SlideShare a Scribd company logo
1 of 151
Download to read offline
MACPA Fall Town Hall / Professional Issues Update - 2015
/
Thank You to Our Sponsors
Your Learning Journey
Vote for a question
Respond to Poll
Ask a Question
MACPA.CNF.IO
Select your session
and join the
conversation:
Fall Town Hall PIU
Download today’s slides at …
www.SlideShare.net/thoodcpa
Norfolk	
  pines	
  
Captain	
  Cook	
  &	
  Norfolk	
  Pines	
  on	
  
Maui	
  
CPA FIRM TOP ISSUES
DIAGNOSTIC REPORT
FOR MACPA TOWN
HALL
American Institute of CPAs®
Private Companies Practice Section 8	
  
Carter Heim, CPA, MST, CFF
HeimLantz, CPAs & Advisors
410-841-557
Carter.Heim@HeimLantz.com
PCPS Superheroes
Jeanie Price, AAAPM
DeLeon & Stang, CPAs & Advisors
301-948-9825
Jeanie@DeLeonandStang.com
What is PCPS?
3
• $35/CPA,	
  max	
  $700	
  
Add-­‐on	
  firm	
  
membership	
  secCon	
  
of	
  the	
  AICPA	
  	
  
• Passionate	
  about	
  providing	
  firms	
  support	
  for:	
  
• keeping	
  up	
  with	
  changes	
  in	
  standards/regs	
  
• strategies	
  in	
  ploLng	
  the	
  firm’s	
  direcCon	
  
• the	
  everyday	
  intricacies	
  of	
  running	
  a	
  pracCce	
  
PCPS	
  comprises	
  of	
  a	
  
team	
  of	
  experienced	
  
CPAs	
  	
  
• This	
  knowledge	
  is	
  foundaConal	
  to	
  the	
  turnkey	
  
tools	
  and	
  soluCons	
  that	
  PCPS	
  delivers	
  
PCPS	
  engages	
  with	
  
CPAs	
  to	
  understand	
  
the	
  pain	
  points.	
  
PCPS is the Home for Firms at the
AICPA
~	
  6,300	
  Firms	
  and	
  over	
  63,000	
  CPAs	
  Represented	
  
	
  
Sole	
  
PracCConers	
  
2-­‐5	
  CPAs	
  
6-­‐10	
  CPAs	
  
11-­‐20	
  CPAs	
  
21+	
  CPAs	
  
10	
  
PCPS CPA Firm Top Issues Survey
5
•  Conducted	
  biannually	
  
	
  
•  Gathers	
  informaCon	
  from	
  pracCConers	
  across	
  
the	
  country	
  represenCng	
  firms	
  of	
  different	
  
sizes	
  
	
  
•  Used	
  to	
  understand	
  the	
  criCcal	
  challenges	
  
facing	
  PCPS	
  member	
  firms	
  
PCPS	
  CPA	
  Firm	
  Top	
  Issues	
  
Succession, succession, succession
Client retention and client acquisition remain a priority
Human capital concerns are back — finding and
retaining qualified staff are in the top five for all
firm sizes with more than two professionals
Keeping up with tax laws and new rules and regulations
are the biggest concerns for small firms
Seasonality and workload compression is now a
concern for all firm sizes
Owner/partner accountability and unity remain issues
for larger firms
12	
  
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Succession	
  Planning/	
  
Aging	
  of	
  Owners	
  &	
  
Partners	
  	
  	
  
PCPS CPA Firm Top Issues
FIRMS	
  WITH	
  6-­‐10	
  PROFESSIONALS	
   FIRMS	
  WITH	
  11-­‐20	
  PROFESSIONALS	
   FIRMS	
  WITH	
  21+	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
   1 RETAINING	
  QUALIFIED	
  STAFF	
   1 RETAINING	
  QUALIFIED	
  STAFF	
  
2 SUCCESSION	
  PLANNING	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
  
3 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   3 SUCCESSION	
  PLANNING	
   3 OWNER/PARTNER	
  ACCOUNTABILITY	
  &	
  
UNITY	
  
4 RETAINING	
  QUALIFIED	
  STAFF	
   4 BRINGING	
  IN	
  NEW	
  CLIENTS	
   4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 AGING	
  OF	
  OWNERS/PARTNERS	
   5 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   5 BRINGING	
  IN	
  NEW	
  CLIENTS;	
  
SUCCESSION	
  PLANNING	
  (TIE)	
  
SOLE	
  PRACTITIONERS	
  
1 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
2 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
3 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
4 SUCCESSION	
  PLANNING	
  
5 RETENTION	
  OF	
  CURRENT	
  CLIENTS	
  	
  
FIRMS	
  WITH	
  2-­‐5	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
  
2 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
3 SUCCESSION	
  PLANNING	
  
4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
14	
  
15	
  
Succession Planning
PCPS Succession Resource Center1
• 54% without
written plan
• Leadership
development is
among the top
challenges
• 44% of firms
in M&A talks
• Few managing
partners have
ability to hold
partners
accountable
Multi-
Owner
Firms • 94% without
practice
continuation
agreement
• 39% intend to
merge or sell
• Half expect to
sell $1 for $1 of
billings, actual is
likely much less
Sole
Owners
16	
  
Succession Planning
PCPS Succession Survey2
Chapters	
  include:	
  
1.  IntroducCon	
  
2.  Drivers	
  of	
  Change	
  for	
  the	
  CPA	
  Profession	
  
3.  PosiConing	
  Your	
  Firm	
  
4.  Selling	
  Your	
  Firm	
  
5.  Merging	
  Your	
  Firm	
  
6.  Developing	
  New	
  Leaders	
  
7.  Turning	
  Out	
  the	
  Lights	
  
8.  TransiCon	
  Roles	
  and	
  	
  ResponsibiliCes	
  
9.  What	
  is	
  the	
  Value	
  of	
  Your	
  Firm	
  
10.  Due	
  Diligence	
  
11.  Key	
  Elements	
  to	
  a	
  Partnership	
  Agreement	
  
Available	
  
tools	
  
Transfer an
Accounting
Practice
Checklist
Due Diligence
Checklist
Shareholder in
Training
Checklist
Sample Practice
Continuation
Agreement
17	
  
Succession Planning
Succession Planning Guide & Tools3
Available
Tools
Succession Planning
Firm inMotion e-Toolkit 4
18	
  
•  Expanding	
  upon	
  the	
  CPA	
  Horizons	
  2025	
  Report,	
  this	
  
toolkit	
  help	
  firms:	
  
–  Stay	
  on	
  top	
  of	
  new	
  and	
  emerging	
  trends	
  	
  
–  Embrace	
  generaConal	
  differences	
  	
  
–  ConCnue	
  to	
  meet	
  client	
  
needs	
  and	
  expectaCons	
  	
  
•  Five	
  secCons	
  
–  Firm	
  Structure	
  &	
  Strategy	
  
–  Use	
  of	
  Technology	
  
–  Clients	
  &	
  RelaConship	
  
Building	
  
–  Staff	
  Development	
  &	
  
Structure	
  
–  GlobalizaCon	
  
Succession Planning
Transition Continuum and Checklist5
19	
  
June 2016 at AICPA offices
in New York, NY and Durham, NC
Leadership Training
Develop the full potential of new
and emerging partners by
preparing them for responsibility
and leadership
Who Should Attend?
•  Managers on the firm partner track
•  New Partners/Owners (five or
fewer years of experience)
•  Practice leaders seeking
partnership skills
Succession Planning
Emerging Partner Training Forum
20	
  
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Human	
  Capital	
  
Concerns	
  
	
  	
  	
  
Finding	
  and	
  Retaining	
  
Qualified	
  Staff	
  
PCPS CPA Firm Top Issues
FIRMS	
  WITH	
  6-­‐10	
  PROFESSIONALS	
   FIRMS	
  WITH	
  11-­‐20	
  PROFESSIONALS	
   FIRMS	
  WITH	
  21+	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
   1 RETAINING	
  QUALIFIED	
  STAFF	
   1 RETAINING	
  QUALIFIED	
  STAFF	
  
2 SUCCESSION	
  PLANNING	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
  
3 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   3 SUCCESSION	
  PLANNING	
   3 OWNER/PARTNER	
  ACCOUNTABILITY	
  &	
  
UNITY	
  
4 RETAINING	
  QUALIFIED	
  STAFF	
   4 BRINGING	
  IN	
  NEW	
  CLIENTS	
   4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 AGING	
  OF	
  OWNERS/PARTNERS	
   5 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   5 BRINGING	
  IN	
  NEW	
  CLIENTS;	
  
SUCCESSION	
  PLANNING	
  (TIE)	
  
SOLE	
  PRACTITIONERS	
  
1 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
2 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
3 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
4 SUCCESSION	
  PLANNING	
  
5 RETENTION	
  OF	
  CURRENT	
  CLIENTS	
  	
  
FIRMS	
  WITH	
  2-­‐5	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
  
2 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
3 SUCCESSION	
  PLANNING	
  
4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
22	
  
Human	
  Capital	
  Concerns	
  
What	
  Are	
  Other	
  Firms	
  Doing?	
  
•  Hiring	
  veterans	
  or	
  parents	
  returning	
  to	
  the	
  workforce	
  
	
  
•  ConnecCng	
  with	
  local	
  schools	
  and	
  beginning	
  an	
  
internship	
  process	
  
–  PCPS	
  Internship	
  Quick	
  Start	
  Guide6	
  	
  
•  GeLng	
  involved	
  and	
  parCcipaCng	
  on	
  college	
  boards	
  
•  Providing	
  flexible	
  hours	
  and	
  telecommuCng	
  opCons	
  
•  Partnering	
  with	
  local	
  firms	
  and	
  sharing	
  CPAs	
  
and	
  interns	
  	
  
	
  
23	
  
Human	
  Capital	
  Concerns	
  
Finding	
  Talent	
  Without	
  Leaving	
  the	
  Office	
  
•  PCPS	
  partnership	
  with	
  AccounCngfly	
  provides	
  firms	
  with	
  
virtual	
  recruiCng	
  year	
  round	
  
•  Build	
  a	
  free	
  firm	
  profile	
  on	
  AccounCngfly’s	
  accounCng-­‐
specific	
  online	
  job	
  board	
  
•  ParCcipate	
  in	
  Meet	
  the	
  Firms	
  Week	
  	
  
–  October	
  19-­‐23,	
  2015	
  
–  Firms	
  that	
  create	
  profiles	
  are	
  eligible	
  to	
  parCcipate	
  for	
  free	
  
–  Internships	
  and	
  entry-­‐level	
  jobs	
  are	
  promoted	
  to	
  all	
  
parCcipaCng	
  students	
  that	
  are	
  interested	
  in	
  working	
  for	
  a	
  
local	
  firm	
  
–  Webcasts	
  promote	
  parCcipaCng	
  firms	
  and	
  their	
  open	
  
posiCons	
  to	
  candidates	
  throughout	
  the	
  week	
  
24	
  
Team
Recruitment
Action Plan15
Sample
Recruitment
Promotion16
Firm Needs
Assessment17
Interview
Questions18
Firm Value
Proposition19
Finding Qualified Staff
Firm
Competency
Model20
Six
Motivators
Calculation
Tool21
Flexibility
Program
Guide22
Mentoring
Guide23
Performance
Management
Templates24
Retaining Qualified Staff
25	
  
Human	
  Capital	
  Concerns	
  
PCPS	
  Human	
  Capital	
  Resource	
  Center7	
  
ASSOCIATE
• Learns and
develops technical
competence by
completing a
degree qualification
and working toward
CPA certificate
• Applies self
diligently to learn
and understand
technical skills and
on the job practices
and business
processes
• Researches
technical issues
and participates in
technical
discussions relating
to client
assignments
• Develops an
understanding of
client businesses
SENIOR
• Has technical
competence (degree
qualification) and a
relevant
professional
accreditation
• Has an identified
area to specialize
and refines skills,
knowledge and
expertise
• Applies technical
knowledge and
research in
formulating client
related
recommendations
• Helps to solve
complex business
problems
MANAGER
• Has a general
knowledge and
application of
relevant professional
standards, emerging
laws and regulations
and corporate
governance
requirements
• Refines skills,
knowledge and
expertise as a
specialist in an
identified technical
field and/or industry
• Applies technical
expertise and
interprets laws,
regulations and
standards to
formulate client
related
recommendations
• Solves complex
business problems
SENIOR MANAGER/
DIRECTOR
• Has a good
understanding of
the prevailing
business
environment,
industry and
business processes
• Has a thorough
knowledge and
application of
relevant
professional
standards,
emerging laws and
regulations and
corporate
governance
requirements
• Is a specialist in a
particular technical
field and/or industry
• Abreast of changes
in laws, regulations
and standards and
provides advice on
the impact and
implications to
clients
PARTNER
• Has a thorough
understanding of the
prevailing business
environment,
industry and
business processes
• Has extensive
knowledge and
application of
relevant professional
standards, emerging
laws and regulations
and corporate
governance
requirements
• Is a specialist and
known leader in a
particular technical
field and/or industry
• Actively seeks ways
to apply knowledge,
interpret and
anticipate changes
in laws, regulations
and standards to
provide advice to
clients on the impact
and implications
26	
  
Human	
  Capital	
  Concerns	
  
Firm	
  Competency	
  Model	
  (Career	
  Ladder)8	
  
27	
  
Human	
  Capital	
  Concerns	
  
RecruiCng	
  Brochures9	
  
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Seasonality/	
  
Workload	
  
Compression	
  
PCPS CPA Firm Top Issues
FIRMS	
  WITH	
  6-­‐10	
  PROFESSIONALS	
   FIRMS	
  WITH	
  11-­‐20	
  PROFESSIONALS	
   FIRMS	
  WITH	
  21+	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
   1 RETAINING	
  QUALIFIED	
  STAFF	
   1 RETAINING	
  QUALIFIED	
  STAFF	
  
2 SUCCESSION	
  PLANNING	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
  
3 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   3 SUCCESSION	
  PLANNING	
   3 OWNER/PARTNER	
  ACCOUNTABILITY	
  &	
  
UNITY	
  
4 RETAINING	
  QUALIFIED	
  STAFF	
   4 BRINGING	
  IN	
  NEW	
  CLIENTS	
   4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 AGING	
  OF	
  OWNERS/PARTNERS	
   5 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   5 BRINGING	
  IN	
  NEW	
  CLIENTS;	
  
SUCCESSION	
  PLANNING	
  (TIE)	
  
SOLE	
  PRACTITIONERS	
  
1 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
2 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
3 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
4 SUCCESSION	
  PLANNING	
  
5 BRINGING	
  IN	
  NEW	
  CLIENTS	
  	
  
FIRMS	
  WITH	
  2-­‐5	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
  
2 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
3 SUCCESSION	
  PLANNING	
  
4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
29	
  
Seasonality/Workload	
  Compression	
  
PCPS	
  PublicaCons10	
  
30	
  
Client Disengagement Letter12
Client EvaluationTool11
31	
  
Seasonality/Workload Compression
Client Evaluations
32	
  
Seasonality/Workload Compression
Automated Workflow13
Silver
($X,XXX)
•  Preparation of
corporate income tax
returns
•  Preparation of
individual income tax
returns for owner(s)
•  Corporate tax planning
•  Personal tax planning
for owner(s)
•  QuickBooks assistance
•  Annual financial
statement compilations
•  Two meetings with
practitioner
Gold
($X,XXX)
•  All silver tier items,
PLUS:
•  Semi-annual financial
statement compilations
•  Four meetings with
practitioner
•  Unlimited telephone
support
•  Development of a
company strategic plan
•  Evaluation or
development of the
personal financial plan
of the owner(s)
Platinum
($X,XXX)
•  All gold tier items, PLUS:
•  Quarterly financial
statement compilations
•  Full internal control
review and
recommendations
•  Strategic planning retreat
for the company
•  An estate planning
meeting with the
owner(s) and
development of a
comprehensive
estate plan
33	
  
Seasonality/Workload Compression
Three Tier Pricing
Excerpted from the Pricing Tool in the TCA Toolbox
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Keeping	
  Up	
  	
  
	
  	
  	
  
Changes/Complexity	
  
of	
  Tax	
  Laws	
  and	
  
Federal/State	
  Regulations	
  
PCPS CPA Firm Top Issues
FIRMS	
  WITH	
  6-­‐10	
  PROFESSIONALS	
   FIRMS	
  WITH	
  11-­‐20	
  PROFESSIONALS	
   FIRMS	
  WITH	
  21+	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
   1 RETAINING	
  QUALIFIED	
  STAFF	
   1 RETAINING	
  QUALIFIED	
  STAFF	
  
2 SUCCESSION	
  PLANNING	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
  
3 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   3 SUCCESSION	
  PLANNING	
   3 OWNER/PARTNER	
  ACCOUNTABILITY	
  &	
  
UNITY	
  
4 RETAINING	
  QUALIFIED	
  STAFF	
   4 BRINGING	
  IN	
  NEW	
  CLIENTS	
   4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 AGING	
  OF	
  OWNERS/PARTNERS	
   5 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   5 BRINGING	
  IN	
  NEW	
  CLIENTS;	
  
SUCCESSION	
  PLANNING	
  (TIE)	
  
SOLE	
  PRACTITIONERS	
  
1 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
2 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
3 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
4 SUCCESSION	
  PLANNING	
  
5 BRINGING	
  IN	
  NEW	
  CLIENTS	
  	
  
FIRMS	
  WITH	
  2-­‐5	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
  
2 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
3 SUCCESSION	
  PLANNING	
  
4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
35	
  
 
•  Webcasts	
  
–  Washington	
  Tax	
  Brief	
  14	
  
–  Tax	
  Power	
  Hour	
  15	
  
•  Resources	
  
–  Tax	
  PracCce	
  Resources	
  	
  
Webpage	
  16	
  
•  Up-­‐to-­‐date	
  InformaCon	
  
–  Tax	
  E-­‐Alert	
  17	
  
Specialized	
  Guidance	
  
–  Tax	
  IdenCty	
  Thep	
  	
  
	
  	
  	
  	
  	
  InformaCon	
  &	
  Tools18	
  
	
  
	
  
Keeping Up
AICPA Tax Section
36	
  
•  Health	
  Care	
  Reform	
  
Resource	
  Center	
  
19	
  
	
  
•  PCPS	
  toolkit	
  includes:	
  
•  Strategy	
  checklist	
  
•  Customizable	
  brochures	
  for	
  
individual	
  clients	
  and	
  small	
  
and	
  large	
  business	
  clients	
  
•  Timelines	
  including	
  
important	
  provisions	
  
and	
  effecCve	
  dates	
  
•  ImplicaCons	
  of	
  the	
  law	
  for	
  
individuals	
  and	
  business	
  clients	
  
•  Ways	
  that	
  CPAs	
  can	
  assist	
  clients	
  
	
  •	
  	
  	
  Staff	
  training	
  and	
  client	
  PowerPoint	
  templates	
  
	
  
	
  
Keeping Up
Health Care
37	
  
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Client	
  AcquisiAon	
  
and	
  RetenAon	
  
PCPS CPA Firm Top Issues
FIRMS	
  WITH	
  6-­‐10	
  PROFESSIONALS	
   FIRMS	
  WITH	
  11-­‐20	
  PROFESSIONALS	
   FIRMS	
  WITH	
  21+	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
   1 RETAINING	
  QUALIFIED	
  STAFF	
   1 RETAINING	
  QUALIFIED	
  STAFF	
  
2 SUCCESSION	
  PLANNING	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
  
3 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   3 SUCCESSION	
  PLANNING	
   3 OWNER/PARTNER	
  ACCOUNTABILITY	
  &	
  
UNITY	
  
4 RETAINING	
  QUALIFIED	
  STAFF	
   4 BRINGING	
  IN	
  NEW	
  CLIENTS	
   4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 AGING	
  OF	
  OWNERS/PARTNERS	
   5 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   5 BRINGING	
  IN	
  NEW	
  CLIENTS;	
  
SUCCESSION	
  PLANNING	
  (TIE)	
  
SOLE	
  PRACTITIONERS	
  
1 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
2 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
3 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
4 SUCCESSION	
  PLANNING	
  
5 BRINGING	
  IN	
  NEW	
  CLIENTS	
  
FIRMS	
  WITH	
  2-­‐5	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
  
2 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
3 SUCCESSION	
  PLANNING	
  
4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 THE	
  EFFECT	
  ON	
  FIRMS	
  CAUSED	
  BY	
  NEW	
  
REGULATIONS	
  &	
  STANDARDS	
  
39	
  
•  Educate	
  —	
  Preparing	
  you	
  (and	
  staff)	
  to	
  understand	
  and	
  arCculate	
  
the	
  value	
  of	
  your	
  tax	
  services	
  
–  Value-­‐Centric	
  Culture	
  Checklist	
  ensures	
  delivery	
  of	
  a	
  consistent	
  message	
  from	
  
everyone	
  in	
  your	
  firm	
  about	
  the	
  value	
  you	
  provide	
  clients	
  
–  Talking	
  points	
  to	
  overcoming	
  objecCons	
  to	
  fees	
  
•  Engage	
  —	
  Engaging	
  with	
  clients	
  to	
  stay	
  top	
  of	
  mind	
  
–  CPA	
  value	
  and	
  tax	
  blurbs	
  for	
  the	
  web	
  and	
  client	
  newslerers	
  
–  Tax	
  planning	
  brochures	
  
–  Extension	
  brochure	
  with	
  FAQs	
  on	
  this	
  filing	
  opCon	
  
–  PowerPoint	
  on	
  current	
  year	
  topics	
  
•  Promote	
  —	
  PromoCng	
  your	
  firm	
  to	
  arract	
  new	
  clients	
  
–  Sample	
  client	
  lerers	
  
–  Sample	
  social	
  media	
  posts	
  
40	
  
Client Acquisition and Retention
Tax Practitioners Toolkit23
Client	
  AcquisiCon	
  and	
  
RetenCon	
  
You	
  Are	
  The	
  Value	
  Online	
  Workshop24	
  
41	
  
Action Result
Product
Champion
Deadline Completed
1
Examine current margins and
test various price increase
scenarios
Identifies low margin business
and identifies opportunities
for optimizing pricing to
increase profitability;
benchmarks your profitability
[Managing
Partner]
2
Review client base and
determine which clients are
buying on price or value;
determine what clients really
want from your relationship
Identifies clients that may
be undesirable for the firm;
identifies clients that need
more focus to enhance your
value to them
[Firm
Management]
3
Review your clients and
the services you provide.
Determine where you are
providing core services and
where you are providing
valuable services
Identifies opportunities to
provide more client services
to increase profitability
[Firm
Management]
4
Discuss how your firm
develops its pricing in
light of pricing discrimination
Develops justification for high
value market pricing…
[Firm
Management]
42	
  
Client Acquisition and Retention
Pricing & Profitability Strategies Action Plan25
PCPS Practice Growth & Client Service Center
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Owner/Partner	
  
Accountability	
  and	
  
Unity	
  
PCPS CPA Firm Top Issues
FIRMS	
  WITH	
  6-­‐10	
  PROFESSIONALS	
   FIRMS	
  WITH	
  11-­‐20	
  PROFESSIONALS	
   FIRMS	
  WITH	
  21+	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
   1 RETAINING	
  QUALIFIED	
  STAFF	
   1 RETAINING	
  QUALIFIED	
  STAFF	
  
2 SUCCESSION	
  PLANNING	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
   2 FINDING	
  QUALIFIED	
  STAFF	
  	
  
3 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   3 SUCCESSION	
  PLANNING	
   3 OWNER/PARTNER	
  ACCOUNTABILITY	
  
&	
  UNITY	
  
4 RETAINING	
  QUALIFIED	
  STAFF	
   4 BRINGING	
  IN	
  NEW	
  CLIENTS	
   4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 AGING	
  OF	
  OWNERS/PARTNERS	
   5 SEASONALITY/WORKLOAD	
  
COMPRESSION	
   5 BRINGING	
  IN	
  NEW	
  CLIENTS	
  (TIE)	
  
SUCCESSION	
  PLANNING	
  
SOLE	
  PRACTITIONERS	
  
1 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
2 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
3 THE	
  EFFECT	
  ON	
  FIRMS	
  OF	
  NEW	
  FEDERAL	
  
&	
  STATE	
  REGULATIONS	
  
4 SUCCESSION	
  PLANNING	
  
5 BRINGING	
  IN	
  NEW	
  CLIENTS	
  
FIRMS	
  WITH	
  2-­‐5	
  PROFESSIONALS	
  
1 FINDING	
  QUALIFIED	
  STAFF	
  	
  
2 KEEPING	
  UP	
  WITH	
  CHANGES	
  AND	
  
COMPLEXITY	
  OF	
  TAX	
  LAWS	
  
3 SUCCESSION	
  PLANNING	
  
4 SEASONALITY/WORKLOAD	
  
COMPRESSION	
  
5 THE	
  EFFECT	
  ON	
  FIRMS	
  OF	
  NEW	
  FEDERAL	
  
&	
  STATE	
  REGULATIONS	
  
44	
  
American Institute of CPAs®
Private Companies Practice Section
Owner/Partner Accountability and Unity
Partner Accountability Guide26
45	
  
The Leadership Development Model is a trademark
of and copyrighted by ConvergenceCoaching, LLC.
American Institute of CPAs®
Private Companies Practice Section
Owner/Partner Accountability and Unity
CPA Horizons 2025 Toolkit27
46	
  
Top	
  Issues	
  —	
  Other	
  Firm	
  
Concerns	
  
Identity theft and working with the IRS continue to
be a struggle
Technology is rapidly changing and firms are
skeptical about the cloud, security and privacy
CPAs are receiving more requests for third-party
verification letters (comfort letters)
What are you experiencing?
47	
  
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Financial	
  Benchmarking	
  
&	
  	
  
Tracking	
  
  DO	
  choose	
  a	
  benchmarking	
  survey	
  
  DO	
  understand	
  the	
  input	
  methodology	
  and	
  
definiCons	
  
–  Medians,	
  Averages	
  and	
  Percentages	
  
–  FTE’s	
  
  DO	
  realize	
  regional	
  differences	
  
  DO	
  strive	
  to	
  be	
  berer	
  than	
  average	
  	
  
  DO	
  understand	
  interacCon	
  of	
  KPI’s	
  
  DON’T	
  focus	
  too	
  much	
  on	
  one	
  KPI	
  and	
  another	
  
suffers	
  
  DON’T	
  set	
  unrealisCc	
  goals	
  
Financial Benchmarking & Tracking
Benchmarking Do’s and Don’ts
  RealizaCon	
  (net	
  billed/gross	
  work	
  in	
  process)	
  
–  Measure	
  of	
  billing	
  efficiency/profitability	
  
  UClizaCon	
  (billable	
  hours/total	
  hours)	
  
–  Measure	
  of	
  people	
  management	
  
  Average	
  partner	
  managed	
  billing	
  	
  
–  Measure	
  of	
  partner	
  leverage	
  	
  
  Revenue	
  per	
  full-­‐Cme	
  equivalent	
  	
  
–  Measure	
  of	
  staff	
  leverage	
  
  Billing	
  and	
  collecCon	
  
Financial Benchmarking & Tracking
Key Profit Drivers
Financial	
  Benchmarking	
  &	
  Tracking	
  
AICPA	
  PCPS/TSCPA	
  NaConal	
  MAP	
  Survey34	
  
•  National results segmented by firm size and region
are available FREE to PCPS members
•  Participating firms get access to personalized
results and dynamic benchmarking platform
•  Put the benchmarking data to work in your firm
–  Analyze costs
–  Compare billing rates
–  Examine write-downs
Column1
<200K
2012
<200K
2014
200<500K
2012
200<500K
2014
500<750K
2012
500<750K
2014
Partners/Owners 126 125 160 160 180 180
Directors * * 124 128 137 150
Sr	
  Managers * * 107 113 119 140
Managers * * 89 106 109 120
Sr	
  Associates * * 87 90 98 100
Associates 61 * 74 73 80 85
New	
  Professionals * * 63 80 67 85
Subcontractors n/a * n/a 120 n/a 132
Column1
750K-­‐1.5M
2012
750K-­‐1.5M
2014
1.5-­‐5M
2012
1.5-­‐5M
2014
5-­‐10M
2012
5-­‐10M
2014
10M+
2012
10M+
2014
Partners/Owners 199 197 230 240 259 268 313 312
Directors 151 150 192 200 227 250 286 263
Sr	
  Managers 135 137 159 165 186 185 231 231
Managers 119 120 141 150 160 169 194 175
Sr	
  Associates 104 100 117 121 131 136 150 144
Associates 84 82 97 100 109 109 118 118
New	
  Professionals 72 70 81 85 91 90 105 105
Subcontractors n/a 125 n/a 151 n/a 170 n/a *
* unable to measure based on limited responses
n/a - not asked in 2012
Financial Benchmarking & Tracking
Average Billing Rates from 2014 MAP Survey
Financial Benchmarking & Tracking
From the Platform: Billing Rates by position
54	
  
Consider	
  Joining	
  a	
  PCPS	
  Community36	
  
	
  
Women’s
Networking
Group
Trusted Client
Adviser
Alumni
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Questions?
THE PCPS CPA FIRM
2013 TOP ISSUES
DIAGNOSTIC
REPORT
Thank You!
Please Contact Us!
PCPS Team pcps@aicpa.org
800.CPA.FIRM
#AICPApcps
Norfolk	
  pines	
  
Captain	
  Cook	
  &	
  Norfolk	
  Pines	
  on	
  
Maui	
  
AICPA	
  Council	
  -­‐	
  Maryland	
  
DelegaCon	
  
91%	
  
	
  
Of	
  firms	
  expect	
  to	
  
con[nue	
  record	
  hiring	
  
levels	
  
16%	
  
	
  
Projected	
  accoun[ng	
  job	
  
growth	
  between	
  2010	
  and	
  
2020	
  
73%	
  
	
  
Of	
  investors	
  express	
  
confidence	
  in	
  U.S.	
  capital	
  
markets	
  
	
  
87%	
  
	
  
Of	
  key	
  decision	
  makers	
  say	
  
CPAs	
  are	
  valuable	
  to	
  their	
  
orgs	
  
	
  
Our	
  Profession	
  stands	
  strong	
  
Maryland	
  
NaConal	
  
Leadership	
  
1.  Lyle	
  Benson	
  
2.  Wayne	
  Berson	
  
3.  Ed	
  Karl	
  
4.  Jody	
  Padar	
  
5.  Tom	
  Hood	
  
+	
  	
  
Vice-­‐Chair	
  of	
  AICPA,	
  
Kimberly	
  Ellison-­‐Taylor	
  
CEO	
  of	
  NABA,	
  	
  
Jina	
  ECenne	
  
Kimberly	
  Ellison-­‐
Taylor	
  Chair-­‐elect	
  
of	
  AICPA	
  
MACPA	
  Past	
  Chair	
  
LookoutPost
Context!
Certainty!
Capacity!
Competency!
Core Beliefs!
Context!
Gradual then Sudden!
Exponential growth fueled by Technology (Moore’s Law)!
Moore’s	
  Law	
  visualized	
  
25,600	
  Times	
  
More	
  Storage	
  
ExponenCal	
  Times	
  
Value	
  of	
  Smartphone	
  &	
  Apps	
  
More Uber cars than yellow taxis on the road in NYC
AirBnB Rooms available surpasses Hilton & Marriott
Gradual then Sudden
92% of CPAs
are!
NOT
Future Ready!!
Future Ready is the
capacity to be aware,
predictive, and adaptive of
emerging challenges, tech
innovations, and trends and
changes in business,
population, and social
environment.!
Source: CPA.COM 2014 CPA of
the Future Study!
'If the rate of change on the outside
exceeds the rate of change on the inside,
the end is near.’ – Jack Welch
MACPA Fall Town Hall / Professional Issues Update - 2015
Will your job be done by a machine?
Source: NPR Planet Money, May, 2015
Certainty!
ANTICIPATION	
  
Strategic	
  Thinking	
  
External	
  Awareness	
  
Vision	
  
ConCnuous	
  Learning	
  
InnovaCon	
  
CreaCvity	
  
Problem	
  Solving	
  
PrioriCzaCon	
  
Business	
  AcumenDecisiveness	
  
Influencng/Persuading	
  
EmoConal	
  Intelligence	
  
Consensus	
  Building	
  
CollaboraCon	
  
InspiraCon	
  
Risk	
  Management	
  
AnCcipatory	
  OrganizaCon:	
  AccounCng/Finance	
  EdiCon	
  
www.blionline.org/ao	
  
Three	
  Hard	
  Trends:	
  
1. Government	
  RegulaCon	
  
2. Technology	
  
3. Demographics	
  
Legislative / Regulatory / Standards
Federal
•  Tax Due Dates changes
•  Mobile Workforce legislation
Federal Regulators
•  DOL Overtime Standards
Standards
•  Peer Review Future of Practice Monitoring
In Progress
•  CPE Standards – due October 1, 2015
•  CPA Exam Standards due November 30, 2015
•  FASB Not-For-Profit Exposure Draft Comments
MACPA Fall Town Hall / Professional Issues Update - 2015
Mobile workforce
Patent holding companies
* DOL overtime
* Cash basis
* IRS Service Levels
* Top Priorities of Maryland
Managing Partners
	
  
DOL	
  ALERT	
  
“The	
  DOL	
  will	
  ask	
  for	
  stakeholder	
  support,	
  and	
  will	
  strongly	
  encourage	
  state	
  boards	
  of	
  
accountancy	
  to	
  consider	
  more	
  rigorous	
  review	
  of	
  firms	
  performing	
  ERISA	
  audits	
  and	
  
examine	
  how	
  licensing	
  requirements	
  might	
  play	
  a	
  role	
  in	
  improving	
  conCnuing	
  educaCon	
  
and	
  boost	
  quality.	
  	
  We	
  believe	
  the	
  contents	
  of	
  these	
  lerers	
  to	
  be	
  reasonable	
  under	
  the	
  
circumstances.”	
  	
  
	
  -­‐	
  AICPA	
  Regulatory	
  Affairs	
  	
  
Stats	
  from	
  DOL	
  
Maryland	
  is	
  16th	
  in	
  #	
  of	
  
plans/parCcipants/assets	
  
with	
  282	
  firms	
  audiCng	
  
1,614	
  plans	
  with	
  3	
  million	
  
parCcipants	
  and	
  	
  
$264.12	
  billion	
  in	
  plan	
  
assets	
  
24%	
  of	
  all	
  audits	
  and	
  22%	
  
of	
  all	
  plans	
  
On April 13th at 11:49pm Supersedeas Bond Bill passed the !
House of Delegates 118 – 19, the last bill to be heard!
On January 13th, 2016, the 436th Maryland General Assembly will !
convene its 90-day session and188 legislators (47 Senators and 141 Delegates)
will consider more than 2,500 legislative proposals including the State budget. !
The session concludes “sine die” at midnight on April 10th, 2016. !
Mark Twain famously said, “no man’s life, liberty, or happiness are safe when th
e legislature is in session.” This could not be more true for our Profession.!
We defeated this FIVE times in 1997, 2001, 2004, 2007, 2012 !
“Contributory negligence” is negligent conduct on the part of the plaintiff/injured party
contributes to the negligence of the defendant in causing the injury or damage. The Pure
Contributory Negligence Rule is literally a defense which says that a damaged party
cannot recover any damages if it is even 1% at fault. The pure contributory negligence
defense has been criticized for being too harsh on the plaintiff, because even the slightest
amount of contributory negligence by the plaintiff which contributes to an accident bars all
recovery no matter how egregiously negligent the defendant might be. Maryland is one of
only four states (AL, VA, NC, MD) plus DC with this doctrine in place.!
The Trial lawyers are beating the drum for their bill to raise or eliminate the
cap on non- economic damages.  See attached from today’s Daily Record. 
We are ready for another battle on this at the 2016 Session.  "
- Paul Tiburzi DLA Piper & MD Tort Reform Coalition – Nov, 2015!
This opens the door for possible Comparative Fault Legislation
which will result in higher professional liability insurance and
increased #’s of lawsuits – We have defeated this with the
coalition FOUR times 1998, 2000, 2001, 2007!
Defeat Comparative Fault Legislation
Legislative / Regulatory / Standards
State Board
•  Positioning for Firm Mobility
•  CPE tracking and audits
•  Proposing Legislation - Peer Review –
Subpoena Power
•  Marijuana Industry
State
•  Offense
-  Supersedeas (Appeal Bond) Caps
-  Tax Return Due Dates
•  Defense
-  Stop Comparative Fault – Liability
-  Stop Sales Taxes on Services
-  Stop Nullify NDA & Non-Compete
-  Stop Excessive Mandatory Leave
Federal vs State laws!
State Board Guidance!
Resources: aicpa.org/marijuana!
MD State Board issued guidance – !
October, 2015 at our request !
"The Board compared it to serving gambling or liquor industry an
d verbalized zero interest in pursuing any sanctions to CPAs serv
ing that industry, if legal in the applicable jurisdiction.”"
– MD State Board October, 2015!
Senator Brian Feldman, CPA (D- Montgomery Co.) signed on !
to sponsor our Appeal Bond Small Business Cap!
CPA	
  Day	
  in	
  Annapolis	
  –	
  January	
  21,	
  	
  2016	
  
“if you don’t have time to participate in the legislative
process, be prepared to accept the consequences of those
who do.”
MACPA Fall Town Hall / Professional Issues Update - 2015
MACPA Fall Town Hall / Professional Issues Update - 2015
•  Closes loophole for non-CPAs to perfor
m attest services!
•  Includes all examinations and AUP !
•  with SSAEs (XBRL, sustainability, gree
nhouse gas emissions and SOC report
s!
•  Cybersecurity!
SB 536 – HB 878 Passed Unanimously House & Senate April 3, 2015!
Those	
  who	
  build	
  great	
  companies	
  
understand	
  that	
  the	
  ulCmate	
  throrle	
  
on	
  growth	
  for	
  any	
  great	
  company	
  is	
  
not	
  markets,	
  or	
  technology,	
  or	
  
compeCCon,	
  or	
  products.	
  It	
  is	
  one	
  
thing	
  above	
  all	
  others:	
  the	
  ability	
  to	
  
get	
  and	
  keep	
  enough	
  of	
  the	
  right	
  
people. 	
   	
   	
   	
   	
   	
   	
   	
   	
   	
   	
  	
  
	
   	
   	
   	
   	
   	
   	
  	
  -­‐	
  Jim	
  Collins	
  
War	
  for	
  Talent	
  
MACPA	
  Pipeline	
  IniCaCves	
  
Bachelor's	
  &	
  Master’s	
  in	
  AccounCng	
  
Source:	
  AICPA	
  2015	
  Trends	
  in	
  Supply	
  &	
  Demand	
  	
  
Source:	
  Updated	
  2015	
  Trends	
  Report	
  data	
  
What’s	
  driving	
  our	
  pipeline	
  concerns?	
  
MACPA Fall Town Hall / Professional Issues Update - 2015
MACPA Fall Town Hall / Professional Issues Update - 2015
MACPA	
  Leadership	
  Academy	
  –	
  August,	
  2015	
  
Next	
  class	
  –	
  August	
  24-­‐26,	
  2016	
  	
  
MACPA Fall Town Hall / Professional Issues Update - 2015
MACPA	
  Student	
  Leadership	
  Academy	
  –	
  June,	
  2015	
  
Next	
  class	
  –	
  June	
  2-­‐4,	
  2016	
  	
  
New	
  CPAs	
  	
  
Swearing-­‐in	
  Ceremony	
  
November	
  10,	
  2015	
  
Hilton	
  BWI	
  Hotel	
  
6:30pm	
  –	
  9:00	
  pm	
  
Guide	
  for	
  Becoming	
  a	
  CPA	
  
www.cpaguide.macpa.org	
  
American Institute of CPAs®
The AICPA Proposal:
Joining forces to protect,
promote and grow an evolving
accounting profession
American Institute of CPAs®
B&I members comprise approximately 40% of AICPA
membership
•  Historically under-served member segment
Seepage
•  Many CPAs were turning to B&I and/or leaving profession
•  Fewer accounting grads are entering into public accounting
International considerations
•  Profession, clients & employers becoming more international
•  66% of the work that AICPA members in B&I performed was
outside of traditional audit, accounting, and tax1
Partner vs. build for B&I value creation to reclaim
leadership in management accounting space
•  Identified CIMA as partner1. Business and Industry Executive Committee (BIEC) 2. 2013 AICPA Accounting Trends report
Identified need to better serve members
in business and industry (B&I)
104
American Institute of CPAs®
More can be achieved
By partnering more fully, the AICPA and CIMA believe they can:
Drive greater consistency, quality and relevance of public
and management accounting
Enhance advocacy, speaking with the voice of 600K+
professionals to help shape policies in the public interest
Streamline resources to benefit from economies of scale
and scope
Achieve a broader platform to talk with students,
graduates and professional accountants about CPA and
CGMA
MACPA Fall Town Hall / Professional Issues Update - 2015
American Institute of CPAs®
1 in 3 accounting graduates become CPAs
Sources: NASBA, Bureau of Labor Statistics, Department of Education, AICPA
CPAs: ~550K
Other Accounting
Professionals: ~650K
Accountingprogramgraduates
82K	
  per	
  year	
  
42K
Don’t sit
for exam
Accountants and Auditors in the US: 1,200K
Foreign nationals
that return home
14KDon’t pass exam
26KPass exam
2014 data
American Institute of CPAs®
Top1 accounting firm talent is increasingly
becoming broader than CPAs
128K	
  
139K	
  
154K	
  
165K	
  
48K	
   50K	
   51K	
   54K	
  
0	
  
20	
  
40	
  
60	
  
80	
  
100	
  
120	
  
140	
  
160	
  
180	
  
2011	
   2012	
   2013	
   2014	
  
#ofProfessionalsandPartners
Thousands	
  
Certified Public Accountants3
Total professionals and partners2
3 Year CAGR = 8.9%
3 Year CAGR = 3.6%
1.  23 of the top 30 accounting firms as reported in the 2015 Accounting Today Top 100 Accounting Firms Report. Seven firms were removed due to missing or incomplete information.
2.  Total Professionals as reported in the annual Accounting Today Top 100 Accounting Firms Report from 2011-2014
3.  AICPA internal data from member data and surveys
Confidential – Internal Use Only 109
U.S. students have greater international
exposure
Source: Institute of International Education
Foreign students studying
annually in the United States
819,644
283,322
Up 41% since 2002
U.S. students studying
abroad annually
Up 76% since 2002
283,322
819,644
American Institute of CPAs®
U.S. influence on the international profession
projected to decrease
* Numbers based on organization’s HQ location, with adjustments for ACCA due to global nature and availability of data
Sources: International Accounting Bulletin, IFAC, NASBA, ACCA annual report, AICPA membership
13%
7%
29%
55%
28%
15%
25% 14%
5% 9%
Today's Members Current and Future
Students
2030
Africa and Middle East
Europe and Russia
Americas (without US)
Asia-Pacific
US
American Institute of CPAs®
International accounting bodies are
competing for relevance
Merged to form a combined institute in 2013;
effective April 2014
Launched CPA Canada in October 2014,
consolidating the three national accounting bodies
Introduced Chartered Accountants Worldwide to
promote the CA qualification internationally
Signed a mutual recognition agreement with IMA. Agreement dissolved but
continues to operate informally. Recently announced multi-year research
initiative with IMA on future of global profession.
Launched first ACCA accreditation program at U.S. higher education institution,
Pace University
Signed MOU with Institute of Internal Auditors to allow ACCA members to
become CIA certified.
Announced partnership with American University linking ACCA’s qualification
program with graduate coursework
American Institute of CPAs®
International accounting bodies are
competing for relevance
The Institute of Singapore Chartered Accountants,
SAICA (South Africa) and SAC (Singapore) have signed
an expression of interest as a first step toward dual
membership.
Launched joint public and corporate sector audit
qualification in April 2015
The Institute of Management Accountants (IMA) partnered
with Penn State University on a curriculum geared toward
accounting careers in industry, consulting, and advisory
services.
The South African institutes (SAICA and SAIPA) in
merger talks
American Institute of CPAs®
CIMA is the right partner
World’s largest and leading professional body solely
focused on management accounting
Founded in 1919
227,000 members and students in 179 countries
Strong relationships with employers such as Shell,
Unilever, BP
4-year history of joint venture success
American Institute of CPAs®
Together, the AICPA and CIMA further
professionalized management accounting
PerformanceValue & GrowthPositioning
Global interest in the
CGMA brand
Imperial Sponsor at
WCOA 2014
Deepening
relationships with
employers globally
Created Global
Management
Accounting Principles
CGMA Competency
Framework
Growing catalog of
thought leadership on
key business issues
AICPA | CIMA
Competency and
Learning website
CGMA exam in U.S.
CGMA website,
magazine, newsletter,
tools and resources
+150,000 CGMAs
worldwide, with >50k
CPAs holding
designation
Staff exchanges
Collaboration leading
to innovation in public
practice areas
Advocacy
American Institute of CPAs®
Evolving the relationship
Evolution of the JV
American Institute of CPAs®
Next step in the journey
Maintain the two membership bodies – AICPA and CIMA –while
integrating their strategies, management and operations
Deliver better and more relevant resources for members
Strengthen advocacy, speaking with the power of more than
600,000 professionals worldwide on critical issues important to you
Recognize and support public and management accounting as
critical components of the end-to-end accounting profession
Elevate awareness of the CPA and CGMA and the opportunities they
unlock
Requires a membership vote from both AICPA and CIMA
Evolve the existing joint venture into an association that is the
voice of professional accounting worldwide.
MACPA Fall Town Hall / Professional Issues Update - 2015
GeneraCon	
  Z	
  
Belicia	
  Cespedes,	
  
CPA	
  
	
  
	
  
Youngest	
  CPA	
  in	
  
the	
  Profession	
  
What	
  year	
  is	
  this	
  quote	
  from?	
  
“Our	
  youth	
  now	
  love	
  luxury.	
  They	
  have	
  bad	
  
manners,	
  contempt	
  for	
  authority;	
  they	
  
show	
  disrespect	
  for	
  their	
  elders	
  and	
  love	
  
chaBer	
  in	
  place	
  of	
  exercise;	
  they	
  no	
  longer	
  
rise	
  when	
  elders	
  enter	
  the	
  room;	
  they	
  
contradict	
  their	
  parents,	
  chaBer	
  before	
  
company;	
  gobble	
  up	
  their	
  food	
  and	
  
tyrannize	
  their	
  teachers.”	
  	
  
MACPA Fall Town Hall / Professional Issues Update - 2015
Capacity!
TheTop 6 Ways to Create Capacity in
your Firm
•  Maximize software & tools you have
•  Use the latest and most efficient technologies
•  Workflow & Process Efficiency
•  Focus on your best ‘A’ clients
•  Communicate your services (cross-sell)
•  Engage your people
•  Purpose
•  Career
Development
•  Strengths	
  
MACPA Fall Town Hall / Professional Issues Update - 2015
www.blionline.org
www.blionline.org
The BLI Magnetic
Firm Framework
Creating the Magnetic Firm
Purpose
Driven
Great
Leadership
Culture
Of Growth
Inspiring
Workplace
Vision, Purpose and
Values based
Transparent and
Inspirational
Leadership
Learning Culture
- Self and Formal
Development
Flexible and Open
Work Environment
Focus on Strengths
and Positivity
Build Consensus
and Commitment
Career & Growth
Orientation –
Career Paths
Work/Life Balance
Inclusive and
Diverse
Leadership
Development at all
levels
Customer focused Coaching and
Feedback
High Performance
– Insight to Action
Anticipatory and
Proactive
Collaborative and
Team based
Effective
TechnologyTools -
mobile
Grow	
  your	
  people,	
  grow	
  your	
  firm!	
  
Use	
  learning	
  as	
  a	
  strategic	
  weapon	
  in	
  the	
  war	
  for	
  
talent	
  with	
  our	
  BLI	
  Talent	
  and	
  Leadership	
  
Development	
  Support.	
  
Now
What?!
Competency!
www.blionline.org
Maryland Public Company Collaboration
Top Four Issues
1.  Learning & Talent Development
2.  Global Structure of Finance
Function
3.  Managing Risk & Innovation
4.  Insight to Action*
*This started our journey to research the competencies needed for accounting and
finance professionals to provide “insight to action” and shift from reactive to proactive.
MACPA Fall Town Hall / Professional Issues Update - 2015
ANTICIPATION	
  
Strategic	
  Thinking	
  
External	
  Awareness	
  
Vision	
  
ConCnuous	
  Learning	
  
InnovaCon	
  
CreaCvity	
  
Problem	
  Solving	
  
PrioriCzaCon	
  
Business	
  Acumen	
  
Decisiveness	
  
Influencing/Persuading	
  
EmoConal	
  Intelligence	
  
Consensus	
  Building	
  
CollaboraCon	
  
InspiraCon	
  
Risk	
  Management	
  
AnCcipatory	
  OrganizaCon:	
  
Finance	
  /	
  AccounCng	
  EdiCon	
  
CGMA Competency Framework
MACPA Fall Town Hall / Professional Issues Update - 2015
http://www.blionline.org/ao
MACPA Fall Town Hall / Professional Issues Update - 2015
Core Beliefs!
Integrity	
  
Competence	
  
Lifelong	
  learning	
  
ObjecCvity	
  
Commitment	
  to	
  excellence	
  
Protect	
  the	
  Core	
  
CPAs…Making	
  sense	
  of	
  a	
  changing	
  and	
  
complex	
  world	
  
MACPA Fall Town Hall / Professional Issues Update - 2015
MACPA Fall Town Hall / Professional Issues Update - 2015
MACPA Fall Town Hall / Professional Issues Update - 2015
Calendar!
Tom Hood, CPA, CITP, CGMA
•  CPA Practice Adviser Accounting Hall of
Fame
•  Named the Second Most Influential in
Accounting by Accounting Today Magazine
2015, 2013
•  Top 150 Influencer by Linked-In
•  Top 25 Influencers in Learning & HR by HR
Examiner
•  Top 25 Public Accounting Thought Leaders
by CPA Practice Adviser
•  Working on Learning Management with
AICPA/CPA2Biz, Cloud Curriculum,
Performance Management /XBRL,
Leadership & Generations
CEO
Maryland Association of
CPAs (MACPA)
www.macpa.org
Business Learning
Institute (BLI)
www.blionline.org
http://www.linkedin.com/in/tomhood/
Hood's	
  greatest	
  aBribute	
  isn't	
  that	
  he	
  consistently	
  
glimpses	
  the	
  future	
  more	
  quickly	
  than	
  the	
  rest	
  of	
  us	
  
(though	
  he	
  does).	
  It's	
  that	
  he's	
  able	
  to	
  bring	
  it	
  back	
  to	
  
the	
  present	
  and	
  serve	
  as	
  its	
  Nreless,	
  inspiring	
  and	
  
effecNve	
  champion.	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  – Accounting Today
American Institute of CPAs®
Private Companies Practice Section
Visit aicpa.org/PCPS
146	
  
Check out the spotlight section of the PCPS home page,
which highlights other important issues
American Institute of CPAs®
Private Companies Practice Section
Index of Links
1. Succession Planning PCPS Succession Resource Center
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/
Pages/default.aspx
2. Succession Planning 2012 PCPS Succession Survey
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/
DownloadableDocuments/SuccessionSurveySoloFullResults.pdf
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/
DownloadableDocuments/SuccessionSurveyMultiFullResults.pdf
3. Succession Planning PCPS Succession Guide & Tools
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/
guide/Pages/default.aspx
4. Succession Planning Firm inMotion e-Toolkit
http://www.aicpa.org/INTERESTAREAS/PRIVATECOMPANIESPRACTICESECTION/
STRATEGYPLANNING/FIRMINMOTION/Pages/default.aspx
5. Succession Planning Transition Continuum and Checklist
http://www.aicpa.org/interestareas/privatecompaniespracticesection/strategyplanning/
firminmotion/firmstructurestrategy/downloadabledocuments/transition-continuum-and-
checklist
6. Human Capital Concerns PCPS Internship Quick Start Guide
http://www.aicpa.org/interestareas/privatecompaniespracticesection/humancapital/
teamrecruitment/recruitingandprospecting/downloadabledocuments/internship-quick-start-
guide.pdf
American Institute of CPAs®
Private Companies Practice Section
Index of Links (continued)
7. Human Capital Concerns PCPS Human Capital Resource Center
http://www.aicpa.org/interestareas/privatecompaniespracticesection/humancapital/pages/
default.aspx
8. Human Capital Concerns Firm Competency Model
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/HumanCapital/
PerformanceManagement/DownloadableDocuments/FirmCompetencyModel.doc
9. Human Capital Concerns Recruiting Brochures
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/HumanCapital/
DownloadableDocuments/SmallFirmRecruiting.pdf
10. Seasonality/Workload Compression PCPS Publications
http://www.aicpa.org/interestareas/privatecompaniespracticesection/newsandpublications/
pages/default.aspx
11. Seasonality/Workload Compression Client Evaluation Tool
http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/
trustedbusadv/downloadabledocuments/clientevaluationtool.xls
12. Seasonality/Workload Compression Client Disengagement Letter
aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/
FirmStrategyandPlanning/Pages/Sample%20Client%20Termination%20Letter.aspx
13. Seasonality/Workload Compression Automated Workflow
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/QualityServicesDelivery/
American Institute of CPAs®
Private Companies Practice Section
Index of Links (continued)
14. Keeping Up Washington Tax Brief
http://www.aicpa.org/interestareas/tax/cpeandevents/pages/washingtontaxbrief.aspx
15. Keeping Up Tax Power Hour
http://www.aicpa.org/interestareas/tax/cpeandevents/pages/taxpowerhour.aspx
16. Keeping Up Tax Practices Resources Webpage
http://www.aicpa.org/INTERESTAREAS/TAX/Pages/TaxHomepage.aspx
17. Keeping Up Tax E-Alert
www.aicpa.org/InterestAreas/Tax/NewsAndPublications/TaxEAlert/Pages/default.aspx
18. Keeping Up Tax Identity Theft Information & Tools
http://www.aicpa.org/interestareas/tax/resources/irsprocedureadministration/pages/
idtheftinformationandtools.aspx
19. Keeping Up Health Care Reform Resource Center
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/QualityServicesDelivery/
TaxResources/Pages/HealthcareReformToolkit.aspx
20. Client Acquisition and Retention Trusted Client Adviser Toolbox
http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/
trustedbusadv/pages/tbalanding.aspx
21. Client Acquisition and Retention Identify & Prioritize Tool
http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/PracticeGrowth/
TrustedBusAdv/DownloadableDocuments/IdentifyPrioritizeTool.pdf
American Institute of CPAs®
Private Companies Practice Section
Index of Links (continued)
22. Client Acquisition and Retention Practice Growth
http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/pages/
default.aspx
23. Client Acquisition and Retention Tax Practitioners Toolkit
aicpa.org/Career/Marketing/Pages/cpa-value-tax.aspx
24. Client Acquisition and Retention You Are The Value Online Workshop
aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/PracticeGrowth/pages/
youarethevalue.aspx
25. Client Acquisition and Retention Pricing & Profitability Strategies Action Plan
http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/
downloadabledocuments/pricing%20profitability%20strategies%20action%20plan.xls
26. Owner/Partner Accountability & Unity Partner Accountability Guide
aicpa.org/interestareas/privatecompaniespracticesection/humancapital/ownerdevelopment/
partneraccountability/downloadabledocuments/partner%20accountability%20guide.pdf
27. Owner Partner Accountability & Unity CPA Horizons 2025 Toolkit
http://www.aicpa.org/interestareas/privatecompaniespracticesection/strategyplanning/
firmstrategyandplanning/pages/pcpscpahorizons2025toolkit.aspx
28. Technical Developments PCPS Invigorate the Focus on Quality Toolkit
aicpa.org/pcps/Quality
150	
  
American Institute of CPAs®
Private Companies Practice Section
Index of Links (continued)
29. Technical Developments Center for Plain English Accounting
http://www.aicpa.org/InterestAreas/CenterForPlainEnglishAccounting/Pages/CPEA.aspx
30. Technical Developments Preparation, Compilation and Review Standards
http://www.aicpa.org/interestareas/frc/reviewcompilationpreparation/pages/resources-for-
ssars21.aspx
31. Technical Developments RevenueRecognitionStandard
aicpa.org/revenuerecognition
32. Technical Developments Private Company Financial Reporting
http://www.aicpa.org/interestareas/frc/accountingfinancialreporting/pcfr/pages/financial-reporting-
framework.aspx
33. Technical Developments PCPS Technical Issues Committee
aicpa.org/TICAdvocacy
34. Financial Benchmarking 2014 PCPS/TSCPA National MAP Survey
aicpa.org/mapsurvey
35. Financial Benchmarking & Tracking Tech Success Tracker
http://www.aicpatechsuccess.com/
36. PCPS Communities
aicpa.org/pcps/Community
151	
  

More Related Content

What's hot

MACPA Spring 2016 Professional Issues Update - Business & Industry Edition
MACPA Spring 2016 Professional Issues Update - Business & Industry EditionMACPA Spring 2016 Professional Issues Update - Business & Industry Edition
MACPA Spring 2016 Professional Issues Update - Business & Industry EditionTom Hood, CPA,CITP,CGMA
 
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
 
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...
CFO’s Sharing:  Is this possible to turn technology Capex to Opex for Growth ...CFO’s Sharing:  Is this possible to turn technology Capex to Opex for Growth ...
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...Wendy Wan
 
Competencies for Accounting and Finance Professionals - 2016 Edition
Competencies for Accounting and Finance Professionals - 2016 EditionCompetencies for Accounting and Finance Professionals - 2016 Edition
Competencies for Accounting and Finance Professionals - 2016 EditionTom Hood, CPA,CITP,CGMA
 
An Accounting Career: Big Waves of Change and Oceans of Opportunity
An Accounting Career: Big Waves of Change and Oceans of OpportunityAn Accounting Career: Big Waves of Change and Oceans of Opportunity
An Accounting Career: Big Waves of Change and Oceans of OpportunityTom Hood, CPA,CITP,CGMA
 
COCPA - The Anticipatory Individual and Organization
COCPA - The Anticipatory Individual and OrganizationCOCPA - The Anticipatory Individual and Organization
COCPA - The Anticipatory Individual and OrganizationTom Hood, CPA,CITP,CGMA
 
MACPA Annual Meeting & Town Hall - June, 2015 #PIU15
MACPA Annual Meeting & Town Hall - June, 2015 #PIU15MACPA Annual Meeting & Town Hall - June, 2015 #PIU15
MACPA Annual Meeting & Town Hall - June, 2015 #PIU15Tom Hood, CPA,CITP,CGMA
 
The Future Ready CPA - Moving from Compliance to Reliance
The Future Ready CPA - Moving from Compliance to RelianceThe Future Ready CPA - Moving from Compliance to Reliance
The Future Ready CPA - Moving from Compliance to RelianceTom Hood, CPA,CITP,CGMA
 
Is Your Accounting & Finance Talent VUCA Ready?
Is Your Accounting & Finance Talent VUCA Ready?Is Your Accounting & Finance Talent VUCA Ready?
Is Your Accounting & Finance Talent VUCA Ready?Tom Hood, CPA,CITP,CGMA
 
Future of Learning - innovative new learning formats for accounting and finan...
Future of Learning - innovative new learning formats for accounting and finan...Future of Learning - innovative new learning formats for accounting and finan...
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
 
Will your firm thrive or just survive? Anticipation - The critical competency...
Will your firm thrive or just survive? Anticipation - The critical competency...Will your firm thrive or just survive? Anticipation - The critical competency...
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
 

What's hot (13)

MACPA Spring 2016 Professional Issues Update - Business & Industry Edition
MACPA Spring 2016 Professional Issues Update - Business & Industry EditionMACPA Spring 2016 Professional Issues Update - Business & Industry Edition
MACPA Spring 2016 Professional Issues Update - Business & Industry Edition
 
The Future Ready CPA Firm
The Future Ready CPA FirmThe Future Ready CPA Firm
The Future Ready CPA Firm
 
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...
 
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...
CFO’s Sharing:  Is this possible to turn technology Capex to Opex for Growth ...CFO’s Sharing:  Is this possible to turn technology Capex to Opex for Growth ...
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...
 
Competencies for Accounting and Finance Professionals - 2016 Edition
Competencies for Accounting and Finance Professionals - 2016 EditionCompetencies for Accounting and Finance Professionals - 2016 Edition
Competencies for Accounting and Finance Professionals - 2016 Edition
 
An Accounting Career: Big Waves of Change and Oceans of Opportunity
An Accounting Career: Big Waves of Change and Oceans of OpportunityAn Accounting Career: Big Waves of Change and Oceans of Opportunity
An Accounting Career: Big Waves of Change and Oceans of Opportunity
 
COCPA - The Anticipatory Individual and Organization
COCPA - The Anticipatory Individual and OrganizationCOCPA - The Anticipatory Individual and Organization
COCPA - The Anticipatory Individual and Organization
 
MACPA Annual Meeting & Town Hall - June, 2015 #PIU15
MACPA Annual Meeting & Town Hall - June, 2015 #PIU15MACPA Annual Meeting & Town Hall - June, 2015 #PIU15
MACPA Annual Meeting & Town Hall - June, 2015 #PIU15
 
The Future Ready CPA - Moving from Compliance to Reliance
The Future Ready CPA - Moving from Compliance to RelianceThe Future Ready CPA - Moving from Compliance to Reliance
The Future Ready CPA - Moving from Compliance to Reliance
 
Is Your Accounting & Finance Talent VUCA Ready?
Is Your Accounting & Finance Talent VUCA Ready?Is Your Accounting & Finance Talent VUCA Ready?
Is Your Accounting & Finance Talent VUCA Ready?
 
Future of Learning - innovative new learning formats for accounting and finan...
Future of Learning - innovative new learning formats for accounting and finan...Future of Learning - innovative new learning formats for accounting and finan...
Future of Learning - innovative new learning formats for accounting and finan...
 
Future Ready CPA firm - keynote CPA FMA
Future Ready CPA firm - keynote CPA FMAFuture Ready CPA firm - keynote CPA FMA
Future Ready CPA firm - keynote CPA FMA
 
Will your firm thrive or just survive? Anticipation - The critical competency...
Will your firm thrive or just survive? Anticipation - The critical competency...Will your firm thrive or just survive? Anticipation - The critical competency...
Will your firm thrive or just survive? Anticipation - The critical competency...
 

Viewers also liked

05 06 wh_karma_accius
05 06 wh_karma_accius05 06 wh_karma_accius
05 06 wh_karma_acciuskarmaaccius25
 
Recent charts
Recent chartsRecent charts
Recent chartsghop
 
Que son las RSS
Que son las RSSQue son las RSS
Que son las RSSUNAD
 
The most popular feng sui artist in Malaysia : Stanley Ho from Melaka
The most popular feng sui artist in Malaysia : Stanley Ho from MelakaThe most popular feng sui artist in Malaysia : Stanley Ho from Melaka
The most popular feng sui artist in Malaysia : Stanley Ho from MelakaHilter Yew
 
Problemas de construcción de soluciones
Problemas de construcción de solucionesProblemas de construcción de soluciones
Problemas de construcción de solucionesAriana Castillejos
 
Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...
Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...
Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...Prabhu Guptara
 
Let me introduce... (1)
Let me introduce... (1)Let me introduce... (1)
Let me introduce... (1)Laura Ramirez
 
Team Rubicon presentation - michigan
Team Rubicon presentation  - michigan Team Rubicon presentation  - michigan
Team Rubicon presentation - michigan Elena Bridges
 

Viewers also liked (11)

05 06 wh_karma_accius
05 06 wh_karma_accius05 06 wh_karma_accius
05 06 wh_karma_accius
 
Recent charts
Recent chartsRecent charts
Recent charts
 
Que son las RSS
Que son las RSSQue son las RSS
Que son las RSS
 
The most popular feng sui artist in Malaysia : Stanley Ho from Melaka
The most popular feng sui artist in Malaysia : Stanley Ho from MelakaThe most popular feng sui artist in Malaysia : Stanley Ho from Melaka
The most popular feng sui artist in Malaysia : Stanley Ho from Melaka
 
Problemas de construcción de soluciones
Problemas de construcción de solucionesProblemas de construcción de soluciones
Problemas de construcción de soluciones
 
Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...
Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...
Leading Questions for the Thought Leadership Club at Ireland’s leading B-Sc...
 
company profile
company profilecompany profile
company profile
 
Safe Hearts1
Safe Hearts1Safe Hearts1
Safe Hearts1
 
Let me introduce... (1)
Let me introduce... (1)Let me introduce... (1)
Let me introduce... (1)
 
Team Rubicon presentation - michigan
Team Rubicon presentation  - michigan Team Rubicon presentation  - michigan
Team Rubicon presentation - michigan
 
Planarchromatography
PlanarchromatographyPlanarchromatography
Planarchromatography
 

Similar to MACPA Fall Town Hall / Professional Issues Update - 2015

PEX Week 2016 - Operating Model Imperative for Operational Excellence
PEX Week 2016 - Operating Model Imperative for Operational ExcellencePEX Week 2016 - Operating Model Imperative for Operational Excellence
PEX Week 2016 - Operating Model Imperative for Operational ExcellenceScott Stallbaum
 
160118 pex wpc operating model imperative for oe
160118 pex wpc operating model imperative for oe160118 pex wpc operating model imperative for oe
160118 pex wpc operating model imperative for oeDavid Toth
 
5 Steps to Selecting the Right Financial Management Software Solution
5 Steps to Selecting the Right Financial Management Software Solution5 Steps to Selecting the Right Financial Management Software Solution
5 Steps to Selecting the Right Financial Management Software SolutionProformative, Inc.
 
Opex Guru Introduction
Opex Guru  IntroductionOpex Guru  Introduction
Opex Guru IntroductionAnil Bakshi
 
Retaining Employees In An Up Economy
Retaining Employees In An Up EconomyRetaining Employees In An Up Economy
Retaining Employees In An Up EconomyKyra Cavanaugh
 
Recruiting Presentation June 09
Recruiting Presentation June 09Recruiting Presentation June 09
Recruiting Presentation June 09mshrekgast
 
Overview of the Certified Change Management Professional (CCMP) designation
Overview of the Certified Change Management Professional (CCMP) designationOverview of the Certified Change Management Professional (CCMP) designation
Overview of the Certified Change Management Professional (CCMP) designationJeff Skipper
 
Leading the Product 2018 - Nicole Brolan - SEEK - OKR
Leading the Product 2018 - Nicole Brolan - SEEK - OKRLeading the Product 2018 - Nicole Brolan - SEEK - OKR
Leading the Product 2018 - Nicole Brolan - SEEK - OKRBrainmates Pty Limited
 
Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...
Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...
Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...CPA.com
 
MACPA 2014 Professional Issues Update - Special Business & Industry edition
MACPA 2014 Professional Issues Update - Special Business & Industry editionMACPA 2014 Professional Issues Update - Special Business & Industry edition
MACPA 2014 Professional Issues Update - Special Business & Industry editionTom Hood, CPA,CITP,CGMA
 
onboarding white paper
onboarding white paperonboarding white paper
onboarding white paperBarbara Hower
 
MACPA - BLI Professional Issues Update - Spring 2015 Business & Industry Edition
MACPA - BLI Professional Issues Update - Spring 2015 Business & Industry EditionMACPA - BLI Professional Issues Update - Spring 2015 Business & Industry Edition
MACPA - BLI Professional Issues Update - Spring 2015 Business & Industry EditionTom Hood, CPA,CITP,CGMA
 
Managing Partner, Partners in Charge Program
Managing Partner, Partners in Charge ProgramManaging Partner, Partners in Charge Program
Managing Partner, Partners in Charge ProgramGatto Associates, LLC.
 
Call Center Summit 2009 Dpt
Call Center Summit 2009   DptCall Center Summit 2009   Dpt
Call Center Summit 2009 DptDhaval Thakur
 
Characteristics of Successful Business Transfers
Characteristics of Successful Business TransfersCharacteristics of Successful Business Transfers
Characteristics of Successful Business Transfersedstaehr
 
Seven Best Practices for Managing and Retaining Employees
Seven Best Practices for Managing and Retaining Employees Seven Best Practices for Managing and Retaining Employees
Seven Best Practices for Managing and Retaining Employees Deb Broderson
 
5 why's to go vertical
5 why's to go vertical5 why's to go vertical
5 why's to go verticalCPA.com
 

Similar to MACPA Fall Town Hall / Professional Issues Update - 2015 (20)

MACPA Beach Retreat 2014 Recap
MACPA Beach Retreat 2014 RecapMACPA Beach Retreat 2014 Recap
MACPA Beach Retreat 2014 Recap
 
PEX Week 2016 - Operating Model Imperative for Operational Excellence
PEX Week 2016 - Operating Model Imperative for Operational ExcellencePEX Week 2016 - Operating Model Imperative for Operational Excellence
PEX Week 2016 - Operating Model Imperative for Operational Excellence
 
160118 pex wpc operating model imperative for oe
160118 pex wpc operating model imperative for oe160118 pex wpc operating model imperative for oe
160118 pex wpc operating model imperative for oe
 
5 Steps to Selecting the Right Financial Management Software Solution
5 Steps to Selecting the Right Financial Management Software Solution5 Steps to Selecting the Right Financial Management Software Solution
5 Steps to Selecting the Right Financial Management Software Solution
 
Opex Guru Introduction
Opex Guru  IntroductionOpex Guru  Introduction
Opex Guru Introduction
 
Retaining Employees In An Up Economy
Retaining Employees In An Up EconomyRetaining Employees In An Up Economy
Retaining Employees In An Up Economy
 
Recruiting Presentation June 09
Recruiting Presentation June 09Recruiting Presentation June 09
Recruiting Presentation June 09
 
Overview of the Certified Change Management Professional (CCMP) designation
Overview of the Certified Change Management Professional (CCMP) designationOverview of the Certified Change Management Professional (CCMP) designation
Overview of the Certified Change Management Professional (CCMP) designation
 
Leading the Product 2018 - Nicole Brolan - SEEK - OKR
Leading the Product 2018 - Nicole Brolan - SEEK - OKRLeading the Product 2018 - Nicole Brolan - SEEK - OKR
Leading the Product 2018 - Nicole Brolan - SEEK - OKR
 
Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...
Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...
Will Your Firm Thrive or Just Survive? The Critical Competency for Today’s Pr...
 
PMO - Delivering Business Results
PMO - Delivering Business ResultsPMO - Delivering Business Results
PMO - Delivering Business Results
 
MACPA 2014 Professional Issues Update - Special Business & Industry edition
MACPA 2014 Professional Issues Update - Special Business & Industry editionMACPA 2014 Professional Issues Update - Special Business & Industry edition
MACPA 2014 Professional Issues Update - Special Business & Industry edition
 
onboarding white paper
onboarding white paperonboarding white paper
onboarding white paper
 
MACPA - BLI Professional Issues Update - Spring 2015 Business & Industry Edition
MACPA - BLI Professional Issues Update - Spring 2015 Business & Industry EditionMACPA - BLI Professional Issues Update - Spring 2015 Business & Industry Edition
MACPA - BLI Professional Issues Update - Spring 2015 Business & Industry Edition
 
Managing Partner, Partners in Charge Program
Managing Partner, Partners in Charge ProgramManaging Partner, Partners in Charge Program
Managing Partner, Partners in Charge Program
 
Call Center Summit 2009 Dpt
Call Center Summit 2009   DptCall Center Summit 2009   Dpt
Call Center Summit 2009 Dpt
 
Bio rev 1
Bio rev 1Bio rev 1
Bio rev 1
 
Characteristics of Successful Business Transfers
Characteristics of Successful Business TransfersCharacteristics of Successful Business Transfers
Characteristics of Successful Business Transfers
 
Seven Best Practices for Managing and Retaining Employees
Seven Best Practices for Managing and Retaining Employees Seven Best Practices for Managing and Retaining Employees
Seven Best Practices for Managing and Retaining Employees
 
5 why's to go vertical
5 why's to go vertical5 why's to go vertical
5 why's to go vertical
 

More from Tom Hood, CPA,CITP,CGMA

Creating the Magnetic Firm - Allinial HR Conference 2016
Creating the Magnetic Firm - Allinial HR Conference 2016Creating the Magnetic Firm - Allinial HR Conference 2016
Creating the Magnetic Firm - Allinial HR Conference 2016Tom Hood, CPA,CITP,CGMA
 
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Tom Hood, CPA,CITP,CGMA
 
Next Gen Leaders Report from the AICPA EDGE Conference 2016
Next Gen Leaders Report from the AICPA EDGE Conference 2016Next Gen Leaders Report from the AICPA EDGE Conference 2016
Next Gen Leaders Report from the AICPA EDGE Conference 2016Tom Hood, CPA,CITP,CGMA
 
Anticipatory Organization: Accounting and Finance Edition (AOAF)
Anticipatory Organization: Accounting and Finance Edition (AOAF)Anticipatory Organization: Accounting and Finance Edition (AOAF)
Anticipatory Organization: Accounting and Finance Edition (AOAF)Tom Hood, CPA,CITP,CGMA
 
Leadership in a VUCA World - AICPA PSTECH 2016
Leadership in a VUCA World - AICPA PSTECH 2016Leadership in a VUCA World - AICPA PSTECH 2016
Leadership in a VUCA World - AICPA PSTECH 2016Tom Hood, CPA,CITP,CGMA
 
Innovation is Not Just for Technology Companies Anymore
Innovation is Not Just for Technology Companies AnymoreInnovation is Not Just for Technology Companies Anymore
Innovation is Not Just for Technology Companies AnymoreTom Hood, CPA,CITP,CGMA
 
Top Challenges & Top Skills for Accounting & CPAs #CCHUC15
Top Challenges & Top Skills for Accounting & CPAs #CCHUC15Top Challenges & Top Skills for Accounting & CPAs #CCHUC15
Top Challenges & Top Skills for Accounting & CPAs #CCHUC15Tom Hood, CPA,CITP,CGMA
 
How to get ready for the fast future - #CCHUC15
How to get ready for the fast future - #CCHUC15How to get ready for the fast future - #CCHUC15
How to get ready for the fast future - #CCHUC15Tom Hood, CPA,CITP,CGMA
 
Trends in the CPA profession - the Shift Change #CCHUC15
Trends in the CPA profession - the Shift Change #CCHUC15Trends in the CPA profession - the Shift Change #CCHUC15
Trends in the CPA profession - the Shift Change #CCHUC15Tom Hood, CPA,CITP,CGMA
 
The High Performance Firm - The Power of Purpose
The High Performance Firm - The Power of PurposeThe High Performance Firm - The Power of Purpose
The High Performance Firm - The Power of PurposeTom Hood, CPA,CITP,CGMA
 
Leadership & Collaboration - Thriving in a VUCA World
Leadership & Collaboration - Thriving in a VUCA WorldLeadership & Collaboration - Thriving in a VUCA World
Leadership & Collaboration - Thriving in a VUCA WorldTom Hood, CPA,CITP,CGMA
 
State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...
State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...
State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...Tom Hood, CPA,CITP,CGMA
 

More from Tom Hood, CPA,CITP,CGMA (14)

Creating the Magnetic Firm - Allinial HR Conference 2016
Creating the Magnetic Firm - Allinial HR Conference 2016Creating the Magnetic Firm - Allinial HR Conference 2016
Creating the Magnetic Firm - Allinial HR Conference 2016
 
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...
 
Next Gen Leaders Report from the AICPA EDGE Conference 2016
Next Gen Leaders Report from the AICPA EDGE Conference 2016Next Gen Leaders Report from the AICPA EDGE Conference 2016
Next Gen Leaders Report from the AICPA EDGE Conference 2016
 
Anticipatory Organization: Accounting and Finance Edition (AOAF)
Anticipatory Organization: Accounting and Finance Edition (AOAF)Anticipatory Organization: Accounting and Finance Edition (AOAF)
Anticipatory Organization: Accounting and Finance Edition (AOAF)
 
Leadership in a VUCA World - AICPA PSTECH 2016
Leadership in a VUCA World - AICPA PSTECH 2016Leadership in a VUCA World - AICPA PSTECH 2016
Leadership in a VUCA World - AICPA PSTECH 2016
 
CPA Vision 2011
CPA Vision 2011CPA Vision 2011
CPA Vision 2011
 
Innovation is Not Just for Technology Companies Anymore
Innovation is Not Just for Technology Companies AnymoreInnovation is Not Just for Technology Companies Anymore
Innovation is Not Just for Technology Companies Anymore
 
Top Challenges & Top Skills for Accounting & CPAs #CCHUC15
Top Challenges & Top Skills for Accounting & CPAs #CCHUC15Top Challenges & Top Skills for Accounting & CPAs #CCHUC15
Top Challenges & Top Skills for Accounting & CPAs #CCHUC15
 
How to get ready for the fast future - #CCHUC15
How to get ready for the fast future - #CCHUC15How to get ready for the fast future - #CCHUC15
How to get ready for the fast future - #CCHUC15
 
Trends in the CPA profession - the Shift Change #CCHUC15
Trends in the CPA profession - the Shift Change #CCHUC15Trends in the CPA profession - the Shift Change #CCHUC15
Trends in the CPA profession - the Shift Change #CCHUC15
 
Sage V2W Vision to Strategy Workshop
Sage V2W  Vision to Strategy WorkshopSage V2W  Vision to Strategy Workshop
Sage V2W Vision to Strategy Workshop
 
The High Performance Firm - The Power of Purpose
The High Performance Firm - The Power of PurposeThe High Performance Firm - The Power of Purpose
The High Performance Firm - The Power of Purpose
 
Leadership & Collaboration - Thriving in a VUCA World
Leadership & Collaboration - Thriving in a VUCA WorldLeadership & Collaboration - Thriving in a VUCA World
Leadership & Collaboration - Thriving in a VUCA World
 
State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...
State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...
State of Accounting: A Clarion Call for CPAs and Accountants to Get out of th...
 

Recently uploaded

Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 

Recently uploaded (20)

Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 

MACPA Fall Town Hall / Professional Issues Update - 2015

  • 2. / Thank You to Our Sponsors
  • 4. Vote for a question Respond to Poll Ask a Question MACPA.CNF.IO Select your session and join the conversation: Fall Town Hall PIU
  • 5. Download today’s slides at … www.SlideShare.net/thoodcpa
  • 6. Norfolk  pines   Captain  Cook  &  Norfolk  Pines  on   Maui  
  • 7. CPA FIRM TOP ISSUES DIAGNOSTIC REPORT FOR MACPA TOWN HALL
  • 8. American Institute of CPAs® Private Companies Practice Section 8   Carter Heim, CPA, MST, CFF HeimLantz, CPAs & Advisors 410-841-557 Carter.Heim@HeimLantz.com PCPS Superheroes Jeanie Price, AAAPM DeLeon & Stang, CPAs & Advisors 301-948-9825 Jeanie@DeLeonandStang.com
  • 9. What is PCPS? 3 • $35/CPA,  max  $700   Add-­‐on  firm   membership  secCon   of  the  AICPA     • Passionate  about  providing  firms  support  for:   • keeping  up  with  changes  in  standards/regs   • strategies  in  ploLng  the  firm’s  direcCon   • the  everyday  intricacies  of  running  a  pracCce   PCPS  comprises  of  a   team  of  experienced   CPAs     • This  knowledge  is  foundaConal  to  the  turnkey   tools  and  soluCons  that  PCPS  delivers   PCPS  engages  with   CPAs  to  understand   the  pain  points.  
  • 10. PCPS is the Home for Firms at the AICPA ~  6,300  Firms  and  over  63,000  CPAs  Represented     Sole   PracCConers   2-­‐5  CPAs   6-­‐10  CPAs   11-­‐20  CPAs   21+  CPAs   10  
  • 11. PCPS CPA Firm Top Issues Survey 5 •  Conducted  biannually     •  Gathers  informaCon  from  pracCConers  across   the  country  represenCng  firms  of  different   sizes     •  Used  to  understand  the  criCcal  challenges   facing  PCPS  member  firms  
  • 12. PCPS  CPA  Firm  Top  Issues   Succession, succession, succession Client retention and client acquisition remain a priority Human capital concerns are back — finding and retaining qualified staff are in the top five for all firm sizes with more than two professionals Keeping up with tax laws and new rules and regulations are the biggest concerns for small firms Seasonality and workload compression is now a concern for all firm sizes Owner/partner accountability and unity remain issues for larger firms 12  
  • 13. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Succession  Planning/   Aging  of  Owners  &   Partners      
  • 14. PCPS CPA Firm Top Issues FIRMS  WITH  6-­‐10  PROFESSIONALS   FIRMS  WITH  11-­‐20  PROFESSIONALS   FIRMS  WITH  21+  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     1 RETAINING  QUALIFIED  STAFF   1 RETAINING  QUALIFIED  STAFF   2 SUCCESSION  PLANNING   2 FINDING  QUALIFIED  STAFF     2 FINDING  QUALIFIED  STAFF     3 SEASONALITY/WORKLOAD   COMPRESSION   3 SUCCESSION  PLANNING   3 OWNER/PARTNER  ACCOUNTABILITY  &   UNITY   4 RETAINING  QUALIFIED  STAFF   4 BRINGING  IN  NEW  CLIENTS   4 SEASONALITY/WORKLOAD   COMPRESSION   5 AGING  OF  OWNERS/PARTNERS   5 SEASONALITY/WORKLOAD   COMPRESSION   5 BRINGING  IN  NEW  CLIENTS;   SUCCESSION  PLANNING  (TIE)   SOLE  PRACTITIONERS   1 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   2 SEASONALITY/WORKLOAD   COMPRESSION   3 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   4 SUCCESSION  PLANNING   5 RETENTION  OF  CURRENT  CLIENTS     FIRMS  WITH  2-­‐5  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     2 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   3 SUCCESSION  PLANNING   4 SEASONALITY/WORKLOAD   COMPRESSION   5 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   14  
  • 15. 15   Succession Planning PCPS Succession Resource Center1
  • 16. • 54% without written plan • Leadership development is among the top challenges • 44% of firms in M&A talks • Few managing partners have ability to hold partners accountable Multi- Owner Firms • 94% without practice continuation agreement • 39% intend to merge or sell • Half expect to sell $1 for $1 of billings, actual is likely much less Sole Owners 16   Succession Planning PCPS Succession Survey2
  • 17. Chapters  include:   1.  IntroducCon   2.  Drivers  of  Change  for  the  CPA  Profession   3.  PosiConing  Your  Firm   4.  Selling  Your  Firm   5.  Merging  Your  Firm   6.  Developing  New  Leaders   7.  Turning  Out  the  Lights   8.  TransiCon  Roles  and    ResponsibiliCes   9.  What  is  the  Value  of  Your  Firm   10.  Due  Diligence   11.  Key  Elements  to  a  Partnership  Agreement   Available   tools   Transfer an Accounting Practice Checklist Due Diligence Checklist Shareholder in Training Checklist Sample Practice Continuation Agreement 17   Succession Planning Succession Planning Guide & Tools3 Available Tools
  • 18. Succession Planning Firm inMotion e-Toolkit 4 18   •  Expanding  upon  the  CPA  Horizons  2025  Report,  this   toolkit  help  firms:   –  Stay  on  top  of  new  and  emerging  trends     –  Embrace  generaConal  differences     –  ConCnue  to  meet  client   needs  and  expectaCons     •  Five  secCons   –  Firm  Structure  &  Strategy   –  Use  of  Technology   –  Clients  &  RelaConship   Building   –  Staff  Development  &   Structure   –  GlobalizaCon  
  • 20. June 2016 at AICPA offices in New York, NY and Durham, NC Leadership Training Develop the full potential of new and emerging partners by preparing them for responsibility and leadership Who Should Attend? •  Managers on the firm partner track •  New Partners/Owners (five or fewer years of experience) •  Practice leaders seeking partnership skills Succession Planning Emerging Partner Training Forum 20  
  • 21. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Human  Capital   Concerns         Finding  and  Retaining   Qualified  Staff  
  • 22. PCPS CPA Firm Top Issues FIRMS  WITH  6-­‐10  PROFESSIONALS   FIRMS  WITH  11-­‐20  PROFESSIONALS   FIRMS  WITH  21+  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     1 RETAINING  QUALIFIED  STAFF   1 RETAINING  QUALIFIED  STAFF   2 SUCCESSION  PLANNING   2 FINDING  QUALIFIED  STAFF     2 FINDING  QUALIFIED  STAFF     3 SEASONALITY/WORKLOAD   COMPRESSION   3 SUCCESSION  PLANNING   3 OWNER/PARTNER  ACCOUNTABILITY  &   UNITY   4 RETAINING  QUALIFIED  STAFF   4 BRINGING  IN  NEW  CLIENTS   4 SEASONALITY/WORKLOAD   COMPRESSION   5 AGING  OF  OWNERS/PARTNERS   5 SEASONALITY/WORKLOAD   COMPRESSION   5 BRINGING  IN  NEW  CLIENTS;   SUCCESSION  PLANNING  (TIE)   SOLE  PRACTITIONERS   1 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   2 SEASONALITY/WORKLOAD   COMPRESSION   3 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   4 SUCCESSION  PLANNING   5 RETENTION  OF  CURRENT  CLIENTS     FIRMS  WITH  2-­‐5  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     2 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   3 SUCCESSION  PLANNING   4 SEASONALITY/WORKLOAD   COMPRESSION   5 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   22  
  • 23. Human  Capital  Concerns   What  Are  Other  Firms  Doing?   •  Hiring  veterans  or  parents  returning  to  the  workforce     •  ConnecCng  with  local  schools  and  beginning  an   internship  process   –  PCPS  Internship  Quick  Start  Guide6     •  GeLng  involved  and  parCcipaCng  on  college  boards   •  Providing  flexible  hours  and  telecommuCng  opCons   •  Partnering  with  local  firms  and  sharing  CPAs   and  interns       23  
  • 24. Human  Capital  Concerns   Finding  Talent  Without  Leaving  the  Office   •  PCPS  partnership  with  AccounCngfly  provides  firms  with   virtual  recruiCng  year  round   •  Build  a  free  firm  profile  on  AccounCngfly’s  accounCng-­‐ specific  online  job  board   •  ParCcipate  in  Meet  the  Firms  Week     –  October  19-­‐23,  2015   –  Firms  that  create  profiles  are  eligible  to  parCcipate  for  free   –  Internships  and  entry-­‐level  jobs  are  promoted  to  all   parCcipaCng  students  that  are  interested  in  working  for  a   local  firm   –  Webcasts  promote  parCcipaCng  firms  and  their  open   posiCons  to  candidates  throughout  the  week   24  
  • 25. Team Recruitment Action Plan15 Sample Recruitment Promotion16 Firm Needs Assessment17 Interview Questions18 Firm Value Proposition19 Finding Qualified Staff Firm Competency Model20 Six Motivators Calculation Tool21 Flexibility Program Guide22 Mentoring Guide23 Performance Management Templates24 Retaining Qualified Staff 25   Human  Capital  Concerns   PCPS  Human  Capital  Resource  Center7  
  • 26. ASSOCIATE • Learns and develops technical competence by completing a degree qualification and working toward CPA certificate • Applies self diligently to learn and understand technical skills and on the job practices and business processes • Researches technical issues and participates in technical discussions relating to client assignments • Develops an understanding of client businesses SENIOR • Has technical competence (degree qualification) and a relevant professional accreditation • Has an identified area to specialize and refines skills, knowledge and expertise • Applies technical knowledge and research in formulating client related recommendations • Helps to solve complex business problems MANAGER • Has a general knowledge and application of relevant professional standards, emerging laws and regulations and corporate governance requirements • Refines skills, knowledge and expertise as a specialist in an identified technical field and/or industry • Applies technical expertise and interprets laws, regulations and standards to formulate client related recommendations • Solves complex business problems SENIOR MANAGER/ DIRECTOR • Has a good understanding of the prevailing business environment, industry and business processes • Has a thorough knowledge and application of relevant professional standards, emerging laws and regulations and corporate governance requirements • Is a specialist in a particular technical field and/or industry • Abreast of changes in laws, regulations and standards and provides advice on the impact and implications to clients PARTNER • Has a thorough understanding of the prevailing business environment, industry and business processes • Has extensive knowledge and application of relevant professional standards, emerging laws and regulations and corporate governance requirements • Is a specialist and known leader in a particular technical field and/or industry • Actively seeks ways to apply knowledge, interpret and anticipate changes in laws, regulations and standards to provide advice to clients on the impact and implications 26   Human  Capital  Concerns   Firm  Competency  Model  (Career  Ladder)8  
  • 27. 27   Human  Capital  Concerns   RecruiCng  Brochures9  
  • 28. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Seasonality/   Workload   Compression  
  • 29. PCPS CPA Firm Top Issues FIRMS  WITH  6-­‐10  PROFESSIONALS   FIRMS  WITH  11-­‐20  PROFESSIONALS   FIRMS  WITH  21+  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     1 RETAINING  QUALIFIED  STAFF   1 RETAINING  QUALIFIED  STAFF   2 SUCCESSION  PLANNING   2 FINDING  QUALIFIED  STAFF     2 FINDING  QUALIFIED  STAFF     3 SEASONALITY/WORKLOAD   COMPRESSION   3 SUCCESSION  PLANNING   3 OWNER/PARTNER  ACCOUNTABILITY  &   UNITY   4 RETAINING  QUALIFIED  STAFF   4 BRINGING  IN  NEW  CLIENTS   4 SEASONALITY/WORKLOAD   COMPRESSION   5 AGING  OF  OWNERS/PARTNERS   5 SEASONALITY/WORKLOAD   COMPRESSION   5 BRINGING  IN  NEW  CLIENTS;   SUCCESSION  PLANNING  (TIE)   SOLE  PRACTITIONERS   1 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   2 SEASONALITY/WORKLOAD   COMPRESSION   3 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   4 SUCCESSION  PLANNING   5 BRINGING  IN  NEW  CLIENTS     FIRMS  WITH  2-­‐5  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     2 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   3 SUCCESSION  PLANNING   4 SEASONALITY/WORKLOAD   COMPRESSION   5 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   29  
  • 30. Seasonality/Workload  Compression   PCPS  PublicaCons10   30  
  • 31. Client Disengagement Letter12 Client EvaluationTool11 31   Seasonality/Workload Compression Client Evaluations
  • 33. Silver ($X,XXX) •  Preparation of corporate income tax returns •  Preparation of individual income tax returns for owner(s) •  Corporate tax planning •  Personal tax planning for owner(s) •  QuickBooks assistance •  Annual financial statement compilations •  Two meetings with practitioner Gold ($X,XXX) •  All silver tier items, PLUS: •  Semi-annual financial statement compilations •  Four meetings with practitioner •  Unlimited telephone support •  Development of a company strategic plan •  Evaluation or development of the personal financial plan of the owner(s) Platinum ($X,XXX) •  All gold tier items, PLUS: •  Quarterly financial statement compilations •  Full internal control review and recommendations •  Strategic planning retreat for the company •  An estate planning meeting with the owner(s) and development of a comprehensive estate plan 33   Seasonality/Workload Compression Three Tier Pricing Excerpted from the Pricing Tool in the TCA Toolbox
  • 34. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Keeping  Up           Changes/Complexity   of  Tax  Laws  and   Federal/State  Regulations  
  • 35. PCPS CPA Firm Top Issues FIRMS  WITH  6-­‐10  PROFESSIONALS   FIRMS  WITH  11-­‐20  PROFESSIONALS   FIRMS  WITH  21+  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     1 RETAINING  QUALIFIED  STAFF   1 RETAINING  QUALIFIED  STAFF   2 SUCCESSION  PLANNING   2 FINDING  QUALIFIED  STAFF     2 FINDING  QUALIFIED  STAFF     3 SEASONALITY/WORKLOAD   COMPRESSION   3 SUCCESSION  PLANNING   3 OWNER/PARTNER  ACCOUNTABILITY  &   UNITY   4 RETAINING  QUALIFIED  STAFF   4 BRINGING  IN  NEW  CLIENTS   4 SEASONALITY/WORKLOAD   COMPRESSION   5 AGING  OF  OWNERS/PARTNERS   5 SEASONALITY/WORKLOAD   COMPRESSION   5 BRINGING  IN  NEW  CLIENTS;   SUCCESSION  PLANNING  (TIE)   SOLE  PRACTITIONERS   1 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   2 SEASONALITY/WORKLOAD   COMPRESSION   3 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   4 SUCCESSION  PLANNING   5 BRINGING  IN  NEW  CLIENTS     FIRMS  WITH  2-­‐5  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     2 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   3 SUCCESSION  PLANNING   4 SEASONALITY/WORKLOAD   COMPRESSION   5 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   35  
  • 36.   •  Webcasts   –  Washington  Tax  Brief  14   –  Tax  Power  Hour  15   •  Resources   –  Tax  PracCce  Resources     Webpage  16   •  Up-­‐to-­‐date  InformaCon   –  Tax  E-­‐Alert  17   Specialized  Guidance   –  Tax  IdenCty  Thep              InformaCon  &  Tools18       Keeping Up AICPA Tax Section 36  
  • 37. •  Health  Care  Reform   Resource  Center   19     •  PCPS  toolkit  includes:   •  Strategy  checklist   •  Customizable  brochures  for   individual  clients  and  small   and  large  business  clients   •  Timelines  including   important  provisions   and  effecCve  dates   •  ImplicaCons  of  the  law  for   individuals  and  business  clients   •  Ways  that  CPAs  can  assist  clients    •      Staff  training  and  client  PowerPoint  templates       Keeping Up Health Care 37  
  • 38. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Client  AcquisiAon   and  RetenAon  
  • 39. PCPS CPA Firm Top Issues FIRMS  WITH  6-­‐10  PROFESSIONALS   FIRMS  WITH  11-­‐20  PROFESSIONALS   FIRMS  WITH  21+  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     1 RETAINING  QUALIFIED  STAFF   1 RETAINING  QUALIFIED  STAFF   2 SUCCESSION  PLANNING   2 FINDING  QUALIFIED  STAFF     2 FINDING  QUALIFIED  STAFF     3 SEASONALITY/WORKLOAD   COMPRESSION   3 SUCCESSION  PLANNING   3 OWNER/PARTNER  ACCOUNTABILITY  &   UNITY   4 RETAINING  QUALIFIED  STAFF   4 BRINGING  IN  NEW  CLIENTS   4 SEASONALITY/WORKLOAD   COMPRESSION   5 AGING  OF  OWNERS/PARTNERS   5 SEASONALITY/WORKLOAD   COMPRESSION   5 BRINGING  IN  NEW  CLIENTS;   SUCCESSION  PLANNING  (TIE)   SOLE  PRACTITIONERS   1 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   2 SEASONALITY/WORKLOAD   COMPRESSION   3 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   4 SUCCESSION  PLANNING   5 BRINGING  IN  NEW  CLIENTS   FIRMS  WITH  2-­‐5  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     2 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   3 SUCCESSION  PLANNING   4 SEASONALITY/WORKLOAD   COMPRESSION   5 THE  EFFECT  ON  FIRMS  CAUSED  BY  NEW   REGULATIONS  &  STANDARDS   39  
  • 40. •  Educate  —  Preparing  you  (and  staff)  to  understand  and  arCculate   the  value  of  your  tax  services   –  Value-­‐Centric  Culture  Checklist  ensures  delivery  of  a  consistent  message  from   everyone  in  your  firm  about  the  value  you  provide  clients   –  Talking  points  to  overcoming  objecCons  to  fees   •  Engage  —  Engaging  with  clients  to  stay  top  of  mind   –  CPA  value  and  tax  blurbs  for  the  web  and  client  newslerers   –  Tax  planning  brochures   –  Extension  brochure  with  FAQs  on  this  filing  opCon   –  PowerPoint  on  current  year  topics   •  Promote  —  PromoCng  your  firm  to  arract  new  clients   –  Sample  client  lerers   –  Sample  social  media  posts   40   Client Acquisition and Retention Tax Practitioners Toolkit23
  • 41. Client  AcquisiCon  and   RetenCon   You  Are  The  Value  Online  Workshop24   41  
  • 42. Action Result Product Champion Deadline Completed 1 Examine current margins and test various price increase scenarios Identifies low margin business and identifies opportunities for optimizing pricing to increase profitability; benchmarks your profitability [Managing Partner] 2 Review client base and determine which clients are buying on price or value; determine what clients really want from your relationship Identifies clients that may be undesirable for the firm; identifies clients that need more focus to enhance your value to them [Firm Management] 3 Review your clients and the services you provide. Determine where you are providing core services and where you are providing valuable services Identifies opportunities to provide more client services to increase profitability [Firm Management] 4 Discuss how your firm develops its pricing in light of pricing discrimination Develops justification for high value market pricing… [Firm Management] 42   Client Acquisition and Retention Pricing & Profitability Strategies Action Plan25 PCPS Practice Growth & Client Service Center
  • 43. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Owner/Partner   Accountability  and   Unity  
  • 44. PCPS CPA Firm Top Issues FIRMS  WITH  6-­‐10  PROFESSIONALS   FIRMS  WITH  11-­‐20  PROFESSIONALS   FIRMS  WITH  21+  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     1 RETAINING  QUALIFIED  STAFF   1 RETAINING  QUALIFIED  STAFF   2 SUCCESSION  PLANNING   2 FINDING  QUALIFIED  STAFF     2 FINDING  QUALIFIED  STAFF     3 SEASONALITY/WORKLOAD   COMPRESSION   3 SUCCESSION  PLANNING   3 OWNER/PARTNER  ACCOUNTABILITY   &  UNITY   4 RETAINING  QUALIFIED  STAFF   4 BRINGING  IN  NEW  CLIENTS   4 SEASONALITY/WORKLOAD   COMPRESSION   5 AGING  OF  OWNERS/PARTNERS   5 SEASONALITY/WORKLOAD   COMPRESSION   5 BRINGING  IN  NEW  CLIENTS  (TIE)   SUCCESSION  PLANNING   SOLE  PRACTITIONERS   1 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   2 SEASONALITY/WORKLOAD   COMPRESSION   3 THE  EFFECT  ON  FIRMS  OF  NEW  FEDERAL   &  STATE  REGULATIONS   4 SUCCESSION  PLANNING   5 BRINGING  IN  NEW  CLIENTS   FIRMS  WITH  2-­‐5  PROFESSIONALS   1 FINDING  QUALIFIED  STAFF     2 KEEPING  UP  WITH  CHANGES  AND   COMPLEXITY  OF  TAX  LAWS   3 SUCCESSION  PLANNING   4 SEASONALITY/WORKLOAD   COMPRESSION   5 THE  EFFECT  ON  FIRMS  OF  NEW  FEDERAL   &  STATE  REGULATIONS   44  
  • 45. American Institute of CPAs® Private Companies Practice Section Owner/Partner Accountability and Unity Partner Accountability Guide26 45   The Leadership Development Model is a trademark of and copyrighted by ConvergenceCoaching, LLC.
  • 46. American Institute of CPAs® Private Companies Practice Section Owner/Partner Accountability and Unity CPA Horizons 2025 Toolkit27 46  
  • 47. Top  Issues  —  Other  Firm   Concerns   Identity theft and working with the IRS continue to be a struggle Technology is rapidly changing and firms are skeptical about the cloud, security and privacy CPAs are receiving more requests for third-party verification letters (comfort letters) What are you experiencing? 47  
  • 48. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Financial  Benchmarking   &     Tracking  
  • 49.   DO  choose  a  benchmarking  survey     DO  understand  the  input  methodology  and   definiCons   –  Medians,  Averages  and  Percentages   –  FTE’s     DO  realize  regional  differences     DO  strive  to  be  berer  than  average       DO  understand  interacCon  of  KPI’s     DON’T  focus  too  much  on  one  KPI  and  another   suffers     DON’T  set  unrealisCc  goals   Financial Benchmarking & Tracking Benchmarking Do’s and Don’ts
  • 50.   RealizaCon  (net  billed/gross  work  in  process)   –  Measure  of  billing  efficiency/profitability     UClizaCon  (billable  hours/total  hours)   –  Measure  of  people  management     Average  partner  managed  billing     –  Measure  of  partner  leverage       Revenue  per  full-­‐Cme  equivalent     –  Measure  of  staff  leverage     Billing  and  collecCon   Financial Benchmarking & Tracking Key Profit Drivers
  • 51. Financial  Benchmarking  &  Tracking   AICPA  PCPS/TSCPA  NaConal  MAP  Survey34   •  National results segmented by firm size and region are available FREE to PCPS members •  Participating firms get access to personalized results and dynamic benchmarking platform •  Put the benchmarking data to work in your firm –  Analyze costs –  Compare billing rates –  Examine write-downs
  • 52. Column1 <200K 2012 <200K 2014 200<500K 2012 200<500K 2014 500<750K 2012 500<750K 2014 Partners/Owners 126 125 160 160 180 180 Directors * * 124 128 137 150 Sr  Managers * * 107 113 119 140 Managers * * 89 106 109 120 Sr  Associates * * 87 90 98 100 Associates 61 * 74 73 80 85 New  Professionals * * 63 80 67 85 Subcontractors n/a * n/a 120 n/a 132 Column1 750K-­‐1.5M 2012 750K-­‐1.5M 2014 1.5-­‐5M 2012 1.5-­‐5M 2014 5-­‐10M 2012 5-­‐10M 2014 10M+ 2012 10M+ 2014 Partners/Owners 199 197 230 240 259 268 313 312 Directors 151 150 192 200 227 250 286 263 Sr  Managers 135 137 159 165 186 185 231 231 Managers 119 120 141 150 160 169 194 175 Sr  Associates 104 100 117 121 131 136 150 144 Associates 84 82 97 100 109 109 118 118 New  Professionals 72 70 81 85 91 90 105 105 Subcontractors n/a 125 n/a 151 n/a 170 n/a * * unable to measure based on limited responses n/a - not asked in 2012 Financial Benchmarking & Tracking Average Billing Rates from 2014 MAP Survey
  • 53. Financial Benchmarking & Tracking From the Platform: Billing Rates by position
  • 54. 54   Consider  Joining  a  PCPS  Community36     Women’s Networking Group Trusted Client Adviser Alumni
  • 55. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Questions?
  • 56. THE PCPS CPA FIRM 2013 TOP ISSUES DIAGNOSTIC REPORT Thank You! Please Contact Us! PCPS Team pcps@aicpa.org 800.CPA.FIRM #AICPApcps
  • 57. Norfolk  pines   Captain  Cook  &  Norfolk  Pines  on   Maui  
  • 58. AICPA  Council  -­‐  Maryland   DelegaCon  
  • 59. 91%     Of  firms  expect  to   con[nue  record  hiring   levels   16%     Projected  accoun[ng  job   growth  between  2010  and   2020   73%     Of  investors  express   confidence  in  U.S.  capital   markets     87%     Of  key  decision  makers  say   CPAs  are  valuable  to  their   orgs     Our  Profession  stands  strong  
  • 60. Maryland   NaConal   Leadership   1.  Lyle  Benson   2.  Wayne  Berson   3.  Ed  Karl   4.  Jody  Padar   5.  Tom  Hood   +     Vice-­‐Chair  of  AICPA,   Kimberly  Ellison-­‐Taylor   CEO  of  NABA,     Jina  ECenne  
  • 61. Kimberly  Ellison-­‐ Taylor  Chair-­‐elect   of  AICPA   MACPA  Past  Chair  
  • 65. Gradual then Sudden! Exponential growth fueled by Technology (Moore’s Law)!
  • 66. Moore’s  Law  visualized   25,600  Times   More  Storage  
  • 67. ExponenCal  Times   Value  of  Smartphone  &  Apps  
  • 68. More Uber cars than yellow taxis on the road in NYC
  • 69. AirBnB Rooms available surpasses Hilton & Marriott
  • 71. 92% of CPAs are! NOT Future Ready!! Future Ready is the capacity to be aware, predictive, and adaptive of emerging challenges, tech innovations, and trends and changes in business, population, and social environment.! Source: CPA.COM 2014 CPA of the Future Study!
  • 72. 'If the rate of change on the outside exceeds the rate of change on the inside, the end is near.’ – Jack Welch
  • 74. Will your job be done by a machine? Source: NPR Planet Money, May, 2015
  • 76. ANTICIPATION   Strategic  Thinking   External  Awareness   Vision   ConCnuous  Learning   InnovaCon   CreaCvity   Problem  Solving   PrioriCzaCon   Business  AcumenDecisiveness   Influencng/Persuading   EmoConal  Intelligence   Consensus  Building   CollaboraCon   InspiraCon   Risk  Management   AnCcipatory  OrganizaCon:  AccounCng/Finance  EdiCon   www.blionline.org/ao   Three  Hard  Trends:   1. Government  RegulaCon   2. Technology   3. Demographics  
  • 77. Legislative / Regulatory / Standards Federal •  Tax Due Dates changes •  Mobile Workforce legislation Federal Regulators •  DOL Overtime Standards Standards •  Peer Review Future of Practice Monitoring In Progress •  CPE Standards – due October 1, 2015 •  CPA Exam Standards due November 30, 2015 •  FASB Not-For-Profit Exposure Draft Comments
  • 79. Mobile workforce Patent holding companies * DOL overtime * Cash basis * IRS Service Levels * Top Priorities of Maryland Managing Partners  
  • 80. DOL  ALERT   “The  DOL  will  ask  for  stakeholder  support,  and  will  strongly  encourage  state  boards  of   accountancy  to  consider  more  rigorous  review  of  firms  performing  ERISA  audits  and   examine  how  licensing  requirements  might  play  a  role  in  improving  conCnuing  educaCon   and  boost  quality.    We  believe  the  contents  of  these  lerers  to  be  reasonable  under  the   circumstances.”      -­‐  AICPA  Regulatory  Affairs     Stats  from  DOL   Maryland  is  16th  in  #  of   plans/parCcipants/assets   with  282  firms  audiCng   1,614  plans  with  3  million   parCcipants  and     $264.12  billion  in  plan   assets   24%  of  all  audits  and  22%   of  all  plans  
  • 81. On April 13th at 11:49pm Supersedeas Bond Bill passed the ! House of Delegates 118 – 19, the last bill to be heard!
  • 82. On January 13th, 2016, the 436th Maryland General Assembly will ! convene its 90-day session and188 legislators (47 Senators and 141 Delegates) will consider more than 2,500 legislative proposals including the State budget. ! The session concludes “sine die” at midnight on April 10th, 2016. ! Mark Twain famously said, “no man’s life, liberty, or happiness are safe when th e legislature is in session.” This could not be more true for our Profession.!
  • 83. We defeated this FIVE times in 1997, 2001, 2004, 2007, 2012 !
  • 84. “Contributory negligence” is negligent conduct on the part of the plaintiff/injured party contributes to the negligence of the defendant in causing the injury or damage. The Pure Contributory Negligence Rule is literally a defense which says that a damaged party cannot recover any damages if it is even 1% at fault. The pure contributory negligence defense has been criticized for being too harsh on the plaintiff, because even the slightest amount of contributory negligence by the plaintiff which contributes to an accident bars all recovery no matter how egregiously negligent the defendant might be. Maryland is one of only four states (AL, VA, NC, MD) plus DC with this doctrine in place.! The Trial lawyers are beating the drum for their bill to raise or eliminate the cap on non- economic damages.  See attached from today’s Daily Record.  We are ready for another battle on this at the 2016 Session.  " - Paul Tiburzi DLA Piper & MD Tort Reform Coalition – Nov, 2015! This opens the door for possible Comparative Fault Legislation which will result in higher professional liability insurance and increased #’s of lawsuits – We have defeated this with the coalition FOUR times 1998, 2000, 2001, 2007! Defeat Comparative Fault Legislation
  • 85. Legislative / Regulatory / Standards State Board •  Positioning for Firm Mobility •  CPE tracking and audits •  Proposing Legislation - Peer Review – Subpoena Power •  Marijuana Industry State •  Offense -  Supersedeas (Appeal Bond) Caps -  Tax Return Due Dates •  Defense -  Stop Comparative Fault – Liability -  Stop Sales Taxes on Services -  Stop Nullify NDA & Non-Compete -  Stop Excessive Mandatory Leave
  • 86. Federal vs State laws! State Board Guidance! Resources: aicpa.org/marijuana! MD State Board issued guidance – ! October, 2015 at our request ! "The Board compared it to serving gambling or liquor industry an d verbalized zero interest in pursuing any sanctions to CPAs serv ing that industry, if legal in the applicable jurisdiction.”" – MD State Board October, 2015!
  • 87. Senator Brian Feldman, CPA (D- Montgomery Co.) signed on ! to sponsor our Appeal Bond Small Business Cap!
  • 88. CPA  Day  in  Annapolis  –  January  21,    2016   “if you don’t have time to participate in the legislative process, be prepared to accept the consequences of those who do.”
  • 91. •  Closes loophole for non-CPAs to perfor m attest services! •  Includes all examinations and AUP ! •  with SSAEs (XBRL, sustainability, gree nhouse gas emissions and SOC report s! •  Cybersecurity! SB 536 – HB 878 Passed Unanimously House & Senate April 3, 2015!
  • 92. Those  who  build  great  companies   understand  that  the  ulCmate  throrle   on  growth  for  any  great  company  is   not  markets,  or  technology,  or   compeCCon,  or  products.  It  is  one   thing  above  all  others:  the  ability  to   get  and  keep  enough  of  the  right   people.                                        -­‐  Jim  Collins   War  for  Talent   MACPA  Pipeline  IniCaCves  
  • 93. Bachelor's  &  Master’s  in  AccounCng   Source:  AICPA  2015  Trends  in  Supply  &  Demand    
  • 94. Source:  Updated  2015  Trends  Report  data   What’s  driving  our  pipeline  concerns?  
  • 97. MACPA  Leadership  Academy  –  August,  2015   Next  class  –  August  24-­‐26,  2016    
  • 99. MACPA  Student  Leadership  Academy  –  June,  2015   Next  class  –  June  2-­‐4,  2016    
  • 100. New  CPAs     Swearing-­‐in  Ceremony   November  10,  2015   Hilton  BWI  Hotel   6:30pm  –  9:00  pm  
  • 101. Guide  for  Becoming  a  CPA   www.cpaguide.macpa.org  
  • 102. American Institute of CPAs® The AICPA Proposal: Joining forces to protect, promote and grow an evolving accounting profession
  • 103. American Institute of CPAs® B&I members comprise approximately 40% of AICPA membership •  Historically under-served member segment Seepage •  Many CPAs were turning to B&I and/or leaving profession •  Fewer accounting grads are entering into public accounting International considerations •  Profession, clients & employers becoming more international •  66% of the work that AICPA members in B&I performed was outside of traditional audit, accounting, and tax1 Partner vs. build for B&I value creation to reclaim leadership in management accounting space •  Identified CIMA as partner1. Business and Industry Executive Committee (BIEC) 2. 2013 AICPA Accounting Trends report Identified need to better serve members in business and industry (B&I)
  • 104. 104
  • 105. American Institute of CPAs® More can be achieved By partnering more fully, the AICPA and CIMA believe they can: Drive greater consistency, quality and relevance of public and management accounting Enhance advocacy, speaking with the voice of 600K+ professionals to help shape policies in the public interest Streamline resources to benefit from economies of scale and scope Achieve a broader platform to talk with students, graduates and professional accountants about CPA and CGMA
  • 107. American Institute of CPAs® 1 in 3 accounting graduates become CPAs Sources: NASBA, Bureau of Labor Statistics, Department of Education, AICPA CPAs: ~550K Other Accounting Professionals: ~650K Accountingprogramgraduates 82K  per  year   42K Don’t sit for exam Accountants and Auditors in the US: 1,200K Foreign nationals that return home 14KDon’t pass exam 26KPass exam 2014 data
  • 108. American Institute of CPAs® Top1 accounting firm talent is increasingly becoming broader than CPAs 128K   139K   154K   165K   48K   50K   51K   54K   0   20   40   60   80   100   120   140   160   180   2011   2012   2013   2014   #ofProfessionalsandPartners Thousands   Certified Public Accountants3 Total professionals and partners2 3 Year CAGR = 8.9% 3 Year CAGR = 3.6% 1.  23 of the top 30 accounting firms as reported in the 2015 Accounting Today Top 100 Accounting Firms Report. Seven firms were removed due to missing or incomplete information. 2.  Total Professionals as reported in the annual Accounting Today Top 100 Accounting Firms Report from 2011-2014 3.  AICPA internal data from member data and surveys
  • 109. Confidential – Internal Use Only 109 U.S. students have greater international exposure Source: Institute of International Education Foreign students studying annually in the United States 819,644 283,322 Up 41% since 2002 U.S. students studying abroad annually Up 76% since 2002 283,322 819,644
  • 110. American Institute of CPAs® U.S. influence on the international profession projected to decrease * Numbers based on organization’s HQ location, with adjustments for ACCA due to global nature and availability of data Sources: International Accounting Bulletin, IFAC, NASBA, ACCA annual report, AICPA membership 13% 7% 29% 55% 28% 15% 25% 14% 5% 9% Today's Members Current and Future Students 2030 Africa and Middle East Europe and Russia Americas (without US) Asia-Pacific US
  • 111. American Institute of CPAs® International accounting bodies are competing for relevance Merged to form a combined institute in 2013; effective April 2014 Launched CPA Canada in October 2014, consolidating the three national accounting bodies Introduced Chartered Accountants Worldwide to promote the CA qualification internationally Signed a mutual recognition agreement with IMA. Agreement dissolved but continues to operate informally. Recently announced multi-year research initiative with IMA on future of global profession. Launched first ACCA accreditation program at U.S. higher education institution, Pace University Signed MOU with Institute of Internal Auditors to allow ACCA members to become CIA certified. Announced partnership with American University linking ACCA’s qualification program with graduate coursework
  • 112. American Institute of CPAs® International accounting bodies are competing for relevance The Institute of Singapore Chartered Accountants, SAICA (South Africa) and SAC (Singapore) have signed an expression of interest as a first step toward dual membership. Launched joint public and corporate sector audit qualification in April 2015 The Institute of Management Accountants (IMA) partnered with Penn State University on a curriculum geared toward accounting careers in industry, consulting, and advisory services. The South African institutes (SAICA and SAIPA) in merger talks
  • 113. American Institute of CPAs® CIMA is the right partner World’s largest and leading professional body solely focused on management accounting Founded in 1919 227,000 members and students in 179 countries Strong relationships with employers such as Shell, Unilever, BP 4-year history of joint venture success
  • 114. American Institute of CPAs® Together, the AICPA and CIMA further professionalized management accounting PerformanceValue & GrowthPositioning Global interest in the CGMA brand Imperial Sponsor at WCOA 2014 Deepening relationships with employers globally Created Global Management Accounting Principles CGMA Competency Framework Growing catalog of thought leadership on key business issues AICPA | CIMA Competency and Learning website CGMA exam in U.S. CGMA website, magazine, newsletter, tools and resources +150,000 CGMAs worldwide, with >50k CPAs holding designation Staff exchanges Collaboration leading to innovation in public practice areas Advocacy
  • 115. American Institute of CPAs® Evolving the relationship Evolution of the JV
  • 116. American Institute of CPAs® Next step in the journey Maintain the two membership bodies – AICPA and CIMA –while integrating their strategies, management and operations Deliver better and more relevant resources for members Strengthen advocacy, speaking with the power of more than 600,000 professionals worldwide on critical issues important to you Recognize and support public and management accounting as critical components of the end-to-end accounting profession Elevate awareness of the CPA and CGMA and the opportunities they unlock Requires a membership vote from both AICPA and CIMA Evolve the existing joint venture into an association that is the voice of professional accounting worldwide.
  • 119. Belicia  Cespedes,   CPA       Youngest  CPA  in   the  Profession  
  • 120. What  year  is  this  quote  from?   “Our  youth  now  love  luxury.  They  have  bad   manners,  contempt  for  authority;  they   show  disrespect  for  their  elders  and  love   chaBer  in  place  of  exercise;  they  no  longer   rise  when  elders  enter  the  room;  they   contradict  their  parents,  chaBer  before   company;  gobble  up  their  food  and   tyrannize  their  teachers.”    
  • 123. TheTop 6 Ways to Create Capacity in your Firm •  Maximize software & tools you have •  Use the latest and most efficient technologies •  Workflow & Process Efficiency •  Focus on your best ‘A’ clients •  Communicate your services (cross-sell) •  Engage your people
  • 128. Creating the Magnetic Firm Purpose Driven Great Leadership Culture Of Growth Inspiring Workplace Vision, Purpose and Values based Transparent and Inspirational Leadership Learning Culture - Self and Formal Development Flexible and Open Work Environment Focus on Strengths and Positivity Build Consensus and Commitment Career & Growth Orientation – Career Paths Work/Life Balance Inclusive and Diverse Leadership Development at all levels Customer focused Coaching and Feedback High Performance – Insight to Action Anticipatory and Proactive Collaborative and Team based Effective TechnologyTools - mobile
  • 129. Grow  your  people,  grow  your  firm!   Use  learning  as  a  strategic  weapon  in  the  war  for   talent  with  our  BLI  Talent  and  Leadership   Development  Support.  
  • 133. Maryland Public Company Collaboration Top Four Issues 1.  Learning & Talent Development 2.  Global Structure of Finance Function 3.  Managing Risk & Innovation 4.  Insight to Action* *This started our journey to research the competencies needed for accounting and finance professionals to provide “insight to action” and shift from reactive to proactive.
  • 135. ANTICIPATION   Strategic  Thinking   External  Awareness   Vision   ConCnuous  Learning   InnovaCon   CreaCvity   Problem  Solving   PrioriCzaCon   Business  Acumen   Decisiveness   Influencing/Persuading   EmoConal  Intelligence   Consensus  Building   CollaboraCon   InspiraCon   Risk  Management   AnCcipatory  OrganizaCon:   Finance  /  AccounCng  EdiCon   CGMA Competency Framework
  • 140. Integrity   Competence   Lifelong  learning   ObjecCvity   Commitment  to  excellence   Protect  the  Core   CPAs…Making  sense  of  a  changing  and   complex  world  
  • 145. Tom Hood, CPA, CITP, CGMA •  CPA Practice Adviser Accounting Hall of Fame •  Named the Second Most Influential in Accounting by Accounting Today Magazine 2015, 2013 •  Top 150 Influencer by Linked-In •  Top 25 Influencers in Learning & HR by HR Examiner •  Top 25 Public Accounting Thought Leaders by CPA Practice Adviser •  Working on Learning Management with AICPA/CPA2Biz, Cloud Curriculum, Performance Management /XBRL, Leadership & Generations CEO Maryland Association of CPAs (MACPA) www.macpa.org Business Learning Institute (BLI) www.blionline.org http://www.linkedin.com/in/tomhood/ Hood's  greatest  aBribute  isn't  that  he  consistently   glimpses  the  future  more  quickly  than  the  rest  of  us   (though  he  does).  It's  that  he's  able  to  bring  it  back  to   the  present  and  serve  as  its  Nreless,  inspiring  and   effecNve  champion.                                        – Accounting Today
  • 146. American Institute of CPAs® Private Companies Practice Section Visit aicpa.org/PCPS 146   Check out the spotlight section of the PCPS home page, which highlights other important issues
  • 147. American Institute of CPAs® Private Companies Practice Section Index of Links 1. Succession Planning PCPS Succession Resource Center http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/ Pages/default.aspx 2. Succession Planning 2012 PCPS Succession Survey http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/ DownloadableDocuments/SuccessionSurveySoloFullResults.pdf http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/ DownloadableDocuments/SuccessionSurveyMultiFullResults.pdf 3. Succession Planning PCPS Succession Guide & Tools http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/ guide/Pages/default.aspx 4. Succession Planning Firm inMotion e-Toolkit http://www.aicpa.org/INTERESTAREAS/PRIVATECOMPANIESPRACTICESECTION/ STRATEGYPLANNING/FIRMINMOTION/Pages/default.aspx 5. Succession Planning Transition Continuum and Checklist http://www.aicpa.org/interestareas/privatecompaniespracticesection/strategyplanning/ firminmotion/firmstructurestrategy/downloadabledocuments/transition-continuum-and- checklist 6. Human Capital Concerns PCPS Internship Quick Start Guide http://www.aicpa.org/interestareas/privatecompaniespracticesection/humancapital/ teamrecruitment/recruitingandprospecting/downloadabledocuments/internship-quick-start- guide.pdf
  • 148. American Institute of CPAs® Private Companies Practice Section Index of Links (continued) 7. Human Capital Concerns PCPS Human Capital Resource Center http://www.aicpa.org/interestareas/privatecompaniespracticesection/humancapital/pages/ default.aspx 8. Human Capital Concerns Firm Competency Model http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/HumanCapital/ PerformanceManagement/DownloadableDocuments/FirmCompetencyModel.doc 9. Human Capital Concerns Recruiting Brochures http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/HumanCapital/ DownloadableDocuments/SmallFirmRecruiting.pdf 10. Seasonality/Workload Compression PCPS Publications http://www.aicpa.org/interestareas/privatecompaniespracticesection/newsandpublications/ pages/default.aspx 11. Seasonality/Workload Compression Client Evaluation Tool http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/ trustedbusadv/downloadabledocuments/clientevaluationtool.xls 12. Seasonality/Workload Compression Client Disengagement Letter aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/ FirmStrategyandPlanning/Pages/Sample%20Client%20Termination%20Letter.aspx 13. Seasonality/Workload Compression Automated Workflow http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/QualityServicesDelivery/
  • 149. American Institute of CPAs® Private Companies Practice Section Index of Links (continued) 14. Keeping Up Washington Tax Brief http://www.aicpa.org/interestareas/tax/cpeandevents/pages/washingtontaxbrief.aspx 15. Keeping Up Tax Power Hour http://www.aicpa.org/interestareas/tax/cpeandevents/pages/taxpowerhour.aspx 16. Keeping Up Tax Practices Resources Webpage http://www.aicpa.org/INTERESTAREAS/TAX/Pages/TaxHomepage.aspx 17. Keeping Up Tax E-Alert www.aicpa.org/InterestAreas/Tax/NewsAndPublications/TaxEAlert/Pages/default.aspx 18. Keeping Up Tax Identity Theft Information & Tools http://www.aicpa.org/interestareas/tax/resources/irsprocedureadministration/pages/ idtheftinformationandtools.aspx 19. Keeping Up Health Care Reform Resource Center http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/QualityServicesDelivery/ TaxResources/Pages/HealthcareReformToolkit.aspx 20. Client Acquisition and Retention Trusted Client Adviser Toolbox http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/ trustedbusadv/pages/tbalanding.aspx 21. Client Acquisition and Retention Identify & Prioritize Tool http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/PracticeGrowth/ TrustedBusAdv/DownloadableDocuments/IdentifyPrioritizeTool.pdf
  • 150. American Institute of CPAs® Private Companies Practice Section Index of Links (continued) 22. Client Acquisition and Retention Practice Growth http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/pages/ default.aspx 23. Client Acquisition and Retention Tax Practitioners Toolkit aicpa.org/Career/Marketing/Pages/cpa-value-tax.aspx 24. Client Acquisition and Retention You Are The Value Online Workshop aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/PracticeGrowth/pages/ youarethevalue.aspx 25. Client Acquisition and Retention Pricing & Profitability Strategies Action Plan http://www.aicpa.org/interestareas/privatecompaniespracticesection/practicegrowth/ downloadabledocuments/pricing%20profitability%20strategies%20action%20plan.xls 26. Owner/Partner Accountability & Unity Partner Accountability Guide aicpa.org/interestareas/privatecompaniespracticesection/humancapital/ownerdevelopment/ partneraccountability/downloadabledocuments/partner%20accountability%20guide.pdf 27. Owner Partner Accountability & Unity CPA Horizons 2025 Toolkit http://www.aicpa.org/interestareas/privatecompaniespracticesection/strategyplanning/ firmstrategyandplanning/pages/pcpscpahorizons2025toolkit.aspx 28. Technical Developments PCPS Invigorate the Focus on Quality Toolkit aicpa.org/pcps/Quality 150  
  • 151. American Institute of CPAs® Private Companies Practice Section Index of Links (continued) 29. Technical Developments Center for Plain English Accounting http://www.aicpa.org/InterestAreas/CenterForPlainEnglishAccounting/Pages/CPEA.aspx 30. Technical Developments Preparation, Compilation and Review Standards http://www.aicpa.org/interestareas/frc/reviewcompilationpreparation/pages/resources-for- ssars21.aspx 31. Technical Developments RevenueRecognitionStandard aicpa.org/revenuerecognition 32. Technical Developments Private Company Financial Reporting http://www.aicpa.org/interestareas/frc/accountingfinancialreporting/pcfr/pages/financial-reporting- framework.aspx 33. Technical Developments PCPS Technical Issues Committee aicpa.org/TICAdvocacy 34. Financial Benchmarking 2014 PCPS/TSCPA National MAP Survey aicpa.org/mapsurvey 35. Financial Benchmarking & Tracking Tech Success Tracker http://www.aicpatechsuccess.com/ 36. PCPS Communities aicpa.org/pcps/Community 151