Continued demand for private company accounting and reporting
VOLUME 17 | ISSUE 3
in depth feature
24 Accounting for the Unexpected: The CPA’s Role in Crisis Readiness
Learn how CPAs can protect clients and practices by mastering disaster readiness, turning crises into opportunities for trust.
2 CEO letter
3 Self-assessment exam Free for members!
4 New law opens doors for out-of-state CPAs in Ohio
Explore how Ohio’s new law welcomes out-of-state CPAs to practice seamlessly, boosting talent and tackling the national CPA shortage.
6 Preventing burnout: Why prioritizing well-being is a professional imperative
Uncover how CPAs can break the burnout cycle by prioritizing holistic wellbeing, ensuring resilience and success in a demanding profession.
8 Continued demand for private company accounting and reporting
Explore how the Private Company Council streamlines U.S. GAAP to address the rising need for practical, relevant private company financial reporting.
12 5 guidelines for contemporary succession planning
Find out how CPA firms can ensure seamless transitions and sustained growth with five modern succession planning strategies tailored for today’s dynamic industry.
18 Ethics of remote and hybrid work
Dive into the ethical challenges of remote and hybrid work, like coffee badging and quiet vacationing, and learn how to foster a workplace culture that promotes integrity and balance.
EDITOR
Amber Epling-Skinner –AEpling-Skinner@ohiocpa.com
GRAPHIC DESIGN
Kyle Anderson – kanderson@ohiocpa.com
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CPA Voice is the official magazine of The Ohio Society of Certified Public Accountants. CPA Voice’s purpose is to serve as the primary news and information vehicle for more than 19,000 Ohio CPA members and related professionals. Articles are reviewed for technical accuracy. However, the materials and information contained within CPA Voice are offered as information only and not as practice, financial, accounting, legal or other professional advice. While we strive to present accurate and reliable information, The Ohio Society of CPAs makes no warranties regarding the accuracy of the information provided herein. Readers are strongly encouraged to conduct appropriate research to determine the accuracy of the information provided and to consult with an appropriate, competent professional adviser before acting on the information contained in this publication. The statements of fact, thoughts, advice and opinions expressed in CPA Voice are those of the authors alone and do not represent or imply the positions, opinions, nor endorsement of The Ohio Society of CPAs or of its publisher, editors, Board of Directors, or members. It is our policy not to knowingly accept advertising that discriminates on the basis of race, religion, gender, age or origin. The Ohio Society of CPAs reserves the right to reject paid advertising in its sole discretion. We do not necessarily endorse the resources, services or products unrelated to The Ohio Society of CPAs that may appear or be referenced within CPA Voice, and make no representation or warranties about those products or services or the accuracy and claims regarding those products and services. Advertisers and their agencies assume liability for all advertisement content and responsibility for all claims resulting from such advertisements made against The Ohio Society of CPAs.
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A WORD from our CEO
Building career resilience
As CPAs, we’re trained to bring clarity and stability to complex systems. But what happens when the context we work in never stops evolving? CPAs are no strangers to change. From emerging technologies and regulatory changes to global economic shifts and growing demands for advisory insight, today’s professional landscape is more dynamic than ever. In this climate, our commitment to professional competence remains foundational—but it’s not sufficient on its own. To succeed and lead, we must invest in something equally vital: career resilience.
Career resilience is the capacity to adapt, evolve, and stay relevant amid change. It’s not about reacting to disruption—it’s about positioning yourself to navigate it with confidence and purpose. This mindset has never been more essential.
The first step is embracing continuous learning. Our profession is expanding in scope and complexity, with new frontiers like artificial intelligence, ESG assurance, cybersecurity, and data analytics reshaping the expectations of clients and employers alike. Staying current on technical competencies is critical—but expanding our capabilities for what’s next is what will set us apart. That requires identifying what we don’t yet know and exploring areas that stretch our comfort zones.
Just as important are the so-called “power skills”: communication, collaboration, leadership, and adaptability. These are not soft skills—they are business-critical mandates. They enable us to translate complex information into strategic insight, build trust with stakeholders, and lead teams through uncertainty. Developing these capabilities isn’t a detour from your career path; it’s what elevates it.
Career resilience also requires self-awareness. Regularly assess your strengths, your goals, and how the profession is evolving. Are your skills aligned with the future demands of your clients, company, or industry? Are you building a professional network that keeps you connected to new opportunities, perspectives, and innovations? If not, what small, intentional steps can you take today to shift that trajectory?
Resilience isn’t a solo pursuit. Your association exists to support your professional journey. Whether through targeted learning programs, mentorship, peer communities, or thought leadership, we are here to help you grow your capacity and confidence—wherever you are in your career.
The world around us will continue to change, sometimes in ways we can’t predict. But those who are agile, selfdirected, and open to growth will always find new ways to lead and contribute.
By investing in your own resilience, you’re not just keeping up—you’re charting a course forward. And we’re proud to walk that path with you.
Self-Assessment Exam
Log in to ohiocpa.com/myoscpa, look up the exam using the product ID number above and answer the 12 required questions based on content in CPA Voice
Cost
Members Free Non-members $40
Exams remain available online – and may be completed for CPE – through the same month of the following calendar year.
Laura Hay, CPA, CAE President & CEO The Ohio Society of CPAs
MAY | JUNE 2025
Product ID: #65735
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1. Log in to ohiocpa.com/myoscpa
2. Search "CPA Voice" and hit enter. Then select "On-Demand Courses" to see the available exams.
3. Click "Add to cart" and purchase the exam.
4. Now click "Return to Dashboard."
5. Go to "My Learning Center" and the exam will be located under the "Current" tab. Turn off pop-up blockers then click "Launch."
Self-Assessment Exam Results
Respondents taking the exam online receive their results immediately. Respondents who pass with a grade of 70% or better receive one hour of CPE credit in specialized knowledge, as approved by the Accountancy Board of Ohio.
ADVOCACY in focus
New law opens doors for out-of-state CPAs in Ohio
As of April 9, 2025, Ohio officially joined a growing movement to modernize the CPA profession. Thanks to the implementation of House Bill 238—signed by Governor Mike DeWine on January 8—qualified CPAs licensed in other states can now practice in the Buckeye State without needing to obtain an Ohiospecific license.
OSCPA staff report
The new law brings Ohio in line with several other states who now offer automatic interstate mobility, a system designed to streamline the way states recognize CPA credentials. Rather than evaluating professionals based on where they earned their license, Ohio now assesses CPAs based on their individual professional standing.
“Automatic interstate mobility essentially works like a driver’s license,” explained Laura Hay, CPA, president and CEO of The Ohio Society of CPAs. “You can drive through our state without an Ohio license, but you still must follow our laws—and if you don’t, you’re penalized. The same applies here—a licensed CPA in good standing can now practice here but must adhere to our strict professional standards.”
With this change, Ohio joins Alabama, Nebraska, North Carolina, and Nevada—states that already offer similar recognition for out-of-state CPAs. Together, these states provide an expanding network where qualified professionals can offer their services more freely while remaining accountable to local oversight.
The trend is gaining national momentum. About half of all U.S. jurisdictions have indicated they’re considering or actively shifting to the automatic mobility model, citing
its potential to reduce barriers and respond to workforce challenges.
“Automatic mobility shifts substantial equivalency from the state level to the individual level,” Hay added. “And the more states we have that accept this model, the more successful we will all be in addressing the national CPA shortage.”
The change not only benefits mobile professionals but also enhances Ohio’s competitiveness in attracting accounting talent, reinforcing the state’s commitment to modern, responsive regulation.
OSCPA’s learning subscription o ers access to over 100 engaging, up-to-date, high-quality on-demand CPE courses vetted and approved by CPAs for CPAs—this isn’t the “check the box” stu you get other places. Take your CPE when and where you want from reputable learning providers—including OSCPA.
CAREER center
Preventing burnout: Why prioritizing well-being is a
professional imperative
OSCPA staff report
Burnout isn’t a badge of honor—it’s a signal. For professionals navigating high expectations, long hours, and constant demands, prioritizing well-being isn’t optional. It’s essential.
According to Dr. Ashley A. Hicks, PhD, IMFT-S, a Clinical Associate Professor at The Ohio State University, burnout stems from more than just workload. It’s a complex response to chronic stress, high-stakes responsibilities, and insufficient recovery time. “Professionals often ignore the signs of burnout until their mental, emotional, or physical health forces them to stop,” said Hicks. “But we can prevent it by building in intentional habits of renewal.”
The Stress-Burnout Cycle
Dr. Hicks identifies several triggers that often lead to burnout: organizational change, tight deadlines, increasing client demands, staffing shortages, and unpredictable events. "During those times, we often feel like we can’t win no matter how hard we try," she explained. The result? Exhaustion, disconnection, and reduced effectiveness.
To interrupt this cycle, Hicks recommends approaching well-being through a holistic lens. Her strategies center on managing energy—not just time—across four key areas.
The Four Dimensions of Energy
1. Physical Energy
• Prioritize consistent, quality sleep
• Eat well and stay hydrated
• Take regular breaks to recharge
• Move your body, even in small ways
2. Emotional Energy
• Be aware of your emotional state
• Practice appreciation and gratitude
• Avoid suppressing emotions—acknowledge them
• Reframe negative thoughts when possible
3. Mental Energy
• Focus on one task at a time
• Set time aside for deep, focused work
• Limit distractions and multitasking
4. Spiritual Energy
• Reflect on your core values and align work with them
• Engage in activities that bring joy and purpose
• Spend time on what matters most
• Reconnect with your "why"
“Rest isn’t just sleep,” Hicks emphasized. “There are multiple types of rest—emotional, mental, social, and spiritual. We must tend to each of these if we want to stay whole.”
Building Resilience
Dr. Hicks encourages professionals to create space for selfreflection:
• Do I have intentional rest built into my schedule?
• Am I setting healthy boundaries at work and at home?
• Do I know where my energy goes—and how to replenish it?
She also stresses the importance of reaching out for support. This can mean emotional support from family and friends, or practical support from colleagues to lighten the load. “Stress is a normal response,” Hicks said. “What
matters most is how we respond to it. We need to stop judging ourselves for feeling overwhelmed.”
A simple reset strategy she recommends is breathwork: inhale for 30 seconds, exhale for 30 seconds. “It can help regulate your body and mind quickly—especially during moments of overload.”
Leading Through Wellness
When organizations support wellness, everyone benefits. Hicks challenges leaders to model vulnerability and share their own reset strategies. “By acknowledging stress and showing how we navigate it, we build trust and resilience within teams,” she said.
At its core, preventing burnout means designing a life—and a workplace—that supports your well-being. The goal isn’t to avoid challenge, but to meet it with the energy, clarity, and connection that allows you to thrive.
Dr. Hicks will be discussing the “Power of Connection: How Relationships Drive Personal and Professional Growth” at the upcoming Women, Wealth and Wellness conference on July 17, 2025. Register now!
AUDIT & assurance
Continued demand for private company accounting and reporting
By Laura Hay, CPA, CAE, President & CEO, The Ohio Society of CPAs
Following a review of the effectiveness of the Private Company Council (PCC), the Financial Accounting Foundation (FAF) issued a report in December 2024 confirming that the PCC should continue to operate, and that its current mission, remit and structure remain valid and appropriate.
Following that milestone, in March 2025, the PCC released its first annual report, highlighting its activities, accomplishments, and continued commitment to improving the relevance and usability of U.S. GAAP for private companies.
Established in 2012, the PCC is an independent body operating under the FAF to advise the Financial Accounting Standards Board (FASB) on:
• the appropriate treatment for private companies for items under active consideration on the FASB’s technical agenda, and
• possible alternatives within GAAP to address the needs of users of private company financial statements.
While the PCC does not independently issue standards, it can set its own technical agenda. Determinations about whether private company differences within GAAP are appropriate are guided by the Private Company DecisionMaking Framework, a roadmap developed jointly by the PCC and FASB.
Commenting on the FAF review of the PCC, OSCPA observed:
“Providing alternatives within GAAP for private entities that retain the decision-usefulness of financial statements while not imposing an undue economic burden remains an important priority for U.S. standards setting. Reducing low benefit/cost impediments to the use of GAAP is in the public interest, enhancing comparability, consistency and quality of U.S. financial reporting.”
OSCPA also recommended increasing representation on the PCC from smaller private entities and CPA firms who audit them, and called for earlier engagement with those groups in the standard-setting process through research and outreach.
Private Company Council 2024 Annual Report
Early exceptions within GAAP adopted as a result of PCC initiatives were widely acclaimed and impactful, including in goodwill, intangibles and variable-interest entities. In recent years, however, the PCC has received criticism for focusing on more narrow issues such as stock compensation, while significant private company pain points—such as lease accounting and revenue recognition—remained largely unaddressed.
In its 2024 annual report, the PCC reminds constituents that their concerns were heard in town halls and liaison meetings, resulting in the following key areas of progress for the year:
Credit losses – short-term trade accounts receivable and contract assets – Issued proposed changes to simplify credit losses guidance for trade receivables.
Debt modifications and extinguishments - Researched the costs and complexities of applying the debt modifications and extinguishments guidance.
Presentation of contract assets and contract liabilities for construction contractors – Evaluated ways to provide private company financial statement users with information that is more decision useful for their needs.
Lease accounting simplifications – Established a work group to explore additional private company simplifications.
Additionally, the PCC advised the FASB on its decision to exclude private companies from the scope of ASU No. 2024-03, Income Statement—Reporting Comprehensive Income—Expense Disaggregation Disclosures.
In direct response to critiques related to leases and revenue
recognition, the report notes that the PCC influenced a number of private company practical expedients and disclosure differences, such as:
Leases—Common Control Arrangements – Provided a practical expedient for private companies and certain notfor-profit entities to use the written terms and conditions of a common control arrangement to determine whether a lease exists and, if so, the classification and accounting for that lease.
Leases—Discount Rate for Lessees That Are Not Public Business Entities – Allows lessees that are not public business entities to make a risk-free rate election by underlying class of asset.
Revenue Recognition – Provided certain disclosure exemptions for nonpublic business entities.
The PCC’s annual report also provides insights into how agenda items will be evaluated in the future, including:
Is the issue pervasive and does it apply to all entities or only private companies?
Do technically feasible solutions exist or could they be developed?
• Is there an identifiable scope?
• Does the FASB already have a related research or technical agenda project?
• Is the issue and potential solution supported by the Private Company Decision-Making Framework?
• To what degree has the issue been raised, by whom, and with what frequency?
• What is the likely timeline to resolve the issue?
• What is the relative priority of the issue (near-term vs. longer-term)?
The report notes that several debt issues are currently under consideration, including troubled debt restructurings, debt modifications and extinguishments, debt disclosures, subjective acceleration clauses, and the effective interest rate method.
As reaffirmed by the FAF’s 2024 review, the PCC continues to serve a vital role in ensuring U.S. GAAP remains practical and relevant for private companies. Its first annual report underscores a renewed focus on meaningful simplification and stakeholder responsiveness. Given the persistent pressure of regulatory demands, the PCC’s evolving agenda and its commitment to continual engagement position it as a needed mechanism within the U.S. standard-setting landscape.
THREE THINGS
OSCPA President & CEO Laura Hay, CPA, CAE, is the staff liaison to the Accounting, Auditing, Professional Ethics Committee and the Peer Review Ethics Committee. She can be reached at Lhay@ohiocpa.com or 614.321.2241
1. The Private Company Council (PCC) continues to enhance U.S. GAAP relevance for private companies, with the Financial Accounting Foundation’s 2024 review affirming its mission and structure.
2. The PCC’s 2024 annual report highlights progress in simplifying credit losses, debt modifications, lease accounting, and revenue recognition, addressing private company pain points.
3. OSCPA recommends increased representation of smaller private entities and earlier engagement in standard-setting to improve GAAP’s cost-benefit balance for private companies.
5 guidelines for contemporary succession planning
By Joseph A. Tarasco, CPA, Accountants Advisory Group, LLC
Contemporary succession planning for CPA firms
is crucial to ensuring the continuity,
stability, transitioning
and growth of the firm.
Given the evolving nature and current transformation of the public accounting industry, succession planning must adapt to modern challenges and opportunities. As Charles Darwin aptly said, “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.”
Succession planning should be an everyday event, not a series of events taking place just prior to partner retirements. By running their practices as a business, accounting firms can achieve financial stability, operational efficiency and strategic growth. This approach ensures delivering high-quality services to clients, managing risks effectively and staying competitive in a dynamic market environment. Here are five key guidelines for effective succession planning for today's CPA firms:
1. Develop Leadership
• Identify future leaders. Assess the current leadership and identify potential successors. Spot potential
leaders early and invest in their development through training and exposure to various aspects of the business. Establish mentorship programs to develop future leaders within the firm.
• Incorporate continuous professional development. Create individualized development plans for potential successors, focusing on their growth areas. Encourage continuous learning and certification to keep up with industry changes.
2. Plan Client Transitions
• Use gradual introductions. Introduce successors to clients gradually to build trust and maintain relationships. Start succession planning well in advance, ideally five to 10 years before the expected transition.
• Communicate to clients. Clearly communicate the transition plan to clients to reassure them of continuity. Develop a clear timeline for the transition, outlining key milestones and responsibilities.
3. Integrate Technology
• Adopt modern tools. Implement up-to-date accounting software and technology, including artificial intelligence, to streamline operations and attract techsavvy talent.
• Use cybersecurity measures. Ensure robust cybersecurity protocols to protect sensitive client data during transitions.
• Adopt advanced software. Utilize the latest accounting and financial software to increase efficiency and accuracy.
• Implement cloud-based solutions. These allow for better accessibility and real-time data sharing.
• Diversify leadership. Encourage diversity in leadership to bring different perspectives and drive innovation.
4. Ensure Cultural Continuity
• Maintain core values. Ensure that the firm’s core values and culture are preserved through transitions.
• Engage employees. Foster a sense of belonging and
commitment among employees to reduce turnover. Implement recognition and reward programs to motivate and retain top talent.
• Communicate plans. Communicate the succession plan to all stakeholders, including employees, clients and partners. Regularly evaluate the firm’s worth to ensure fair and accurate buy-ins and buy-outs.
• Have flexible work arrangements. Offer flexible working conditions to attract and retain top talent, including remote work options.
5. Implement Succession Planning Oversight
• Regularly review and update the succession plan to adapt to changes in the firm’s structure, market conditions and regulatory environment. Develop a merger & acquisition/private equity (PE) strategy and implementation plan that will take the firm to the next level of success by acquiring firms with talented professionals, service and industry expertise, and advisory service capabilities.
Unlock access to important topics covering:
• Financial reporting and auditing
• State and local tax developments including a legislative update
• Professional standards and responsibilities (ethics)
• The economy and what’s ahead in 2025
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• Align firm strategy and partner performance by defining the roles and goals of the leadership and management of the firm.
• Monitor progress and adjust as needed.
• Review partnership agreements to ascertain that they reflect the current marketplace.
• Establish clear performance metrics for potential successors to ensure they meet the firm’s standards and goals.
• Engage external consultants or advisors specializing in succession planning for an unbiased perspective and expert advice.
• Form a committee responsible for overseeing the succession planning process, ensuring all aspects are covered.
• Ensure a seamless and successful transition, maintaining a competitive edge and client trust through generations.
• Use offshore outsourcing to fuel the capacity for growth and as a retention and profitability strategy.
• Overcome procrastination by the partners in making the tough business and strategy decisions to take the firm to the next level of success.
• Periodically discuss the pros and cons of merging into a larger firm with more resources or as a tuck-in in a PE transaction.
• Develop contemporary growth and lead generation strategies to position the firm in the marketplace by targeting the right size and types of clients in specific industries that the firm has the best chances of engaging.
1. Succession planning for CPA firms should be a continuous process, identifying and developing future leaders early through mentorship and professional development to ensure firm stability and growth.
2. Effective client transitions involve gradual introductions and clear communication, while integrating modern technology like AI and cloud-based solutions enhances efficiency and attracts talent.
Joseph A. Tarasco, CPA, is the CEO and senior consultant of Accountants Advisory Group, LLC. He is a member of several interest groups at the NJCPA and can be reached at joe@accountantsadvisory.com.
3. Maintaining firm culture, regularly updating succession plans, and establishing oversight committees ensure continuity, adaptability, and alignment with market conditions and strategic goals.
The ethics of remote and hybrid work
By Elizabeth Pittelkow Kittner, CFO and managing director, Leelyn Smith LLC
With trends like coffee badging and quiet vacationing emerging in today’s remote and hybrid workplaces, organizations should assess whether their policies promote ethical behaviors.
Managing remote and hybrid work environments provides opportunities and challenges when it comes to company culture and individual behaviors. While it is an ethical practice to have written policies to align corporate culture and individual behaviors, it is more important how leadership enforces policies and how people are encouraged to apply them to their own work.
A May 2024 Harris Poll, which surveyed 1,170 employed adults, offers some insights about out-of-office culture. One of the main findings indicates that employees are generally fine with an organization’s paid time-off (PTO) policies and care more about how the organization’s culture feels when taking the time off.
For example, of the workers polled:
• 47% said they feel guilty when taking time off.
• 60% said they struggled to fully disconnect during their time off.
• 86% said they would check an email from their boss while on PTO.
• 66% said they dread the backlog of work upon returning to work.
Coffee Badging and Quiet Vacationing
When employees feel an organization’s culture does not align with their work preferences or ability to spend time away from work, some behaviors may emerge that are unique to remote and hybrid environments. Most recently, two behaviors have gained momentum: coffee badging and quiet vacationing.
Coffee badging relates to people checking into (or badging into) an office to indicate they are at the building and not meaningfully engaging in work while there. This behavior arises because people who coffee badge are often in the office for a short time and then go back to working remotely for the rest of the day. While this behavior may satisfy the requirement of being in the office, the intention of working from the office is not achieved. Importantly, coffee badging has surfaced because many people do not feel as effective in the office or do not agree with the intent of required time in the office.
With this in mind, organizations should examine the reasons they are asking people to be in the office and ensure the time is meaningful. For example, asking people to attend a meeting in the office when contributors are in person may be better than asking people to attend a meeting in person when most of the other participants are attending remotely.
Quiet vacationing means taking time off without informing colleagues or supervisors, usually with the intent of staying active enough in communication, like emails or team chats, to give the impression they are working as expected when they are not. One of the reasons quiet vacationing has emerged in the workplace is due to some employees worrying about being viewed negatively for requesting their PTO.
Another reason is some employees have a hard time fully disconnecting from their work. While employees practicing this quiet vacationing may be looking for reduced stress and burnout, it may not achieve that goal because they still need to be connected, and it may violate company time-off policies when not reported. Organizations can counter these behaviors and perceptions by talking with their employees about the importance of using their PTO effectively,
encouraging them to use it, and finding reliable backups for people to be able to take disconnected time off.
Work Culture Considerations
Overall, organizations should assess if their policies and work culture are promoting ethical workplace behaviors and determine how they can make changes to improve people’s experience in the workplace.
Here are a few ideas:
• Consider the time needed for people to get their work completed. Time spent in an office or on particular tasks may not be as important as meeting deadlines and delivering reliable results. Notably, several organizations have adopted the idea of asynchronous work times, meaning people are allowed to alternate personal and professional time during the day if the work gets done (e.g., some people work their best in the early morning while others prefer to work at night). Aside from projects and meetings that require collaboration, offering freedom for when people work can help bolster employee job satisfaction, improve individual performance, and retain high performers.
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• Review workloads. Some people may not be working much or may be spending copious amounts of time away from work. On the other side of the pendulum, others may be working a significant amount and not spending much time away from work. Both extremes may be damaging to both individuals and employers. When some employees do less work, it often leads to other employees taking on more work. When other employees are doing work to pick up the slack, those employees may experience burnout, suffer from lower morale, and harbor feelings of resentment. Additionally, it may lead to concerns on fairness, accountability, trust, and ethics across the organization. The employees who are not working as much are also threatening their own professional reputations and career advancement opportunities if their perception is one of low work ethic.
• Hold people accountable for the work they were hired to do. If an employee’s performance is lacking, management should address the behavior to bring change. Management should also address those who are “workaholics” to help them understand why they are working so much. For example, are they overachievers, do they need permission to delegate to others, or can the organization help them make processes more efficient?
• Offer company-wide holidays, like mental health days, in addition to traditional holidays. People may feel more empowered to disconnect when the
1. Remote and hybrid work environments face ethical challenges like coffee badging and quiet vacationing, driven by misaligned organizational culture and PTO policies.
organization is collectively taking time off together instead of requesting individual PTO. Offering these days after periods of higher stress, like quarter-end reporting deadlines, tax deadlines, closing the books, etc., can give employees a collective breath to recharge. Organizations may also consider offering time off for service days, which can be taken as a department holiday to participate. These types of time-off offerings show that the organization promotes time away from work and helping others.
Continually striving for a better workplace environment with positive individual behaviors should be part of everyone’s contributions to an organization, especially those with more influence to make changes. When we prioritize the right outcomes, workplace behaviors and cultures become healthier and tend to lead to more engaged people and successful organizations.
Elizabeth Pittelkow Kittner, CFO and managing director, Leelyn Smith LLC
THREE THINGS
2. Employees often feel guilty or unable to disconnect during PTO, with 86% checking emails and 66% dreading work backlogs, highlighting the need for better cultural support.
3. Organizations can promote ethical behaviors by adopting asynchronous work, reviewing workloads, enforcing accountability, and offering collective time-off like mental health or service days.
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Accounting for the unexpected: The CPA’s role in crisis readiness
By Amber Epling-Skinner, vice president of external affairs, The Ohio Society of CPAs
In the world of accounting, precision and preparation are the foundation of trust.
But while CPAs are trained to forecast financial outcomes, many overlook a different kind of threat—the sudden, unpredictable impact of a disaster. Whether it’s a flood, cyberattack, pandemic, or extended power outage, disasters can disrupt operations, compromise sensitive data, and damage hard-earned reputations.
For CPAs, the stakes are especially high. Disaster preparedness isn't just about business continuity – it’s a professional responsibility that can protect your practice, your clients, and your license.
Why Disaster Preparedness Matters
For CPAs, disaster preparedness is not just a matter of operational convenience; it's central to fulfilling your role as a trusted professional. In times of crisis, the critical nature of the work you do only becomes more apparent.
Deadlines in the accounting world don’t wait for emergencies. Tax filings, audits, and regulatory reporting continue, whether or not your office has power or your systems are online. A hurricane, cyberattack, or extended outage can disrupt your ability to meet these obligations, putting both compliance and client trust at risk.
Moreover, CPAs are guardians of highly sensitive data. You work with confidential financial records, tax identification numbers, payroll details, and personal client information. In the event of a disaster – especially a cyber event – the risk of data breaches or loss increases dramatically. Without strong safeguards in place, your firm could face not only reputational damage but also serious legal and financial consequences.
Perhaps most importantly, your clients turn to you for leadership during uncertain times. When disaster strikes,
they don’t just need accounting—they need advice on emergency financing, insurance claims, and business recovery strategies. If your own systems are inaccessible or compromised, you won’t be in a position to support them when they need you the most.
The COVID-19 pandemic was a wake-up call for many firms—but it wasn’t the only one. Wildfires, hurricanes, and power grid failures have all underscored how vulnerable firms can be when disaster strikes. Those who had continuity plans in place pivoted with agility. Others struggled to maintain operations, some even closing permanently.
What these events made clear is that preparedness is no longer optional. It’s part of being a modern, responsible, and resilient CPA. In short, your ability to respond to a disaster isn’t just about protecting your firm—it’s about maintaining your professional duty to those who rely on you.
What Should a CPA Disaster Plan Include?
Every CPA firm—regardless of size—should have a formal disaster recovery and business continuity plan. Key components include:
• Data Protection and Backup: Use secure, encrypted backups stored off-site or in the cloud. Test recovery regularly.
• Communication Protocols: Create a communication tree for staff and clients. Prepare templates for emergency notifications.
• Remote Work Infrastructure: Ensure employees can securely access necessary systems from anywhere.
• Regulatory and Compliance Safeguards: Have processes in place to maintain compliance with
We inspire more than 5,000 student members as they prepare for a future in the accounting profession. Thank You to the individual donors and members who make the commitment to support today’s accounting students and tomorrow’s CPAs.
Our 2024 programs reached more than 1,500+ students in high school and college.
We granted $123,000 in scholarships to promising students.
We’re on 25+ campuses with accounting majors as our Student Ambassadors.
Follow this QR code to see the donors who generously supported the future of the profession.
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IRS, AICPA, and state board requirements—even in emergency conditions.
• Insurance Coverage Review: Work with your carrier to ensure your policy covers data loss, business interruption, and cyber incidents.
Resources to Get Started
There’s no need to start from scratch. CPAs can access a variety of tools and checklists from trusted sources:
• IRS Disaster Relief Guidance – Updates on tax deadline extensions and compliance changes irs.gov/newsroom/tax-relief-in-disaster-situations
• AICPA Business Continuity Toolkit – Templates, risk assessments, and sample disaster plans aicpa.org
• OSCPA Member Tools and Transcript Backup – Store CPE records and access disaster learning resources ohiocpa.com
1. CPAs must prioritize disaster preparedness to maintain client trust, meet regulatory deadlines, and protect sensitive data during crises like floods, cyberattacks, or pandemics.
• Cybersecurity Checklist for Tax Professionals – Tips from the IRS on securing your digital operations irs.gov/tax-security
Final Thought: Be the Calm in the Storm
Your clients count on you to bring clarity in chaos. But to guide others through uncertainty, you must first secure your own practice. Investing time in disaster preparedness is not a distraction from your work—it’s an extension of your fiduciary duty. Because when disaster strikes, preparedness isn’t just a competitive advantage—it’s your professional lifeline.
THREE THINGS
2. A robust CPA disaster plan includes secure data backups, cybersecurity measures, remote work infrastructure, and clear communication protocols to ensure business continuity and compliance.
Amber Epling-Skinner, OSCPA, Vice President of External Affairs
3. Preparedness enables CPAs to lead clients through crises with advice on financing, insurance, and recovery, reinforcing their role as trusted advisors.
LEARNING events at a glance
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MEMBERS in motion
Twenty-two OSCPA members have been named to Forbes magazine’s 2025 Forbes Best-In-State CPAs list.
The Forbes Best-In-State CPAs list is an inaugural ranking produced by Forbes editorial staff to spotlight outstanding CPAs in public practice across the country. Those recognized were selected through a process of independent nominations and evaluated on weighted criteria such as expertise, innovation, thought leadership, experience and service to both their communities and the profession. The result is a curated list of trusted advisors who serve businesses of all sizes, nonprofits, municipalities, and individuals with excellence and integrity. OSCPA members named to the 2025 list:
Robin Baum, managing partner, Zinner & Co., Beachwood
Daniel Moore, founder, D.T. Moore and Company, Salem
Randy Myeroff, senior adviser, Cohen & Co, Cleveland
Terry F. Offenberger, manager, shareholder, Hammerman, Graf, Hughes, Dayton
Tim Petrey, managing partner, HG Growth Partners, Youngstown
Daniel Prendergast , vice president assurance, Meaden & Moore, Cleveland
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Listen to the entire series wherever you get your podcasts!
The Ohio Society of CPAs podcast “The State of Business” covers the latest news impacting accounting professionals, most recently with a series focused on the accounting talent shortage.
Episode title:
The impact of workforce development on the accounting profession
From the episode:
“We've always worked to attract talent to the pipeline. But there came a point where we realized that we also need to be equally focused on retention of that talent within the workforce, and also on the idea that the business environment is continually changing.”
