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12 free tax resources to get your firm ready for 2020

12 free tax resources to get your firm ready for 2020

GettyImages-169274514The new year will be here before you know it. To get a head start on tax season, check out these free resources to get your firm in top shape for 2020.

Stock your arsenal of forms, templates and charts:

  • Year-end planning letter for individuals It’s the season. Tell your clients about key steps to take today to build a solid tax and financial planning strategy in the new year.
  • Year-end planning letter for small business Strengthen relationships with your small business clients. Use this letter to tell them about important tax considerations and point out that you can help with strategic tax planning.

Educate your clients on key topics

  • 2019 tax year in review presentation Showcase your value as a trusted CPA adviser. Run through next year’s tax and planning highlights with your clients as well as potential new clients.
  • Tax law snapshot Motivate your clients to contact you. Send them this rundown of tax highlights that may affect them to help get the conversation started and start the tax engagement off on the right foot.
  • Preparing for life’s moments presentation Now’s a good time to educate clients on what you can provide as their trusted adviser — during tax season and beyond. Use this presentation as a guide when speaking with prospective clients about the advantages of working with a CPA and the types of year-round services you provide.
  • Protecting yourself from tax-related identity theft brochure Use this client brochure to help your clients avoid tax-related identity theft and outline what to do if it happens to them.

Expand upon your knowledge of financial planning

  • Financial Planning and Tax Advisory podcast series Clients want a primary point of contact for their tax and financial planning needs. Before busy season starts, listen to tips from successful practitioners on how to formalize financial planning services, such as tax, estate, retirement, risk management and investment planning.
  • The Adviser’s Guide to Financial and Estate Planning If you are looking for educational reading this holiday break, consider Volume 1 of this guide. It provides an extensive and practical look at financial planning and estate planning topics for individual clients.

We hope you’ll find these resources helpful. Visit our Tax Season Resource hub to access even more great resources to help you and staff prepare for busy season.

Minh Graham, CPA, Lead Manager — Tax Practice and Ethics, Association of International Certified Professional Accountants


     

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Source: AICPA

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Reimagining the profession for a vibrant future

Reimagining the profession for a vibrant future

Barry Melancon Headshot (1)Barry Melancon, CPA, CGMA, President and CEO of the American Institute of CPAs (AICPA) and CEO of the Association of International Certified Professional Accountants (the Association), reflects on the successes of 2019 and the opportunities ahead.

This year, you’ve talked with members about how we need to reimagine the profession. Can you explain more what you mean by “reimagine”?

In today’s marketplace, virtually all companies are reimagining who they are, what they offer and how they deliver services and products. To meet the changing needs of clients and employers, we, as a profession, are also reimagining what it means to protect the public interest and serve as trusted advisers. We are providing clients and companies with new services and embracing new technologies to enhance the quality, efficiency and value of what we do. Together, we’re creating a future that may be dramatically different from the past but will remain a beacon of trust and opportunity for all accounting and finance professionals and everyone we serve.

How specifically are the AICPA and CIMA, under the umbrella of the Association of International Certified Professional Accountants, helping the profession reimagine itself?

Four major initiatives immediately come to mind:

  • CPA Evolution, which is a joint effort of the AICPA and the National Association of State Boards of Accountancy (NASBA), aims to transform CPA licensure to recognize the skills and competencies required of CPAs today and in the future.
  • Our CPA Exam practice analysis research will guide our update of the CPA Exam. We focused this year’s research on technology’s impact on the work of newly licensed CPAs and on firm recruitment and training.
  • The AICPA, CPA.com, CaseWare International and leading CPA firms in the U.S. are collaborating on the Dynamic Audit Solution (DAS) initiative to develop a data-driven, technology-enabled audit methodology that will enhance the efficiency, quality and value of audits. In the future, the DAS software application will be available to the more than 14,000 firms that have auditing practices in the U.S.
  • Our Future of Finance research guided our updates to the CGMA Competency Framework and CGMA Finance Leadership Program. Based on consultation with more than 5,500 finance professionals from 2,000 organizations across 150 countries, our research shows a movement away from a focus on assembling information toward delivering impact, as finance professionals partner with internal clients across an organization to lead business transformation.

Technology has played a large part in these initiatives. Can you give an example of a specific technology that is changing the profession?

Although some may not feel its impact yet, blockchain has the potential to transform audit, tax, accounting and advisory services. As more companies use blockchain, they will need trusted advisers who understand the technology and can provide guidance.

For example, companies such as Walmart now require some of their suppliers to be active on a blockchain. This means auditors of those suppliers will need to consider whether the information on that blockchain is accurate, reliable and secure and whether the smart contracts within the blockchain are operating as intended. (To learn more about Walmart’s use of blockchain, you can join a webcast later this month or in January.)

The same type of questions will apply to blockchain’s use in supply chains at other companies in other industries. To help auditors understand risks associated with the use of a blockchain and how service auditors might address them, the AICPA will release non-authoritative guidance in 2020. For questions related to digital assets, we developed a non-authoritative practice aid for accounting and auditing guidance and are seeking greater clarity from the IRS and Treasury on how taxpayers should report cryptocurrency on their taxes. Additionally, CPA.com is hosting a free webinar in January to help tax practitioners navigate the complexities of cryptocurrency tax compliance.

A newly released report on the 2019 Blockchain in Accountancy Symposium provides insights from experts as well as an assessment of the opportunities and challenges blockchain poses for the profession. To help members prepare for blockchain’s impact, our foundational certificate program for finance and accounting professionals explains blockchain fundamentals. We also offer blockchain learning focusing on the practice areas of audit and assurance, tax and financial advisers, as well as industry-specific learning for supply chain, financial services, healthcare, insurance and not-for-profits.

In addition to technology, in what other areas did we see change for the profession in 2019?

Tax reform

Tax reform was a key issue for members this year, causing sweeping changes in tax preparation and compliance. We focused federal advocacy efforts on the implementation of the Tax Cuts and Jobs Act, submitting 40 comment letters over the past year and meeting with dozens of IRS, Treasury and Chief Counsel staff members to highlight key issues and provide practical recommendations. For our members, we provided timely and relevant resources via our Tax Reform Resource Center and Tax Season Resources hub.

Although challenging, tax reform has also provided an excellent opportunity for members to engage with clients in a new way and offer a holistic approach to their financial needs. We are here to help tax practitioners seize this opportunity to integrate planning into their practice. We released our Tax Practitioner’s Marketing Toolkit, to help members engage and develop strong relationships with current and prospective clients, and we also released a new financial planning and tax advisory podcast series.

Standards

The AICPA offered information and resources on auditing and attestation standards issued in 2019 to help members stay on top of change. On the accounting standards front, we also issued a new toolkit that breaks down the new revenue recognition standard and provides firms with insights into how the standard will affect firm engagements.

Valuation credential

To address a growing need for consistency and transparency in the valuation of financial instruments, the AICPA launched the Certified in the Valuation of Financial Instruments (CVFI) credential this year.

Occupational licensing

Legislators across the country are looking at ways to deregulate occupations to reduce barriers to entry. While this legislation doesn’t call out CPAs specifically, it often — unintentionally — pulls us in because it’s written so broadly. As part of our advocacy efforts to protect occupational licensing for the profession, we took the lead in organizing the newly launched Alliance for Responsible Professional Licensing, a coalition to promote support for rigorous licensure standards for complex, technical professions that impact public safety and trust. 

As a year marked by change comes to an end, do you have any reflections you’d like to share with members?

First, I’d like to thank our members for their support and participation in advancing the profession for continued relevance and success. Their commitment to the profession and to lifelong learning is inspiring. I regularly meet members who are embracing the need to upskill and reskill, ready to leave behind what no longer serves them and embrace new tools and competencies to protect the public interest and help clients and employers navigate a complex, rapidly changing world.

Not only do technological advances provide CPAs with more tools, but these advances also free up time for CPAs to focus on work beyond the day-to-day grind of data entry, compliance and other repetitive tasks. Recognizing the opportunity and need, firms and finance teams are making the conscious decision to shift into roles that are even more strategic than those held in the past. With this shift, the very definition of what it means to be a CPA is under review. Although this uncertainty may be unsettling, it’s also exciting to see the profession increase its already-strong impact on the marketplace.

Inventor Nikola Tesla said, “The present is theirs; the future, for which I really worked, is mine.” We, too, must work for the future, claim it as ours and reimagine new possibilities for the profession. The future depends upon us.

1912-99758-Graphic-for-Barrys-End-of-Year-Blog_7

Barry Melancon, CPA, CGMA, President and CEO of the American Institute of CPAs (AICPA) and CEO of the Association of International Certified Professional Accountants


     

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Source: AICPA

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Derivatives are back, but are the risks?

Derivatives are back, but are the risks?

Shutterstock_744615220Mortgage-backed securities, credit-default swaps and derivatives were not much more than financial industry jargon until the recession of 2007. When the world economy nearly collapsed—due in part to mismanagement of and poor investment in complex financial instruments—those terms entered the mainstream.

The 2019 survey of business executives reveals that 59% of CPAs have complex financial instruments on their balance sheets. Of those, 28% said they expect complex financial instruments to take an even bigger percentage in the next three years. At the same time, 55% said they are concerned about the valuations of those investment vehicles, and 69% said they expect them to become even more complex, making them harder to value.

The AICPA created the Financial Instruments Performance Framework and the Certified in the Valuation of Financial Instruments—known as the CVFI credential—to bring clarity to complex financial instruments. Susie DuRoss, the chair of the AICPA’s CVFI Task Force and the Chief Valuations Officer at Harvest Investments, sat down with me to shed light on complex financial instruments, why they continue to grow, and their role in the accounting and finance industry:

What are complex financial instruments?

Complex financial instruments are generally investment vehicles structured or based on some other underlying collateral or that have specified payment plans or options.

For example, when you purchase the stock of a major corporation, you have invested into that corporation. It’s a simple investment.

Complex financial instruments go beyond that. They are manufactured investment vehicles that frequently have multiple layers, structures, assets or performance standards tied to them—this makes them harder to value and trade. 

Why are complex financial instruments growing on company balance sheets?

There are a couple of reasons. Firstly, companies sometimes use complex financial instruments to insure or hedge against other investments.

But more recently, a main driver is low interest rates. Corporations and investors are trying to find additional yield—complex financial instruments can offer that. At the same time, low interest rates are driving individuals and organizations to take on more debt. In a perfect world, banks and other lenders would hold that debt on their balance sheets, but complex financial instruments allow lenders to package their loans and sell them to increase yield.

Why are complex financial instruments difficult to understand and value?

A challenge with valuing complex financial instruments is understanding the underlying assets. For example, for mortgage-backed securities, what is the value of those mortgages? What is the credit worthiness of the individuals repaying those mortgages? What is the likelihood that home-owners would default on their loans?

You need to know how to dig into them, peel back the layers and understand what is underneath. The more layers and structures in these derivatives, the more difficult that can be. The AICPA’s Financial Instruments Performance Framework offers a process for digging into complex financial instruments and identifying and documenting the procedures for valuing those underlying assets.

What are three things people need to know to better understand complex financial instruments?

People who create and trade in complex financial instruments tend to be experts in their narrow area. They may understand one type of derivative very well, but that does not make them experts in another type.

Investors need to make sure they have competent, unbiased people evaluating these investments, understanding the different markets and fully documenting the value in a way that can be followed by others.

Investors need to be prepared to consider the multiple scenarios that could alter the value of the complex financial instruments. For example, how might an increase in interest rates impact mortgage rates and repayment?

Lastly, the values of complex financial instruments change over time and need to be re-evaluated regularly.

How can the Financial Instruments Performance Framework give CEOs and CFOs more confidence in the valuations of the complex assets on their balance sheets?

The Financial Instruments Performance Framework provides a principled approach to reporting on valuations of any instrument, including complex ones.

The framework provides guidance on how to document valuations transparently and consistently. It lists the basic tenets for clear, transparent and unbiased valuations and sets expectations for documentation that people in the valuation chain—including auditors, investors and management—can understand.

This approach and guidance instills confidence that valuation experts are following a consistent process to estimate fair values of financial instruments, regardless of market conditions or pressures.

What are the big risks associated with complex financial instruments and how might the risks be mitigated?

One of the larger risks with complex financial instruments lies in the underlying assets, and the ramifications of overstated valuations can be felt very widespread, as was seen with the financial crash in 2007.

Another risk is that financial institutions can create several complex financial instruments off a single set of assets, which magnifies the effects should those assets falter.

Right now, interest rates are so low that banks and others are issuing debt at breakneck speeds. Companies are highly leveraged right now, and not all loans are complying with traditional covenants to protect the lender and measure the debt-service capabilities of the borrower.

The global derivatives market exceeded $594 trillion in total value in 2018. That is where the big concern lies. Complex financial instruments magnify debt loads—should those borrowers start to default, and the initial loans fall through, the derivatives based on them will collapse too.

But if you follow a clear and consistent process to value those complex financial instruments, use complete and transparent reporting as outlined in the Financial Instruments Performance Framework, and employ the right people—like those with a CVFI credential—to value and re-value the complex financial instruments, you can mitigate valuation risks.

Download the Financial Instruments Performance Framework or learn more about the CVFI credential.

1908-19785 Derivatives Infographics_300dpi

James Gallagher, Manager – Public Relations, Association of International Certified Professional Accountants


     

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Source: AICPA

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D&I initiatives: A strategic imperative

D&I initiatives: A strategic imperative

GettyImages-669854210Ensuring D&I remains high on an organization’s agenda is key to long-term success and growth. Because this topic is so important, I have made raising awareness of this initiative my personal goal, and I‘m having conversations like these with key players throughout the accounting and finance profession on tactics they’ve implemented.

Staff is the greatest investment in your firm, and often recruiting, growing and maintaining the best and the brightest talent are critical priorities for firms. It’s also exactly what Michele Meyer-Shipp finds so vital about her role as chief diversity officer at KPMG. No matter how much time and energy firms pour into their recruiting and retention efforts, they will not have access to the full talent pool without committed D&I initiatives.

During a recent LinkedIn Live, I sat down with Michele to discuss observations and advice for firms seeking to strengthen their D&I efforts. Here are the key takeaways from that conversation.

D&I programs satisfy a business imperative.

Organizations understand that promoting diversity is the right thing to do. They are likely aware that compliance requirements and laws also exist around this topic. But they may not realize that D&I is a strategic imperative if they want to remain competitive and grow their businesses.

If the profession is going to serve a broad range of clients and employers, it will have to reflect the ownership and investment of that. Clients, referral sources and other business contacts are all becoming committed to greater diversity, and they seek it in the organizations they do business with.

According to a Boston Consulting Group survey, for example, companies with above-average diversity on their leadership teams enjoy better business innovation results. McKinsey found that gender and ethnic and cultural diversity on executive teams were correlated with higher performance in profitability.  According to McKinsey, companies in the fourth quartile on both gender and ethnic diversity are more likely to underperform their industry peers on profitability by 29%.

There are clear and multifaceted benefits to diversity and inclusion initiatives. And it’s clicking with firms of all sizes. CPAs are becoming aware that expectations about diversity and inclusion efforts can have an impact on their bottom line.

It’s impossible to guess what people need.

Although we try our very best to empathize, we are never truly able to understand someone else’s personal experiences. For example, those of us who are not in a minority group cannot comprehend — or possibly even know about — the experiences of those who are. 

During our conversation, Michele noted that many of the young black professionals she works with are the first generation in their family to enter the corporate space. Since they have not grown up seeing or hearing about corporate life from members of their families or communities, they may be uncertain about how to navigate a career within the firm. Michele helps provide a bridge between their experience and what they may not know, for example, how to build professional relationships within and outside the firm.

Firms should take steps to gain more information about underrepresented groups within their organization and help them succeed. Engagement surveys that measure inclusion and coaching or mentoring programs for women and minority professionals are good ways to do that.

You don’t have to take on everything all at once.

Instead of putting a policy or program in place, Michele recommended thinking of your effort as a continuous movement. Start out with some thoughtful steps:

  • Ensure that firm members —including all firm leaders — appreciate the business imperative and changing marketplace expectations. That includes confirming that everyone understands what is meant by diversity and inclusion, how it works and why it matters. Examine diversity at each level, spotting bottlenecks where women or minorities are being held back. A firm can have strong overall diversity statistics but find that women and minorities are mostly stuck in junior levels.
  • Determine why some groups fail to advance or leave the firm, and then develop solutions. AICPA D&I resources for firms include the Accounting Inclusion Maturity Model and the PCPS Diversity and Inclusion Toolkit, can both help firms evaluate where they stand on diversity.
  • Develop and track marketplace measures that show how well D&I efforts are helping to grow the business.

Diversity drives innovation

In a fast-changing business environment, firms rely on the creativity and adaptability of their professionals. Clients, too, look to firms for new solutions to the myriad challenges or opportunities they may be facing. Having a diverse team of people around table — from the entry level through the leadership ranks — can ensure that firms have the perspective, experience and insights they need to succeed.   

 

Barry Melancon, CPA, CGMA, President and CEO of the American Institute of CPAs (AICPA) and CEO of the Association of International Certified Professional Accountants


     

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Source: AICPA

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How to make the accounting profession more diverse and inclusive

How to make the accounting profession more diverse and inclusive

Shutterstock_229737430An increasing number of ethnic minority students are enrolling in and graduating from accounting programs, according to the AICPA’s 2019 Trends in the Supply of Accounting Graduates and The Demand for Public Accounting Recruits report.

The biennial report identifies key trends in U.S. accounting enrollments and graduations. It also tracks hiring of new graduates in the public accounting sector. Published since 1971, Trends provides statistical projections and respondent expectations based upon university responses. The latest report covers the 2017-2018 academic year and firm responses for the 2018 calendar year. It is intended to help the accounting profession — from educators to firms to state associations and the AICPA — tailor programs and outreach efforts.

The new report showed that 44% of undergraduate students and 42% of accounting graduates were Black, Latino, American Indian or Alaskan Native, Asian or a Pacific Islander, multiethnic or other. This reflects a significant boost from ten years ago, when the numbers were 31% and 30%, respectively.

But despite the increase in minority students seeking to enter the profession, total minority hiring by U.S. CPA firms has remained flat since 2012.

To better understand how the profession can capitalize on the growing supply of minority accounting students and graduates, we spoke with Kim Drumgo, Association International of Certified Public Accountants’ Director of Diversity and Inclusion.

What is driving the increase in minority enrollments and graduates?

Well, the first thing is that accounting is one of the most attractive professions for students of all backgrounds. It offers great earning potential and a broad array of career opportunities. And historically, the demand for accountants has remained relatively constant, even during down economies.

Right now, many Latino, Black and American Indian students are first-generation college students. According to the National Center for Education Statistics, about half of all first-generation college students are minorities, compared to 30% of the non-first-generation students.

The overall Latino student population is growing at a particularly quick rate. Nearly 1 in 5 college students (19%) are now Latino, up from 14% in 2010.

So, it makes sense that these students want to pursue a career in a stable and well-regarded profession like accounting.

Unfortunately, Black student enrollment and graduation rates have not grown. What we’re hearing anecdotally is that there’s been a shift from accounting to other business majors, most significantly in the Science, Engineering, Technology and Math (STEM) fields. Like accounting, these areas offer a wide array of career opportunities and solid earning potential. And nationally, there’s huge push — and financial support — for more students to enroll in STEM-based majors.

Given the increased demand for technical proficiency and data analytics in accounting, we’ve suggested that accounting should be included within the STEM umbrella. 

It’s also worth noting that this shift in demographics isn’t necessarily bad for the profession. Over the past several years, the hiring model for public accounting firms has shifted. We’ve seen reduced hiring of accounting graduates and increased hiring of individuals skilled in STEM fields like data analytics and technology.

With the supply of minority accounting students and graduates growing, this is a great opportunity for firms to broaden the makeup of their workforces, right?

Yes, it is. Surprisingly, though, minority hiring has stayed relatively flat. We are seeing some movement within the sector, notably an increase in hiring of Latino graduates, but that was offset by a decline in hiring of Asian/Pacific Islander graduates.

In 2018, 10% of new hires were Latino. That’s up from 7% in our last report, in 2016, and 4% ten years ago. That’s fantastic to see. We know the Latino population is growing nationally, so it’s terrific news that the profession is reflecting that demographic trend.

At the same time, though, hiring of Asian graduates has slowed, falling to 14% of all hires. We attribute this to changing immigration policies that have made it harder for foreign students, specifically Asians, to attend U.S. colleges and universities. This has also led to fewer public accounting firms opting to sponsor Asian hires. Despite this, the Association International of Certified Professional Accountants has continued our commitment to engage with Asian accounting students on a global level through the Chartered Global Management Accountant® (CGMA®) credential. 

Unfortunately, Black hiring has remained flat at 4% since 2008. It’s not clear why this is. It may be that some Black graduates are opting to accept positions in non-public accounting firms. And in many cases, student hiring can be affected by what careers a college or university emphasizes or recruiting efforts on campus. We will continue working with our partners and peer institutions, like the National Association of Black Accountants, to encourage increased recruiting on HBCUs to bolster hiring of Black accounting graduates.

So, while we are certainly very happy to see the advancement in Latino hiring, a lot of work remains to be done for CPA firms looking to better reflect the communities and clients they serve.

Where do we go from here?

We have to keep in mind that this report is just a snapshot in time, and the long-term trend is that diversity in the profession is increasing. 

In 2017, for example, leaders from the Big Four accounting firms, along with several other organizations, launched the CEO Action for Diversity & Inclusion initiative. This pledged their support for increasing diversity and inclusion in the workplace. To date, more than 800 CEOs have enlisted. By signing the pledge, these CEOs commit to holding difficult conversations about diversity and inclusion, sharing lessons and experiences, employing strategic D&I plans and implementing unconscious bias training.

What’s most notable about this effort is the focus on inclusion. Diversity is who we are and the unique characteristics each individual represents. Inclusion is how we utilize diversity at all levels of the organization and intentionally create a sense of belonging and respect. It’s not enough to just hire for diversity, we must consciously work to ensure that people from all backgrounds truly feel included. Don’t just give them a seat at the table, give them a voice.

Having hard conversations and working to address unconscious bias are great steps toward building a culture of inclusion and belongingness.

Clearly, we still have a long way to go. But this is a huge shift in how companies are approaching diversity and inclusion. We know significant change is not going to happen overnight, so we look forward to seeing the progress in future AICPA Trends reports.

Read the 2019 Trends in the Supply of Accounting Graduates and The Demand for Public Accounting Recruits report.

Learn more about the AICPA’s efforts to bolster diversity and inclusion within the profession:

James Gallagher, Manager – Public Relations, Association of International Certified Professional Accountants


     

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Source: AICPA

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How to ride the innovation curve

How to ride the innovation curve

Shutterstock_1556033876At a time of significant and constant change, how can we ensure that our organizations — and our own careers — are positioned to ride the curve of innovation? My research into the history of accounting has revealed patterns that indicate the best ways to respond to the current environment. If you want to prosper as you move ahead, these are the steps you need to take.

Follow the S curve

Most business people are familiar with the hockey stick curve: A flat, quiet period followed by explosive growth in a service or business. However, the S curve can actually be a better indicator of what will next crest the wave of change.

The S curve starts with a low end at the technology’s birth, signaling a time when professionals should be developing new skills to prepare for imminent change. Early in the 20th century, for example, accounting publications focused on the new skills that would be necessary to cope with the wave of mechanization happening throughout the business world. The hot technology of the day was the slide rule, a kind of early calculator that looked like a ruler.

As the S curve rises and new innovation is embraced, it’s time to expand your skills. The innovation reaches maturity at the top of the curve, a time of prosperity for those who’ve developed and maintained their skills and adapted to changing needs. The S curve then slopes downward, which is when we should recognize the need to develop new skills ahead of the next curve. 

We all know what the only constant is

Even 100 years ago, S curved trends inevitably experienced “artificial intelligence (AI) winters.” These are periods when the hype over a new technology fails to match expectations, ending innovation and investment in that area. The period after the dot.com bubble burst is one recent example: Many new communications and online shopping companies born during the initial internet boom failed and there was a retrenchment in the field.

There’s currently a lot of speculation on whether blockchain and cryptocurrency are due to face an AI winter. As for the next wave of innovation, it may be driven more by environmental changes than technological developments. Organizations should incorporate this into their strategizing and scenario planning.

Best practices for change

Being aware of S curves helps us know where we stand in the latest wave of innovation. No matter where that point may be, some tips are always practical:

  • Don’t succumb to hindsight bias. This occurs when you believe the past was more stable and predictable than the present. People and organizations have always had to grapple with technological challenges of some kind. If you understand that disruptions tend to fall into a predictable pattern, it can be easier to understand how to address them.
  • It’s all about collaboration. We tend to picture great innovators as blazing trails on their own, but innovation is more likely to happen through collaboration and networking.
  • Broaden your skill set. In a world of automation, becoming too specialized can put you at risk. The narrower your abilities, the more likely that AI can replace you, which is why challenging yourself can be so beneficial. Consider doing something at odds with your current expertise.
  • Keep your business brain agile. I’ve noticed that some of my best ideas come to me when I’m not focusing on accounting, so I try to read one poem a day to help myself think differently. In The Polymath: Unlocking the Power of Human Versatility, Waqas Ahmed suggests taking up drumming as another way to challenge your brain. For more ideas, I recommend the management accounting and thought leadership tools on the CGMA site, the book Factfulness: Ten Reasons We’re Wrong About the World — and Why Things Are Better Than You Think by Hans Rosling and co-authors, and my white paper Leading the Transformation 100 Years and Beyond.

The innovation curve can be steep, but with the right mindset you’ll be glad you took the ride.

Martin Farrar, Associate Technical Director, Association of International Certified Professional Accountants


     

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Source: AICPA

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Use data analytics to drive your business

Use data analytics to drive your business

Shutterstock_148158431There’s a lot of buzz surrounding data analytics. But what does it actually mean in a company’s day-to-day business? According to the information technology research and advisory company Gartner, data analytics provides a data and insight-centric approach to solving a business problem. The entire organization can use the created insights to drive business decisions. It’s not just about developing a lot of reports, building models or moving data around, but instead it’s about solving business problems to make decisions faster and more effectively.

My company runs amusement parks, water parks and family entertainment centers across the country, with millions of visitors each year. We’re only about five years old and continue to acquire new parks. Some of the considerations we’ve used data analytics to address include:

  • Customers — We want to better understand how to increase our marketing return on investment (ROI) and enhance profitability. We not only want to drive customers into our parks but also improve our margins.
  • Labor optimization — Labor is a large cost in the hospitality industry. The right labor cost isn’t the lowest, but the amount that’s best for customer service and profitability. Labor is related to the customer experience as well as financial performance, financial statements and improving our overall ROI.

Both of these factors are closely tied to our financial performance and our financial statements. Much of what happens in data analytics ties back to the finance area and to the company’s profit and loss statement.

Here are questions companies can ask to make the best use of data analytics:

What are we trying to achieve?

Effective data-driven companies drive data use from the business perspective. In other words, think about your business objectives first, then you can design data analytics to help you achieve them. Your analytics should be built around the five major areas of your business: finance, sales, customers, operations and people.

What questions can we use the data to answer?

Three key questions are: How are we performing? Why is that happening? What should we do to improve? The most important of the three is why, since you need to know the root cause of your performance to decide how to improve it. That involves connecting your strategies to your financial metrics and to your operational drivers. Since finance and accounting professionals have insights into what is going on throughout the organization, they are in the best position not only to design this connection but also to build and closely monitor it and to work closely with other functional areas.

Is data analytics right for my company?

Data analytics has tremendous benefits for all companies, no matter what size. In fact, it may be especially beneficial to small- and medium-sized companies since it can lead to low-cost ways to drive revenue and improve margins. It can help companies with unique issues in their industries. For example, our business is highly seasonal. We’re very busy from Memorial Day to Labor Day, but three of our parks close during the winter. We rely on our analysis to prepare and run the parks during peak season.

The data revolution

This is an exciting time. Experts believe we are just at the beginning of the data revolution, given the emergence of machine learning and other forms of artificial intelligence. Finance and accounting professionals can make an even bigger contribution to the overall company and help drive strategy and performance by using data analytics tools.

If you want to learn more, the AICPA Data Analytics/Business Intelligence site offers useful resources and information. Those who want to enhance and demonstrate their knowledge in this field can turn to the AICPA Data Analytics Certificate Programs for training and practical guidance as you establish your expertise in this dynamic field.

Rich Fox, CPA. Rich is vice president of analytics and data science for Apex Parks Group, one of the largest amusement park operators in the United States.


     

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6 ways we’re working for our small firm members

6 ways we’re working for our small firm members

IStock_73233617_XXXLARGESupporting your firm is a top priority here at the AICPA. That’s why we travel across the country, speak with practitioners at conferences and events, and gather feedback via email and phone — all to make sure we grasp the pressing issues for firms of your size.

With this knowledge, we develop tools and resources to help your practice run more smoothly. Below are six ways we’re championing you, our small firm members.

1. Navigating tax law changes. We know the past year hasn’t been easy, but we’re here to help. Looking for news, answers to common questions, guides or learning opportunities? You’ll find them and more on our Tax Reform Resource Center.

And we know you still have a lot of questions about tax reform. We’ve asked the IRS for guidance on many technical questions related to the Tax Cuts and Jobs Act. Our advocacy team also is monitoring several issues while looking out for the profession’s best interests. For the latest news on tax advocacy, visit our CPA Advocate webpage.

2. Resources to address your pain points. Survey results from firms like yours shape the top-notch information and tools we develop. Whether you are looking to increase your cybersecurity knowledge, learn about service opportunities in the financial planning space or master audit risk assessment, our resources can help.

Mark your calendar and join us on Thursday, Dec. 12, 2:00 p.m. ET for a free webcast to learn about top trends, challenges and opportunities practitioners face. We’ll also cover best practices used by successful firms. 

3. An alternative to revenue recognition. If your small business clients are having difficulty with the new revenue recognition standard, consider another option. We’ve developed an accounting framework with the small business community in mind. The Financial Reporting Framework for Small- and Medium-Sized Entities (FRF for SMEs) is an alternative that simplifies reporting, uses a traditional approach for recognizing revenue and may be used when GAAP financial statements are not required.

4. The pathway for future-ready skills. Improve your firm’s productivity and efficiency by putting new technologies and emerging services to work. Whether you’re interested in the basics or in becoming a certified expert, AICPA resources have you covered.

If data analytics speaks to you, start with the resources on the Data Analytics page and consider pursuing certificates in the Data Analytics Certificate Programs. If building a cybersecurity practice is your goal for 2020, check out the tools in the PCPS Cybersecurity Toolkit.

5. Your voice for standards. Advocating on your behalf is a priority of ours. Our Technical Issues Committee (TIC) is a committee of CPA practitioner volunteers who represent the views of local firms and their clients in the standards-setting process. TIC reviews proposed and issued standards and shares recommendations in the form of comment letters.

Check out TIC’s efforts, including their comment letter to the Financial Accounting Standards Board (FASB) encouraging a delayed effective date for the leases standard. FASB’s ultimate decision to postpone the leases effective date for private companies reflected several of TIC’s recommendations.

6. Serving clients across multiple states. We know that getting a firm license in each state with a client presence is a big compliance burden. We’re working with state CPA societies and state boards of accountancy on CPA firm mobility — the ability for your practice to help your clients across state lines without unnecessary red tape. Reach out to your state CPA society to get involved.

We work hard to support our small firm members and know there’s always more we can do. How can we serve you better in 2020? Drop us a note and let us know.  

Lisa Simpson, CPA, CGMA, Director – Firm Services – Public Accounting, Association of International Certified Professional Accountants  


     

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Source: AICPA

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News

Make yourself irreplaceable to clients

Make yourself irreplaceable to clients

Shutterstock_1043390353How can you become a “client whisperer,” who is an irreplaceable part of your clients’ financial lives? By figuring out how a client’s current finances can help become them accomplish their business goals over the short, medium and long term. In my own practice working with small companies, here are some of the lessons I’ve learned:

Be a boutique.

Become familiar with all parts of a client’s business, their products or services, their operations and their people. You’ll then be able to offer targeted training and solutions to help them be more productive and profitable. It’s a very rewarding relationship, and it also make you hard to replace.

Focus on the human side.

Never forget that even when you’re dealing with a business, at the other side of the table is a person who is making decisions based on emotions as much as anything else. You will always have a slight advantage over your competitors if you keep that in mind.

Someone who owns a small company may want to sell it and try something else, or they may want to stick with it until retirement but leave a legacy for their kids. Those goals won’t come up in discussions about their accounting. One of your challenges is that clients may think it inappropriate to bring up their hopes and dreams, since that’s not what your work is about.

Sometimes you will have to take the initiative to open conversations that go beyond profits and losses or what software they should use. If you recognize that there’s more to them than the numbers in their business, you’ll be able to go deeper in your relationship.

Build buy-in slowly.

In your initial conversations with clients, ask them to look ahead six months and tell you: Where would you really like to be? Based on the discussions, you can make them a grid that sets out where they are now, where they want to be and all the obstacles in the way. Ask them if they would be happy if they were in the same place a year from now, and of course they say no.

That’s how you start getting buy-in. Taking your time makes it easier to recommend changes that will be favorable for their businesses. And be sure to introduce new ideas slowly, so they don’t feel overwhelmed.  

Be an educator.

Every time you introduce a digital or other office innovation for a client, try to make a video recording how you did it. You don’t need to be worried that educating them will give away all your secrets, because clients generally don’t have the time or resources to take over what you do for them.

In a stressful period, though, when they’re in a hurry and need to be reminded how to get from A to B, they will appreciate this tool you’ve given them. Check out this client education video and other tutorials for inspiration.

Build in more touch points.

We’re often only in touch with clients for quarterly meetings or when documents are due. While you’re attempting to digitize and streamline your practice or your clients’ businesses in this era of great technological change, don’t lose sight of what’s most important: The more we are connected online, the fewer opportunities we have to be connected offline.

Your clients can read the financial information you give them, but they want more than that: They want your insights. If you seek to take your work with clients further, start by getting closer. For more information, turn to the resources on my site.

Georgette Rowland Osborne, Director of the Financial Gym. Georgette, speaker and author, is a former financial sector IT outsourcing contract-manager who specialized in working with leading UK financial institutions. She is the author of Firmer Figures, Fess Up or Mess Up, which covers how today’s finance professionals can develop the skills of “client-whispering.”


     

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Source: AICPA

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News

Revenue recognition and independence: Something to consider

Revenue recognition and independence: Something to consider

GettyImages-621032734Implementing the new revenue recognition standard is like climbing a mountain.

It’s a challenge. It has to be addressed since the standard is effective for private companies and many not-for-profits in calendar year 2019. It can be tedious to make sure systems are updated appropriately and staff is trained.

Sometimes your clients may get breathless through this exercise and feel discouraged, so they turn to you. As your clients’ management and accountants climb “Mount 606,” as I like to call it (named after the FASB ASC 606), they look to their CPA firms — you — for help up the summit.

When your CPA firm provides such implementation help to attest clients, you must maintain independence. That task can be especially challenging with FASB ASC 606, given the complexity and scope of implementing the standard.

The AICPA Code of Professional Conduct addresses how nonattest services can be provided to an attest client while maintaining independence. Those rules appear in  “Nonattest Services” subtopic (ET 1.295) of the Code. They only apply when performed for an attest client. If the client is a financial statement attest client, the rules also apply (with certain exceptions) to that client’s affiliates.

When nonattest services are performed for an attest client, threats to compliance with the “Independence Rule” (ET 1.200.001) may exist. When significant independence threats exist, independence will be impaired unless the threats are reduced to an acceptable level. Reducing those threats includes making sure to meet the requirements included in the interpretations of the “Nonattest Services” subtopic under the “Independence Rule.”

We know independence rules can be overwhelming, and we’re here to help.

The Center for Plain English Accounting, AICPA’s national A&A resource center, recently issued a report to our members that covers the application of the AICPA independence rules to engagements to assist attest clients with FASB ASC 606 implementation. That report is now available to everyone, regardless of Center for Plain English Accounting membership.

Using a case study approach, it covers various requests that a client may make of a CPA firm, such as:

  • Getting involved with the client’s FASB ASC 606 project team — Practitioners need to be careful here and avoid performing management responsibilities.
  • Assessing how FASB ASC 606 will affect the client — Practitioners could identify current process flows for revenue recognition.
  • Identifying gaps between the current state and the requirements of FASB ASC 606 — Practitioners may perform a gap analysis and present the results to the board of directors.
  • Developing a plan for implementing FASB ASC 606 — Practitioners can provide advice and recommendations.
  • Revising processes, internal controls and accounting policies — Practitioners can provide some assistance, but not all services are permissible.
  • Helping the client identify and evaluate customer contracts — Practitioners may help but should not perform these activities on behalf of the client.
  • Identifying performance obligations — Practitioners may serve in a support role, but the client needs to perform these activities.

In addition, the report discusses the CPA firm’s evaluation of threats to independence and other matters.

Practitioners need answers to their difficult A&A questions. The Center for Plain English Accounting is here to help. Ensure your firm has access to top-notch A&A advice by joining the Center for Plain English Accounting.

Also be sure to check out episode 9 of Ethically Speaking, the podcast of the AICPA Professional Ethics Division. This video addresses helping clients without crossing the independence line and how to apply safeguards as well as services you may provide and understanding a client’s documentation of compliance with the standard.

Bob Durak, Director — Audit & Accounting — Technical Services — Public Accounting, Association of International Certified Professional Accountants


     

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Source: AICPA