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Hello to the new AICPA Insights platform

Hello to the new AICPA Insights platform

We are excited to announce that we have just migrated AICPA Insights to a new home at future.aicpa.org. The new website will offer a more dynamic, user-oriented experience, and allow you to choose what you will see based on your preferences.

To maximize the benefits of the new platform, we recommend that you create an account and set your preferences. By doing so, you will be able to bookmark content, set topical preferences and create your own feed of preferred topical content, sections, CPE and purchases. If you already have an aicpa.org login, the same details will work on future.aicpa.org.

Once this migration is complete, you will no longer be receiving notifications for AICPA Insights posts. Instead, you can subscribe to CPA Letter Daily (CPALD) where you will be notified of new blog posts. You can subscribe to CPALD here.


     


Source: AICPA

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New world, new skills finance professionals need

New world, new skills finance professionals need

Shutterstock_1133982488Even before the pandemic, digital transformation and new ways of working were significantly influencing the skills and capabilities finance teams need. The coronavirus pandemic accelerated that need as people and businesses sought digital experiences and solutions more than ever.

Based on conversations I had with CFOs worldwide, I shared insights [listen here via podcast]. They told me the skills and competencies finance teams must develop to adequately support the business in today’s world. Still as relevant now as they were a few months ago, these skills include:

  1. Knowledge of transformative technology

We’ve all had a crash course in working side by side with technologies over the past year. As our organization’s data has moved to the cloud and month-end closes have become automated, finance has had to get familiar with technologies such as robotic process automation, blockchain and data analytics applications.

Organizations have fast-tracked digital transformations to protect and serve customers in many ways and adapt to new business models.

Building skills to support this rapid transformation and being able to use technologies will put you in a great position. Our free Digital Mindset Pack offers members a chance to take a deeper dive into technologies such as robotic process automation and data analytics. 

  1. Comfort with analyzing and presenting data

If working side by side with technology is important, the ability to use the tools and data at your disposal to affect decisions is even more critical. 

“We need to be able to tell the story in a more convincing and succinct way,” the finance leader of a Fortune 500 manufacturing services company told me recently. After he grappled with how to make strides in digital finance transformation, he spent time with his business and finance team to effectively change management reporting from thousands of pages of information to a set of dashboards.  

The change was challenging because it forced a new way of working as well as a new way of thinking ­— not only in terms of the generation of data but also in the ability to present data in a meaningful way.

The Association (AICPA® and CIMA®) offers several resources to help finance and accounting professionals grow their data analytics skills. Some of these include our data analytics certificate programs, articles and podcasts and an interactive data analytics quiz to test your skills.

  1. Ability to communication and think critically

Never underestimate the power of effective storytelling. You can uncover the best insights, but if your audience doesn’t understand your point, it’s moot.

Strong communication and critical-thinking skills — the ability to ask the right questions and to guide good and considered decision-making — are invaluable skills for finance professionals. If the ability to leverage technology and a deep understanding of the business support these skills, you have a powerful combination to lead your business.

Programs such as the CGMA® Finance Leadership Program help develop these co-piloting competencies. The program’s online, personalized learning experience helps finance professionals develop the necessary digital, technical, business, leadership and people skills. Our Agile Finance white paper and webcast series also provide ideas on how to reimagine your business and upskill your finance team for the digital era.

  1. A mastery of the basics

In a FM magazine interview, the CFO of GSK, Iain Mackay, talked about “getting the basics right.”

He explained, “It’s about finance doing what its core responsibilities are really well, consistently and sustainably in very difficult operating circumstances. It’s about the finance team being able to contribute flawlessly to the overall continuity.”

This mastery of technical skills is essential to ensure upskilling in the latest technical accounting and finance areas. We may need to unlearn and relearn some of the concepts we studied many years ago.  

Prime candidates for this are approaches to risk management and scenario planning, which have been turned on their heads over the last few months. Look to our COVID-19 resource center to help you remain current in these areas.

  1. Ability to be agile and unlearn what you know

This is the most important skill of them all.

“Agility is about how flexible we can make an organization, a process or even an individual,” said a CFO of a global gas manufacturer and supplier. And pace, which is about “how quickly we can remove constraints and adjust processes to create impact.” 

To support this mindset, we need to embrace continuous learning to help us adapt better to our ever-evolving work world and enable us to take future opportunities.

For example, McKinsey & Company offers six steps to reskilling and shares strategies to building a “no-regrets” skill set — a useful toolkit no matter how an employee’s specific role may evolve. Also, take a look at the CGMA Competency Framework to help guide a structured conversation on learning with your staff or your manager and build a no-regrets toolkit of your own.  

Key questions to consider

As you reflect on these skills, consider these questions to discuss with your teams and your leaders:

  • How has the pandemic changed your thinking on how you develop yourself and your people?
  • What critical competencies do you require to meet your business priorities now and in the future?
  • How do you align roles and ways of working to these critical competencies?
  • How can you engage your colleagues in initial conversations to validate your understanding?

Learn more about the skills and competencies senior finance professionals need now to thrive.  Seasoned CFOs from across the country will provide the latest innovation and anticipated trends to keep you on the cutting edge at the AICPA & CIMA CFO Conference.  This all-online conference, May 5-7, brings together the profession’s leaders to share best practices and the latest insights to help you guide your teams.

Barry Payne, CPA, CGMA, Director, External Relations — Management Accountant, Association of International Certified Professional Accountants


    

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Source: AICPA

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3 steps NFPs can take to prepare for continued uncertainty

3 steps NFPs can take to prepare for continued uncertainty

Shutterstock_1428536456A year has passed since COVID-19 began its worldwide disruption, but the full effects have not yet been realized. The anniversary prompts us to pause and consider where we’ve been and where we’re going. A recent Not-for-Profit Section webcast offered key takeaways to help not-for-profits (NFPs) manage current disruption and prepare for changes yet to come. The overarching theme? Plan for the worst, prepare for the best.

  1. Build for tomorrow, not today.

Pandemic-related shutdowns crippled organizations that weren’t prepared to operate remotely. Those who already converted critical functions to cloud-based systems quickly pivoted to maintain business as usual. Organizations that could rapidly implement disaster-response plans and deploy operating reserves also typically fared better.  

Scenario-based planning

Thorough, scenario-based financial planning is critical for NFPs to thrive in today’s constantly changing world. Incorporating multiple scenarios into the annual budgeting process helps management identify possible triggers and look at impacts under various circumstances. Consider the following:

  • Examine each revenue stream and consider possible outcomes (for example, best case, moderate, and worst case).
  • Understand debt covenants and how various financial results might affect them.
  • Identify critical operating procedures. Are they flexible enough to respond to an unknown future? Are backup procedures built in?

While it seems obvious to consider how the organization would scale back in difficult times, think about how to scale up. Uncertainty can lead to positive outcomes, and prepared NFPs can take advantage of those opportunities.

Cash management

Stay on top of invoicing and collections so cash keeps coming in and conservatively estimate receivables. This equips an NFP to manage disruption. When forecasting, assume incoming payments will arrive after due dates and that pandemic hardships will negatively affect pledges. Cash forecasting should be frequent and transparent with both management and the board to avoid surprises.

Use calmer times to prepare for potential disruption. For example, consider applying for lines of credit before you need them. Negotiate payment terms for new contracts. Build your operating reserves. Review your operating reserve policy and update it, if necessary. Although you may not need these lifelines and leniencies today, you could in the future.

For an extensive look at timely NFP financial management topics and more, consider attending AICPA® & CIMA® Not-for-Profit Industry Conference online June 7–9.

  1. Diversify revenue streams.

From event planning and fundraising to program operations and service delivery, not-for-profits had to think differently to get through the past year. For many NFPs, the pandemic magnified the same key concern: lack of revenue diversity. Looking ahead, consider how to build additional flexibility into your revenue streams:

  • Are there new activities or programs that offer more diversification?
  • What is working well, and how can you take advantage of that momentum?

Unrelated business income is not always something to avoid. Be sure to consult a trusted CPA adviser if you need help evaluating the potential costs and benefits associated with any new activity or understanding Form 990 reporting requirements.

Invest in agile infrastructure.

For a sustainable future, organizations need to build a culture of change. Consider your infrastructure and how you might boost agility:

  • Technology systems — If you still have paper-based systems, how can you convert those to the cloud over time? How might you prioritize multiple conversions?
  • Board governance — Look at your board structure and composition, roles and responsibilities, and committee charters. Are there gaps in roles or documentation?
  • Human resources — What is your strategy for recruitment and retention in a disruptive environment? Would outsourcing certain roles provide more agility? Are your policies up to date? Is the staff cross-trained?
  • Office space and equipment — Have you embraced remote working and workplace flexibility principles? Do you need less office space or more equipment? Are there leases that warrant re-evaluation or renegotiation?

Be intentional with your infrastructure investments. Plan ahead, consider user impacts first and communicate frequently with your staff during times of significant change.

When managing uncertainty, NFPs should plan for the worst and prepare for the best. Even in the most difficult times, there are silver linings. Preparation will help NFPs survive the bumps and ride the waves.

Lana Richards, CPA, Manager, Product Management and Development, Association of International Certified Professional Accountants


    

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Source: AICPA

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How to implement diversity and inclusion throughout your firm

How to implement diversity and inclusion throughout your firm

Shutterstock_1022439886Embracing diversity and practicing inclusion is critical to the success of your firm. Welcoming different perspectives and creating a true sense of belonging for everyone is how you build strong teams.

Many of us are familiar with the concept of diversity as including people of varying race, color, religion, sex, sexual orientation, gender identity or expression, pregnancy, age, national origin, disability status, genetic information and protected veteran status.

Inclusion, as a concept, can be more difficult to grasp and, therefore, challenging to implement.

Organizations have varying roles, and steps must be implemented at each level for the company to achieve diversity, equity and inclusion (DEI).

The CPA Firm Competency Model highlights each role at a firm and the DEI competencies employees should demonstrate. This model is a guide to help any organization get started and can be adjusted as necessary to complement your workforce.

Here are the suggested competencies for employees at each level:

Associate-level staff

An associate-level employee must be able to:

  • Understand the ways diversity contributes to collective intelligence
  • Communicate and express the importance of working in a collaborative environment with diverse teams to promote creativity and innovation
  • Participate in regular training and other learning opportunities to expand their knowledge

Senior-level staff

A person at a senior level should have all the capabilities mentioned for associates, and should:

  • Ensure equitable distribution of work and opportunities for growth and development
  • Adjust and adapt communication styles to be effective in the workplace
  • Influence others to take accountability for progressing DEI initiatives
  • Advocate for diverse perspectives and act against non-inclusive behavior

Managerial staff

Managers are expected to have developed the above capabilities, and continuously learn and model inclusive behavior;  they’re expected to:

  • Monitor the distribution of work and opportunities for growth and development
  • Build, direct and empower a diverse team
  • Understand and communicate the business case for promoting diversity and inclusion in the accounting profession

Director-level staff

In addition to a manager-level skillset, senior managers and directors need to:

  • Stay apprised of industry/market trends that inform and influence diversity and inclusion
  • Establish and evaluate goals, actions and outcomes that promote diversity in performance reviews
  • Observe cultural differences and adapt their way of communicating for varying audiences
  • Establish mentoring relationships with talented and diverse managers in their firm

Partner-level

At this high level of the firm, a partner should:

  • Actively sponsor diverse professionals by creating opportunities for them within the organization
  • Advocate for diversity and inclusion in the accounting profession
  • Demonstrate the firm’s commitment to fostering, promoting and supporting diversity and inclusion within teams and the firm

There are also competencies that cut across multiple roles. For example, every role should practice self-awareness to unconscious biases and participate in regular training on implicit bias.

The reality is that it takes a concerted effort from everyone throughout the firm to effectively implement diversity, equity and inclusion.

Want to dive into more resources?

 

By Crystal Cooke, Director — Diversity & Inclusion, Association of International Certified Professional Accountants


    

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Source: AICPA

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AICPA & CIMA: Working harder than ever to help you stay ahead

AICPA & CIMA: Working harder than ever to help you stay ahead

Untitled design (14)One year ago, we were still in the early days of the COVID-19 pandemic. Everything around us was changing, and the crisis thrust our profession into a new way of working seemingly overnight.

In this disruption, you never wavered. You adapted to the unpredictable environment, evolving what you do and how you do it to lead your clients, businesses and communities through the crisis. Because of your work, we’re on the path of economic recovery. And because of you, our profession not only endured, but it became more agile, influential and trusted than ever before.

Over the years, our profession has faced many challenges, but we’ve thrived because we have not bent to change — we’ve embraced it. The key to our continued success is our ability to adapt, innovate and grow no matter the circumstances.

That’s exactly what the Association of International Certified Professional Accountants (the Association) is doing. We’re building on our successes and embracing change to continue supporting you during this crisis and whatever lies ahead.  

Driving a dynamic, prosperous, global profession

Four years ago, the American Institute of CPAs (AICPA) and The Chartered Institute of Management Accountants (CIMA) combined forces to form the Association. Since then, we’ve achieved a lot for our members and the accounting and finance profession.

A few key efforts include:

Our larger footprint has also been vitally important in helping us drive the highest levels of accounting, auditing and finance quality globally. CPAs represent the highest standard of competency, ethics and quality and are of great value to the world’s economies.

We’re driving a dynamic accounting and finance profession worldwide, working hard to keep it strong, trusted and vibrant and powering your success and employability.  

Joining together in a new way

Building on this momentum, we’re taking the next step in our journey to truly reposition the combined power of AICPA & CIMA as one global organization driven by the Association; one organization recognized as the most influential accounting body in the world; one organization that is the voice of our members, protecting the public interest and powering trust, opportunity and prosperity worldwide.

We’re exclusively using our AICPA & CIMA logo across all activities, except where legally and regulatorily required to do otherwise.

As a CPA as well as a member, I’m excited about this change and what it signifies — the opportunity to truly show the power and influence of AICPA & CIMA.

Rest assured that the AICPA continues to represent all the great things you’ve known, and this is only a visual change. The AICPA’s commitment to ethics, quality and the public interest remains, and we’ll continue to serve members and the public, grow the pipeline of future CPAs and promote and protect the CPA.

Where do we go from here?

Over the coming weeks, you’ll begin to see greater use of our AICPA & CIMA logo across our communications and activities. Certain activities will retain the AICPA-only logo due to their reference in state law or regulation and the importance to our public protection mandate — for example, the AICPA Peer Review Program. For the rest, we’ve already started to transition many of our products, resources, conferences and publications and will continue updating these in the year ahead.

If you have any questions related to this transition, please don’t hesitate to reach out to us. As always, we value our connection to you, and we thank you for your membership. Because together, as one, unified profession, we’re stronger. I look forward to where we’ll go next.  

Susan S. Coffey, CPA, CGMA, Chief Executive Officer – Public Accounting, Association of International Certified Professional Accountants


    

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Source: AICPA

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3 EBP audit considerations in 2021

3 EBP audit considerations in 2021

Shutterstock_1647418087I’m sure many of us relate to the “one-year-later” pandemic fatigue prominently featured in the news. I’ve heard from several members about difficulties connecting with and supervising remote audit teams while dealing with life during a pandemic.

Because I once was an employee benefit plan auditor, I understand your pain. EBP auditors must know and adhere to U.S. auditing standards, plus follow additional U.S. Department of Labor requirements. There are many changes for the EBP auditor to master this year.

Here are three considerations to keep in mind for audits this summer.

  1. The new auditor reporting model for ERISA plans

    Practitioners should pay attention to new standards becoming effective later this year, particularly SAS No. 136. While it may be tempting to work through the Oct. 15, 2021, deadline and then focus on implementing the new standards, that can lead to a compressed schedule at the end of the year, causing more stress.

    Consider how your firm can get ready to implement SASs No. 134–140 now since, together, they’re vitally important to audit quality and can affect the entire audit. As noted in the Journal of Accountancy, “When preparing to implement, it is important to recognize that this is not just adopting a new reporting model; various amendments to other AU-C sections may have performance implications for early in the audit.”

    Our At a Glance documents state that EBP auditors must know not only SAS No. 136, but also the entire suite because each standard within the suite is intertwined. For example, the Journal of Accountancy article says, “… SAS No. 138 amends SASs No. 134 and 136 with regard to the wording in the auditor’s report about when misstatements are considered material. Therefore, the wording of the auditor’s report would not be correct unless you considered the changes to the report arising from SAS No. 138.”

    In our continuing efforts to help you prepare for these significant changes, the AICPA® & CIMA® EBP Conference, May 3–5, features a dedicated SAS 136 session.

  1. Using SOC 1® in your audits

    More and more, auditors use System and Organization Control (SOC) 1 reports in financial statement audits. In 2017, the AICPA Peer Review Program analyzed more than 100 EBP audits and learned that it was challenging for EBP auditors to obtain an understanding of the controls at a service organization.

    Newer information from the AICPA Peer Review Program shows auditors still under- or over-rely on SOC 1 reports when completing EBP audit engagements. As you enter EBP audit busy season, continue to be vigilant about how your audit team uses SOC 1 reports. Identify the limitations of relying on one, as well as the responsibilities you and your clients have when using these reports.

  1. Fatigue and stress while performing audits

    Pandemic fatigue is real, and it can easily sneak up on you. Studies show that stress and fatigue can lead to more errors, which means more time spent reviewing staff work.

    Each year, partners and senior managers are expected to ensure U.S. audit standards are followed. With all of the staff working remotely, firm leaders must go above and beyond what is expected. Here are tips from partners on how to combat potential inefficiencies the ongoing pandemic can cause.

  • Spend extra time training and onboarding new staff so they can be successful in a remote environment.
  • Check in on remote staff, sending a positive message that you care.
  • Offer virtual office hours when you are available to the audit team staff to answer questions and review notes in real time.

Finally, read in this CPA Insider article how Paula Davis, J.D., founder of the Stress & Resilience Institute, says we can all manage stress and burnout. No matter how you and your firm’s leadership address fatigue, remember the response should be holistic and not a one-size-fits-all approach.

From a past EBP auditor, I wish everyone a great EBP audit season!

Carey Blakeman, a former EBP auditor, is a senior manager at the Association of International Certified Professional Accountants.


    

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Source: AICPA

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How are states dealing with the unemployment benefit exclusion?

How are states dealing with the unemployment benefit exclusion?

Shutterstock_324599615Millions of people lost their jobs and filed for unemployment benefits each week for the past year. There are10 million Americans still unemployed, according to the latest Labor Department statistics. After a hard year during the pandemic, many people couldn’t wait to get their taxes done to close the chapter on 2020 and start fresh in 2021.

Where we are now?

Under the American Rescue Plan Act that President Biden signed March 11, 2021, Americans who received unemployment benefits last year can retroactively claim a tax exclusion of up to $10,200 of unemployment benefits received in 2020. In other words, the first $10,200 of unemployment benefits are exempt from federal income tax for households with an adjusted gross income under $150,000 (single or married). If you’re married, you and your spouse can each exclude up to $10,200 of unemployment compensation ($20,400 in total). Depending on your tax bracket, that could result in an additional refund of more than $1,000.

While this helps a lot of people struggling with the effects of the pandemic, it creates significant compliance burdens for tax practitioners, tax legislators and tax software companies. The tax exclusion up to $10,200 also creates a lot of unanswered questions.

  • How to incorporate the exclusion in the return?
  • Who can claim the exclusion?
  • How do you claim it?
  • What to do with the federal and state returns that are already filed?
  • How to treat the exclusion at the state level?
  • What if you got unemployment benefits from two states?

Where do we go next?

The IRS is working hard to provide guidance. On March 12, the IRS issued instructions for preparing returns that have excludable unemployment compensation. Then, on March 23, the IRS significantly changed those instructions. Meanwhile, the IRS still is deciding what to do about people who have already filed their 2020 tax returns.

If a return has already been processed, per the IRS, taxpayers should not file an amended return at this time and wait for the additional guidance. “We believe that we will be able to announce that individuals will not have to file the amended returns to take the exclusion for the $10,200 … and will be able to automatically issue refunds associated with the exclusion,” said IRS Commissioner Charles Rettig during a March 18 House Ways and Means Oversight Subcommittee hearing.

Major tax preparation software companies already updated their online software to incorporate the exclusion. But, unfortunately, the tax compliance of the taxpayer does not end at the federal level by filing Form 1040. Even though it’s becoming clearer what taxpayers should do on their federal returns to claim an exclusion, it’s still unclear what to do on their state tax returns.

Tax-free or tax burden at the state level?

Many states that tax unemployment benefits have not determined how they will handle the tax exclusion. State legislators are in a difficult position. Some states plan to conform to the federal provision and provide additional relief to their taxpayers. Other states may not conform since the exclusion relief would be a big hit to their tax revenue.

Fortunately, there are quite a few states that already don’t tax unemployment benefits, such as Alabama, Arkansas, California, New Jersey and Pennsylvania, so individuals in these states don’t need to worry about the treatment.

Some states, such as Connecticut, Illinois, Louisiana, Maine and New Mexico, have already provided the provisions to conform to the federal treatment and exclude the $10,200 from taxable income. States that won’t conform to the federal treatment potentially have to revise the forms and instructions to inform their taxpayers how to incorporate the exclusion in their state income tax returns. Certain states, such as Colorado, Georgia. Rhode Island and Wisconsin, have already provided a provision to add back the exclusion amount to tax it at the state level.

The tax deadline is approaching fast, and states must decide about the exclusion as soon as possible to assist the taxpayers as they process and finalize their tax returns. The AICPA is monitoring the issue for its members and state societies. To get the latest updates, check out the AICPA recommendations for 2021 administrative, filing and payment relief for state and local taxes during the coronavirus pandemic. To quickly access general state tax filing information, the AICPA Tax Section provides the 2020 State Tax Guide for Individuals and 2020 State Tax Guides for Businesses to its members.

Irina Petrashkevich, CPA, Senior Manager — AICPA, Tax Policy & Advocacy


    

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Source: AICPA

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CPAs are humans, too: Workplace relationships matter

CPAs are humans, too: Workplace relationships matter

Shutterstock_1494208232A human experience

I don’t love my job because of the work I do. I love my job because of who I work with and what we do for one another.

The memorable moments in my career are not the audit tasks I perform but the audit teams I am a part of and what we learn about each other. Coming out of school and into my career, traveling out of town for my first audit with strangers was a scary thought. I was nervous and didn’t want to do or say the wrong things. To my surprise, on the first night of the audit, the managing partner asked me to hang out at the hotel bar. My initial thought was, “Great, my first night and I’m going to get slammed with audit work.” But to my surprise, he took the time to get to know me.

It not only made me feel welcome but set the foundation for what I have come to value most in my career. This showed me that people were the priority. He believed that taking care of people was the most important aspect of the firm. He exemplified the culture many companies can only hope to foster. Fourteen years later, I still feel the same.

This was the first experience of many in which welcoming and supporting my colleagues were at the forefront of my mind. Everyone knows that it is important to get the job done. But, to me, it is more pertinent to also show my colleagues that they are important.

Benefits at work and beyond

The workplace relationships I have are invaluable and are what bring me to work every day. You reap many benefits when you create great work relationships. You have people:

  • You can vent to
  • To share laughs with
  • Who you can rely on to help you during stressful times
  • Who can pick up your workload if a personal emergency comes up
  • You can ultimately depend on and vice versa

Although many people I have met have moved on, the relationships I built have had lasting effects. These people are not only arbitrary LinkedIn connections but are people who I can count on and vice versa. I do not doubt that we would help each other with anything, such as:

  • Being a reference on job applications
  • Contacting me about potential career opportunities
  • Referrals for new engagements or clients
  • Helping you move
  • Sharing laughs

Relationships are not one-hit wonders

Relationships in the workplace, just like relationships in our personal lives, don’t happen overnight. Relationships are built over time. Here are some thoughts to help.

  • Don’t be afraid to be the one to initiate contact.
  • Ask the other person about their story.
  • Listen with intent. Ask questions that pique your interest in the other person.
  • Embrace the awkward and don’t let those instances deter you on future touchpoints.
  • Extend an offer to help

 Roadblocks and remedies

When you develop relationships, you can run into hiccups or even devastating roadblocks. As in any relationship, certain boundaries are crossed or things are shared with others that aren’t ours to share. We’ve all heard the saying about what assumptions can do. So, when you make assumptions about what each other is thinking and feeling, it can lead to misrepresentations. That can further cause a roadblock in your relationship.

A good remedy for this is to be explicit. Difficult conversations are not fun. Allowing people to make you feel uncomfortable without addressing it, or you continuing to cross a boundary without knowing it, is unfair to both parties involved. Be willing to share what you are thinking and what you are feeling. Be explicit and let each other know what’s OK and what’s not.

CPAs (aka “humans”) are social creatures.

Humans are social creatures. In an industry where we choose to serve the public, we accountants or CPAs are often mistaken as “hermits” or not social. The last time I checked, CPAs are “humans,” too. A great way to show this is to build lasting meaningful relationships in the workplace. In other words, create more “human” experiences. I bet it will make the careers of you and your colleagues all the more fulfilling.

Eugene Park, CPA, Audit Partner, Heinfeld, Meech & Co. P.C.

Eugene is an audit partner with Heinfeld, Meech & Co. P.C. His responsibilities include overseeing several nonprofit and governmental audit engagements the professional development of staff associates, and serving as the lead recruiter for the Phoenix office. He has served as a member of several committees within the firm, including audit and accounting, client conference planning, wellness and fun committees. In addition to his responsibilities above, he serves on the AICPA’s Young Member Leadership Committee, ASCPA’s Leadership and Growth Alliance Committee and will begin his first term on the board of directors for the ASCPA in May.

Eugene graduated from the University of Arizona with a B.S. in accounting. He also earned the AICPA Advanced Single Audit Certificate in 2016. He is a 2019 graduate from the AICPA Leadership Academy.


    

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Source: AICPA

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Do colleges prepare future CPAs? Three key insights

Do colleges prepare future CPAs? Three key insights

Shutterstock_1368244235Whether a professor has taught thousands of students throughout their career or is new to the classroom, they aim to give students a strong foundation in the relevant competencies and skills for their major and future career. As professions evolve, the curriculum to develop young minds must keep pace. The CPA profession and accounting programs are no different.

I have been in accounting academia for many years, most recently as an associate professor of accounting at Sam Houston State University. To keep my classes relevant, I have consistently modified the curriculum in response to changes in the professional environment. As an academic, it is vital to prepare students to successfully enter the marketplace.

As the AICPA’s new Academic in Residence, I work with our team to support academic colleagues, reinforcing this priority by helping programs maintain robust accounting curriculums that address the evolving needs of professional practice. To do this, it is important to understand the state of accounting education.

As the frontline for the profession, accounting educators teach the knowledge and skills future employees need. This week, our team published a gap analysis report detailing a survey of over 300 accounting program chairs across the country. We sought their feedback about how technology has influenced today’s programs and how other critical skills have been incorporated, especially as the AICPA-NASBA CPA Evolution initiative advances.

The research confirmed that much more technology continues to shape the work of all CPAs, year after year. Employers expect graduates to enter the workforce already familiar with various technologies and able to examine data critically. They should know the concepts and processes essential to their CPA role.

A recent Wall Street Journal story confirmed that public accounting firms need to upskill their new hires because of the fast-evolving impact of technology and data analytics. Some firms have taken steps to develop partnerships with universities to address the potential lag between college learning and the requirements of professional life.

All this real-world evidence raises important questions: How well can schools adjust and keep up with this ongoing change? How do programs, large and small, align with the direction of the profession? When looking at the gap analysis data, key points came to mind.

 

The majority of schools don’t teach important emerging topics

While survey data shows over 60% of accounting programs teach topics such as data analytics and IT audit, fewer than half teach emerging topics such as IT governance and cybersecurity, among others. Firms report that these topics are increasingly important to the profession. Pending the results of the 2021 practice analysis, the 2024 CPA Exam may cover these topics in more depth.

These topics are often taught as only a part of one or two class sessions rather than a dedicated course or unit of study. For example, system and organization controls (SOC) engagements are a rapidly growing practice area for CPA firms. But, among those surveyed, only 32% of accounting programs with over 100 undergraduate accounting majors cover the topic in their curriculum. At smaller schools, the percentages are less. Some future CPAs may not be learning what they need to compete in the job market as firm services become more technology-focused.

Smaller schools have less coverage of emerging technology

Within programs that have 50 or fewer accounting majors, they are not as well-positioned to cover much of the technology-focused material the profession demands. Only 15% of these institutions incorporate digital acumen into their curricula. Just over 30% are teaching cyber-related and predictive analytics topics.

The answer is clear — smaller schools must enhance their offerings or consider other options that will give their students greater exposure to these topics. Due to the demands of the profession, as well as the CPA Exam requirements, faculty at schools of all sizes must assess their capabilities to teach these technologies and commit to evolving so they can more effectively deliver the education students need.

Accounting information systems (AIS) have become catch-alls

When it comes to topics such as predictive analytics and SOC or skills such as digital acumen, our survey shows that the schools that touch on these areas have varying depths of coverage. Programs aren’t necessarily offering stand-alone courses in these essential areas and, instead, often include them in their accounting information systems classes. 

The AIS course is an opportunity to teach students about accounting systems that support financial reporting — vital knowledge for CPA candidates. But AIS courses often are designed as a catch-all, with emerging tech topics added to ensure some program coverage. While many of these topics have a link to AIS (e.g., cyber), by including subject matter such as data analytics, the course may limit the proper coverage of all the topics. The result could be that graduates are not fully prepared.

Where do we go from here?

I don’t want to alarm my friends in academia into believing that they need 12 new courses to address their gaps. This is not the purpose of the gap analysis, and there is not a one-size-fits-all approach, given the diversity of accounting programs. We aim to serve as a partner with resources for educators as they adapt their programs to what works best for them as they meet the needs of the profession.

We’re here to help. I encourage educators to visit the AICPA Faculty homepage and use its resources and guidance to evolve their programs to meet tomorrow’s educational challenges for future CPAs:

  • Through our Academic Resource Hub, we share a variety of materials to support universities and their accounting education curriculum. This free, online clearinghouse offers over 200 resources, including case studies, assignments, readings and webcasts that address topics such as data analytics, IT governance, cybersecurity and more. We continue to develop new tools for educators to enhance their programs. We’re working with experts from education and the profession to develop a model AIS course.
  • Our newly launched “Faculty Hourwebcast series provides CPA Evolution status updates and features subject matter experts who lead discussions on topics designed to enhance curriculum or classroom teaching techniques. 
  • This summer, we’ll unveil a model curriculum to guide schools in addressing the upper-level accounting course work CPA candidates need to pursue licensure under the new CPA Evolution model.

I encourage educators to read our gap analysis report and see how their accounting programs compare to others across the country. As a licensed CPA and educator, I see that we’re at a moment of tremendous change. I’m confident in academia’s ability to rise to the challenge of educating future 21st century CPAs.  

 

Jan Taylor Morris, CPA, CGMA, Ph.D., Academic in Residence, Association of International Certified Professional Accountants

 

Image courtesy of Shutterstock


    

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Source: AICPA

Categories
News

The IRS should move the April 15 due date

The IRS should move the April 15 due date

Moving target“When a man is compelled to choose one of two evils, no one will choose the greater when he might have the less.” — Plato

Well, here we are again — talking about tax busy season. It isn’t because it’s my favorite topic. But it might be one of the most important topics to tax practitioners and taxpayers. In a good year, I know tax busy season is a challenge. Both 2020 and 2021 have been, how should I say, memorable.

The emails and calls from members are nonstop and back and forth — “Move the date, Ed.” “Keep April 15, Ed.” Our diverse membership is split on the Tax Day issue. I’ve been saying for a year that we would follow the situation daily and consider many data points:

  • We always listen to the members who contact us. In February, we offered AICPA members the opportunity to speak up.
  • We track IRS notices and service levels, as well as systemic issues, such as the hundreds of thousands of erroneous CP59 notices the IRS sent to identify non-filers (regarding 2019 tax filings in this case).
  • We know members are occupied with advising business clients on navigating these challenging times, including the Paycheck Protection Program (PPP) and the employee retention credit topics.
  • We recognize state revenue considerations affect their ability to conform to federal changes.
  • We also know that, although we see relief ahead, CPAs still deal with the challenges of a COVID-19 environment. In some states, the local social distancing restrictions continue to make it difficult for some members to obtain taxpayer data.

We understand that moving long-standing tax dates comes with some risks, as we saw with the numerous challenges IRS experienced in 2020. However, as Plato says above, in a sense, the AICPA Tax Executive Committee (TEC) felt compelled to weigh all the information and chose the “lesser of two evils.” In February 2021, the TEC submitted a letter to the IRS indicating that if IRS was going to change the April 15 date, they should announce it by March 1. The AICPA also recommended postponing the tax filing and payment date of June 15 if IRS made a change.

A major consideration of the TEC’s position was a press report of IRS Commissioner Rettig’s January remarks. The press report indicated that “the IRS will not commit to keeping an April 15 filing deadline if Congress approves a third round of stimulus payments.” Indeed, a January IRS announcement of the two-week delay in the opening of filing season “allows the IRS time to do additional programming and testing of IRS systems following the Dec. 27 tax law changes that provided a second round of Economic Impact Payments and other benefits.”

With March 1 coming and going without a word from the IRS, and hearing about Congressional interest in a July 15 postponement, the TEC took additional action, calling for an immediate postponement to June 15. An immediate decision is needed to allow states enough time to conform to any changes. We believe that June 15 is preferable for several reasons:

  • There was confusion with last year’s July 15 postponement about the June 15 estimated tax installment. Coinciding the postponement with June 15 would reduce that problem.
  • The U.S. Treasury, and many states, rely on June 15 estimated tax installments as an important aspect of cash flow budgetary needs. A June 15 postponement would provide filing and payment relief to taxpayers while balancing the governmental needs.
  • Forty-six states have a June 30 fiscal year-end. Postponing beyond June 30 could be a barrier to state conformity.

In an important development, Maryland recently announced a broad extension of state tax filing and payment dates. In announcing the changes, Maryland Comptroller Peter Franchot indicated, “We’ve never before seen so many changes to the current year’s tax code in the midst of the tax filing season. We’re realistic about the burden this puts on taxpayers, tax preparers and our staff, which is why I’m taking this emergency action to extend the tax filing deadline.”

It is incumbent on us to look ahead and make the best possible judgments now. A last-minute IRS decision won’t allow CPAs to plan their operations and will complicate states’ ability to conform. Last year’s last-minute IRS decision led, in part, to many of the compliance and notice cycle issues that so many taxpayers continue to experience.

Plato said “[A] good decision is based on knowledge and not on numbers.” We know what happened last year and it shouldn’t be a barrier to a postponement. As the AICPA said in its earlier comment letter, “At a minimum, the IRS should halt its automatic collections activities of liens and levies for at least 90 days after the April 15 [or the postponed] filing deadline.” It’s time to move the date.

Edward S. Karl, CPA, CGMA, Vice President of Taxation, American Institute of CPAs


    

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Source: AICPA