VOLUME 4 ISSUE 7
Leveraging Technology to Promote Member Value
KANSAS SOCIETY OF CERTIFIED PUBLIC ACCOUNTANTS LEARNING
JUNE/JULY JULY 2012 2012
INSIDE THIS ISSUE
Skyscapes JUNE/JULY 2012 MEMBER VALUE ISSUE DO YOU NEED THE NEW IPAD?
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From the Chair Drinonâ€™s Leadership Express: Coaching Skills: Getting Results through Others Do You Need the New iPad Mentoring Culture Fosters Better Employees, Builds Better Workplace The 5 Most Important Things Your Clients Need to Know About Sales Tax Member Profile: Damon Ward 2012 Master Calendar - Conferences, Courses, Events Online Self Study Online Live Learning Conference Summaries Member & Vendor News New Members Women to Watch Announced Classifieds Mark Your Calendar! Events & Conferences
FROM THE CHAIR I
Officers Robert J. Schuster, Chair, Designated AICPA Council Representative M. Aron Dunn, Vice Chair Melinda A. Hitz, Secretary/Treasurer John H. Bruckner, Immediate Past Chair
n recent issues of Skyscapes, we’ve covered 2/4 “big rocks” – enhancing our professional development and membership growth. A third “big rock” is leveraging technology to communicate member value. Every day, the KSCPA leverages technology through our website, social media, e-mail, etc. Let’s consider what we are attempting to communicate - member value. What is it and how do we articulate it?
Board of Directors (Term Expires 2012)
Chet Buchman M. George Durler Lewis R. Erickson Gregg C. Goodwin Michelle Schneider
As you look at the cover of Skyscapes, think about what you see – Learning, Laughing, Leading. These three action words and photos illustrate the KSCPA. When we articulate what member value is, the first thing we need to realize is that we are the value of the association. Yes, we the members represent and create value!
Board of Directors (Term Expires 2013)
James K. Boomer Ginger L. Farney Carolyn C. George Mindi A. Ormiston Matthew R. List
The programs (products) of the KSCPA include CPE, advocacy initiatives, leadership, peer review administration, and the delivery of information for and about CPAs. These programs are the vehicles. Our members embody the engine that keeps our association moving down the track.
Board of Directors (Term Expires 2014)
Rebecca J. Casey Sean M. Copp Charles Gnizak Trisha A. Cavanaugh James A. Wurbs Rodney G. Van Norden, KSBOA Liaison Gary C. Allerheiligen, AICPA Council Rep.
The KSCPA provides the programs that build connections among CPAs. Whether it’s professional or emotional, the KSCPA creates many life-long connections that give our lives meaning and value. Take a moment to really understand who you are and what you want. If you take advantage of your membership by participating, you’ll discover that we share many of the same beliefs, long-term approaches, and ethical values. Further, we have many accomplishments as a CPA association, just as we do as individual CPAs. The KSCPA is our vehicle to communicate our successes.
Educational Foundation Board of Trustees John C. Rich, Chair Norman P. Hope, Vice Chair Kenneth A. Selzer, Secretary/Treasurer Kyle J. Hawk John W. Denney Paul T. Mason Cheryl G. Hayward Johanna D. Lyle
Thank you to all of our members and especially those who choose to lead. Leaders establish the strategies and demonstrate who we are and what we want as CPAs. It takes each and every one of us to make our society valuable.
Political Action Committee Denis W. Miller, Chair James T. Clark, Treasurer DeAnn A. Hill Eric J. Larson Leon C. Logan Kathryn J. Mitchell Michael V. Rogers
ROBERT SCHUSTER CHAIR OF THE KSCPA
Mary Rapp MacBain, CPA.CITP, CGMA President/CEO; Editor for Skyscapes Karen Mitchell, CPA, CGMA Finance Director Rita Barnard, Peer Review Administrator Marlene Shellenberger, Administrative Manager Danielle Bulson, Membership & Communications Coordinator; Copy Editor for Skyscapes
NOTE FROM THE CEO
Contributing Writers: Ray Bigley Ramona Bilgram Rich Drinon Val Steed Jennifer Warawa
Just then, the light bulb went on! Essential? Absolutely! Subsequent to my conversation with Dave, I mentioned replacing “soft” with “essential” to my colleagues and the response was, “He’s right!” When you read the “Horizons 2025” project report, not only are these skills essential, they are “core competencies.” These are: Communication, Leadership, Critical-Thinking and Problem-Solving, Anticipating and Serving Evolving Needs, Synthesizing Intelligence to Insight, and Integration and Collaboration. The KSCPA is committed to providing conference sessions and courses which help develop essential skills in a live, collaborative setting.
The Kansas Society of Certified Public Accountants, Inc. 100 SE 9th Street, Suite 502 Topeka, KS 66612-1213 Phone: 785.272.4366, FAX: 785.272.4468
“Soft Skills” – Are they “Soft” or “Essential?” I recently had the pleasure of meeting with Dave Fowler, OMP of KPMG in KCMO, to discuss member value for large CPA firms. He mentioned “essential skills” and agreed that the best place to learn these may be in a society setting amongst a diverse group of colleagues.
Looking for essential skill training on-line? KSCPA produced “Drinon’s Leadership Express” which is completing live on-line videocasts and is also available as self-study, if you missed a live session.
Statements of fact and opinion are made by authors alone and do not imply an opinion on the part of the officers or members of the KSCPA. Publication of an advertisement in Skyscapes does not constitute an endorsement of the product or service by Skyscapes or the KSCPA. Copyright © 2012 Kansas Society of CPAs; Topeka, KS. All rights reserved.
DRINON'S LEADERSHIP EXPRESS
Coaching Skills: Getting Results through Others
Rich Drinon, M.A., is a leadership speaker, trainer and coach. Over the past 25 years he has presented thousands of sessions for hundreds of organizations throughout the U.S. and Canada, including KSCPA. He has also conducted individual communication coaching for hundreds of leadership and management executives. Rich has worked in leadership positions for local, statewide, national and international for-profit and nonprofit organizations. He’s a University of New Mexico Journalism graduate, and has a Master’s Degree in Communication & Leadership Studies from Gonzaga University. His magazine articles have appeared in Kansas Business News, New Mexico Business Journal, The New Rock Times Music Magazine and Sports Illustrated. His book, “Stepping Up to Leadership” is the text for a Washburn University sponsored program he instructs on Directions in Organizational Leadership.
Some leaders wear multiple hats. They’re not only the leader, but are also a manager, teacher and coach. In an earlier session we looked at three basic, traditional styles of leadership which were entitled authoritarian, democratic and laissez-faire. Leaders with a coaching style utilize the most fitting aspects of each traditional style according to individual team member needs, and the abilities of the team as a whole. This includes setting expectations, creating an environment for motivation, shifting between “hands on” and “hands off” management, giving performance feedback and helping individuals plan for improvement (Cormack, 1989). Leaders using the coaching style are a good fit when an organization is structured around teams, needs someone who can keep a variety of workers motivated, needs a flexible type of leader or is in a competitive environment.
Jeffrey P. Bezos 4
© Copyright 2012 Rich Drinon, used with permission.
SETTING EXPECTATIONS An expectation is a powerful force. With expectations set “just right,” individuals and teams can take aim and reach loftier goals, while gaining valuable experience and developing new skills. The thrill of accomplishment is both a great motivator and reward for human beings. When expectations are too high, individuals and groups may falter or experience burnout when working to meet those expectations. Set too low, people can rust out. In our society, there is no greater shame than wasted potential. Without an expectation, there is no goal, meaningful activity, relevant performance feedback or sense of accomplishment. What is an Expectation? Some other words we use when defining expectation would include goal, target, objective or picture. When communicating expectations to followers, make sure they are simply stated, understandable, well organized, achievable and include deadlines. You should also consider if the objective is meaningful or has intrinsic value to those who are working to accomplish the aim. Not all objectives are necessarily meaningful on their own. Some projects or tasks can be mundane parts of a larger goal that may or may not be more exciting. Leaders often need to help followers see value in the work to be done. When expectations are meaningful, individuals usually take a greater interest in the work to be accomplished. In summary, setting expectations involves conveying a final picture of what we want accomplished, as well as the value of the objective, guidelines for goal completion and deadlines. RECOGNIZING LEARNING STYLES Another important thing to remember, when conveying expectations to followers, is their learning style. Each of us has our own primary way of learning information. Those ways are called Visual, Auditory or Kinesthetic. Visual Visual learners pay more attention to what they see. They need to be shown things. When relating to a visual type, use pictures, charts, maps and graphs to convey concepts. Use color to highlight important points in written materials. Visual learners respond to body language and facial expressions to reinforce what is learned. It helps if you can illustrate ideas as a picture for them. They like using video and computer animation to understand concepts. Auditory Auditory learners pay more attention to what they hear. They are natural listeners. When relating to an auditory type, pay attention to sounding good and delivering an organized verbal pitch. Auditory types prefer to hear to learn and enjoy being a
© Copyright 2012 Rich Drinon, used with permission.
participant in class discussions or debates. They like to make speeches and presentations, often read out loud and create jingles or mnemonics to aid memorization. They prefer to discuss verbally rather than write ideas. When communicating with the auditory type, use verbal analogies and stories to make points. Kinesthetic Kinesthetic types learn by touching and hands-on experience. They are tactile learners. When relating to a kinesthetic type, remember to give them a hands-on demonstration, let them hold relevant items and allow them to use and try things. They learn best through touch, practice and imitation. When reading, kinesthetic learners will skim first for gist, then read later for detail. They will listen to music for stimulation while studying and benefit from demonstration, labs and work outside of classroom. When setting an expectation, delegating an assignment or presenting information try include all three learning modes to convey information to followers. As much as possible, show, tell and give them a “hands-on” experience. This greatly increases the odds they will understand and retain the information you relay. When I was a kid I really wanted to take over the lawn mowing responsibilities at home. I finally persuaded my dad to let me take on the chore. He instructed me to get the lawn mower, gas can, rake and grass clippers, showed me how to do a safety check, fill up the gas tank and start the engine. He helped me get started and then told me he would check my results when he returned from work that evening. After mowing the lawn that day, I waited eagerly for him to return. After he arrived, he asked me to step out onto the sidewalk in front of our home with him and to examine the lawn. “Ok, not bad for your first try,” he said. “You got most of it mowed nicely.” He then pointed out the “islands” of tall grass still standing and the fact I hadn’t trimmed along the foundation of the house and next to the trees. He had me retrieve all the tools again and helped me, with hands-on demonstration, to finish the lawn perfectly. Then we stood back and admired a job well done. “There,” he said, “That is how you want the lawn to look when you’re finished.” I saw it, experienced it and got it! My dad used all these learning tools to transfer the idea, from his mental picture into mine, of how a lawn should look. Once that picture was placed perfectly and clearly in my mind, I was able to accomplish the same task – paint the same picture – time and time again. By telling me what to do, he engaged my ability to hear and learn through the auditory sense. He gave me a” hands-on” demonstration, during which we both did the trimming, raking, etc. until I got it right. Then he showed me how the final product should look through my visual sense. Show, tell and demonstrate. It works!
DRINON'S LEADERSHIP EXPRESS
Delegation Delegation is a way of assigning work and conveying expectations. It’s initiated by our goals, steps and objectives. It is also the art of getting things accomplished through others. By assigning work to followers, we can free up our time to focus on other important tasks that are more fitting for the leadership role. Delegation helps followers become more involved in the work, keeps things interesting for them and increases the likelihood they will become more invested in the work of your organization. This action also increases the odds individuals will stick around for awhile. Delegation helps you become a better teacher, coach and mentor. Practicing delegation causes you, your followers and your organization to grow. When planning to delegate, determine exactly what you are going to assign to whom and for what reason. You will need to make clear the results you expect. Also consider how you will train the chosen person. It’s important to factor in any controls or guidelines for accomplishing the objective and how and when you will follow up with the individual or team. Decide how you will establish accountability and what the consequences of success and failure will be. Experience has shown me that leaders don’t delegate for many reasons. Those reasons include: not knowing how to delegate; thinking they can accomplish the task more quickly by doing it themselves; thinking they can do the job better than the subordinate; not having time to adequately train the individual; or, if they have a great deal of turnover, feeling the job will just come back to them anyway. And, sometimes, leaders delegate for the wrong reasons including assignments they don’t want to do (and probably no one would want to do.) The value of delegation can be traced back thousands of years. There is even a story in the book of Exodus where Moses is warned by his father-in-law, Jethro, that he would wear himself out if he didn’t spread the management burden around by working through subordinate groups. When Jethro came to visit Moses in the desert, he was happy to see all the good things that were happening for Moses and Israel, but found that Moses was spending all of his time, from morning to evening, serving as a judge on multiple issues for his followers. Jethro advised Moses to teach the decrees and laws to others, to capable men who were able to lead others. He suggested appointing them as officials over thousands, hundreds, fifties and tens of people. They will make your load lighter, Jethro told Moses, because they will share it with you. CREATING MOTIVATION Expectations and motivation always go hand in hand.
© Copyright 2012 Rich Drinon, used with permission.
They are inseparable. It’s impossible to have one without the other. Generally speaking, expectations that are clear, well organized, achievable, and target-dated are more likely to be met with higher levels of motivation from followers. Motivation can be defined as a want, need or desire that energizes behavior and directs it towards a goal or expectation or as a motive, inducement or incentive. Understanding Personal Value Systems People value many different things and each person prioritizes their values differently. For one person money may be at the top of the values list. For another, it could be title, recognition, time with family, a job well done, or any number of other items on which humans place high value. These values are important because they are often one of the keys to understanding what motivates an individual. To further understand values, we can say that values are private, personal and individual beliefs about what’s important to us. Values are influenced by parents, peers and personal heroes. The leader who will ask, listen, observe and learn what motivates an individual will have a greater potential for triggering that motivation within the individual. It can be helpful for you to identify your own personal values as well as those of your followers. Understanding values gives you an edge in building rapport with others. Rapport leads to stronger relationships and a position from which to understand how the follower is motivated. Although the list of what people value is endless, people often value most such things as money, relationships, achievement, acceptance, recognition, health, independence, intelligence, winning, personal growth, education, faith, stability, self direction, pleasure, power, prestige, security, tradition, benevolence or risk. Values determine the goals we set for ourselves and how we organize our lives. Values can influence our choice of friends or partners, profession or where we work and live. Values impact our work ethic and determine how we lead others. At this stage in our evolution, we understand that what motivates one does not motivate all. We also know that individuals are motivated by different things according to their age, maturity, values and current status. Hopefully, by now, you recognize everyone has different values and gives different weights to different values. You are not going to see eye to eye with everyone. If you take time to recognize a follower’s values and incorporate that understanding into your approach with that individual, you will probably get a better response from them when it comes time to get things done! I once read an interview with a football coach who discussed how he handled motivation with two of his linebackers. One, whom he referred to as “Killer,” liked the thrill of sacking the quarterback. The coach could say, “Killer, go get that quarterback,” and he would do it. A second linebacker, who was a very religious
kid, would never embrace a nickname like “Killer.” He came to the field to be an example of his beliefs and to show a work ethic and skill level that exemplified those beliefs. The coach would have to say, “Ben, you work hard and are a good example of your beliefs. Now go shine your light on the field, and get that quarterback while you’re at it!” The coach was good at listening, observing and using what he learned from his player’s values to motivate them. Both linebackers were successful at getting to the quarterback. Managing to Motivate Others Most leadership writers and teachers state that motivation comes from within. This gives the leader two basic approaches when it comes to motivating followers. One approach is to understand what’s important to the follower and use that as an inducement to generate drive. The other is to create an environment that is supportive to the follower and that provides goals, feedback, training, resources and other things that are needed to help the person unlock their potential and realize their goals. Steps that help create an environment for motivation include: setting specific and challenging goals, choosing the right leadership style for each follower and situation, managing with an eye towards people’s values and motives and praising or affirming each successful accomplishment EVALUATING PERFORMANCE Deciding what form of evaluation to use is outside the scope of this text. There are, however, many companies that specialize in the research, development and sale of various tools and systems for evaluating performance. For our purposes, let’s consider three key reasons for assessing performance. The first reason is to improve the overall performance of your organization by improving the performance of individuals within that entity. The second is to determine the individual’s skills, talents and abilities, in order to place them in a role where their abilities can best be utilized. The third reason is to provide an equitable means for linking pay or reward to performance. This section focuses on how to best conduct the evaluation interview, once the evaluation results are in place, and how to give performance feedback and plan for improvement. Preparing As you prepare to evaluate a follower, you’ll need to decide what to evaluate. In addition to performance, will you evaluate other skills, such as human relations skills, sales skills, management ability, timeliness, attitude, or any other number of important issues? You will also want to discern when to evaluate the individual. Is there a time of day most suitable for this type of meeting? How an individual is likely to receive the evaluation and any corrective measures, may impact their performance for that day, even for days to come.
© Copyright 2012 Rich Drinon, used with permission.
How you will evaluate is also important. Are there particular tests or forms you use when evaluating an employee in this position? Is there a hands-on demonstration that must be accomplished? Remember to stay within the scope of organizational policy and any state laws that may impact how you evaluate a person. To ensure legal compliance, remember the criteria used in the evaluation must be job-related, nondiscriminatory and conducted in a fair manner. Meeting with the Follower When you meet for the actual evaluation, put the person at ease and allow for some communication give and take. Although you want to exchange information that is factual and relevant to the work being evaluated, it doesn’t hurt to hear the person’s feelings and thoughts on a given topic. You may want to ask a variety of questions that allow the person to talk. You can build dialog by asking confirmation questions that elicit short, yes or no answers or new information questions that allow the follower to update you on any concerns. Ask attitudinal questions if you are seeking to learn the person’s feelings about anything related to their job or to co-workers, the public and the organization at large. By asking agreement or next step questions, you can get the person’s input on how to best go about addressing any existing problems. You may ask for a plan to close the gap between where the individual is today and where they want to be in the future in terms of their skills and development. Let them provide feedback and, if possible, jointly decide on the next best steps. Resolving Issues Once the door of communication is open and vital information is out on the table, it’s time to get down to problem resolution. Identify the gap between goals, expectations and the individual’s performance, and determine what can be done to bridge the gap. Will this require a more committed effort, greater attention to detail, longer hours or specific training? As you tackle the issues and problems, your plan for improvement should emerge. You both want to walk away from the interview with a well-defined plan for improvement. Documentation Be sure to document the evaluation interview. Make sure the document is dated, with the correct names of yourself and the person you are evaluating. Note all important details that were discussed and any agreements made. Sign, and have the individual sign the document, indicating that he or she understands what has been relayed in this evaluation process. Give them a copy of their evaluation and keep one for your official personnel files.
DRINON'S LEADERSHIP EXPRESS
Wrap up As with any professional interaction, find ways to end the evaluation process on the best possible note. Unless you’re planning to fire an employee or want them leaving feeling scolded, with their tail between their legs, you must recognize this is one of your valuable team players and you want them to feel positive. Make sure you end the meeting with a word of encouragement, direction or appreciation. Follow up and follow through are two more key components to an effective evaluation process. Be sure to complete any next steps which you agreed to during the evaluation interview. Make sure you follow up to insure the individual does the same. GIVING PERFORMANCE FEEDBACK Using Praise & Affirmation A leader can use praise or affirmation to: recognize a task correctly accomplished or a job well done, affirm the individual’s value, acknowledge improved performance, support the person in pursuit of a goal, inform the follower they are on the right track, encourage the individual to keep moving forward and build the follower’s self esteem. Taking time out to notice and point out what the follower has achieved is very effective. Telling an individual you liked the way they handled a customer or solved a problem or finished a task are all examples of giving an affirmation. In-the-moment feedback has been shown to help improve performance. You may also choose to use monthly, quarterly or annual employee recognition or awards to affirm an individual’s value in front of their team. Remember that your outgoing behavioral types are more receptive to public praise while your reserved types prefer more personal and private recognition. Most likely you’ve been lost while on the road to a particular destination and in need of a sign to show the way. The further you went, without seeing that sign, the more you felt anxious or stressed out. As soon as you saw a sign that indicated you were on the right road, and your destination was just up ahead, you felt relief. Affirmations give employees the confidence and relief of knowing they are moving in the right direction on any given task or project. On the other hand, even if you saw a sign that said “Yeah, dummy, you missed your exit, but can turn around up ahead and get back on the right road,” you would still have felt better about the situation because you’d have known where you were and how to get to where you wanted to go.
© Copyright 2012 Rich Drinon, used with permission.
Giving Correction, Discipline, Warnings & Reprimands The job of correcting or disciplining or reprimanding is one that most leaders don’t relish. There are many reasons for feeling awkward, reluctant or even fearful when needing to confront someone. In addition, some leaders don’t correct in a clear manner, so the person does not really understand what’s being conveyed. If the leader hems and haws and gives fuzzy correction, the follower may not get the message or realize its importance. Correction must be delivered confidently, directly and clearly. Pitfalls Some of the pitfalls leaders face when correcting workers include the need to be liked, vagueness, fear of the follower’s reaction, concern with hurting the person’s feelings, being too direct, being too factual without feelings or too feeling without being factual, no fore thought, bad timing or bad location. The leader should ask themselves the following questions: “Is this discipline or warning really called for?” “Is there really a problem with performance, appearance or relations that needs to be addressed?” Or are you just going to harp on someone because they do something differently than you? Be careful about expecting everyone to do things the same way you do. Don’t forget, followers are there to help you accomplish a purpose and mission. If you are too controlling, they probably won’t want to work for you, or won’t be able to work in a manner that meets your unrealistic expectations. When it’s time to discipline a person, you want to consider three stages or steps to this process, including how you will prepare, how you will deliver the message and what the aftermath of the discipline looks like. Questions & Points for Preparing, Delivering & Following Through with Verbal or Written Correction: 1. Who is the person you are going to correct, discipline or reprimand – and why? 2. Have you checked facts and accuracy before meeting with the individual? 3. Draft a clear, specific statement of correction. Preparing in advance will help you focus. 4. Do you need to include a third party for this meeting? 5. When and where will you meet with the person (face to face is best)? 6. How can you start and finish the communication on a fitting note?
7. Are you proceeding in line with your organization’s policies and procedures? 8. What do you know about the individual’s personality, learning style, generational background, or any other factors that will enhance communication? 9. What specific examples can you give of events that brought about the correction? Refer to previous incidences if this is not the first time. 10. What corrective or responsive actions should the person take and by what deadline? 11. What consequences will be faced if he/she does not follow through as directed? 12. What suggestions can you make that will improve the situation? 13. Document the situation and discussion. Have the individual sign and date the documentation. Keeping Documentation Maintaining documentation provides important employee information. Today’s business climate presents numerous valid reasons to pay attention to documentation. You may need to reference employee interactions for promotion, legal issues, clarification, and recommendations, as well as for other possible reasons. Here are some important reasons for keeping good documentation. Corrections, Warnings, Reprimands If the employee is a repeat offender, you may need to raise the level of consequences the next time you correct them. If they’re a good employee with a well-documented track record, you may be able to keep them from repeated problems by referring to their excellent past performance. Either way, accurate and welldocumented information will be useful. Promotion When you contemplate an employee’s promotion, you can use your documentation to build a case for the action. This may keep you from appearing unfair to other workers. It may also help you determine an appropriate pay increase to accompany the promotion. Demotion An accurate, concise documentation of errors, mistakes, misjudgments or violations of company policy gives you the evidence you need to demote an employee.
© Copyright 2012 Rich Drinon, used with permission.
Firing You should have good reasons that are well-documented when firing an employee, even if you live in an “at will” state. Legal Issues If you do have to go to court over issues of discrimination, unfair practices or firing someone, you will have taken action to protect yourself and your company by keeping documentation supporting your decisions. I once heard an attorney tell this story. He and his associates hired an office assistant for whom they agreed to share quarterly performance review responsibilities. Not taking it too seriously, quarter after quarter, they gave the assistant excellent reviews. These reviews continued to stack up in the individual’s employment file. One day, they decided to fire the assistant for no substantiated reason. Equipped with her copies of excellent performance evaluations, the individual retaliated. I don’t remember the final outcome of the situation, but the attorney warned us all to keep good, accurate documentation on employees. Planning for Improvement The coaching cycle, from setting expectations to building motivation, evaluating performance and giving performance feedback should always be geared towards improvement for all. Here are the three key questions to ask in order to start and continue improvement. - Where does my team need to improve as a whole? - Where do individual team players need improvement? - Where do I need to improve? With this updated information you’re prepared to raise the bar on performance by setting new expectations, building individual and team motivation and continuously evaluating and giving feedback for – hopefully – a job well done! •
Click on one of the upcoming videocast links to register! • Resolving Conflict (With Conflict Style Assessment) • Navigating Change Curves & Using Persuasion to Promote Change • Practicing Subjective, Objective & Intuitive Problem Solving and Decision Making
Do You Need the New iPad? Do you really need the new iPad? Really? Well, someone has to find out so I bought one. Now that I own “The New iPad” let’s consider the features and issues with this powerful new release. You already know by now that Apple in one of it’s stupid moments decided that the latest iPad would not be the iPad 3 but officially “The New iPad”. Sometimes they really don’t understand the business world. iPad 3 would have worked much better. Oh well. Now that we have “The New iPad,” what is different? A5X CHIP Dual core processing with quad core graphics. Much faster but not really worth selling your iPad 2 to get this new processor. Most of the increased horsepower is used up by the new display. If you are still on an original iPad then, yes, upgrade. RETINA DISPLAY 3.1 million pixels (2048 x 1536) is is a higher screen definition than any HD TV you own. It is the most complex display ever built for any device, mobile or desktop. It is brilliant and clear. Whether you need this display or not is up to you and I will just say that you need to compare this new display sitting right next to your iPad or iPad 2. Do I think this is the big reason to upgrade? Maybe. iSIGHT 5MP This five lens, f/2.4, rear facing camera is also capable of capturing video at 1080p. While this is an improved camera and very clear, it is actually not as robust as the 8MP camera on the iPhone 4S with all the other same specs. Upgrade for this feature? No, your current camera is adequate unless you work for National Geographic taking photos or video. DICTATION Yes, you can go download the free Dragon Dictation and be very close to this feature but now it is built into every aspect of the device and it works great. 10
From what I understand Apple licensed the basis for this dictation from Dragon and improved how it integrates with the iPad. Upgrade for this feature? No, go download Dragon Dictation from the app store and wait your turn with the next iPad. BIGGER BATTERY WITH LONGER BATTERY LIFE Well, they needed this bigger battery to power the super HD display and new processor but along the way they also ended up with longer battery life. Well, that is unless you are playing games that are using a lot of video resolution then it will drop quickly and also tend to heat up a bit. Heat issues? Not for the real world only for gamers and even then the difference is minimal and was used as a tempest in a teapot by Apple distractors. The new iPad is a bit heavier and can be a bit warmer but I would not use the term hot. 4G/LTE O.K. This is the biggie. I must confess that I have been recommending that folks just buy an iPad with 802.11 and forget the extra data plans then use their iPhone as a hotspot. Well, the iPhone as a hotspot is fine for one device, two if you have excellent cellular data support, but that is about all. Also, I must admit I had never really seen 4G/LTE work. Now I have. Where supported, I have been getting speeds as high as 38-47 Mbs both up and down. NO KIDDING. This is for real folks. If you need to have better bandwidth this is the way to go. Continued on Page 12...
Mentoring Culture Fosters Employees, Builds Better Workplace Striving to create a top practice that is attractive to talented CPAs and support staff? Consider developing a mentoring program to support employees and build a culture of learning, leadership and employee engagement. Research indicates the powerful impact of mentoring – on those being mentored and on the mentors themselves – especially in relation to employee retention. In a study by Catalyst, a nonprofit organization that promotes diversity, turnover among staff and managers involved in a mentoring program at KPMG was 18 percent lower than among those who did not participate. Simply put, workers who participate in mentoring not only receive personalized coaching, but they also have higher job satisfaction, which enhances productivity. Mentored employees experience an overall higher job satisfaction and are better equipped to perform their jobs, ultimately contributing to the company’s bottom line. How can an accounting firm develop an effective mentoring culture? The goal is to create an environment that allows for a mentor, typically a senior-level staff member or partner, to provide career guidance and advice to a mentee, an employee with less experience but who has potential for advancement. This philosophy enriches a firm by facilitating peer learning and possibly forging interdepartmental relationships that can help with a mentee’s career development. Smart companies embrace mentoring as a way to attract and retain younger employees and new graduates entering the workforce. Research indicates that Generation Y, or Millennial, employees strive for job satisfaction and building relationships at work. A mentoring environment can help them feel more connected. By teaming up with a seasoned person who knows the ropes, a mentee can gain valuable insight that might be glanced over during the daily grind. Mentoring can be advantageous when it comes to transferring important or institutional knowledge from veteran employees to younger ones and for implementing a succession plan. With Baby Boom-era CPAs planning to retire or decrease their hours, mentoring can ensure a 11
smooth transition to new partners and managers. Regardless of size, all firms can implement an effective mentoring program. Here are several aspects to consider: DEVELOP SMART MENTORING TEAMS Although it is tempting to pair an employee with a supervisor, this can impede a successful mentoring relationship. Instead, pair mentees with senior-level staff from different departments or practice areas (or, in smaller firms, someone who is not a direct report) to cultivate a non-confrontational relationship in which issues can be discussed and advice given without reprimand. A mentor’s role is to be a good listener and to offer suggestions, not just on a specific task but on issues such as office politics. Partnering with an immediate supervisor or someone within the department could make that unnecessarily challenging. To facilitate more honesty and willingness to participate, consider allowing employees to choose their own mentors. This allows mentees to find people with whom they feel comfortable talking – a key aspect of the relationship. After developing teams, remind both mentors and mentees that this is a confidential partnership to further seal the trust in the relationship. INFORMAL VS. FORMAL PROGRAMS Human resources experts are constantly debating the merits of informal vs. formal mentoring programs, but businesses may want to consider taking elements from both approaches. Formal programs involve benchmarks and structure, while informal mentoring functions more like a company friendship. Best practices to consider include setting a minimum number for meetings (for example, at least once per month), and allowing mentees to choose their own mentor. For larger firms with employees in multiple locations, a mentoring program still can be accomplished through technology, such as video conferencing, phone calls and email, to ensure communication on a regular basis. But this must be combined with occasional, face-to-face meetings to cement the relationship.
Setting goals and objectives is a good way to make sure the mentoring relationship is effective for all those involved, and a way to measure effectiveness and success. Mentors should work with mentees to set realistic expectations for their position, such as bringing in one new client per quarter, rather than unattainable targets that might lead to disappointment and frustration. Once goals are set, mentors then should work with mentees to create a plan to reach these targets – and cope with any obstacles along the way. As with any successful program, it is important to periodically evaluate the mentoring relationship. Whether it is a formal survey, written evaluation or casual conversation, find out if mentees are gaining what they need from their mentors and whether any tweaks need to be made individually or to the practice’s overall approach. Encourage employees to provide open and honest feedback. Managers cannot make adjustments or gauge success if people are not candid about the relationship or program. MENTORING UP Mentoring is not only for newer employees. Experienced partners and senior managers can gain valuable knowledge, too, and learn new tools from less-experienced employees. Younger employees, for example, can be very technologically savvy and provide a wealth of expertise when it comes to using new software tools and social-media outlets to streamline work, make presentations more powerful or market the firm to new clients.
A great mentoring culture builds with time as more employees buy in and participate. Eventually, accounting firms that support these key partnerships will reap the benefits: employees who are happier and more productive and are actively engaged in the firm’s performance and future.
Ramona Bilgram is a manager of HR services in Kansas City for Insperity (NYSE: NSP), a trusted advisor to America’s best businesses for more than 25 years. Insperity provides an array of human resources and business solutions designed to help improve business performance. InsperityTM Business Performance Advisors offer the most comprehensive Workforce OptimizationTM solution in the marketplace that delivers administrative relief, better benefits, reduced liabilities and a systematic way to improve productivity. With 2011 revenues of $2 billion, Insperity operates in 56 offices throughout the United States. For more information, call 800-465-3800 or visit www.insperity.com.
iPad Continued... I have been completely taken by this new technology. Even it cities where I only get the 4G and no LTE the speeds are still 4-5 Mbs down and 1-2 Mbs up. I have become so enamored by this technology that I have also purchased a new Verizon hotspot device that I am testing this week that will support up to 10 devices via 4G/ LTE. I will write on this more when I have more real world results but for now let me say it is already very promising. Another nod to Verizon is that you can turn your “New iPad” into a hotspot using your 4G/LTE account and that there is GSM support in the Verizon iPad now catching up with AT&T. ATT will not allow their version of the iPad to be used as a hotspot, yet. Not smart on their part as the data plans are not unlimited. Is this worth the upgrade? Yes, if you are a heavy data user. No, if you just check email and are a light data user. 12
Hope this helps and happy iPad-ing!
Mr. Steed is a shareholder in K2 Enterprises, where he develops and presents technology-related continuing professional education programs to accounting and finance professionals across the United States. You may reach him at firstname.lastname@example.org.
The 5 Most Important Things Your Clients Need to Know About Sales Tax Sales taxes are an increasingly important source of revenue for states seeking to make up for revenue shortfalls. Yet, because sales tax is a pass-through tax, accounting professionals and business owners may disregard it compared to the state and federal income tax landscape. The risks associated with the failure to comply with sales tax laws should not be underestimated. Sales taxes typically represent more than one third of a state’s revenue; in many states, the percentage is much higher. In Kansas, for example, 29.3 percent of state revenue was derived from sales tax in fiscal year 2010, according to the Federal Tax Administration. More than likely, your clients are filing returns and paying their fair share, but are you completely certain they are complying in the most efficient manner possible? As an accounting professional, it makes sense to fully educate yourself on sales tax, learn about the areas where your clients might have exposure and help them understand the implications for their business. Chances are, your clients stand to benefit, but may be unaware that they even have a need. There are five key points your clients should know about sales tax. Armed with this information, they will be in a better position to reduce the risk of penalty and audit, and improve their accounting practices. #1: BOUNDARIES AND RULES EXIST An understanding of sales tax compliance would not be complete without looking at several factors. 13
Nexus: In the arena of sales tax collection, one important principle always takes center stage: nexus. In the legal sense, nexus describes the connection between two or more participants, interests or concepts. In the world of sales tax, nexus refers to the connection a company has with a state. Nexus is the legal connection that empowers a state to demand collection and remittance of a business sales tax. If your clients have business in more than one state, nexus laws affect them. Origin vs. Destination: Kansas has a destination-based local tax versus an origin-based local tax. If a sale is taxable, the company must determine which jurisdiction is imposing the tax so it can apply the correct rate, which means the company must first understand the distinction between origin- and destinationbased sourcing rules. In origin-based states, any transactions originating and terminating within the state are sourced to the origin jurisdiction, so the sale is subject to the local tax rate imposed by the jurisdiction where the sale originated (retail location or ship-from location). Transactions crossing state boundaries are usually sourced to the “destination” regardless of the state’s sourcing rule. Streamlined Sales Tax: Kansas has adopted the Streamlined Sales and Use Tax Agreement (SSUTA). In an effort to simplify sales and use tax collection and administration by retailers and states, 44 states, the District of Columbia, local governments and the business community signed on in 2000 to support the SSUTA. The Agreement minimizes costs and administrative burdens on retailers that collect sales tax, particularly those operating in multiple states.
The SSUTA encourages “remote sellers” selling over the Internet and by mail order to collect tax on sales to customers living in the Streamlined states, and levels the playing field so that local “brick-and-mortar” stores and remote sellers operate under the same rules. This Agreement ensures that all retailers can conduct their business in a fair, competitive environment.
forms. For a multi-location company in multiple states, it’s not uncommon to file more than 100 sales/use tax returns per month, while nationwide retailers can easily file over 1,000 sales/use tax returns every single month! As a result, companies doing business in multiple states with limited resources have no choice but to find an automated returns solution.
To date, 24 of the 44 states that have passed legislation to conform to the SSUTA, yet most of the large states - California, Illinois, New York, Pennsylvania and Texas have not adopted the Streamlined Sales and Use Tax Agreement.
#3: TECHNOLOGY TO THE RESCUE
Recently, states have developed and tested legal theories in order to push the boundaries of nexus. Some have met with success and some have not; most disconcerting, however, is that some theories are still being vetted in state and federal courthouses.
Manual: In a “manual” calculation environment, clients load state, county, city and local tax rates into their accounting software, manually updating the tax tables for rate changes every time they occur in each jurisdiction in which the company ﬁles.
Attributional Affiliate Nexus (Amazon Laws): If you have clients selling over the Internet, then you’ll want to know about the “Amazon Law, “ an affiliate concept currently being pushed by several states. The “Amazon law” opens the door for states to require sales tax collection in situations where a company has only limited commercial activities within a state. Kansas CPAs probably already know that Amazon.com already collects sales tax in Kansas. As Internet marketing becomes more complex and entangled, there are more opportunities for otherwise remote activities to trigger sales tax nexus in a given state.
Hybrid: Clients subscribe to a rate table update service that populates the tax rates in their accounting software for all jurisdictions in which they ﬁle. Individual item taxability and customer exemption status are manually updated.
#2: REPORTING CAN BE COMPLEX
Fully Automated: Locally loaded solutions and hosted, cloud-based solutions allow for more accurate calculation, offering automated tax return preparation, or returns prepared and filed through a service provider. Locally loaded solutions are typically two-tiered: 1) The application that actually calculates the sales tax when sales are made, and 2) Data is used from the first tier to automatically prepare sales tax returns. Automated solutions should be SSUTA-certified in order to ensure complete compliance.
Understanding the complex calculation and returns and remittance data that can exist for reporting sales and use tax will go a long way in a company’s preparation of its sales tax reports and payments. Calculation: Rules for taxability and calculation vary from state to state, and in some states, by locality. Keeping up with different Sales versus Seller’s Use tax rates for the exact same jurisdiction — and determining applications to a specific sale — can be complicated. Automated tax calculation solutions that maintain the data for all the rates and rules are a necessity for businesses that operate in multiple states. Returns and Remittance: Once a business decides who it owes taxes to, it must file state and local returns with various taxing authorities. A listing of basic sales and use tax state and local returns for a business can exceed 450 14
Automation is one option a company has for actually preparing its sales tax reports and payments, but others exist as well.
Manual and hybrid solutions are cumbersome and mistakes easily occur if work is not checked and doublechecked. In addition, these solutions generally cannot determine when to apply Seller’s Use tax instead of Sales tax, and do not allow for accurate calculation of tiered tax rates.
#4: CLOUD SOLUTIONS PROVIDE TOTAL AUTOMATION, EFFORTLESSLY Hosted solutions for sales tax preparation leverage significant advantages of the cloud. These solutions are ideally suited to handle the constant rate and jurisdiction changes that are the norm in sales tax compliance. Many solutions also offer turn-key sales tax compliance. Here, taxes are not only calculated by the hosted provider, but the returns and payments can all be made by the same pro-
vider without the need to transfer data from one system to the other. All changes are tracked and applied by a central service accessed through the cloud. There is no need to load software, perform monthly updates, or provide hardware to run a cloud solution; all of this is done by the service provider. As with locally loaded solutions for sales tax calculations, hosted solutions require setting a company’s nexus, product taxability, and customer or use-based exemptions within the system, and ensuring that they are properly connected to the business’s accounting software at the appropriate points. When done properly, the client receives effortless consistency and accuracy with every sales tax calculation. #5: COMMUNICATION AND INFORMATION ARE KEY
open dialogue with your clients, you help arm them with the ability to address compliance, reporting and technology issues that may arise — and keep them out of tax trouble. RESOURCES FOR MORE INFORMATION KS Department of Revenue: • Kansas sales and use tax address tax rate locator • A-Z listing of links to business-related tax information AvaRates Sales Tax Calculator - Calculate tax rates by exact address; includes 50 Free Lookups AvaTax Rates - A U.S. map broken down by latitude and longitude; a business only needs to click on a certain area of the map to see their specific rates. Avalara Accountants Resource Center – White papers, articles, forms and other resources for you and your firm.
Open communication and information are vital and affect all parties involved in any sales tax relationship. CPAs and their staffs should be aware of sales and use tax collection obligations, but in some cases, there may never have been a conversation on that topic between the advisor and the client. Why? In general, many CPAs are not focused on sales tax because they might think their clients are handling sales tax reporting and compliance on their own. Conversely, from a client’s perspective, there may be a presumption that because their CPA is a tax professional, reporting and compliance will be done as simply another component of a typical tax engagement. As a CPA who is educated in sales tax laws, compliance and reporting, you will be able to transfer your knowledge to your clients. By establishing and maintaining an
Ray Bigley is vice president of Business Development for Avalara, creators of AvaTax, a cloud-based sales tax reporting and compliance program. Contact him at email@example.com. Jennifer Warawa is vice president, Partner Programs & Channel Sales at Sage; she heads up the Sage Accountants Network offering improved ways to reach clients through practice management. Contact her at firstname.lastname@example.org.
Member Prof ile: Damon Ward influence on millions of people’s daily lives. 1. Name, title, current employer, family: Damon C. Ward, CPA, Director of Tax, Spirit AeroSystems, Inc. Family – Wife – Kristi, Son - Ethan 2. What is your current KSCPA involvement? I’m a member of the 2012 “20 up to 40” class and want to help the Society stay relevant and valuable for future generations. 3. What was your first Job? Bus boy at Red Lobster; it wasn’t glamorous, but helped me understand what it means to work hard. 4. What was your worst job? I worked as a telemarketer for 6 months during college, need I say more? 5. What are three words that best desribe you? Intense, Driven, Funny 6. What book (if any) are you currently reading? “Implosion: Can America recover from its economic & spiritual challenges in time?” by Joel C. Rosenberg 7. What are your hobbies? Cycling, photography, cooking and watching my son play sports 8. What are your favorite foods? I could eat pizza or Tex-Mex any day of the week. 9. What is your dream vacation? Following the Tour de France through all the various regions of France for 3 weeks. 10. Who is the person you most admire and why? Jesus Christ – No other person has lived that has had a greater 16
11. What is your greatest accomplishment or greater impact you have had? The greatest impact I’ve had is being an active, engaged dad to my son. There’s only one chance to get it right, and even though I’ve made mistakes along the way, being a great dad is one of the things I’m most passionate about. 12. If you could have any job what would it be? I’d like to take Guy Fieri’s spot on “Diners Dives and Drive- Ins”. It would be fun to have my meals paid for while getting paid to travel the country trying the best creative food out there. 13. How do you achieve balance between your personal and professional life? Balance is a requirement for professional effectiveness. We all have periods that are more demanding than others, but for me it comes down to making the most of the time devoted to one or the other so the result is quality for both areas. 14. What would you get around to doing when you have time? I want to bike through Napa Valley and the redwoods in Northern California and enjoy everything along the way. 15. How would you like to be remembered? I want to be remembered as someone who sacrificed some time & material comforts to help make a difference in the lives of those who have no hope. 16. Why did you choose to pursue the CPA designation? The CPA designation is a symbol of dedication to the profession and provides an amount of instant credibility. Would you like to be profiled in the KSCPA Newsletter? This is one of the most widely read articles! Our members want to know more about other members. Join in the fun by sending an e-mail to email@example.com.
PROFESSIONAL DEVELOPMENT CEUs CONFERENCES
2012 MASTER CALENDAR WICHITA AREA
Crowne Plaza, Lenexa American Century Investments, KCMO Ritz Charles, Overland Park Sheraton, OP / Deer Creek Gold Club Bristol Seafood Grill, Leawood AMC Marquee Lounge, Power & Light Marriott, OP / TimberRidge, Olathe
AA Accounting & Auditing E Ethics F Frade
8 9 10 11 12
G Government I Business & Industry IT Information Technology
Non-Profit Accounting & Reporting: From Start to Finish The 2011 Revised Yellow Book: Government Auditing Standards (w/ GAO Exposure Draft Info)
13 14 15 16 17
The Oread Hotel, Lawrence KSU Alumni Center, Manhattan Prairie Band Convention Center, Mayetta Marriott Courtyard & Rolling Hills, Salina Topeka Country Club
Description Women’s Leadership Conference: “Women as 9/21 Powerful and Effective Communicators” 9/21 Women to Watch Awards Luncheon - FREE “20 up to 40” Leadership Session/Jeff Lanza/ 9/27-28 Dinner with Board/TimberRidge Team Building 9/27 KSCPA Golf Outing & Dinner with “20 up to 40” 9/28 KSCPA Strategic Planning 10/4 Caffeinated Conversations - IRS Update Business Valuation Conference: “Exploring the 10/19 Advanced State-of-the-Art Business Valuation” 11/1 Excel-Based Dashboards 11/2 Technology for CPAs: “Don’t Get Left Behind” 11/13-14 “20 up to 40” Graduation Session 11/14 Annual Meeting/Executive Committee Meeting Professional Issues Update with 11/14 Rich Caturano, AICOA Chair - FREE Annual Meeting of KSCPA and 11/14 Educational Foundation Leadership Summit -Task Force Meeting 11/14 (includes lunch) Leadership Summit 11/14 Board of Directors Meeting 80th Anniversary Gala Dinner & Dance 11/14 SPECIAL EVENT! 11/15-16 62nd Annual Kansas Tax Conference Implementation Tools in Smaller Audits - Planning 11/26 and Internal Control Tools on Audit Procedures Implementation Tools in Smaller Audits - Conduct 11/27 of an Audit, Fieldwork and Wrap-Up The 2011 Revised Yellow Book: Government 11/28 Auditing Standards (w/ GAO Exposure Draft Info)
Wichita Area Association of Realtors Friends University Hyatt Regency Homewood Suites at the Waterfront Kennedy and Coe
METRO AREA 1 2 3 4 5 6 7
LE MC N NP
Leadership Event (no CPE) Management Consulting Networking/Other (no CPE) Nonprofit
PD T U YB
Personal Development Taxation Update Yellow Book
NA NA 2
Bob Schuster Tom Hood Catherine Murphy
N LE T
4 4 5
8 8 4 NA
K2 Enterprises K2 Enterprises Rich Caturano Bob Schuster
IT IT PD LE
1 1 10 10
M. Aron Dunn
Lonnie McFadden Band Panel
PROFESSIONAL DEVELOPMENT CEUs
2012 MASTER CALENDAR cont’d Date(s) 12/6 12/6-7 12/7 12/10 12/10 12/10 12/13 12/17 12/18 12/19 12/20 12/27 12/27 12/28 12/28
Description 2012 Tax Advisor’s Update (Biebl & Ranweller) Heartland Technology Conference 2012 Tax Advisor’s Update (Biebl & Ranweller) Common Frauds and Internal Controls for Revenue, Purchasing and Cash Receipts AICPA’s Annual Federal Tax Update Caffeinated Conversations - IRS Update Family Wealth Management Identifying Fraudulent Financial Transactions Applying the Risk Assessment Standards Using a Case Study Approach Delving Into the Top Twelve Issues for Partnerships, LLCs and S Corporations Delving Into the Top Twelve Issues for Partnerships, LLCs and S Corporations Annual Update for Accountants and Auditors S Corporation Key Issues, Compliance and Startegies: An IRS Target Area Annual Update for Accountants and Auditors S Corporation Key Issues, Compliance and Startegies: An IRS Target Area
8 2 8 8
Douglas Warren Catherine Murphy Dennis Gerschick Lynn Fountain
T T MC AA/F/E
1 12 1 8
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Maintain Vigilance Against Online Payments Fraud as New Threats Continue to Emerge
Preventing online payments fraud remains a daunting challenge, with new threats constantly emerging, including social media related dangers and attacks on mobile phones. In one of the newer developments on the online fraud front, fraudsters have begun leveraging social media in cyber attacks, according to Laura Listwan, Senior Vice President-Product Development at U.S. Bank. Criminals collect information about victims and their jobs through social Web sites like Facebook, she says. “Fraudsters use social media to get to know who you are on a more personal level, so a scam sounds even more real,” Listwan says. “Technology is changing, and the creativity of fraudsters is terrifying.” For example, you might receive a phone call from a fraudster purporting to be one of your vendors — convincing because he seems to know all about you. The caller says his company has changed banks and he needs to send you new banking information for your next payment, Listwan says. To make matters more challenging, today’s cyber criminals are patient as well as creative, she says. They monitor banking activity and study patterns over time, sometimes for more than a year, to give them an edge when targeting a particular computer user. New target: mobile banking In addition to securing computers, treasury professionals these days also need to protect their mobile phones. With the increase in mobile banking, fraud attempts through smart phones are on the rise, Listwan says. She stresses the importance of protecting smart phones in the same way you would
protect your computer. “Smart phones are mini PCs,” she says. “They have a lot of information you don't want compromised.” Rogue anti-spyware When trying to defend against malicious software, known as “malware,” beware of rogue anti-spyware scams, Listwan says. In an increasingly common ploy, fraudsters will induce alerts on your computer screen alleging that your computer is infected with a virus and offering a link to anti-spyware that supposedly will cure your machine’s ills. By clicking on the link, you may end up infecting your computer with an additional, more insidious virus. Once infected, a computer will need to be re-imaged, which requires removing all of its software and reinstalling it. Traditional scams In addition to all the new criminal strategies, more traditional cyber scams continue to pose an ongoing threat to online payment processing systems. For example, a treasury manager might be directed to a fraudulent Web site that captures the manager’s
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Spring 2011 personal information, including IDs, passwords and wire PIN information, and then informs the user that the actual Web site is down for maintenance. Having this information gives the criminal access to online banking applications. “To help protect against such scams, treasury managers should initiate all payment transactions under ‘dual control,’ where one individual initiates the payment and another approves it,” Listwan advises. “Setting appropriate user limits is also critical.” Listwan also warns against accessing any Web link that you don’t recognize, and suggests even being cautious about those links that you do recognize. Education, best practices Educating staff plays an important part in maintaining computer security, Listwan says. Employees benefit from such education both in the workplace and at home. Treasury managers should develop strict Internet use policies for staff involved in payment activities, and those policies should be documented, reviewed and updated as necessary, she says. One key policy is that you should not allow access to personal e-mail and Web surfing on computers that are used for payment initiation. Additionally, you should institute a policy requiring the separation of duties for online payment related processing. The employee who initiates payments should not be allowed to reconcile those payments. To improve overall computer systems security, Listwan also recommends the following practices: ▪ Maintain updated systems and software. Configure anti-virus software (AVS) to update
regularly and scan automatically. “AVS is only as good as what it can protect you against,” she warns. If a virus is detected, it can take as long as 30 to 45 days to develop a patch, so it is important to realize that AVS alone is not enough. Also, understand which plug-ins are installed on your computer, Listwan advises, and know that they are not automatically updated when AVS is updated. ▪ Install a firewall between your computer and the Internet. ▪ Block pop-up windows that could conceal cyber attacks. ▪ Tighten security settings on browsers. Finally, it is vital to use common sense when dealing with computers, and each Treasury staff member must take a personal role in fraud protection, Listwan emphasizes. “Preventing online payments fraud starts with computer software, but that only goes so far,” she says.
ONLINE SELF-STUDY ANDERSON’S AUDIT EXPRESS Anderson’s Audit Express is a unique, practical-knowledge series designed to help you improve the audit process and be more profitable. It was created and led by an experienced auditor following the audit the process from planning to opinion. The series provides tips for successful auditing for the audit team and client. 1. 2. 3. 4. 5. 6.
Applying JIT Manufacturing Concepts to the Audit Process Audit Planning is a 2-way Street – Both the Auditor and the Company Need to Be Involved Understanding Audit Risks and Discussing Them with Your Client Setting Your Staff up for Success for the Audit The Pros and Cons of Email Use During an Audit Technology, A Blessing or a Curse During the Audit?
7. 8. 9. 10. 11. 12. 13.
Fieldwork Complete…is the Audit Complete? Ethics: Evolving Risk Landscape and Its Impact on the Audit Opinion Internal Controls – So Much Time for so Little Benefit Total Client Service: Did you Deliver all of Your Services? What Brings Value to the Audit? Value-based Audits? The Characteristics of an Auditor The Goal of the Audit
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The Four Perpetual Actions of Leaders* Refining Your Leadership Philosophy & Style* Recognizing & Relating to Four Behavioral Styles* Managing Leadership Image, Perceptions & Misperceptions* Facing the Challenges of Diversity & Generational Differences* Leading Groups & Making Presentations Developing Credibility & Trust with Others Maintaining Focus, Multitasking & Managing Time
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9. 10. 11. 12. 13.
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Fountain’s Governance Express is a series designed allow participants to see into the inner workings of the corporate world and how Governance, Risk and Compliance (GRC) function in that environment. The series shows participants how to build and monitor effective GRC programs. Enterprise Risk Management (ERM) and Fraud are also emphasized. 1. 2. 3. 4. 5. 6. 7.
Corporate Ethics – 10 years post Sarbanes-Oxley The Building Blocks of Effective Corporate Governance (Part 1) Stabilizing the Building Blocks of Effective Corporate Governance (Part 2) The Corporate Director’s Fiduciary Role and Management’s Relationship Dissecting Stated Corporate Values Instilling the Proper Control Environments within Business The Corporate Manager’s Responsibility for Internal Control
8. 9. 10. 11. 12.
When the Whistle Blows at your Company Developing Practical Corporate Compliance Programs (Part 1) Monitoring and Managing Effective Corporate Compliance Programs (Part 2) The Governance, Risk and Compliance (GRC) Movement (Part 1) The Role of Enterprise Risk Management (ERM) as a Component of your GRC Program (Part 2) 13. Fraud Awareness Programs (Part 1) 14. Techniques for Fraud Monitoring and Detection (Part 2)
ONLINE LIVE LEARNING ANDERSON’S NONPROFIT EXPRESS - COMING THIS FALL! Anderson’s Nonprofit Express is designed to take a participant though a sequence of natural steps taken during the process of audits of nonprofit organizations. Each session builds upon the previous session, where appropriate, and is designed to discuss practical approaches to apply professional standards and/ or to improve audit efficiency while maintaining audit quality in the nonprofit arena.
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DRINON’SLEADERSHIPEXPRESS Drinon’s Leadership Express is based on a highly-researched and applicable four-point concept. It is targeted to intermediate to advanced leadership levels in business and industry. It focuses on managing relationships, results, change and decisions and provides practical information for improving communication with followers. It offers: unique ideas for getting things done in this busy day and age; essential concepts for navigating today’s rapid change curves; and useful approaches to solving problems and making decisions.
Navigating Change Curves & Using Persuasion to Promote Change Practicing Subjective, Objective & Intuitive ProblemSolving & Decision-Making
ALTERNATIVE CPE CalCPA and CPA Crossings offer webcasts and webinars to KSCPA members. Click to learn more!
IN-FIRM TRAINING AVAILABLE • Alan Anderson - A & A, Nonprofit & Yellow Book • Rich Drinon - Leadership • Lynn Fountain - Governance, Risk & Compliance • AICPA Learning Instructors Contact Danielle@kscpa.org CLICK HERE FOR THE SCHEDULE OF EVENTS AND REGISTER! or call 785.272.4366 forTOmore information!
Rich DRinon, M.A.
SPEAKER, TRAINER & WRITER EXECUTIVE COMMUNICATION SKILLS TRAINING AT YOUR LOCATION AND CONVENIENCE, FOCUSED ON: LEADERSHIP MANAGEMENT SALES CUSTOMER SERVICE
CHECK OUT THE
DRINON’S LEADERSHIP EXPRESS FOR MORE INFORMATION CONTACT:
RDRINON@SBCGLOBAL.NET 785-640-9936 OR VISIT WWW.RICHDRINON.COM JUNE/JULY 2012
PROGRAM THROUGH KSCPA AT:
WOMEN’S LEADERSHIP CONFERENCE “WOMEN AS POWERFUL AND EFFECTIVE COMMUNICATORS” WITH JENNIFER WILSON
SEPT 21, 2012 • RITZ CHARLES • OVERLAND PARK 8:30am - 2:00pm MEMBERS $150 NON-MEMBERS $180 4 Hours CPE Register today at www.kscpa.org or call 785.272.4366
CLICK HERE FOR THE SCHEDULE OF EVENTS AND TO REGISTER!
62ND ANNUAL KANSAS TAX CONFERENCE
NOV 15-16, 2012 • HYATT REGENCY • WICHITA 8:15am - 5:30pm MEMBERS $295 NON-MEMBERS $345 16 Hours CPE Register today at www.kscpa.org or call 785.272.4366
CLICK HERE FOR THE SCHEDULE OF EVENTS AND TO REGISTER! 25
BUSINESS VALUATION CONFERENCE “EXPLORING THE ADVANCED STATE OF THE ART OF BUSINESS VALUATION” WITH RON SEIGNEUR AND KEVIN YEANOPLOS
OCT 19, 2012 • CROWNE PLAZA • OVERLAND PARK 8:00am - 4:10pm MEMBERS $280 NON-MEMBERS $330 8 Hours CPE Register today at www.kscpa.org or call 785.272.4366
CLICK HERE FOR THE SCHEDULE OF EVENTS AND TO REGISTER!
HEARTLAND TECHNOLOGY CONFERENCE BY K2 ENTERPRISES
DEC 6-7, 2012 • CROWNE PLAZA • OVERLAND PARK 8:00am - 4:00pm MEMBERS $395 NON-MEMBERS $445 16 Hours CPE Register today at www.kscpa.org or call 785.272.4366
CLICK HERE FOR THE SCHEDULE OF EVENTS AND TO REGISTER! 26
If the membership of the KSCPA is the value of the association, then June was a shining example of VALUE. During the month of June, 4 conferences were held securing a total of 3,741 participant hours and 30 courses securing a total of 4,100 participant hours. Course topics included Accounting & Auditing, Tax, Technology, Nonprofit Accounting, Governmental Accounting, Employee Benefit Plans, Fraud and more. Courses instructors average ratings were: Gary Allerheiligen – 4.73/5.0 Alan Anderson – 4.87/5.0 Mark Dick – 4.67/5.0 Karl Egnatoff (K2 Enterprises) – 4.71/5.0 Lynn Fountain – 4.5/5.0 John Georger, Jr. (AICPA) – 4.66/5.0 Dennis Gerschick –4.68/5.0
Bruce Hopkins – 4.28/5.0 Eric Larson – 4.97/5.0 Mac McClelland (K2 Enterprises) – 4.83/5.0 Glynda McClure (AICPA) – 5.0/5.0 Chris Province – 4.7/5.0 Steve Wagner (AICPA) – 4.76/5.0 Christopher Whitfield (K2 Enterprises) – 4.66/5.0
Accounting and Auditing Conference – June 4, 2012 “A Festival of Change” Kate Grant, CPA, Conference Chair
The KSCPA Accounting & Assurance Services Conference held at the Hyatt Regency in Wichita is a new conference initiated by the KSCPA Accounting & Assurance Services Task Force with a focus on private companies.vParticipants work in public practice, business, industry, government, and nonprofit. The conference advanced participants’ technical knowledge of accounting and assurance services as well as their management expertise to improve their overall effectiveness. Special guest speaker, Terri Polley, CEO of the Financial Accounting Foundation, updated participants on the implementation of the long-awaited private company financial reporting standards. Brian North, Assistant Project Manager -FASB, spoke about the improved conceptual framework. Other speakers included Steve Garrett who spoke about engaging your talent, Lynn Fountain who spoke about internal control and fraud, Bert Denny who provided a compilation and review update, and Al Anderson who informed us how we can provide management with real value and enhancing our effectiveness through good communication. Participants earned 8 hours of CPE. Overall Conference Rating: 4.23/5.0; Speaker Rating: 4.14/5.0. Number of attendees: 60.
Governmental & Nonprofit Accounting & Auditing Conference – June 5-6, 2012 “A Festival of Change” Mark Dick, CPA, Conference Chair Conference Sponsors: George K. Baum and Company; Accountability Plus, LLC The KSCPA Governmental & Nonprofit Accounting & Auditing Conference held at the Hyatt Regency in Wichita is an annual event and the largest conference held by the KSCPA. The conference was moved from its traditional May to June. The first day of the conference was “Mix it Up” day, so attendees of the A&A Services Conference found additional topics of interest while the Governmental & Nonprofit attendees began their focus on governmental & nonprofit topics, including yellow book. Participants work in public practice, business, industry, government, and nonprofit. The conference was designed to advance the participants’ technical knowledge. Included this year was ample knowledge of changes to KMAAG presented by popular speakers Scot Loyd and Mike Crawford, the new yellow book standards, and the clarity project. “What if ” sessions helped participants think “out of the box.” Two hours of ethics were earned on both days. There were a total of ten speakers with several breakout sessions and a variety of topics covered throughout the two days. The conference, Hyatt, and networking reception provided multiple registrants from the same firms a venue to meet and have fun. Participants earned 16 hours of CPE and yellow book credits in addition to ethics credits. Overall Conference Rating: 3.94/5.0; Speaker Rating: 4.04/5.0. Total number of attendees on both days: 249.
Business & Industry Conference – June 20, 2012 “Insights into the Changing World of Business & Industry” Teema Roberts, CPA, Conference Chair Conference sponsors: Ernst & Young; Koch Industries, Inc. The KSCPA Business & Industry Conference held at the Homewood Suites at the Waterfront in Wichita is a conference provided CPAs and others the opportunity to receive general and technical education targeted specifically to accountants in business & industry. Participants were CPAs involved in financial reporting and taxation and included CFOs, accounting, finance managers, directors, and staff accountants. The conference was both an educational and networking event and was a chance for participants to take a breather from the challenges of everyday to focus on updating knowledge and learning about new initiatives for members in business & industry. Richard Dinkel, CAO for Koch Industries, kicked off the conference speaking about pending changes to accounting standards. Shawn Gieger, Partner with Ernst & Young, provided a technical update on accounting standards while Jay Posklensky, Director of Risk Assurance with PwC, updated the participants on the implications of the updated COSO internal control integrated framework. Arleen Thomas, Senior VP of Management Accounting from the AICPA was there to update participates on the new CGMA designation. Gary Allerheiligen provided an update on tax strategies, Michael Hofmann, Chief Risk Office at Koch Industries, spoke about ERM, Tammie Wahaus, CFO of TVAX Biomedical, covered dashboarding, and the day ended with Dr. Chris Kuehl, Managing Director of Armada Corporate Intelligence, who spoke on the role of the US in global economics. Participants earned 8 hours of CPE. Overall Conference Rating: 4.37/5.0; Speaker Rating: 4.38/5.0. Total number of attendees: 118.
Conference on Kansas Taxes - June 25, 2012 “Taxes and Credits and Regs … oh my!: A Practical Look at What Keeps a CPA Up at Night” Cheryl Hayward, CPA, Conference chair Conference Sponsors: Learning Quest, Prairie Band Potawatomi Nation The KSCPA Conference on Kansas Taxes held at the Prairie Band Conference Center in Mayetta is an annual event to provide CPAs with an opportunity to update knowledge on Kansas tax policy and to meet and network with State officials, legislators, and employees. Participants work in public practice, business, industry, government, and nonprofit. Public practice tax practitioners made up the largest group of participants. The conference gathered CPAs and other participants in an educational and networking event. This was a chance to take a breather from the challenges of the ongoing “busy season” to take a practical look and learn about the details of Kansas taxes, credits, and regulations – including the anticipated changes to Kansas tax policy formulated in the 2012 legislative session. Participants enjoyed the change in venue and especially the food and entertainment provided by the Prairie Band Potawatomi Nation. A highlight of lunch was the awarding of an honorary membership to Bob Clelland of the Department of Revenue. Steve Ortiz, Chairman of the PBPN Tribal Council provided welcoming remarks. Secretary Nick Jordan and his team from the Kansas Department of Revenue commented on the new Kansas Tax Policy and answered participant’s questions about the legislation. Chris Courtwright, Principal Economist, Legislative Research Department, provided a technical review of 2012 legislation. Steve Anderson, Budget Director spoke about opportunities to expand services with HB 2117, and Treasurer Ron Estes covered details about the 529 Plan. Secretary of State’s office provided brief remarks on understanding filing and forms. Marlee Carpenter, KSCPA Governmental Affairs Consultant, spoke more about HB 2117, and Secretary Pat George from the Commerce Department enlightened the participants on tax credits and incentives. Lucky DeFries, JD did the traditional Kansas Tax Law update, and Dominic Ortiz and Chelle Adams gave a unique presentation on taxation and casinos. Participants earned 8 hours of CPE. Overall Conference Rating: 4.38/5.0; Speakers 3.84/5.0; Facility 4/24/5.0. Total number of attendees: 130.
Learning is GREAT, but KSCPA Members and Guests also like to have FUN! Metro Chapter Holds Free Networking Event at Royals Game, June 22, 2012
In June, the Metro Chapter held a Royals Game networking event that included free tailgating and tickets for members of the Metro Chapter and their guests.
Firekeeper Golf Course Golf Outing to Benefit Educational Foundation, June 24, 2012 Prior to the Conference on Kansas Taxes, a golf outing was held at the Firekeeper Golf Course in Mayetta. Participants had a great time on this incredible course. Because of the generosity of the Prairie Band Potawatomi Entertainment Corporation where KSCPA member Dominic Ortiz, CPA, CGMA serves as CFO, all proceeds from the event were contributed to the KSCPA Educational Foundation. Thank you!
MEMBER & VENDOR NEWS JENNIFER ALLEN, CPA From the Wichita Eagle: Jennifer Allen, Wichita, has been promoted to supervisor at Allen, Gibbs & Houlik, L.C. Jennifer was a supervising associate prior to her promotion. Congratulations, Jennifer!
DIANE LEE, CPA From the Hutchinson News: Diane Lee, Hutchinson, has been elected to a four-year term on the Blue Cross and Blue Shield board of directors. She is a member at Swindoll, Janzen, Hawk and Loyd, LLC. Congratulations, Diane!
D. SCOT LOYD, CPA From the McPherson Sentinel: D. Scot Loyd, McPherson, has earned his Certified Fraud Examiner credential. In order to become a CFE, he had to meet a stringent set of criteria and pass an exam administered by the Association of Certified Fraud Examiners. Scot is a member at Swindoll, Janzen, Hawk & Loyd. He is in charge of a diversified government practice as well as financial institutions. Scot is also a Certified Government Financial Manager. Congratulations, Scot!
ADAM MANLOVE, CPA From the Wichita Eagle: Adam Manlove, Wichita, has been promoted from associate to senior associate within tax services at Allen, Gibbs & Houlik, L.C. Congratulations, Adam!
AUDREY ODERMANN, CPA From the Kansas City Business Journal: Audrey Odermann, Lenexa, has been promoted to shareholder at Mize Houser & Co. PA. Oderman came to Mize Houser in January 2012 through a merger with Lowenthal Webb and Odermann where she was a shareholder. She focuses on providing consulting and auditing services to cities, school districts and other municipalities in Kansas and Missouri. Congratulations, Audrey!
LYNN ROTTINGHAUS, CPA From the Wichita Eagle: Lynn Rottinghaus, Wichita, has joined the audit department of Allen, Gibbs & Houlik, L.C. as a supervising associate. Congratulations, Lynn!
JAMIE SCHEFFE, CPA From the Wichita Eagle: Jamie Scheffe, Wichita, has been promoted to supervising associate at Allen, Gibbs & Houlik, L.C. Congratulations, Jamie!
NIKOLE SCHROEDER, CPA Nikole Schroeder, Colby, has joined Adams, Brown, Beran and Ball as a staff accountant. Congratulations, Nikole!
IN MEMORIAM JOHN T. MILLIKIN July 25, 1951 â€“ July 4, 2012 From the Salina Journal: John T. Millikin, 60, of Salina, passed away Wednesday, July 4, 2012. He was born July 25, 1951, in Salina. John enlisted in the United States Navy and later retired in 1991. John graduated from Bethany College in 1996. He worked as a CPA for Clubine & Rettele in Salina. He specialized in the areas of taxation, payroll services, and computer training. John will be greatly missed.
HONORARY MEMBER BOB CLELLAND Kansas Department of Revenue Many of you have probably heard clients, fellow CPAs, and other accountants and individuals discuss the difficulties they have encountered dealing with personnel from the Internal Revenue Service and the Kansas Department of Revenue. A few of us in the room might have even mentioned such difficulties a time or two. However, it is refreshing today to honor an individual who goes above and beyond the call of duty to assist us as CPAs in providing service to our clients. In his role as taxpayer advocate with the Kansas Department of Revenue, many, if not all of us, in this room have been a witness to his efforts to assist the state of Kansas in administering its tax policies in a more effective and efficient manner. Many of us can attest that the Kansas Department of Revenue has a tremendous asset in Bob Clelland. With a great deal of appreciation for his hard work assisting CPAs and Kansas taxpayers, the Kansas Society of CPAs have asked Bob to be here today so that we can bestow on him an honorary membership in our Society. Bob, welcome to the Kansas Society of CPAs and thank you for your hard work in supporting each of us and all Kansas taxpayers.
NEW MEMBERS CPA MEMBERS Anastasia A. Adams Liberty, MO Roberta M. Beier Enterprise Bank & Trust Olathe Tyler Boss Grant Thornton, LLP Wichita
Nicole Cocking Grant Thornton, LLP Wichita
Lindsay E. McCart CBIZ MHM LLC Leawood
Ellen K. Decker Allen Gibbs & Houlik, L.C. Wichita
Ancy A. McFeeters Wichita
Theresa Ferguson Pistotnik Law Wichita
Stephen W. Browne Meara Welch Browne, PC Kansas City, MO
David G. McKinley Marsh & Company PA Overland Park
Bradley N. Eads Eads & Associates Fort Collins, CO
Michael B. Moore Mayer Hoffman McCann, P.C. Leawood
Angela Eberhart Meridian Business Services Louisburg
Jamie L. Scheffe Allen Gibbs & Houlik, L.C. Wichita
David M. Fowler KMPG, LLP Kansas City, MO
Dennis R. Stoots Grant Thornton, LLP Wichita
Travis Free Kennedy and Coe, LLC Wichita
Paul A. Stuckwisch Mize Houser & Company, P.A. Topeka
Alexandra Hedrick CBIZ MHM LLC Wichita
Stacey A. Sutherland HoganTaylor LLP Tulsa, OK
Kailyn R. Hendrickson Berberich Trahan & Co., P.A. Topeka
Richard L. Todd Richard L. Todd Tax & Accounting Services Basehor
Hal J. Hunt Mayer Hoffman McCann, P.C. Leawood Kelly J. Lindner Kirkpatrick Sprecker & Company, LLP Wichita
AFFILIATE MEMBERS Kelli R. Mack Allen Gibbs & Houlik, L.C. Wichita
Dale W. Ulrich Dale W. Ulrich, CPA, LLC Sabetha
Sara Guzman Allen Gibbs & Houlik, L.C. Wichita Jenna Middleton CBIZ MHM LLC Leawood Carrie Smith Varney & Associates, CPAs, LLC Manhattan Zachary M. Strack Allen Gibbs & Houlik, L.C. Wichita
STUDENT MEMBERS Angela D. Holland Capella University Melissa Silva Friends University
e l e C
Join the celebration at the KSCPA Annual Meeting & Gala Dinner/Dance November 14, 2012 in Wichita! JUNE/JULY 2012 Register today under “Events” on the KSCPA website.
Women to Watch AWARD NOMINATION 2012
Congratulations on Receiving the Honor of Being a 2012 Nominee!
Nominees for 2012 are as follows: Experienced Leaders Denise Bergin, Financial Analyst, Security Benefit Corporation Denise Denning, Partner, Grant Thornton LLP Carolyn George, Controller, The Federal Savings Bank Michele Herzog, President, Herzog Financial Solutions LLC Melinda Hitz, Director of Finance, City of Garden City Chris Johnston, Audit Partner, Marsh & Company PA Christina Ricke, Member, Kennedy and Coe, LLC Robyn Seglem, Director of Accounting, Law-Kingdon, Inc. Alisa Snavely, Director, Berberich Trahan & Co., P.A. Shelly Hammond, Vice President, Allen Gibbs & Houlik, L.C.
Monty Allen, Audit Manager, Kirkpatrick, Sprecker & Company, LLP Lisa Baalman, Manager, Kennedy and Coe, LLC Stephanie Bowen, Tax Director, Flint Hills Resources Tammy Bryant, Owner, Varney & Associates, CPAs, LLC Janice Dealy, Manager, Allen Gibbs & Houlik, L.C. Christine Hilton, Manager, Grant Thornton LLP Chris Kibler, Director of Finance, Intrust Bank Arena Ellen Lueger, Manager, Kennedy and Coe, LLC Shasta Weatherman, Manager, Kennedy and Coe, LLC JUNE/JULY 2012
AGLER & GAEDDERT, CHARTERED Senior Auditor, Ottawa, KS Agler & Gaeddert Chartered is a full-service, Certified Public Accounting firm in Kansas with offices located in Emporia, Ottawa and Paola. Agler & Gaeddert was established in 1929 by Leo J. Brinkman and continues to grow and prosper today. Our practice includes a broad range of accounting, auditing, tax and management advisory services to an increasing number of clients in a wide variety of businesses, professions and organizations. We are dedicated to our communities and are heavily involved in our local Chamber of Commerce organizations as well as various charitable foundations and trusts. Ottawa, Kansas is located in a strategic area approximately 25 miles south of Lawrence and 30 miles southwest of the greater Kansas City area, and is experiencing an upward growth cycle. Ottawa offers great amenities for families such as excellent schools including Ottawa University and a satellite location for Neosho County Community College as well as great city parks and community activities. It is a great place to raise a family and experience a small town lifestyle while still being in close proximity to larger metropolitan areas. Overall Job Responsibilities The Senior Auditor is responsible for: • Performing full scope audits that encompass financial, compliance, economy and efficiency, and effectiveness reviews according to professional auditing standards. He/She will perform and direct these audits. • Assessing organizational and operational risks for assigned review area, designing and preparing audit work programs, establishing contact with operating personnel, conducting fieldwork, preparing work papers, drafting reports, and following up on observations and recommendations. • Exercising individual judgment and initiative in selecting emphasis of audit coverage and determining and locating sources of information. • Communicating and interacting effectively with all levels of management and staff. Job Requirements • Minimum of 5 years of experience of Auditing • Proficiency in Microsoft Office software programs (Excel, Word, and PowerPoint) • CPA certification (required) Qualifications Successful candidates will possess the following qualifications: • Excellent project management, analytical, interpersonal, oral and written communication skills. • Strong leadership and training skills. • Professionalism, dependability, integrity and trustworthiness combined with a cooperative attitude. • Highly motivated self-starter with ability to multitask and complete assignments within time constraints and deadlines. • Strong organizational skills and attention to detail.
• • • • • • •
Benefits Group Health Insurance Group Life, Accidental Death and Disability Insurance Flex Plan 401K Vacation and sick leave Future opportunity for investment in Agler & Gaeddert Charter as a shareholder
Salary – based on experience
AGLER & GAEDDERT, CHARTERED Tax Manager, Ottawa, KS Agler & Gaeddert Chartered, a full-service, Certified Public Accounting firm in Kansas with offices located in Emporia, Ottawa and Paola. Agler & Gaeddert was established in 1929 by Leo J. Brinkman and continues to grow and prosper today. Our practice includes a broad range of accounting, auditing, tax and management advisory services to an increasing number of clients in a wide variety of businesses, professions and organizations. We are dedicated to our communities and are heavily involved in our local Chamber of Commerce organizations as well as various charitable foundations and trusts. Ottawa, Kansas is located in a strategic area approximately 25 miles south of Lawrence and 30 miles southwest of the greater Kansas City area, and is experiencing an upward growth cycle. Ottawa offers great amenities for families such as excellent schools including Ottawa University and a satellite location for Neosho County Community College as well as great city parks and community activities. It is a great place to raise a family and experience a small town lifestyle while still being in close proximity to larger metropolitan areas. Overall Job Responsibilities A Manager is a Certified Public Accountant under the supervision of the officers of Agler & Gaeddert Chartered and is responsible for the performance of all types of client services, supervising staff, and certain administrative functions that may be delegated to you by the officers. Managers will be capable of performing the following: • Supervise senior and staff accountants assigned to you in all types of tax work including reviewing, organizing, planning and directing the work of these staff members • Provide leadership and counseling for staff assigned to them in order to enhance their professional and managerial development • Interview clients for all types of tax returns including identifying and selling additional services to existing clients and providing recommendations on short and long-range strategies and plans to deal with trends and capitalize on opportunities • Participate in the preparation of billings of clients and in collection of accounts receivable balances • Perform technical and administrative tasks assigned to you by officers as well as informing officers of important
developments on matters being supervised by you • Identify and aggressively follow-up on new business opportunities and cultivate referral resources • Earn leadership roles in local community organizations as well as develop and present programs/speeches for clients and community groups Job Requirements • Minimum of 3 years of experience in a supervisory role in tax preparation and client services • Established record of acquiring new business opportunities • Proven community leader • Proficiency in Microsoft Office software programs (Excel, Word, and PowerPoint) • CPA certification (required) Qualifications • The successful candidate will possess the following basic qualifications: • Excellent project management, analytical, interpersonal, oral and written communication skills. • Strong leadership and training skills. • Professionalism, dependability, integrity and trustworthiness combined with a cooperative attitude. • Highly motivated self-starter with ability to multitask and complete assignments within time constraints and deadlines. • Strong organizational skills and attention to detail. • Benefits • Group Health Insurance • Group Life, Accidental Death and Disability Insurance • Flex Plan • 401K • Vacation and sick leave • Future opportunity for investment in Agler & Gaeddert Charter as a shareholder Salary – based on experience
CLUBINE & RETTELE, CHARTERED Financial Professional Salina CPA firm seeks a professional with at least three years experience in tax preparation. Auditing experience helpful. Position offers an excellent career opportunities and a competitive salary with benefit package. Position will be in our Salina, Kansas office. Please send resume and salary requirements to: Clubine & Rettele, Chtd. P.O. Box 2267 Salina, KS 67402-2267 Or email to firstname.lastname@example.org.
HALL’S CULLIGAN WATER Chief Financial Officer Hall’s Culligan Water, a locally owned, progressive, dynamic, growth company with 600+ employees and operations in multiple states is seeking a Chief Financial Officer. For over 70 years Hall’s Culligan has offered the best drinking water and the largest variety of water treatment products and services available for your home or business including water softeners, water filtration systems, reverse osmosis drinking water systems, bottled water, and softener salt delivery. The company has experienced tremendous growth, is in the midst of additional growth, and now serves customers in Kansas, Missouri, Nebraska, Arkansas, California, Michigan, Colorado, and Ohio. This position is based at our headquarters in Wichita, Kansas. The CFO will report to the Owner of the company and as part of the management team create and deliver strategic financial initiatives and budgets to drive company results. Duties & Responsibilities • Develop and implement the financial strategy and operation budget for all business units in a multi-state area. • Supervise IT, HR, AP/AR, CRM • Facilitate the budget process including variance reports, financial statements, cash controls, long range planning, and amortization schedules. • Lead the finance team and plan for the continual improvement and efficiency/effectiveness of the group. • Requirements • The ideal candidate will have a Bachelor’s Degree in Accounting • CPA certification; and comprehensive accounting and management experience • Knowledge of and experience with company acquisitions is needed along with project and people management experience, and extensive forecasting background • Experience with an accounting software platform upgrade • Multi unit business analysis planning along with working in a company with remote locations is also a plus • Must display a collaborative communication style in a fast paced customer oriented environment • Have a track record in implementing operational efficiencies • Ability to see the “big picture” • Results oriented; with strong business acumen, problem solving and decision making skills Competitive salary and benefits package. EOE Send resume and salary requirements to: Rob Southern HR Consultant Kennedy and Coe, LLC email@example.com
DIRKS, ANTHONY & DUNCAN, LLC
JOHNSON COUNTY, KS GOVERNMENT
Staff accountant position available at a CPA firm in Southwest Kansas. Applicant must have a degree in accounting. CPA certificate preferred or eligible to sit for the CPA exam. Position will include preparing income tax returns and performing audits, compilations and reviews.
Requires an undergraduate degree in accounting, business, or finance. Desire a Master’s Degree or CPA. Must have a minimum of 8 years experience in financial statement preparation and applying GASB or FASB statements, and 3 years of management of supervisory experience. Prefer ERP system experience (Oracle preferred). Responsible for managing the County’s centralized accounting and financial reporting, and a staff of six accountants. Apply online by 7/3/12 at hr.jocogov.org/jobs, 913-715-1402. Salary DOQ $65,099 - $79,566.
HEIDER, TANNER & DIRKS, INC. Partner Denver CPA firm with three shareholders would like a partner interested in ownership. Our firm provides a wide variety of services including tax planning, compliance, audits, compilations, reviews, business consulting, and estate planning. Industry specialization includes new car dealerships. Prior work with dealerships would be helpful.
CPAs Join a team of genuine people who bring creative ideas and valuable results to our clients.
The ideal candidate would have 10-20 years of recent CPA experience, a solid background in taxation, accounting, strong leadership skills, a good understanding of practice building, and client retention skills. The ability to research and interpret tax laws a must. Please e-mail your resume or letter of interest to firstname.lastname@example.org.
If you are a CPA and want to experience a different way of serving clients, contact Kennedy and Coe, LLC, CPAs and consultants. Be a key business partner for our clients and help them strategically grow their business. You will work in a team environment with other accounting professionals to develop creative ideas and deliver significant value to our clients. We have openings in our General Practice Group and Agriculture Group.
Qualified candidates will possess: • CPA license and 5 – 10 years’ experience in accounting, with 3 – 5 of those years in public accounting • Supervisory and staff development experience • Expertise in tax and financial statement preparation and analysis • Excellent interpersonal skills to establish, build and maintain client relationships • Ability to converse with clients to identify service opportunities and problem solve • Strong general business knowledge • Business development experience and prior business consulting experience a plus • If applying for the openings in our Agriculture Group, an agricultural background is preferred.
At least one year of accounting experience specifically in the following areas: Analyzing SG&A costs which includes helping business unit leaders understand their SG&A costs and facilitate interaction between business units and SG&A groups regarding internal billing/costs, publish and own creation of monthly SG&A reports, facilitate and verify transaction integrity between HFM financial system and the SG&A data warehouse, provide information and direct support for various SG&A groups and serve as SG&A contact for yearly planning process. Visit www. kochcareers.com for more information. Requisition # 009987.
At least 7 years of accounting or finance experience specifically in the following areas: supervising 3 or more direct reports, preparation of global consolidated financial statements and footnotes in accordance with U.S. GAAP, overseeing the accounting policy and procedure updates and maintenance process, perform economic analysis in a variety of accounting areas, manage cross functional teams in the execution of broad accounting projects, proactively identify and implement improvements in internal controls, coach and develop accounting team members, proactively seek and anticipate customer needs to provide timely, accurate and meaningful financial information. Visit www.kochcareers.com for more information. Requisition #009989.
KENNEDY AND COE, LLC
Positions located in Loveland, CO and will require relocation to Loveland or nearby Northern Colorado area. We offer a competitive salary and excellent benefits, including, health, dental vision, life and long term disability insurance, 401k and profit sharing plans, holiday and paid leave and flexible work arrangements. Join our team of 200 and apply on line at www. kcoe.com/careers. EOE.
KOCH BUSINESS SOLUTIONS Accountant III & Financial Reporting Manager Energize your career with greater variety and more opportunities for growth at Koch Business Solutions, LP. KBS is a centralized shared service company that provides services to many global businesses of Koch Industries, Inc. We currently have an Accountant III & Financial Reporting Manager position available. Please apply at www.kochcareers.com. Enter job number 010602 for the Accountant III role and enter job number 010603 for the Financial Reporting Manager role. We are an equal opportunity employer. M/F/D/V Except where prohibited by state law, all offers of employment are conditioned upon successfully passing a drug test.
LARSON & COMPANY, P.A.
• Assist with reports and presentations to ensure the highest quality and accuracy • Communicate business improvement opportunities • Opportunity to follow-up on leads and build/manage client relationships • Work closely with Firm’s executive management team Qualifications: • CPA with accounting and/or financial expertise. • Bachelor’s degree in Accounting, Finance, Business, or `equivalent from an accredited college/university. • 2 years prior consulting experience. • Superior communication skills, both oral and written. • Experience with valuations of business entities, financial analysis, and research. • Client-oriented work ethic, delivering high quality results. • Availability to travel to regional clients. • Healthcare experience preferred. Apply online at: www.pyapc.com.
Accountant Larson & Company, P.A. is looking for professionals with 3-5 years of broad accounting, tax and auditing experience in public accounting. Duties include preparing tax returns, audit function and compiling, preparing and maintaining financial data and records. Candidates should have good analytical and communication skills and be able to independently complete complex, challenging and diverse assignments. CPA Certificate required. Experience with Microsoft Office, ProSystems Fx and QuickBooks a plus.
LESLIE RUDD INVESTMENT COMPANY Chief Financial Officer Outstanding opportunity to join an entrepreneurial family office in Wichita as a key “hands-on” financial leader and work with a diverse portfolio of brands including Dean & DeLuca, Standard Beverage, Oakville Grocery, and Rudd Winery, as well as other portfolio investments including real estate and securities. Market-based compensation and benefits package. Send Resume to: email@example.com
PERSHING YOAKLEY & ASSOCIATES, P.C. Consulting Senior PYA (pyapc.com) is seeking a Consulting Senior to join our growing team that provides professional services to healthcare organizations. The successful individual will serve as a cohesive team member and should consistently demonstrate high integrity and reliability within a professional environment. Responsibilities: • Utilize financial knowledge to identify/resolve client issues • Assist in solving strategic issues requiring analysis skills
POTTBERG, GASSMAN & HOFFMAN, CHTD. CPA Manhattan CPA firm looking for CPA with at least five years of tax experience. Qualifications also include accounting, financial statement preparation and analysis, and excellent communication skills with staff and clients. Position offers advancement opportunities and a competitive salary with benefit package and a great working environment. Our firm has been providing auditing, accounting and tax services since 1971, with offices in Abilene, Junction City and Manhattan. For confidential consideration, please send resume and salary requirements to Dan Hoffman, Managing Shareholder, Pottberg, Gassman & Hoffman, Chtd, 529 Humboldt Suite I, Manhattan, KS 66502 or email firstname.lastname@example.org.
PARMAN, TANNER, SOULE & JACKSON, CPAs CPA with strong Communication Skills - Arkansas City, KS Arkansas City based CPA firm seeks CPA professional. Individual must be a proven communicator and have a track record of developing and servicing client relationships. This is an established company that is in a market segment that places them as a community leader. A professional company made up of highly educated and motivated personnel. Experience: 5 years minimum in client development. Education: CPA. MBA is a plus. We are a CPA firm that performs all of the various services and functions of public accounting except audit and attest engagements. The company seeks a professional who can communicate to prospect companies and develop new client relationships. Requirements include excellent communication skills, ability to
understand company products and desire to develop new clients. Prospects range across all levels of typical clients from individual income tax to business development and continuing services. Compensation is competitive with an excellent benefits plan.
office in North Topeka has an opening for a f/t financial analyst. Responsibilities include analysis of mainly commercial customer financial information, generation of comprehensive informative reports and other duties related to support of lending staff.
Contact us either through the KSCPA or write to: Parman, Tanner, Soule and Jackson, CPA’s 110 South First Street, Arkansas city, KS 67005. All Applicant information will be kept confidential without prior permission of the applicant for purposes of verifications at the appropriate time.
Qualified candidates will have a relevant degree, a minimum of three years experience in analysis of business financial information and be proficient in the use of spreadsheets. Competitive benefit package available.
PROTECTION 1 Senior Accountant Protection 1 is the second largest national security company and one of the most trusted names in the industry. Our Corporate office in Lawrence has an opening for a Senior Accountant. Responsibilities include cash, PP&E, accruals, revenue, & financial statement preparation. Qualified candidates must have an Accounting/Business degree, a minimum of two years’ experience in accounting/auditing or a related field. CPA or Master’s degree preferred. Knowledge of general accounting systems and ability to analyze financial information considered a plus. Full benefits included in base compensation package.
RA TAX AND ACCOUNTING Tax Preparers We still have plenty of work to do for the 2011 Tax Season. Looking for 1 or 2 Tax Preparers, must have 4+ years tax experience. Must have tax knowledge of Individual, LLC and Corporate tax returns. Must have previous experience with Lacerte software. We have plenty of returns yet to process for the tax year. Position is a contractor position with possibility to become full-time employment.
RONALD CASTOR, LC
SS&C SOLUTIONS, INC. Chief Financial Officer Experienced accountant sought to provide financial audits & other attestation services, compiling financial statements & preparing income tax returns & performing other related accounting tasks for a position in our Topeka office. Seeking candidate with 2 to 5 years experience, with CPA or demonstrated progress towards CPA designation. Please send resume to SS&C Solutions, Inc., 5825 SW 29th St, Topeka, KS 66614 or e-mail email@example.com.
WICHITA PUBLIC SCHOOLS Chief Financial Officer Responsible for supervising the activities of the Budget Division and performing highly complex professional-level accounting analysis on an annual budget in excess of $600 million. Requirements: Bachelor’s degree with 15 hours of accounting. Five years’ supervisory experience in accounting, auditing, or budgeting. The ability to communicate effectively, both verbally and in writing. Prior governmental experience in preparation of a Budget document, CAFR and Single Audit Report. Advanced knowledge of Excel, Word, and PowerPoint. Must be able to utilize theoretical mathematical concepts; facilitate meetings, speak persuasively to implement desired actions; and analyze situations to define issues and draw conclusions. Ability to routinely gather, analyze, and/or classify data to solve problems. Preferred: CPA and/or CGFM. Competitive benefits package. Apply at www.USD259.org.
Staff Accountant Staff Accountant: 3-5 years experience in Accounting and Tax. CPA certificate preferred. Previous experience with QuickBooks, Peach Tree, Pro Series & Microsoft Office required. Duties include preparing tax returns and compiling and preparing financial data and records..
SILVER LAKE BANK Financial Analyst Silver Lake Bank has been serving the financial needs of the residents of Shawnee and surrounding counties for over 100 years. Our Main
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Mark Your Calendar! EVENTS
KSCPA/AICPA Women to Watch Awards Luncheon with Tommye Barie
Clarified Auditing Standards Conference & Culture Rocks
September 21 , 2012 - Overland Park
August 30, 2012 - Wichita
KSCPA Strategic Planning Retreat and Golf Outing at Deer Creek Golf Club
Women’s Leadership Conference Women as Powerful & Effective Communicators
September 27-28 , 2012 - Overland Park
September 21 , 2012 - Overland Park
“20 up to 40” Session 4 Team Building at TimberRidge
Business Valuation Conference with Ron Seigneur & Kevin Yeanoplos
September 27-28 , 2012 - Overland Park
October 19, 2012 - Overland Park
“20 up to 40” Session 5 Graduation Events
62nd Annual Kansas Tax Conference November 15-16, 2012 - Wichita
November 13-14, 2012 - Wichita Annual Meeting Leadership Summit/Board Meeting November 14 , 2012 - Wichita
Heartland Technology Conference December 6-7, 2012, Overland Park
Professional Issues Update with Rich Caturano
Wealth Management Conference for Experienced & Emerging Financial Planners
November 14 , 2012 - Wichita
May 6, 2013 - Kansas City, MO
KSCPA 80th Anniversary Gala Dinner & Dance
Agricultural Taxation Workshop with Andy Biebl, CPA
November 14 , 2012 - Wichita
May 9 , 2013 - Salina
“20 up to 40” Session 1, Day at the Statehouse & Legislative Reception
Estate and Trust Planing Workshop May 10 , 2013 - Manhattan
January 17-18, 2013 - Topeka
Help the KSCPA Celebrate 80 years! KSCPA 80th Anniversary Gala Dinner & Dance Starring Lonnie McFadden November 14 , 2012 - Wichita
To view more details, click on any event or conference or visit www.kscpa.org. 44
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