AngularJS test - AngularJS Updated: 2023
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AngularJS AngularJS
Exam: AngularJS
Exam Details:
- Number of Questions: The exam consists of multiple-choice questions and coding exercises.
- Time: Candidates are given a specified amount of time to complete the exam.
Course Outline:
The AngularJS course is designed to provide candidates with a comprehensive understanding of the AngularJS framework for building dynamic web applications. The course outline includes the following topics:
1. Introduction to AngularJS
- Overview of AngularJS and its features
- Understanding the AngularJS architecture
- Setting up the development environment
2. AngularJS Basics
- AngularJS expressions and data binding
- Directives and their usage
- Controllers and scope management
3. Modules and Dependency Injection
- Creating and managing AngularJS modules
- Understanding dependency injection
- Using services and providers
4. Templates and Views
- Working with AngularJS templates
- Using ngRoute for routing and navigation
- Handling form input and validation
5. Directives and Components
- Creating custom directives
- Building reusable components
- Understanding the directive lifecycle
6. Services and HTTP Communication
- Working with built-in AngularJS services
- Making HTTP requests with $http service
- Handling data using promises
7. Advanced Concepts
- Understanding the digest cycle
- Using filters and pipes
- Implementing animations and transitions
Exam Objectives:
The AngularJS exam aims to assess candidates' understanding of the AngularJS framework and their ability to develop web applications using AngularJS. The exam objectives include:
1. Understanding the key concepts and features of AngularJS.
2. Demonstrating proficiency in AngularJS expressions, data binding, and directives.
3. Building and organizing AngularJS modules.
4. Implementing routing and navigation using ngRoute.
5. Creating custom directives and components.
6. Working with services and making HTTP requests.
7. Applying advanced concepts such as filters, animations, and transitions.
Exam Syllabus:
The exam syllabus covers the following topics:
- Introduction to AngularJS
- Overview of AngularJS and its features
- Understanding the AngularJS architecture
- Setting up the development environment
- AngularJS Basics
- AngularJS expressions and data binding
- Directives and their usage
- Controllers and scope management
- Modules and Dependency Injection
- Creating and managing AngularJS modules
- Understanding dependency injection
- Using services and providers
- Templates and Views
- Working with AngularJS templates
- Using ngRoute for routing and navigation
- Handling form input and validation
- Directives and Components
- Creating custom directives
- Building reusable components
- Understanding the directive lifecycle
- Services and HTTP Communication
- Working with built-in AngularJS services
- Making HTTP requests with $http service
- Handling data using promises
- Advanced Concepts
- Understanding the digest cycle
- Using filters and pipes
- Implementing animations and transitions
Financial AngularJS test
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AngularJS
AngularJS
https://killexams.com/pass4sure/exam-detail/AngularJS
AngularJS
Section 1: Sec One (1 to 50)
Details:This section provides a huge collection of Angularjs Interview Questions with their
answers hidden in a box to challenge you to have a go at them before discovering the correct
answer.
Question: 1
What is AngularJS?
Answer:
AngularJS is a framework to build large scale and high performance web application while
keeping them as easy-to-maintain. Following are the features of AngularJS framework.
AngularJS is a powerful JavaScript based development framework to create RICH Internet
Application (RIA).
AngularJS provides developers options to write client side application (using JavaScript) in a
clean MVC (Model View Controller) way.
Application written in AngularJS is cross-browser compliant. AngularJS automatically handles
JavaScript code suitable for each browser.
AngularJS is open source, completely free, and used by thousands of developers around the
world. It is licensed under the Apache License version 2.0.
Question: 2
What is data binding in AngularJS?
Answer:
Data binding is the automatic synchronization of data between model and view components. ng
model directive is used in data binding.
Question: 3
What is scope in AngularJS?
Answer:
Scopes are objects that refer to the model. They act as glue between controller and view.
1
AngularJS
Question: 4
What are the controllers in AngularJS?
Answer:
Controllers are JavaScript functions that are bound to a particular scope. They are the prime
actors in AngularJS framework and carry functions to operate on data and decide which view is
to be updated to show the updated model based data.
Question: 5
What are the services in AngularJS?
Answer:
AngularJS come with several built-in services. For example $http service is used to make
XMLHttpRequests (Ajax calls). Services are singleton objects which are instantiated only once
in app.
Question: 6
What are the filters in AngularJS?
Answer:
Filters select a subset of items from an array and return a new array. Filters are used to show
filtered items from a list of items based on defined criteria.
Question: 7
Explain directives in AngularJS.
Answer:
Directives are markers on DOM elements (such as elements, attributes, css, and more). These
can be used to create custom HTML tags that serve as new, custom widgets. AngularJS has built-
in directives (ng-bind, ng-model, etc) to perform most of the task that developers have to do.
Question: 8
2
AngularJS
Explain templates in AngularJS.
Answer:
Templates are the rendered view with information from the controller and model. These can be a
single file (like index.html) or multiple views in one page using "partials".
Question: 9
What is routing in AngularJS?
Answer:
It is concept of switching views. AngularJS based controller decides which view to render based
on the business logic.
Question: 10
What is deep linking in AngularJS?
Answer:
Deep linking allows you to encode the state of application in the URL so that it can be
bookmarked. The application can then be restored from the URL to the same state.
Question: 11
What are the advantages of AngularJS?
Answer:
Following are the advantages of AngularJS.
AngularJS provides capability to create Single Page Application in a very clean and maintainable
way.
AngularJS provides data binding capability to HTML thus giving user a rich and responsive
experience
AngularJS code is unit testable.
AngularJS uses dependency injection and make use of separation of concerns.
AngularJS provides reusable components.
With AngularJS, developer writes less code and gets more functionality.
3
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‘This well documented compendium on financial stress testing could not arrive at a more timely moment. As the world embarks on a daunting mission to reign in global warming, stress testing promises to be a key tool for helping central banks and supervisors assess climate-related risks, not only on their own balance sheets, but in the economy as a whole, as well as the books of the banks it supervises.’
Christine Lagarde - President of the European Central Bank
‘Stress tests have grown from their beginnings as a simple, practical tool for communicating risk in a particular portfolio into a much broader framework. This Handbook is a thought-provoking package of thirty essays by leading academics, regulators and practitioners. courses range widely, from fundamental scenario design to transparency considerations, feedback effects, micro versus macro perspectives, as well as the implications for different types of financial institutions. The Handbook has something for anyone interested in the state of the art, including risk professionals, regulators, policy-makers and academics.’
Wilson Ervin - former Chief Risk Officer
‘The 2009 bank stress tests were one of the turning points of the global financial crisis, and they are now a basic part of the supervisory toolkit. This volume provides a comprehensive overview of what we have learned about stress testing and what we still need to know to make it even more effective.’
Ben Bernanke - former Chair of the United States Federal Reserve
‘This excellent compilation of contributions on stress testing covers a vast spectrum ranging from the economic history of evolution of stress tests as a centerpiece in prudential regulation of the financial sector to the challenges going forward. The book covers both micro- and macro-prudential stress tests, provides a conceptual foundation for the use of both, touches upon ongoing issues such as stress tests for central counterparties, and is a must-read for practitioners, policy-makers and academics interested in creating a robust financial sector.’
Viral Acharya - New York University Stern School of Business
‘This is by far the most comprehensive available reference work on financial stress testing. One need only review the list of contributors to appreciate its definitive quality – many of those who invented stress testing following the Great Financial Crisis are authors. The Handbook of Financial Stress Testing covers the subject in all key dimensions, and from philosophy to execution. I strongly recommend that this magnificent compendium be read by anyone concerned with the risk of future financial crises.’
Darrell Duffie - Stanford University
Whether it's a single-engine light aircraft, a jet, or a sport plane for looping the loop, every pilot selects the plane that matches their personality.
When it comes to investing, personality is also the key factor for finding the right strategy. Should the investment strategy offer more security, even if this lowers the return? Or should the strategy pursue maximum returns – even if this means more risk? The UBS Financial Personality Test shows you how much risk you’re comfortable with.
After the calamities of the dual strikes, industry heavyweights are adjusting to the new normal, which is anything but.
“It’s one thing to say you want to save money,” says Robert Salzman of David Weise & Associates. “But it takes commitment and hard work. David Weise likes to use the analogy of our services to that of a personal trainer. It’s easier to work out when someone is there at your side motivating you to do that next rep. In our case, it means clients being open to meeting regularly to monitor finances and look at practical metrics.”
While it may seem safe to assume the COVID-19 pandemic shutdown in 2020 would have prompted people working in Hollywood to prioritize creating plans for any unforeseen events in the future, business managers say that hasn’t been the case for everyone.
Belva Anakwenze, a principal at Abacus Financial Business Management, says that government aid in the form of cash payments and forgivable PPP business loans offered a lifeline during the COVID-19 pandemic. Although there have been strike funds — and some stars and showrunners have kept their staff on the payroll amid the shutdown — there has been no equivalent to that federal aid during the labor actions.
“The strikes have taught our clients significantly more than the COVID-19 pandemic,” Anakwenze notes. “Even though we emphasize the importance of cash reserves, the aid during COVID-19 provided false comfort. The strikes have proved that there will not always be a safety net given, and it is crucial to create and have your own net readily available.” Again, she emphasizes that planning for a rainy day is about more than shoring up cash reserves: “It is essential to have assets available for sale and lines of credit open. We have been encouraging clients to leverage their assets to access cash for operations.”
For some, the dual strikes bringing the entertainment business to a standstill barely three years after the pandemic-era shutdowns came at a time when business managers and their clients were still on guard amid an evolving industry recovery.
“With COVID so exact in the rearview mirror, clients have become more adjusted to dealing with events impacting traditional income streams like the strikes, which has management teams proactively diversifying for sustained success and comfort despite the slowdowns,” notes Justin Sroka of Mann Gelon Glodney Gumerove Yee.
Even for those who were well prepared, the now-concluded WGA strike and the ongoing SAG-AFTRA labor action — which recently passed the 100-day mark — have made it difficult to stay afloat financially.
Freemark Financial co-founder Steves Rodriguez notes that step one was doing an active review of spending. “Eliminating discretionary spending as much as possible is typically first on the list,” he says. “One would also look at the largest expenditure buckets, which for many people is their home. So looking at creative solutions around housing is one of the more impactful changes one can make.”
Adds Howard Altman of Grant Tani Barash & Altman: “Identify essentials. Identify matters that need to be addressed immediately versus those that can wait. Create a specific plan and path forward. Everyone feels better and prepared when there is a specific plan — in all areas of life.”
For many, the path forward has required doing far more than cutting back on spending.
“Unfortunately, some clients have had to go into their pension accounts and either borrow or liquidate some of their assets,” says Carrie Malcolm of CRM Management. “And, in cases where mortgage rates have changed or people have needed to relocate, the banks have been feeling nervous about lending to out-of-work actors and writers.”
The situation has led to difficult actions and conversations — especially when hot real estate markets in pre-shutdown years resulted in some individuals upgrading to more expensive homes. Says Larry Witzer of Gettleson Witzer & O’Connor, “Telling a client they have to sell their home or lay off staff is never a comfortable conversation.”
This time around, it seems the collective industry trauma has forced showbiz creatives and talent to focus on what they really want out of life and set their financial priorities accordingly. “No matter how creative a person is, we can’t avoid the reality that bad things happen to good people,” says Steven Campeas of SJC. “There will always be an unexpected expense or circumstance that will require funds we had no intention of spending. I am not a cynic, but the ‘rainy day’ will always come, and sometimes it lasts for months. This strike brought that point home.”
The financial squeeze brought on by the dual strikes also has reignited debates and uncertainty over the future of content spending by major studios and streamers after the end of Peak TV, the ever-shifting economics of online video platforms, and the workplace implications of generative artificial intelligence.
Despite the challenging industry backdrop, Marie Ambrosino of Gursey | Schneider urges clients to keep their heads up: “Stay the course on what matters most in your life, keep your faith, make well-thought-out decisions.”
Generally, the business managers say this year has made clients more invested in their financial situation, more introspective and more willing to make changes moving forward.
“I hear, ‘After the strike I need to examine how much I spend,’ ” says Randy O’Connor of Gettleson Witzer & O’Connor. “Our clients now realize they have built up a big fixed spending base that needs to be challenged and reduced.”
Of course, there’s no telling when “after the strike” will be. The 2023 WGA strike ran for 148 days before the lengthy work stoppage ended with a new deal for screenwriters, and SAG-AFTRA is back at the bargaining table after so far failing to reach an agreement with the AMPTP — but, even when it does, the livelihoods of Hollywood workers could quite possibly be upended again next year as the industry looks ahead to the 2024 labor contract battles. The Hollywood Teamsters, IATSE and unions that are part of Hollywood Basic Crafts and include IBEW Local 40, LIUNA! Local 724, OPCMIA Local 755 and UA Local 78 also head to the bargaining table.
All of which emphasizes the need to continue being proactive for Altman: “This has underscored the importance of recognizing the volatility of the industry, the fact that nothing is guaranteed, and the reason for meaningful savings and reserves.”
This story first appeared in the Oct. 25 issue of The Hollywood Reporter magazine. Click here to subscribe.
If you’ve been investing for some time, you most likely have a plan in place. Of course, these plans will vary depending on your specific goals, age and risk tolerance. But the essential consideration is that some sort of attainable goal, as well as a plan on how to reach that goal, is common to most investors.
Along with that, however, comes a fatal flaw that is seen far too often: These plans are made in a vacuum. You may think, if I continue earning my current salary, putting 10% in savings, and investing another 25%, then everything will turn out fine. Unfortunately, nothing happens in a vacuum — least of all in the world of investing.
The fact is that the circumstances in which you made your plan will most certainly change. Income can fluctuate (either expectedly or unexpectedly), interest rates change, inflation rises or drops, economies experience recessions, and industries crash.
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This means that our immediate cash needs and the risks associated with certain investments can significantly fluctuate, too. The way they impact our long-term financial plan is vital.
None of us can predict how the future will unfold. However, we can approximate what would happen to our portfolio if some of those initial factors were to change. The basic idea isn’t too complicated: If your primary source of income sharply decreases, will your limited savings require you to liquidate long-term investments to generate short-term cash flow, thereby throwing your entire retirement plan off course?
These are the occurrences we wish to avoid — and stress-testing our financial plan helps us do just that.
In practice, this process requires a vast amount of knowledge and expertise. Most investors turn to financial advisers to help with such a task. Whether you’re seeking to conduct this yourself, or plan to turn to a trusted adviser, the following will provide a head-start either way.
Stress-Testing Your Portfolio: Considerations
The first and most crucial aspect of a stress test is to start with a budget. Calculating your budget will allow you to forecast cash needs over time.
Understanding your cash needs — which are specific to your income, financial goals and lifestyle — allows you to recognize the most important aspect of successfully managing a financial plan over time: Your goal isn’t just about growing your assets; it’s about managing liquidity.
Life happens — and we all eventually run into unexpected cash needs. The last thing you want to do in such a situation is liquidate a long-term investment to satisfy short-term cash flow needs. This will not only divert your long-term financial plan, but you’ll likely incur added immediate expenses through capital gains taxes.
When most investors think of their financial plan, they think long-term. And that’s great — but everyone needs to be prepared for a rainy day in the immediate future. The key to finding this balance between a long-term vision and the immediate future boils down to liquidity management, which all starts with defining a budget.
If your budget isn’t clearly defined, then you’ve already botched your stress-test.
So, once you nail down a budget and projected cash flow, the focus then shifts to your portfolio. This is where things get a little tricky. Most portfolios are built using tools that only professional money managers can access. This is why it’s always best to utilize a financial adviser.
Above all, there are two primary concepts at play in your stress-test: asset appreciation and after-tax cash flow expectations. This is very similar to the strategies behind many large endowment fund managers — but just on a micro-scale.
In action, this typically involves examining risk-ratios to calculate expected returns and volatility from modern portfolio theory. The obvious goal is to maintain the lowest risk ratio for the highest expected value. A key component is maintaining balance between risk and reward, and one way in which this is done is through the Sharpe Ratio.
To put it simply, the Sharpe Ratio adjusts the expected return of an investment based on its risk. Let’s say Jerome and Sarah are both traveling from point A to point B. Jerome takes his car, averaging a modest 45 mph. Sarah takes her motorcycle, averaging 75 mph. Of course, Sarah reaches point B first. But — she also incurred much more risk than Jerome — despite the fact that they both reached the same destination.
Was the risk that Sarah took worth the benefit of arriving early? Of course, the level of risk you’re willing to assume will vary based on your unique situation, but this is the sort of insight that the Sharpe Ratio aims to illuminate.
Then, there are some stressors that need to be thrown into the mix. The most important of which should be a loss of primary income. Many experts suggest having three to six months of your salary readily accessible as cash in a savings or brokerage account. All too often however, this simply isn’t enough. More conservative savers aim for a figure closer to 12 months. Again, we see how starting with a budget — to determine monthly expenses and manage short-term cash flow needs — plays a crucial role.
For most people, the end goal of this entire process is adequately preparing for your retirement — so that you can indeed retire on time. For various reasons, the average age of retirement continues to rise, particularly for men and entrepreneurs over the age of 65. Making the choice to continue working is one thing, but feeling obligated to maintain an income stream is another. Stress-testing your portfolio will help you gain a better understanding of your preparedness to life’s curveballs — and will hopefully help you sleep better at night.
Of course, the steps above are fairly easy to understand in theory, but are much more difficult to execute in practice. Building a budget, measuring risk and assessing expected value are difficult tasks. While they are not necessarily impossible to perform on your own, the above framework — at the very least — should be used as a template when selecting a financial adviser.
One way in which financial advisers test different scenarios — and their subsequent impact on portfolios — is through the Monte Carlo Simulation.
Monte Carlo Simulations
Dwight Eisenhower once said, “Plans are nothing, planning is everything.” While the first part of that sentence might be too harsh, one is forced to agree that the real planning is more important than the plan. Plans depend on circumstances, and circumstances change, but the ability to adapt — and construct a plan — is valuable at all times.
Monte Carlo simulations work by taking a financial plan and simulating how it would fare under different conditions; the most important of which are changes to your income and expenses, savings, your life expectancy, and expected returns from long-term investments.
Some of these factors are under your control — income, expenses and expected returns due to asset allocation largely depend on you. However, market conditions such as inflation, your investment horizon and many other factors do not. So, in order to get a result, the Monte Carlo method assigns a random value to those uncertain factors. The simulation is then run thousands of times to get a probability distribution.
If this sounds complicated, there’s no need to worry. Even if you’re an experienced investor, this is a syllabu that requires professional experience in the field. The fact is, even if the software used to run stress-tests were available to the general public (which it isn’t), you would still be left with the trouble of deciphering the results of the test and putting them to use.
Final Thoughts
It’s an arduous task to stress-test a financial plan on your own. Leveraging a professional is the most popular path here. You can, however, do some prep work yourself to better understand the process and select a financial adviser you trust. Most of those preparations will revolve around budgeting and making contingency plans for yourself — think of them as your own prelude to a stress-test.
Yes, non-U.S. citizens are eligible for social security. Non-citizens must be in the country legally and have a Social Security number. As with citizens, retirement benefits are only available for workers with a minimum of 40 work credits, which take at least 10 years to accrue. Non-citizens with fewer than 40 credits may be able to count work outside the U.S. toward Social Security credits if their home country and the U.S. have a totalization agreement.
LSE research on systemic risk and contagion in financial markets has informed policymaking at the Bank of England, improving financial stability in the UK.
What was the problem?
To maintain financial stability within one country and globally, major banks and building societies must be able to withstand severe financial shocks without collapsing. If one or more banks default on their payment obligations, losses may spread through the financial system and cause other banks to default.
The banking failures that led to the 2007 to 2009 Global Financial Crisis exposed the fault lines of existing risk management practice and demonstrated the vital importance of spillover and feedback effects – both between financial institutions and between the financial sector and the real economy – to quantifying likely system-wide impacts of financial stresses.
Since then, national banks and regulatory authorities, including the Bank of England, have increasingly used stress-testing exercises to analyse the resilience of an institution or system under a set of extreme, adverse scenarios, such as a national or global recession. Stress tests are used both to measure risks and to manage risk by informing policymaking to regulate banks and the amount of capital they are required to hold.
In 2015, the Bank of England identified the modelling of system-wide dynamics and feedback mechanisms as a priority for its annual stress-testing programme.
What did we do?
Professor Veraart’s research focuses on the use of network models to assess systemic risk and financial stability. In 2013, she and her co-author, Professor L C G Rogers (University of Cambridge), created a model of interbank obligations, given the risk that if one bank defaults on their payment obligations, it cannot call in its loans at full value, and losses can then spread throughout a network causing other banks to default. Their model allows users to compute how much each bank would be able to pay at the end of such a default cascade, and the risk of multiple bank failures.
This model is distinctive in allowing for the addition of default costs. This immediately introduces novel and realistic effects, since these additional costs significantly change the default cascade. Without them, the network spreads losses, but cannot amplify them. If you factor in default costs, however, the initial losses causing an institution to default can be substantially amplified while the default flows in a domino effect through the banking system.
Because these amplification effects are a key concern for policymakers, it is important they are captured in the models used in stress tests. In a paper on distress and default contagion in financial networks, Veraart generalised the framework to allow for financial contagion to be triggered, not necessarily by the default of an institution alone, but also by mark-to-market effects before default, in a scenario of distress contagion. The paper further illustrated how the framework could, in principle, also be applied even if only partial information is available about the underlying network of exposures.
What happened?
Veraart has worked regularly with the Bank of England on developing and using stress-testing models to apply to the UK banking system to simulate what would happen under various scenarios of financial distress. From October to December 2016, she served as a Bank of England George Fellow, based full-time in the Stress Testing Strategy Division of the Financial Stability Strategy and Risk Directorate. Her research was used by the Bank to conduct its annual stress testing in 2016 and 2017, covering seven major UK banks and building societies, which together account for around 80 per cent of banks’ lending to the UK economy.
In 2016, the Bank’s stress test included, for the first time, testing of solvency contagion via interbank lending. This examines how deteriorating capital positions lead to revaluation of interbank debt claims, which can in turn further affect banks’ capital positions. This built on the modelling framework set out by Rogers and Veraart in 2013. The Bank’s Executive Director of Financial Stability Strategy and Risk noted:
“[Veraart’s] research has informed the Bank’s modelling and analysis, in particular on incorporating feedback and amplification mechanisms in the Bank of England annual cyclical scenario (ACS) stress test. Solvency contagion was the first amplification mechanism included in the Bank of England’s stress test in 2016.”
The Bank’s stress-testing programme is a crucial part of its statutory responsibilities to maintain the stability of the country’s financial system. Its purpose is to ensure banking institutions have enough capital to withstand major financial stresses, such as a deep recession. The results of the stress-testing exercise are therefore used to set regulatory capital buffers and to determine whether banks need to Excellerate their capital positions.
Veraart has worked with the Bank on developing further models for testing system-wide stress. This research has analysed liquidity stress in the repurchase agreement (repo) market, looking at the wider financial system beyond the banking sector. More recently, this work has focused on liquidity stress during the early phase of the COVID-19 pandemic.
In 2019, Veraart was recognised for her work on systematic banking risk as co-winner of the University of Cambridge Adams Prize awarded to UK-based researchers under the age of 40 conducting first-class international research in the mathematical sciences.
Please scroll down to bottom of the page for relevant resource documents.
Owners’ and Directors’ Test
The Owners’ and Directors’ Test applies to all clubs in the Premier League, English Football League, National League, Isthmian League, Northern Premier League, Southern Football League, WSL and Women's Championship. The purpose of the Test is for the owners, directors and officers of clubs in those leagues to meet standards greater than that required under law so as to protect the reputation and image of the game. The Premier League and English Football League administer the Test for clubs in their leagues. Any queries in relation to the application of the Test to a club in membership of the Premier League or English Football League should be addressed to the respective league. The FA administers the Test to clubs in membership of the National League, the three leagues below and WSL and Women's Championship. Any queries in relation to the application of the Test at those levels of the game should be addressed to The FA at ODT@TheFA.com.
Third Party Interest in Players Regulations
The FA’s Third Party Interest in Players Regulations apply at all levels of the game in England. The objective of these Regulations is to prevent any party other than a recognised football club from holding an interest in a player registered with an English club. The Premier League and English Football League also have rules and regulations in this area.
English football has agreed that if third parties were permitted to hold an interest in what are sometimes termed the “economic rights” of a player it would pose an unacceptable level of risk to the integrity of our competitions. For example, it is unacceptable to English football for the same third party to hold interests in players that are due to play against each other for clubs in its competitions.
In addition English football holds the view that the payment of transfer fees are important for the redistribution of money throughout the game and that the entitlement to transfer fees should be retained entirely by clubs and should not be due to third parties.
The holding of the economic rights in a player by third parties was prohibited on a worldwide basis by FIFA in 2015.
National League System Regulations
The National League System (“NLS”) is a system of competitions controlled by The FA where promotion and relegation links exist between Leagues within the football pyramid. The structure of NLS is included within the NLS Regulations.
These regulations govern the establishment and operation of the NLS. The aims and objectives of the NLS are to provide clubs with a level of competitive football appropriate to their playing ability, stadium facilities and economic location; to provide a framework for discussion on matters of policy and common interest to leagues and clubs; and allow for seasonal movement of clubs.
The Leagues Committee is appointed by The FA Council to deal with all matters appertaining to the NLS. The members of the Leagues Committee are shown in the current FA Handbook. Key responsibilities include the seasonal promotion, relegation or lateral movement of clubs between the Steps within the NLS. The regulations also address the movement of clubs within the NLS other than by promotion and relegation. For example where a club has been wound up, liquidated, ceases to trade or is removed from its league or withdraws from football competition then the regulations set out the requirements for the entry into the NLS of a new club.
Standardised Rules and Standard Code of Rules
The Standardised Rules are compiled by the Alliance Committee of The FA for the mandatory use by leagues at Steps 1 to 6 of the National League System (“NLS”). Details of the NLS can be found in the NLS Regulations. The FA Council appoints the members of the Alliance Committee and their names are included in the current FA Handbook. The Standardised Rules are a base set of rules that are adopted at the annual general meetings of Leagues at Steps 1 to 6. The aim of the Standardised Rules is to achieve a measure of consistency within the different leagues at each Step of the game. A league may add to the Standardised Rules but such additions require the prior agreement of The FA.
The Standardised Rules are distinguished from the Standard Code of Rules that has been compiled for the use of all competitions outside of the NLS.
The FA Licensing Manuals for UEFA Club Competitions
UEFA Club Licensing and Financial Sustainability
UEFA has operated a licensing scheme for clubs to play in its competitions since 2004 through the UEFA Club Licensing and Financial Sustainability Regulations. From the 2020/21 season UEFA introduced UEFA Club Licensing Regulations for the UEFA Women's Champions League. Each season UEFA invite its member national associations to prepare a National Club Licensing Manual based on UEFA’s licensing requirements. The FA Board is the licensor in England. Under their terms of reference the Professional Game Board and The FA Women’s Super League and The FA Women’s Championship Board of The FA considers UEFA club licensing matters on behalf of The FA Board for the men’s and women’s game respectively.
Part II of UEFA Club Licensing and Financial Sustainability Regulations and UEFA Club Licensing Regulations for the UEFA Women's Champions League set out the requirements that a club that plays in a top division of each country must meet to be granted a licence to play in UEFA’s club competitions for the following season. As Licensor in England, The FA applies these requirements to Premier League and WSL clubs working closely with the Leagues.
UEFA require each licensor to ensure that all applicable licensing criteria defined in their Regulations are integrated into a set of regulations or manual to be applied to clubs applying for a licence to play in UEFA’s competitions within each country. The licence applies to UEFA’s competitions only and not to domestic competitions. UEFA review and approve each licensor’s set of regulations for consistency with the licensing requirements set out in their Regulations.
The FA Licensing Manuals for UEFA Club Competitions are prepared each year to satisfy the requirements of the club licensing requirements of UEFA’s Regulations. The requirements included in the relevant FA Manual is applied to Premier League or WSL clubs that apply for a licence to play in UEFA’s competitions for the following season.
In the event that a club that does not play in a top division, such as an EFL club, may qualify for the Europa League or Europa Conference League through the domestic cup competitions then that club may make an extraordinary application to UEFA under Article 17 of UEFA’s Regulations for special permission to play in the Europa League or Europa Conference League. UEFA issue a separate set of requirements to be met by a club that is not in a top division. It is then UEFA’s decision as to whether or not that club meets those requirements and is granted the special permission to play in the Europa League or Europa Conference League for the following season.
Part III of UEFA Club Licensing and Financial Sustainability Regulations set out various monitoring requirements that are applied by UEFA during a season to those clubs that have been granted a licence and have qualified for UEFA’s men’s competitions.
Further details of the application of UEFA’s Club Licensing and Financial Sustainability requirements and relevant documents are included on UEFA’s website:
https://www.uefa.com/insideuefa/protecting-the-game/club-licensing/index.html
You can obtain the UEFA Licensing Manuals from the resource section below.
FA Membership
There are two types of FA membership, Full Membership and Associate Membership. The Football Association Limited is a company with share capital. The articles of association of The FA set out in detail who is entitled to hold an ordinary share. A Full Member of The FA is allocated an ordinary share that entitles the holder to participate at general meetings of The FA and to vote on proposed changes to FA Rules, Regulations and articles. It also provides limited entitlement to purchase tickets for matches organised by The FA.
A Club may apply to be a member of The FA. To be able to apply for Full Membership, a Club must have been an Associate Member for at least three years and be playing in or above the Premier Division of either the Isthmian, Southern or Northern Premier Football Leagues. Under FA Rule A3.1 and A3.2 an application to become a member of The FA must be received by 1 March in any calendar year. For further information on the application process please email clubgovernance@TheFA.com.
Please note that a Club does not have to be a member of The FA to play in competitions sanctioned by The FA. A Club must be affiliated to a county FA to do so.
Transfers of memberships
In order to be entitled to play football in a competition recognised by The FA a club must be affiliated to a county FA and be a member of a league. In addition a club may hold either associate or full membership of The FA.
It is these memberships that entitle a club to play and meet fixtures in its name. The memberships are not transferable without the respective authority of each football body. If the memberships are to be transferred from one legal entity to another, such as on incorporation or following insolvency, then the rules of the league of which the club is a member will have minimum requirements that must be met. For those clubs in the National League System, Rule 2.9 of the Standardised Rules sets out these requirements. If the club is a member of The FA, then FA Rule A3.7 shall also be applied.
FA Rules in relation to a Club’s Financial Records and Constitution
FA Rules I1 sets out the financial records that a club is required to maintain and prepare. This includes a requirement for a club to prepare annual accounts.
FA Rule I2.1 states that a club must have a written constitution in a form acceptable to The FA and that is capable of complying with FA Rules. A club must not be a sole trader (ie an individual). FA Rule I2.1 sets out requirements that a club is to include in its constitution. This includes provisions to ensure that those at a club conduct themselves in accordance with the Rules and Regulations of The FA; that any proposed changes to a club’s articles or Rules require the advance approval of The FA; that the position of Director, Officer or Official at a club is vacated if such a person is subject to a decision of The FA that suspends that person from holding office or from taking part in any football activity relating to the administration or management of a club; how the distribution of any surplus is to be made on the winding up of a club; and that a club is required to deliver The FA prior notification of an alteration to its constitution or a material change to its financial structure.
Advisory
A Guide to Directors’ Duties and Obligations
When an individual is appointed as a director of a football club, it is sometimes his or her first experience of being a company director. The legal duties associated with being a director of a football club are the same as those of any other company. This Guide aims to provide an overview of what these duties and responsibilities are and practical steps on how to meet those duties and responsibilities.
You can obtain the Guide from the Resources section below.
Club Structures
Club Structures has been prepared to provide guidance to clubs in the National League System of the different types of legal structure through which a club can operate, such as an unincorporated association (members club) or limited company. The Guide sets out the most commonly used structures that a club may wish to adopt together with some advantages and disadvantages of each. The Guide also sets out a step by step process to be followed for a club that wishes to set itself up as a company. You can access the online Guide by clicking here.
Payments to Contract and Non-contract Players
The FA has rules that clubs are required to follow when making payments to contract and non-contract players. The FA has produced guidance to assist semi-professional clubs in meeting their requirements under FA Rules. The Guide also assists semi-professional clubs in meeting their legal requirements when applying PAYE and national insurance to payments to contract and non-contract players. It is not intended to be a comprehensive guide to address all issues that may arise in the application of PAYE and national insurance to payments to players, but does include references to where further help and information may be found. Clubs are encouraged to seek professional advice or to contact their local H M Revenue & Customs office in the application of PAYE and national insurance to payments to contract and non-contract players.
You can obtain the Guide from the resources section below.
Any queries in relation to the content of this Guide should be addressed to The FA at clubgovernance@TheFA.com.
Advice for clubs in the National League System
Clubs in the National League System are directed to the following websites that include advice in various areas such as sponsorship and marketing support, media support and e-learning opportunities on finance, club structures and other subjects.
Useful links:
www.TheFA.com/YourGame
www.sportenglandclubmatters.com
You can also obtain a Guide to Governance for Clubs in the National League System and Large Community Clubs from the resource section below.
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