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The elds are added to the QBE grid in the order in which they occur in the table. You can also add all the elds in the table by clicking on the Field List s header (where it says tblProducts in Figure 36-10) to highlight all the elds in the table. Then drag the highlighted elds to the QBE grid. Alternatively, drag the asterisk (*) from the Field List to the QBE grid (or double-click the asterisk to add it to the QBE grid). Although this action doesn t add all the elds to the QBE grid, the asterisk directs Access to include all elds in the table in the query. Unlike selecting all the elds, the asterisk places a reference to all the elds in a single column. When you drag multiple columns, as in the preceding example, you drag names to the QBE grid. If you later change the design of the table, you also have to change the design of the query. The advantage of using the asterisk for selecting all elds is that changes to the underlying tables don t require changes to the query. The asterisk means to select all elds in the table, regardless of the eld names or changes in the number of elds in the table. The downside of using the asterisk to specify all elds in a table is that the query, as instructed, returns all the elds in a table, regardless of whether every eld is used on a form or report. Retrieving unused data can be a very inef cient process. Very often, performance problems can be traced to the asterisk returning many more elds than necessary to a form or report.

Including a timeline with the owchart helps us grasp the delays that are likely to occur, and how those can be reduced. Also with the format of the horizontal owchart is a time line. This provides us with a view of not only what steps are involved (process steps) and who does them (area of responsibility), but also how long it all is supposed to take. So the time line is placed along the area

An open path can be converted into a closed path by dragging one of the open anchors over the top of the other one. The mouse icon changes to indicate that the two anchors will be linked. When you release the mouse button, the two anchors are converted into a single corner anchor. n

State and local governments typically receive a variety of grants and other financial assistance. At the state level, this financial assistance may be primarily federal financial assistance. At the local government level, the financial assistance may be federal, state, or other intermediate level of local government. Financial assistance generally is legally structured as a grant, contract, or cooperative agreement. The financial assistance might take the form of entitlements, shared revenues, pass-through grants, food stamps, and on-behalf payments for fringe benefits and salary. What Financial Assistance Should Be Recorded Governments often receive grants and other financial assistance that they are to transfer to or spend on behalf of a secondary recipient of the financial assistance. These agreements are known as pass-through grants. All cash pass-through grants should be reported in the financial statements of the primary recipient government and should be recorded as revenues and expenditures of that government. There may be some infrequent cases when a recipient government acts only as a cash conduit for financial assistance. Guidance on identifying these cases is provided by GASB Statement No. 24 (GASBS 24), Accounting and Financial Reporting for Certain Grants and Other Financial Assistance. In these cases, the receipt and disbursement of the financial assistance should be reported as transactions of an agency fund. A recipient government serves as a cash conduit if it merely transmits grantor-supplied money without having administrative or direct financial involvement in the program. Some examples of a recipient government that would be considered to have administrative involvement in a program are provided by GASBS 24, as follows:

The outputs of the dialoguing process are often well informed and technically acceptable solutions acknowledged as the best possible options by the majority of the stakeholders. More importantly, the process tends to generate active support for the project and improved relationships within the community. However, relations with external stakeholders must be carefully established. Depending on the signi cance of the construction project, the origin of the funds (public or private), the nature of the facility being developed and the type of stakeholders, there are different ways relations may be built with the aim to avoid possible con icts. Table 17.3 depicts different ways of relating, and the expected level of in uence in the project decision-making process. Despite con ict avoidance efforts, con ict situations may possibly break out involving external stakeholders, due to: