structural issues involved in externally generated data is recorded.
establishing the infrastructure of a
treasury function and information system
requirements.

26
Technical Skills—Financial Risk Management FRM3

Managing financial risk

Competency:
The mentee should demonstrate the ability to assist in managing the financial risk of an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• identify and measure current and future • identify and measure current and • notes and reports relating to analysis of
financial exposure potential financial exposure exposures and recommendations
• assess the effectiveness of the financial • design or assess effective and efficient • notes relating to the way treasury
risk management process systems or procedures for internal function is promoted at an organisation
• contribute to an organisation’s response control • assessment notes or reports that outline
to risk and the external environment. • explain how the financial risk the need for change (whether it be
management function is adapted for internal or external) in order to decrease
change financial risk.
• explain how an organisation’s financial
risk is effected by external environmental
influences.

Technical Skills—Financial Risk Management FRM4

Financial control systems

Competency:
The mentee should demonstrate the ability to participate in developing performance related information systems
and establishing financial control systems.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to policies and procedures for • assess key risk areas • a listing of the internal control systems
managing financial exposure • document internal control systems explaining how they contribute to
• contribute to designing or assess • liaise with and evaluate proposals from an effective or efficient financial risk
effective and efficient systems. providers of financial risk management function
• document policies and procedures. • documented policies and procedures for
managing exposures
• notes or reports relating to policy and
procedures review.

27
Technical Skills—Insolvency INS1

Assessing a competitive position

Competency:
The mentee should demonstrate the ability to contribute to assessing the competitive position of an individual or
an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• assess the competitive position of the • identify and analyse risk factors • competitive analysis and sensitivity
organisation or the individual • identify critical risks, options, analysis reports
• analyse the organisation’s or individual’s advantages, conduct sensitivity analysis • draft reports on financial position based
financial position and test conclusions. on research and testing
• assess the commercial viability of the • draft commercial viability reports.
financial state.

Technical Skills—Insolvency INS2

Options for those facing insolvency

Competency:
The mentee should demonstrate the ability to participate in evaluating, identifying and recommending strategic
options for underperforming, possibly insolvent or insolvent organisations.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• identify and evaluate strategic options • collect and analyse relevant data • research notes and a draft assessment
• recommend a range of strategic options. • identify limiting factors and gather of options
information to conduct comparative • evaluation drafts and reports, and
analysis and establish criteria for working notes and comparative
making appraisals appraisals
• document various options which • a recommendation report which includes
are available. an options assessment.

28
Technical Skills—Insolvency INS3

Managing a reconstruction
Competency:
The mentee should demonstrate the ability to participate in managing a reconstruction.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• monitor, review and assess the progress • report on a reconstruction, including • progress reports and working notes
of a reconstruction plan assessing actual performance • draft plan with timeframes.
• contribute to developing a plan. against objectives
• provide a draft plan with established
timeframes.

Technical Skills—Insolvency INS4

Liquidating a company
Competency:
The mentee should demonstrate the ability to participate in the liquidation of an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• develop reports on forms of • document forms of administration and • reconciliations of expected and
administration and determine the prepare a reconciliation of expected and actual results
appropriate form actual results • draft and final options paper
• participate in a liquidation including • evaluate options and prepare • assets lists and their expected values
how to identify and realise assets and documentation to support a and valuation parameters
settle creditors recommended form of administration • calculations of income contributors under
• identify how a debtor becomes bankrupt. • identify how to set valuation parameters a variety of circumstances.
and identify best options when
realising assets
• document the effect of particular debtor
circumstance.

29
Technical Skills—Management Accounting MAN1

Setting an organisation’s direction

Competency:
The mentee should demonstrate the ability to participate in the direction setting of an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to the forming of strategies • explain how they prepared a • demonstrate how a business plan is
• appraise projects against their objectives development, operational and/or capital evaluated which may include estimating
• contribute towards preparing business budgets for an organisation and testing revenue, expenses or
plans and budgets • demonstrate how a business plan is investment estimates and preparing a
• contribute towards decision making used by management for decision SWOT analysis
for operations. making • a budget prepared, which could be a
• document how they contributed to developmental, operational or capital budget
formulating management accounting • profitability analysis and cash flow
strategies and processes statements and predictions
• explain how they appraised a project • a list of factors to be included in a
within an organisation by assessing key business plan
assumptions, undertaking project life • emails or notes which discuss
analysis, target costing, and conducting, formulating management accounting
risk, sensitivity or probability analysis. strategies and processes
• presentations or briefing notes which
appraise an organisation’s project
(e.g. reports, notes or other documentation)
• an email or memo which evaluates a
business plan according to requirements.

Technical Skills—Management Accounting MAN2

Design of organisational processes

Competency:
The mentee should demonstrate the ability to participate in organisational change to design processes.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to financially assessing • prepare a financial assessment of an • an email/memo regarding a financial
organisational design or redesign organisational design or redesign assessment of an organisational design
• contribute to monitoring financial aspects • demonstrate how to monitor financial or redesign
of organisational change and assessing aspects of an organisational design and • a copy of a company process that
the effects to assess its effectiveness defines their role in particular processes
• contribute to developing financial • explain how the management accounting • a copy of recommendations made,
management accounting structures function develops in response to which can be in the form of an email or
by adding value and responding to organisational and business imperatives memo, which are designed to add value
organisational and business imperatives • explain their role in the financial • notes of changes initiated or supported
• contribute to the operation of the management function and associated to improve the management accounting
management accounting function. processes. function.

30
Technical Skills—Management Accounting MAN3

Performance measurement
Competency:
The mentee should demonstrate the ability to contribute to developing performance measurement systems.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• facilitate the development of performance • evaluate how the management • drafts of financial and non-financial
measurement accounting function is conducted to performance measures
• contribute to the implementation of meet the organisation’s needs • notes or reports of performance
performance measurement systems • explain how performance is measured in management reviews—KPIs
• contribute to business planning, cost an organisation and make suggestions • calculations and spreadsheets that are
control and budgeting on how this can be improved used to prepare budgets and measure
• contribute to project appraisals and • identify their involvement in streamlining performance with explanations of how
organisation design and development. an organisation’s performance this influences decision making
management system • emails or memos that identify adoption
• evaluate the effect of external and of the organisation’s performance
internal organisational relationships on management
measuring performance. • copies of external requirements on
measuring performance such as
requirements from banks, major
suppliers, major customers, and/or other
key stakeholders.

Technical Skills—Management Accounting MAN4

Financial control and systems

Competency:
The mentee should demonstrate the ability to develop performance related information systems and establishing
financial control systems.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• facilitate the development of financial • explain how the financial control systems • documentation that can include an email
control systems are developed, and the purpose for or memo written or minutes of a meeting
• contribute to the implementation of IT their implementation to which they contributed and which
control system; • demonstrate that they have contributed documents control systems that they
• contribute to designing, implementing to the design, implementation and/or have designed, implemented or reviewed
and reviewing an organisational control review of an organisation’s IT control • criteria for assessing effectiveness of
system. system. control systems including benchmarks
• demonstrate that they have used • test plans which summarise how
information technology to develop information systems were tested or
controls. monitored for their effectiveness.

31
Technical Skills—Taxation TAX1

Determining an organisation’s tax position

Competency:
The mentee should demonstrate the ability to participate in determining the tax position and liability of an
organisation or entity (which may include individual).

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to the tax function • explain how they contribute to the • work papers that include how they
• determine all taxation due dates and taxation function for individuals and small calculated the tax liability
liabilities of an entity business or part of a tax function to a • correspondence with a client, which they
• meet the reporting, payment and large organisation prepared that outlines how their tax
compliance obligations of an entity • demonstrate how to calculate the tax reporting and payment compliance
• provide advice on the taxation effects of liability for different types of entities and obligations are met
transactions and events. be familiar with the due dates of the tax • emails or memos written, or notes from
obligations of entities meetings to which they contributed,
• document how they ensure that tax where they gave tax advice
reporting and payment compliance • file notes which outline the tax
obligations are met obligations.
• explain the types of advice that they give
on the taxation effects of transactions,
operations, organisational structures,
arrangements and financing.

Technical Skills—Taxation TAX2

Tax effective planning

Competency:
The mentee should demonstrate the ability to effective tax planning of an organisation (which may include an
individual).

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to assessing an organisation’s • prepare an assessment of an • an email/memo regarding an assessment
taxation strategy organisation’s taxation strategy of the tax position of an organisation
• contribute to establishing an • explain the process involved in • minutes from a meeting during which
organisation’s taxation strategy establishing an organisation’s taxation an organisation’s taxation strategy
• contribute to planning of the incidence strategy was established.
and timing of taxation liabilities. • document a plan for the timing of • research or files notes, which may
taxation liabilities. include calculations, that were prepared
when either establishing or assessing the
organisation’s taxation strategy
• a file note or written correspondence
that documents a plan of the timing of a
taxation liability.

32
Technical Skills—Taxation TAX3

Promoting tax awareness

Competency:
The mentee should demonstrate the ability promote tax awareness within the organisation or with clients.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• discuss or debate issues relating • evaluate how they have been able to • a newsletter or technical update to which
to taxation promote the understanding of taxation they contributed which may be internal
• explain the organisation’s response to issues of an organisation or entity or external
taxation developments or individuals • notes from a presentation presented
• keep up date with changes in taxation • provide external communications, such regarding taxation issues
legislation, regulation and case law. as newsletters or technical updates to • emails or memos that explain
which they contributed taxation issues and how they apply to
• explain their involvement in a taxation an organisation.
awareness program
• document how they contributed to
the establishment of an organisation’s
response to tax issues
• discuss current changes in taxation
legislation, regulation or decisions in
case law.

Technical Skills—Taxation TAX4

Taxation representation
Competency:
The mentee should demonstrate the ability to participate in the representation, negotiation and litigation of
taxation matters in an organisation or on behalf of clients.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• contribute to the representation of an • document how they represented the • file notes or calculations that were used
organisation or client on tax matters, organisation or a client on taxation in representing the client or organisation
which may include legal or administrative matters on tax matters
action • demonstrate that they have contributed • correspondence with the taxation
• contribute to negotiations on tax matters. to negotiation on tax matters. authorities to negotiate with the taxation
authorities on behalf of the client or
the organisation
• documentation of information required
by external or internal parties for the
negotiation of tax matters.

33
Business Skills BUS1

Regulatory environment
Competency:
The mentee should demonstrate an understanding of the regulatory environment in which a business is
operating, and have the ability to interpret and apply relevant legislation and standards relevant to their work,
and apply regulations. Relevant legislation can include laws and regulations relating to companies, business,
taxation, accounting and auditing standards, and particular industries and activities.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• understand the regulatory environment in • list the regulations (i.e. standards or • a draft list of regulatory requirements
which a business is operating legislative requirements) that must be • presentations or briefings notes given to
• interpret and apply legislation and complied by the organisation stakeholders that outline the regulatory
professional standards relevant to the • explain how the regulations impacted standards that apply to professional
business on the organisation, including how these activities (e.g. reports, notes or other
• interpret and apply legislation and regulations were accessed and how they documentation)
professional standards in their were interpreted to complete the task. • a listing of people within an organisation
commercial context. with responsibilities for managing
compliance with relevant legislation and
the process for achieving compliance
obligations
• discussing the regulatory environment
relating to an organisation.

34
Business Skills BUS2

Leveraging technology
Competency:
The mentee should demonstrate the ability to use information technology and systems to efficiently and
effectively perform their accounting role in the workplace.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• use standard software/technology/ General knowledge of IT: • a description of how IT is managed
approaches in managing work and • an understanding of IT as a business within an organisation which may include
demonstrate a general knowledge of IT process enabler where candidates can induction training, ongoing training,
• use of and understanding of a range of IT explain, describe or discuss how IT variety of systems relating for example to
and information systems controls impacts on the business processes and document control, security of information
• understand of the roles of the manager, understand the role of the accountant and data or privacy protection
evaluator or designer of information within it • a description of how different information
systems. • an understanding of the management of systems and IT applications enhance
IT and explain, describe or discuss how their role, and the obstacles they may
IT is managed within an organisation. encounter using IT
• the ability to evaluate the different IT • an explanation of the importance of
mediums to be used for communication having sufficient internal controls over the
and collaboration. organisation’s IT function.
IT control • a document explaining the various types
of electronic communication used,
• an understanding of the need for
for example, for arranging meetings,
sufficient control of information systems
recording discussions, applying for leave
IT in the workplace and the ability
or conducting online meetings.
to contribute to the assessment of
associated risks.
• the ability to contribute to strategies
to control the risks faced by the
organisation resulting from the use of IT
and information systems.
IT user competencies
• competency in IT systems and tools
as applied in the workplace to facilitate
managing business and accounting
issues
• an understanding of business and
accounting systems.

35
Business Skills BUS3

Domestic and global business context

Competency:
The mentee should demonstrate an understanding of their organisation or business or their client’s business as
it is influenced by the context within the domestic and global environment.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate an ability to: competence, a mentor could request
that the mentee:
• understand internal and external • list the factors which influence the • contributions to the formulation of
business factors which influence the business environment accounting strategies and processes for
environment of the business • summarise (for instance, in the form of an organisation, which would include
• understand the local and global an email or file note) how these factors suggested data analysis, draft notes
market and trends impacting on their may affect the business. relating to strategy formulations,
organisation or their client’s organisation an analysis of the needs of stakeholders
• gather and use competitor knowledge and/or shareholders
to gain a better understanding of the • contributions to planning in an
business context organisation which could include an
• understand and evaluate information evaluation of parts of the business or
from a variety of sources to enhance their undertaking a SWOT analysis
understanding of the business context. • contributions to market assessments for
the organisation
• presentations and briefings conducted
by the mentee to clients or colleagues
in relation to their operations/market
environment.

Business Skills BUS4

Business analysis and risk management

Competency:
The mentee should demonstrate an understanding of and an ability to use tools and skills of business analysis
which includes evaluating and managing the risk associated with the business being analysed.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• identify stakeholders • undertake research into factors affecting • a summary of research undertaken
• research the business, its environment a business and its business plans • a list of the key risks
and factors that will affect the future • provide notes/email/minutes from a • notes of a meeting of stakeholders where
activities of the business meeting which identifies stakeholders the mentee contributed to a briefing on
• identify the level of financial risk of the that are affected by a particular decision business risks.
business, and differentiate between and of the business analysis and or risks
different types of risk associated with the business.
• understand how the results of the
business analysis undertaken and
possible future risk will affect the business
• contribute to planning how the business
could react to these findings
• communicate the business analysis and
risk management to appropriate individuals.

36
Personal effectiveness skills PER1

Self awareness
Competency:
The mentee should demonstrate awareness of the qualities they should display as a professional in the
workplace.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• continuously update professional and • provide personal observation or • feedback from training
personal skills to ensure that they are feedback from work colleagues of • a log or other record of training
equipped to meet the requirements of examples of a time that the mentee undertaken and a plan of future training
working as a professional successfully managed a change in • staff appraisal form where constructive
• acknowledge and be responsible for their the workplace or demonstrated the feedback regarding professional
own actions and expertise, and recognise organisation’s core values behaviour has been noted and
and pursue assistance when required • review training needs and the completion subsequently rectified.
• adapt to and manage change of training
• display confidence in their professional ability • demonstrate that they can request
• complete all tasks required to finalise a assistance and acknowledge those who
piece of work provide support.
• accept responsibility for the work
undertaken
• internalise the organisation’s core values.

Personal effectiveness skills PER2

Building relationships and interpersonal skills

Competency:
The mentee should demonstrate the ability to build relationships and communicate with others.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• consider their behaviour and the impact • provide personal observation or • chairing or actively participating
it may have on others and modify feedback from work colleagues of in meetings
where necessary examples of a time that the mentee • exchanging information with colleagues
• demonstrate professional courtesy when modified behaviour after considering and/or clients to support the
interacting with work colleagues others achievement of work objectives
• recognise and respect of individuals • provide examples of the use of contacts • exchanging ideas and information, within
differences made through networking appropriate boundaries of confidentiality,
• have effective working relationships by • provide feedback, observations or emails to develop supportive networks with
developing contacts, relationships and that show that individual differences were other professionals.
suitable networks and by responding recognised and respected, professional
appropriately courtesy was demonstrated and that
• operate effectively in a team environment the mentee worked effectively as part of
for both face-to-face and virtual teams a team
• identify individual and team goals, • document occasions of the use of key
tasks, responsibilities and schedules for contacts and networks to benefit the
themselves and their colleagues organisation.
• work together with others towards
shared goals.

37
Personal Effectiveness Skills PER3

Business communication
Competency:
The mentee should demonstrate verbal and written business communication skills in order to be able to work
effectively and efficiently as a professional.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• communicate appropriately and • provide written communication that • notes of a meeting to which the mentee
professionally with colleagues, clients, relates to objectives and the stated made a significant contribution to
managers and other external and internal audience achieve an outcome
stakeholders; which includes evidence • collect feedback relating to a meeting • draft letters, an issues paper or
that their opinions and ideas are valued chaired or a presentation given by research memos
• identify and understand the needs the mentee • presentation to work colleagues of
of the group or individual and adjust • keep a journal of the usage of different research findings on different types of
communication styles to suit the types of media such as a presentation, business communication such as issues
audience and context chairing a discussion group, a document papers, research memos, presentations
• converse confidently in formal and analysing alternative strategies, each and discussion groups
informal work environments being appropriate in order to satisfy • feedback from work colleagues or
• communicate clearly on key issues in different needs and requirements of the external stakeholders.
a business context to demonstrate the audience.
ability to research and share information
• communicate clearly, both formally
and informally, in a variety of
medias, including standard business
correspondence, verbal communications
and online technologies
• use different communication skills
such as interpreting non-verbal
communication, listening effectively and
giving and receiving feedback.

38
Personal Effectiveness Skills PER4

Critical analysis and professional judgement

Competency:
The mentee should demonstrate the ability to apply critical analysis and professional judgement in the work
environment. This is accomplished by understanding and evaluating issues that arise, and making decisions
based on this evaluation and the importance of the issues.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• identify issues that arise in the work • explain how information was gathered • a list of identified issues relevant to
environment for analysis assessing alternatives
• verify information gathered for analysis • list methods that can be used to verify • a list of the evaluation criteria from most
and confirm that it is comprehensive information important to least important.
and accurate • document decisions or proposals made. • notes of a contribution to business
• evaluate information against set criteria improvements, new processes or new
by interpreting trends, developing business opportunities.
options and identifying key issues in
relation to complex facts
• generate work-related ideas which are
structured logically based on facts with
supporting evidence
• make a decision or propose a decision
based on the information gathered, ideas
generated and the evaluation performed.

39
Leadership Skills LEA1

Ethics and governance

Competency:
The mentee should demonstrate personal integrity and ethical behaviour as an individual, and as part of their
organisation, the profession and the community. Further, the mentee should be able to identify the need for good
governance and it how it can be effectively implemented into an organisation.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• adhere to an ethical framework in all • document their consideration of the • a description of situations where
aspects of their professional life ethical framework and code of conduct professional ethics, values or judgement
• demonstrate integrity and objectivity in relevant situations might have been challenged
• respect confidentiality • demonstrate compliance with the • references to the practical application
• understand how governance is evident organisation’s policies and procedures of the code of conduct/ethics that they
within an organisation, and the ability to and that they are familiar with their abide by
identify risks where relevant responsibilities for their role • presentations or briefings by the mentee
• identify the need for effective • document how ethical decisions to clients or work colleagues that outline
implementation of good governance. were made with particular reference the ethical standards that apply to
to honesty, integrity, objectivity and professional activities.
confidentiality and the obstacles that
were faced
• evaluate external and internal resources
available for consultation in relation
to making ethical decisions when
encountering issues regarding corporate
governance.

Leadership Skills LEA2

Diversity and consciousness

Competency:
The mentee should demonstrate their ability to adapt their behaviour in recognition of diversity.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• understand, respect, and value the • document examples of how behaviour • document a situation where the mentee
diverse cultures and backgrounds of was adapted to recognise cultural recognised cultural differences and
people in the workplace differences adapted their behaviour
• recognise cultural differences and • demonstrate how knowledge was • research notes on differing
understand when and how to adapt acquired regarding different cultures communication styles and a situation in
behaviour accordingly • document obstacles faced when which it was applied
• actively assist in managing of group communicating with people from • notes of a situation in which the mentee
dynamics different backgrounds demonstrated that they adapted to
• explain their understandings of different • document how their personal behaviour cultural diversity in a group.
cultures and how these may impact on was adapted as a result of group
communication. dynamics.

40
Leadership Skills LEA3

Planning/innovative thinking
Competency:
The mentee should demonstrate an understanding of the importance of planning and their contribution to
improving business plans and processes.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• set challenging goals, objectives and • provide a performance development • a performance development plan
performance indicators plan which outlines goals, objectives and • a documented plan of workflow and
• understand organisational goals in performance indicators adoption of new goals
relation to personal and functional team • outline the organisational goals and • documented new ideas and the way
goals explain how personal or team goals may these were progressed.
• seek out and generate new ideas, based need to be adapted to comply with the
on analysis and/or creative thinking organisation goals
• undertake trend analysis to inform • plan and adapt workflows to achieve
business plans and improvements personal, team and /or organisational
• support new ideas, strategies goals
and processes and be involved in • document new ideas and the way that
documenting processes. they were generated
• document the way how new ideas,
strategies and processes will affect their
day-to-day tasks.

Leadership Skills LEA4

Problem solving and decision making

Competency:
The mentee should demonstrate an understanding of the role of gathering information and the available
resources to solve problems and make decisions.

To be competent, the mentee should To assess and measure the mentee’s Examples of evidence might include:
demonstrate the ability to: competence, a mentor could request
that the mentee:
• identify problems and issues which • document problems or issues and • research performed to solve particular
require decision making decisions that are needed to achieve problems
• undertake research and use available resolution • a list of possible solutions proposed as a
resources to identify potential solutions • list potential avenues for research within result of research undertaken
• recommend or contribute to making the organisation to assist the resolution • a list of people consulted when making
decisions based on analysis undertaken. of a problem or issue decisions
• explain how decisions were made and • an evaluation of how decisions made
analyse how these decisions will affect affected their role.
other decisions and their work.

41
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42
CPA Program
3 Practical experience
logbook
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44
Using the practical
experience logbook

The practical experience logbook format enables you to record your practical experience requirement progress. The front
page of the logbook is a summary of the skills accomplished—it allows you to track dates that you submitted evidence of the
required competency in each of the skills.
The logbook also contains a schedule which lists all of the sub-skills. This is where you record the evidence you provided
(in the ‘Description of workplace evidence’ column), and where your mentor signs and dates that he or she has sighted the
evidence and is satisfied that you have demonstrated your competence.
You must complete all the business, leadership and personal effectiveness sub-skills. You must also complete four of
the sub‑skills from the technical skill set, which can be from up to four different areas of work. Below is an example of a
sub‑skill schedule:

Code Technical skills Sub-skill Description of workplace evidence Mentor’s signature Date

AUD1 Auditing Planning an audit

You should complete a description of the The date your

evidence you provided to your mentor to mentor signed for
demonstrate that you are competent. that sub‑skill.

Your mentor should sign once

satisfied that you have demonstrated
competence in this sub-skill.

The logbook can be downloaded from the CPA Australia website and saved as a working document. This will allow you and
your mentor to update it electronically.

45
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46
Practical experience logbook

This front page is a summary of the skills accomplished and allows you to track dates that you submitted evidence of the
required competency in each of the skills.
For the technical skills you have to record the code of the skill for which you displayed competence.

Skill Date Skill Date Skill Date Skill Date

Technical skills (enter codes)
Business skills BUS1 BUS2 BUS3 BUS4
Personal effectiveness skills PER1 PER2 PER3 PER4
Leadership skills LEA1 LEA2 LEA3 LEA4

On the attached schedule is a listing of all of the skills and sub-skills. This is where you record the evidence you provided,
and where your mentor signs and dates that he or she has sighted the evidence and is satisfied that you have demonstrated
your competence.

47
48

Code Technical skills Sub-skill Description of workplace evidence Mentor’s signature Date

AUD1 Auditing Planning an audit T & T Superannuation Fund [30th June 2008]

T & T Superannuation Fund [30th June 2008]

AUD2 Auditing Performing an audit

AUD3 Auditing Promoting audit awareness

AUD4 Auditing Audit control and improvement

FAC1 Financial Accounting Financial reporting requirement

Processing of financial Estamz Engineering Pty Ltd, Gemstone Asset Pty Ltd
FAC2 Financial Accounting
information

Estamz Engineering Pty Ltd, Gemstone Asset Pty Ltd

FAC3 Financial Accounting Preparation of financial reports

Reliability of financial
FAC4 Financial Accounting
information

FPL1 Financial Planning Defining a client’s situation

FPL2 Financial Planning Developing a financial plan

FPL3 Financial Planning Implementing a financial plan

FPL4 Financial Planning Reviewing a financial plan

FRM1 Financial Risk Management Establishing financial objectives

Monitoring the financing

FRM2 Financial Risk Management
operations

FRM3 Financial Risk Management Managing financial risk

FRM4 Financial Risk Management Financial control systems

 Code Technical skills Sub-skill Description of workplace evidence Mentor’s signature Date

Assessing a competitive
INS1 Insolvency
position

Options for those facing

INS2 Insolvency
insolvency

INS3 Insolvency Managing a reconstruction

INS4 Insolvency Liquidating a company

Setting an organisation’s
MAN1 Management Accounting
direction

Design of organisational
MAN2 Management Accounting
processes

MAN3 Management Accounting Performance measurement

MAN4 Management Accounting Financial control and systems

TAX1 Taxation An organisation’s tax position

Royal Homes Pty Ltd, Mike Allan

TAX2 Taxation Tax effective planning

TAX3 Taxation Promoting tax awareness

Chris Normoyle
TAX4 Taxation Tax representation

BUS1 Regulatory environment

Refer to File Note

BUS2 Leveraging technology

Domestic and global business

BUS3
context

Business analysis and risk

BUS4
management
49
50

Code Personal effectiveness Skills Description of workplace evidence Mentor’s signature Date

Attending BGL Training, Attending Web Seminar for Tax 2009 & 2010, Attending ATO's Proposed Tax
PER1 Self awareness Changes for 2010.

Building relationships and

PER2
interpersonal skills

PER3 Business communication

Critical analysis and professional

PER4
judgement

Code Leadership skills Description of workplace evidence Mentor’s signature Date

LEA1 Ethics and governance

Communicating with Staff Members' of Jophco Investments Pty Ltd [Farrell's Cafe],
LEA2 Diversity and consciousness Dealings with John Francis Calleja.

LEA3 Planning and innovative thinking

Problem solving and decision

LEA4
making
CPA Program
4 Forms

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52
Summary of Practical Experience
Requirement forms

This summary applies to member who enrol in the Practical Experience Requirement.

1. Practical Experience Testimonial

Purpose Who needs to complete it? When should it be sent to Special instructions
CPA Australia?
This form allows the mentee The mentee must complete The testimonial must be kept This form is the only form
to claim time requirements section A. The mentor must by the mentee, and submitted which allows a mentee to
and/or skill requirements complete section B. The to CPA Australia when ready claim time with a mentor.
which were achieved during a mentee should only complete to advance to CPA status. Mentees who change mentors
mentoring relationship. section C and D when they are will need to have this form
ready to advance to CPA status. signed off by the previous
mentor.
2. Evidence of Knowledge
Purpose Who needs to complete it? When should it be sent to Special instructions
CPA Australia?
This form is used by the The mentor completes This form may be requested if This form can only be used to
mentor, supervisor or manager the form when formulating a mentee is selected for audit demonstrate up to 50% of the
when workplace evidence questions to ask the mentee. by CPA Australia. sub‑skills within a chosen skill
can not be sighted due to The mentee’s supervisor or area. One form must be used
confidentiality issues. manager endorses entries to for each sub‑skill.
validate the mentee’s work.
3. Personal Development
Purpose Who needs to complete it? When should it be sent to Special instructions
CPA Australia?
This form allows the mentor The mentee and mentor This form does not need to be It is useful where the mentor
to gain a good understanding should discuss the questions sent to CPA Australia. is outside of the workplace, or
of the mentee’s background and topics raised on the form. where the mentee and mentor
and goals. It can be used do not know each other well.
to establish the mentoring It is for the mentee’s records
relationship. only.
4. Change of Mentor and Employer Contact
Purpose Who needs to complete it? When should it be sent to Special instructions
CPA Australia?
This form is used to update Mentees changing mentors This form must be sent to Any time over the 30 days
CPA Australia’s records when must complete sections A, B CPA Australia within 30 days will not be recognised as time
a mentee changes mentors and C. If changing employer of the change. accumulating for the practical
and/or employer contacts. contacts, the mentee must experience requirement.
complete sections A and D.
5. Communication Log
Purpose Who needs to complete it? When should it be sent to Special instructions
CPA Australia?
This form is for mentees to This form must be completed This form may be requested if Use this form to record
record all communication with by the mentee as evidence a mentee is selected for audit progress, ideas, discussions
their mentor, including phone, of consistent contact and by CPA Australia. and plans agreed with
email, fax or face-to-face. progress with their mentor. the mentor.

53
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54
 Practical experience testimonial
General information page

Completing Section A: Mentee testimonial

The mentee to confirm name, preferred name, signature and date.

Completing Section B: Mentor testimonial

The mentor to confirm the requirements met during the mentoring relationship.

1. Time requirements
How long was the mentoring relationship? This section must always be completed by the mentor.
This section should be completed even if no skills were completed during the mentoring relationship. Time in the mentoring relationship
cannot be claimed if this section is not completed.

2. Skill area requirement

Did the mentee demonstrate any skills whilst in the mentoring relationship?
Tick the completed box next to each skill for which the mentee provided relevant workplace evidence during the mentoring relationship
and demonstrated competence for that skill.

3. Evidence requirements:
If the mentor sighted workplace evidence, did it meet the evidence requirements? If so, all boxes must be ticked.

Changes during your mentoring relationship

If the mentee changes mentors, the mentee will need to complete a separate practical experience testimonial with their ‘previous mentor‘
to confirm what was achieved during each mentoring relationship. This will enable them to claim the time requirements and/or skill
requirements achieved during the relationship. The mentee may need to make multiple copies of this form, or a copy can be downloaded
from our website cpaaustralia.com.au/per_guidelogbook

The final practical experience testimonial completed before advancement, will contain an employers declaration from the most recent
employer contact person. Keep all of the practical experience testimonial forms for submission at the time of advancing to CPA status.
Please submit a certified true copy of the original documents, originals will not be returned.

The mentee must complete and submit an application to change mentor and employer contact form.

Completing Section C: Employer contact testimonial

The employer contact to confirm the mentee’s employment in a professional accounting and/or finance role. The employer contact who
signs the practical experience testimonial, must be the same person currently registered with CPA Australia.

Completing Section D: Recognition of prior experience

Some associate members may be eligible to apply for recognition of prior experience to reduce their time requirements for the practical
experience requirement. They may apply for recognition before they are ready to advance, or at the time of sending in practical experience
testimonials for assessment. For further information: cpaaustralia.com.au/rpe_exemptions

Advancement to CPA status

For detailed information on what is required to advance to CPA status, please visit our website: cpaaustralia.com.au/advancements

1.
55
 Practical experience testimonial
Important information:
• When completed, the practical experience testimonial allows the mentee to claim time requirements and/or skill requirements which
were achieved during a mentoring relationship.
• The practical experience testimonial/s must be submitted at the time of advancement to CPA Status, once the mentee has successfully
completed the professional level which includes meeting all of the practical experience requirements.
• Please print in BLOCK letters

Section A: Mentee testimonial

9403546
Member number:
LAW
Family name:
TECK CHIUN
First name:
ANTHONY LAW
Preferred name:
/ /
Mentee signature: Date:

Section B: Mentor testimonial

For instructions on how to complete this section, please refer to the general information page.

D'IGNAZIO
Family name:
NATALINO
First name:

Professional status: ✔ Full member of CPA Australia (CPA/FCPA) Full member of an IFAC membership body
CPA AUSTRALIA
Name of professional body:
1639485
Membership number: Membership number with CPA Australia or other professional body

Did the mentee demonstrate any skills during your mentoring relationship?

Yes – Complete 1, 2 and 3, and sign below. No – The mentee wishes to claim the mentoring time only. Complete 1 and sign below.

1. Time requirements

07 / 08 / 09 / /
Dates of mentoring relationship: From: To:

Complete this section to claim your time in the mentoring relationship, even if no skills were completed.

2. Skill areas

For each sub-skill, tick the completed box if a sub-skill has been completed. Otherwise tick the <100% box. For the technical skills, insert
the technical sub-skill code you have chosen.

Completed Completed Completed Completed

Technical skills
Business skills BUS1 BUS2 BUS3 BUS4
Personal effective-ness skills PER1 PER2 PER3 PER4
Leadership skills LEA1 LEA1 LEA3 LEA4

56
2.
 3. Evidence requirements

If you sighted workplace evidence from the mentee, please confirm that this evidence met the requirements, by ticking all of the boxes.

Valid – does the workplace evidence provided by your mentee directly reflect what is in the relevant practical experience logbook?
Authentic – is the workplace evidence presented the mentee’s own work?
Current – is the skill still current and can your mentee still perform the task described?
Sufficient – is there enough workplace evidence to demonstrate competence?

/ /
Mentor signature: Date:

Have you completed the professional level and practical experience requirement?

If you have successfully completed the CPA Program professional level and the practical experience requirement, you may be ready to
advance to CPA status.

Section C: Employer contact testimonial

To be completed by the employer contact person.

I,
NAT D'IGNAZIO
(employer contact name)

confirm that,
ANTHONY LAW
(mentee’s name)

Has been employed in a professional accounting/finance role at:

GT LEAN & ASSOCIATES
(place of employment)

From: To
/ / / /

/ /
Employer contact signature: Date:

Section D: Recognition of prior experience

To be completed by the mentee.

Please tick one (1) of the boxes.

I have already received a partial exemption from the practical experience requirement.

I am applying for recognition of prior experience and have attached my application for recognition of prior experience.

Please visit: cpaaustralia.com.au/rpe_exemptions for details and a copy of the application form.

• Please submit a certified true copy of the original documents, originals will not be returned.

Contact

Mail:
CPA Australia Ltd
MAIS
GPO Box 2820
Melbourne Vic 3001

Email address:
A PDF version of this completed form can be emailed to [email protected]
Faxed copies will not be accepted

Enquiries
If you have any queries regarding the practical experience requirement please contact your local CPA Australia office.
For listings please visit cpaaustralia.com.au/contact

CPA132829 11/2009
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58
 Evidence of knowledge

The Evidence of knowledge form can be used by the mentee, when workplace evidence can not be sighted due to confidentiality issues.
This form can be used to record sub-skills either by:
1. The mentor formulating three questions. The answers provided should allow the mentor to determine whether the mentee has
satisfactorily demonstrated a particular sub-skill.
2. The mentee’s supervisor or manager certifying that the mentee has satisfactorily demonstrated a particular sub-skill.

Please note:
• This form can be used to demonstrate up to 50% of the sub-skills required in each of the skill areas.
• This form may need to be submitted to CPA Australia in the case of an audit.
• One form must be used for each sub-skill.
• This form is a substitute for actual workplace evidence. Usage must be recorded and signed by the mentor in the practical
experience logbook.

A. Mentee details

Member Number:

Family name:

First names:

Sub-skill code:

This form has been used as a substitute for actual workplace evidence, to demonstrate the attainment of sub skill code number.

B. Questions of evidence

Questions to be asked by the mentor and answered by the mentee

Q1:

Q2:

Q3:

The mentee’s underpinning knowledge was satisfactory Yes No

Section C. Third Party Declaration (The third party person does not need to be CPA and/or equivalent)

Name of supervisor or manager:

Company name :

Business address:

Business phone:
( )
Describe the workplace activities/documents the mentee has been involved in/completed that support the attainment of the above
listed skills.

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59
 Have you read the section of the practical experience logbook which describes the sub-skill for which you are declaring
the mentee to be competent in? Yes

Are you willing to be contacted should further verification of this statement be required? Yes

What is your relationship to the mentee?

How long have you worked with the mentee?

Does the mentee perform job tasks at an acceptable level? Yes

Does the mentee manage job tasks effectively? Yes

Overall do you believe the mentee is able to perform the skills listed on a consistent basis? Yes

Feedback to mentee

Privacy statement

I hereby declare that I have read the privacy statement and terms below.

Privacy statement: CPA Australia Ltd (‘CPA Australia’) is committed to protecting your privacy and security of personal information provided by you to us.
The information you provide us in this form will be used to provide relevant information for the CPA practical experience requirement. It may be aggregated
and used for internal review to analyse trends and statistics. You have the right to access your information held by CPA Australia which relates to you and to
correct such information which is inaccurate. All matters relating to access and correction should be directed to CPA Australia. For more information on CPA
Australia’s Privacy Policy, visit our website at cpaaustralia.com.au

Terms: It is an express term of individuals agreeing to participate in the CPA practical experience requirement that CPA Australia Ltd (‘CPA Australia’) nor it’s
Directors, Officers or employees shall be liable for any loss or damage arising out of participation no matter how caused including consequential loss. CPA
Australia does not warrant that the program is suitable as a method of instruction or may provide expert professional advice.

Name of mentor (if section B), supervisor or manager (if section C):
/ /
Date:

Signature:

Name of mentee:
/ /
Date:

Signature:

2.
60
CPA132831 09/2009
 Personal development

Member number:

To maximise career potential and the mentoring relationship, it is important the mentee understands their own needs and values as well as
their strengths and weaknesses in a professional setting. By completing the personal development form, and discussing the issues with the
mentor, the mentee can begin to understand their own strengths with relation to a career management strategy.

The mentee should complete the following short tasks with the mentor.

The mentor should review the responses to gain a better understanding of the mentee.

Formal education and other qualifications

List any formal education (outside of the CPA Program) that assisted in gaining any of the required skills within the areas of work.

Major accomplishments

Use this section to identify achievements. These will reveal what gives you the most satisfaction as well as what you are
good at. Accomplishments can be both personal and professional as they provide indicators of strengths and limitations.

Personal goals

Personal goals need to always be considered alongside career goals as they can often influence career development. Personal goals such
as living overseas or starting a family will influence career progression. It is important to be aware of personal goals as part of an overall
career management strategy.

As the mentee, write down your top three personal goals for the next five year period. e.g. overseas travel, saving a deposit for a house.

1.
61
 Personal strengths and limitations

Recognising our strengths enables us to identify our interests and abilities. As the mentee, list your main strengths. You may want to
use the major accomplishments section to identify strengths. Discuss these with your mentor and try to include these in your career
management strategy.

Being aware of limitations enables us to challenge them. One method is to think about situations that we try to avoid or we don’t feel very
confident with. As the mentee, think about which limitations you want to overcome in the next five years or sooner, so that you can add to
your list of professional accomplishments. Discuss some way you could overcome these with your mentor.

Strengths:

How can I best utilise these strengths in the workplace?

Limitations:

List some ways you could overcome these limitations:

Values and preferences

Recognising our values and preferences in a professional environment is an important part of setting up a career management strategy.
Best work is often done in an organisation that shares our values and offers a working context within which our needs are met.

As the mentee, write down your top three in each category.

Motivation

Consider factors that motivate you (e.g. belonging, giving to community, honesty, independence, power, leadership, respect...)

1.
2.
3.

Satisfaction and interest

Activities from which you derive the most satisfaction and that engage your continuing interest (e.g. adventure, creative opportunities,
initiating, problem-solving...)

1.
2.
3.

Optimal working conditions

The type of environment that most inspires you to achieve (e.g. high salary, location, learning opportunities, time freedom...)

1.
2.
3.

2.
62
 Important relationships

Types of relationships you prefer with others in the workplace (e.g. cooperation, friendships, individualism, leadership, loyalty,
recognition, support)

1.
2.
3.

Career goals

This area lists the 10 most-quoted career goals amongst members. As the mentee, rank the goals in your present priority order (some
categories overlap). Stipulate the approximate time frame you have in mind. Your priority goals and/or timing may change during the
course of your practical experience as you gain more insight into your professional sphere.

Rank timeframe (in years)

Aim for promotion Years

Aim for partnership Years
Develop specialist expertise Years
Move into management Years
Move into consulting Years
Start an accounting practice Years
Start a non-accounting practice Years
Aim for board positions Years
Continue in my current role in a different organisation Years
Continue in my current role in my current organisation Years
other Years

Interests and working style

Interests are fundamental in establishing a career management strategy, as these are where our greatest enthusiasm and passion lies. It is
important to be involved in a career that is interesting to us. It is by being interested that we become motivated. As the mentee, consider
how the career positions or options you are involved with or now are considering, support your interests and strengths. Are there other
options that may offer better support?

Support of interests and strengths

1. Current positions/options

2. Other positions/options

It is also important to identify our preferred working style as we all have styles that work for us. Each of us has unique needs and different
reactions to stress. As the mentee, refer back to your values and preferences section, and taking into account your personal and career
goals, set out five important components of your working style and behaviour, including one that notes how you react to stress.

3.
63
 Working style and behaviour

1. Style

2. Behaviour

3. Dealing with stress

64 4.
CPA132830 09/2009
 Change of mentor and
employer contact
Please allow up to 10 working days for this form to be processed.

Changing your mentor

This form must be submitted within 30 days of changing mentors. Any time over this period will not be recognised towards your practical
experience requirement.
Claiming time with your previous mentor
To claim time and/or skill requirements with your previous mentor, you must have a completed the practical experience testimonial.
The practical experience testimonial should only be submitted at the time of your advancement to CPA status.

Changing your employer contact

This section must be filled out of you have changed employers or if your employer contact has left the organisation.
• To update your employer contact details, sections A and D must be completed.
• To update your new mentor details, completer sections A, B and C.
• To update your employer and new mentor details all sections must be completed.

Change of mentor
A. Mentee Details (to be completed by the mentee)

Member number:

Title: Mr Ms Miss Mrs Other (Please specify)

Family name:

Given names:

Preferred name:

Mentee statement

I hereby declare that all relevant sections of this form are completed and the information provided on this form is true and correct.
I understand and agree to the terms and conditions included on this form.

/ /
Mentee signature: Date:

B. Previous mentor (to be completed by the mentee)

Mentor name:
/ /
Date mentoring relationship ended:

C. New mentor (to be completed by your new Mentor)

Title: Mr Ms Miss Mrs Other (Please specify)

Family name:

Given names:

Preferred name:

Gender: Male Female

Professional status: Full member of CPA Australia (CPA/FCPA) Full member of an IFAC member body

Name of professional body:

Membership number: (Membership number with CPA Australia or other professional body)

Company name:

Position title:
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65
Preferred mailing address:

Please indicate if this is your business or private address Business Private

Business or mobile phone:

Preferred email:

Mentor Declaration Statement: is a legal document that formalises the mentoring relationship.
I hereby declare that I have agreed to act as the applicant’s mentor for CPA Australia’s practical experience requirement. The information
provided in this application is true and correct and I make it in the belief that a person making a false declaration is liable to the penalties
that apply. I understand and agree to the privacy statement and terms and conditions.
As the mentor I acknowledge and understand the objectives of the CPA Program practical experience requirement and agree to participate
in the practical experience requirement in a conscientious, diligent, expeditious and professional manner, with the utmost good faith
towards and in the best interest of both parties.
The mentor and mentee agree that during the course of the mentoring relationship they may become aware of or have access to
confidential information of the other party and agree to maintain the confidentiality of that information both during and after the term.
As the mentor I agree that I will not, both during and after the term, for whatever reason, make improper use of the confidential information
acquired by virtue of the practical experience requirement to gain directly or indirectly an advantage for myself or any other person or to
cause detriment to the other party.
Terms: It is an express term of individuals agreeing to participate in the practical experience requirement that CPA Australia Ltd
(‘CPA Australia’) nor its Directors, Officers or employees shall be liable for any loss or damage arising out of participation no matter now
caused including consequential loss. CPA Australia does not warrant that the program is suitable as a method of instruction or may provide
expert professional advice.

I understand and agree to the terms and conditions included on this form.

/ /
New Mentor signature: Date:

Change of employer contact

D. New employer contact (to be completed by your new employer contact)

Company name:

Address:

Business phone:

Title: Mr Ms Miss Mrs Other (Please specify)

Family name:

Given names:

Preferred name:

Preferred email:

/ /
Employer contact signature: Date:

Complete and return this form

Mail
CPA Australia Ltd
MAIS
GPO Box 2820
Melbourne VIC 3001

Email
A PDF version of this completed form can be emailed to [email protected]
Fax: 1300 78 76 73 (Within Australia) +613 9606 9844 (Outside Australia)

Enquiries
If you have any queries regarding the practical experience requirement please contact your local CPA Australia office.
For listings please visit: cpaaustralia.com.au/contact

2.
66
 General terms and conditions

CPA Australia, and its successors, assigns and related bodies corporate (‘CPA Australia Ltd’), conducts the practical experience
requirement as part of the program by which Associate Members may attain accreditation as Certified Practising Accountants.
Accreditation requires, among other things, three years mentored practical experience in an accounting or related field.
In all cases, mentors and associate members must fulfil all CPA Australia requirements for participation in the practical experience
requirement. The practical experience requirement is maintained by CPA Australia in the sole interest of facilitating the certification
of associate members as certified practising accountants and the establishment of professional links between associate members
and mentors.

CPA Australia takes no responsibility for, and makes no representations as to the:

a) qualifications, capacity, character or suitability of mentors, to carry out the mentoring role, other than by requiring that all mentors,
provide a statement/evidence to the effect that they fulfil all requirements for the position as notified by CPA Australia from time
to time.
b) qualifications, capacity, character or suitability of associate members to undertake the practical experience requirement, other than by
requiring that all associate members provide a statement/evidence to the effect that they fulfil all requirements for participation in the
practical experience requirement as notified by CPA Australia from time to time, or
c) quality or accuracy of the advice and training provided by mentors, to associate members during the practical experience
requirement, and CPA Australia does not accept responsibility for any form of negligence, recklessness, breach of duty or other
misconduct on the part of mentors in providing those services.

In particular, CPA Australia does not accept responsibility for any form of loss or liability whatsoever incurred by associate members or
mentors, during the practical experience requirement or otherwise, directly or indirectly, arising out of or in connection with any matching of
associate member to mentor, irrespective of whether such loss or liability is the result of any negligence or other default on the part of
CPA Australia.
CPA Australia cannot and does not guarantee the existence, currency or adequacy of professional indemnity or any other insurance held
by mentors.
Associate members and prospective mentors, will be indicating that you understand and accept these terms and conditions,
applicable to the relationship from this point onwards, by signing and returning this form to CPA Australia.

3.
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68
 Practical experience requirement
Communication log

Member Number:
The purpose of this form is for the mentee to record all communication with the mentor. This can include communication via phone, email,
fax or face-to-face. The mentee needs to keep this form up-to-date so they have evidence of consistent communication and progress with
their mentor.

Date Brief description of communication/meeting

69
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70
CPA Australia offices

Australia China – Shanghai

Member Advisory & Information Services CPA Australia Ltd
CPA Australia Ltd Suite 1407, 14/F CITIC Square
GPO Box 2820 1168 Nanjing West Road
Melbourne VIC 3001 Shanghai 200041 PR
AUSTRALIA CHINA
Phone: 1300 73 73 73 Phone: +86 21 3218 1860
Fax: 1300 78 76 73 (Australia Only) Fax: +86 21 5292 5589
International fax: +613 9606 9844 Email: [email protected]
Email: [email protected]
New Zealand
Malaysia CPA Australia Ltd
CPA Australia Ltd 39 Market Street
Suite 10.01, Level 10 Viaduct
The Gardens South Tower Auckland City
Mid Valley City NEW ZEALAND
Lingkaran Syed Putra Phone: +649 913 7450
59200 Kuala Lumpur Fax: +649 914 8790
MALAYSIA Email: [email protected]
Phone: +603 2267 3388
Fax: +603 2287 3030 Vietnam
Email: [email protected] CPA Australia Ltd
Suite 432, 4th Floor
Singapore 59A Ly Thai To Street
CPA Australia Ltd Hanoi
51 Cuppage Road VIETNAM
#10–06 StarHub Centre 229469
Phone: +84 43936 0431
Singapore
Fax: +84 43934 4301
Phone: +65 6836 1233 Email: [email protected]
Fax: +65 6836 2722
Email: [email protected] CPA Australia Ltd
Unit 717–3, 7th Floor, Melinh Point Tower
China – Hong Kong
2 Ngo Duk Ke Street
CPA Australia Ltd District 1
20/F Tai Yau Building Ho Chi Minh City
181 Johnston Road VIETNAM
Wanchai
Phone: +84 83520 2824
HONG KONG
Fax: +84 83823 7840
Phone: +852 2891 3312 Email: [email protected]
Fax: +852 2832 9167
Email: [email protected] Europe
CPA Australia Ltd
China – Beijing
Australia Centre, The Strand
CPA Australia Ltd
London, WC2 B4LG
Units 307–308B 3/F, Level 3
UNITED KINGDOM
Office Tower C2 Oriental Plaza
No.1 East Chang An Avenue Phone: +44 20 7240 8266
Dong Cheng District Fax: +44 20 7240 3452
Beijing 100738 PR Email: [email protected]
CHINA
Phone: +86 10 8518 5575
Fax: +86 10 8518 7001
Email: [email protected]

71
CPA137750 11/2009