The Journal Entry - Summer 2022

VOL 3 · SUMMER 2022

THE

JOURNAL ENTRY THE UTAH ASSOCIATION OF CERTIFIED PUBLIC ACCOUNTANTS

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CONTENTS CEO's Message.................................................................................................... 4

SUMMER 2022 Utah Association of Certified Public Accountants 15 W. South Temple, Suite 1625 Salt Lake City, UT 84101 801-466-8022 mail@uacpa.org www.uacpa.org Managing Editor Amy Spencer as@uacpa.org 2022 – 2023 UACPA Executive Board President: Ray Langhaim, CPA President-Elect: Dustin Wood, CPA Vice President: Jason Tomlinson, CPA Treasurer: Mark Anderson, CPA Secretary: Tad Tuttle, CPA Member-at-Large: Annette Anderson, CPA Member-at-Large: Chris Skousen, CPA Emerging Professionals: Eric Greene, CPA Immediate Past President: Stacy Weight, CPA AICPA Council: Paul Skeen, CPA CEO: Susan Speirs, CPA UACPA Staff CEO: Susan Speirs, CPA CPE Director: April Deneault Communications & Marketing Director: Amy Spencer Financial Director: Tom Horn, CPA Cover Image by Chris Wood, robertwoodphoto.com

UACPA Statement of Policy The Journal Entry is published four times a year by the Utah Association of Certified Public Accountants (UACPA). The opinions, views and articles expressed in this magazine are those of the authors and not necessarily those of the UACPA. This magazine should not be deemed an endorsement by the UACPA or its committees or editorial staff of any views, opinions or positions contained herein. Copyright © 2022 Utah Association of Certified Public Accountants

DEI Survey Results.............................................................................................. 5

Cover + Articles Feature: Trends to Include in Your DEI Strategy ........................................... 6 Meet the CEO of Utah Black Chamber of Commerce ..............................12 By the Numbers: Diversity in Utah..................................................................14 Building Trust in DEI Commitments..............................................................16 Disabilities and Inclusion ................................................................................22 CPAs Who Paved the Way for DEI in Utah ...................................................24

Membership New Members....................................................................................................26 New Student Members....................................................................................26 Photos: Spring Leadership Council................................................................28 Members in the News......................................................................................31 Board Brief..........................................................................................................31 In Memoriam......................................................................................................31 Meet the Board...................................................................................................32 UACPA Staff Chat..............................................................................................33 Comic: Generally Excepted..............................................................................34 Meet a Member: Priyankara Silva, CPA.........................................................35

CPE 2022 Fall CPE Schedule...................................................................................36

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CEO’S MESSAGE SUSAN SPEIRS, CPA

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magine, if you will, a team of members with similar backgrounds, similar strengths, similar weaknesses and all the same ages from

the same culture and with same tastes. Different people bring a wide range of ideas, skills, personalities and perspectives to the table.

Leveraging heterogeneity in race, gender and myriad other factors that makes people who they are can offer a competitive advantage to the business model. Intentional and deliberate creation of diverse and inclusive teams brings new strategy, thoughts, ideas and views.

Emotional intelligence plays a role in diversity efforts of our organizations. These five attributes drive DEI in the workplace:

Research indicates that diverse teams are about 35% more

1.

productive than non-diverse teams. Organizations that intentionally

they affect your opinions and actions. Know your strengths

create diverse teams show equally high revenue.

and weaknesses.

2.

As our profession, and the workplace in general, struggles to retain

manage your impulses?

for employees to feel safe, respected and more connected. As

3.

connections strengthen, the foundations of stronger community and

Social Awareness: How well do you understand the emotions, needs, and concerns of other people? Do you feel

increased productivity will be laid.

comfortable socially and able to identify the power dynamics in your organization?

Strong organizational business communities lead to more

4.

engagement among team members, and innovation develops at a

Relationship Management: Learn how to build up and maintain healthy relationships, communicate clearly and

faster pace as diversity of thought fuels new product development

always try to inspire and influence other people as you

and opportunities for everyone. One of the by-products of a diverse

collaborate with them in a team environment.

organizational community is a sense of belonging. Employees thrive

5.

when they feel valued; in today’s environment, DEI is imperative for

Mindfulness: Continue to be aware and focus on your awareness of the present moment, while acknowledging and

our organizations to survive.

accepting one’s feelings, thoughts and sensations.

Google recently completed a study, Project Aristotle, that identified psychological safety as one of the most important factors of a highperforming team. If employees feel included and valued and feel that they can be their authentic selves, they are better able to focus time

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Self-Management: How well do you manage yourself, your emotions, internal resources and abilities? How well do you

employees, creation and maintenance of DEI concepts is integral

and effort on performance.

Self-Awareness: Understand your own emotions and how

While we share commonalities, we are all remarkably diverse. We all see situations through a different lens, which gives opportunity to innovate, strategize and build strong communities within our organizations. As you peruse the articles in this edition, ponder some ways that you uniquely contribute to those around you. n

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UACPA DEI

SURVEY RESULTS

DOES YOUR ORGANIZATION TAKE ACTIVE MEASURES TO SEEK A DIVERSE CANDIDATE POOL WHEN HIRING?

Earlier this year, the UACPA’s Diversity, Equity and Inclusion (DEI) Committee created a survey to find where support was most needed. The results shed insight on what members and their organizations are doing and how employees see value in these initiatives. Respondants of the survey rated their organization’s overall status related to DEI among it’s personnel at a 6 on a scale of 1 - 10 (lowest to highest), indicating that there is still work to be done.

See some of the survey results and see what firms are doing.

WHAT EFFORTS ARE BEING MADE WITHIN YOUR ORGANIZATION TO PROMOTE DIVERSITY, EQUITY AND INCLUSION? “We have an annual DEI Forum, and required training about unconcious bias and microaggressions.”

“Using an independent HR company focusing on diversity.”

“Actively seeking applicants from diverse sources.”

“We have had speakers, online required training, committees created to help with our initiatives, books that employees can read and join groups where they are discussed.”

HAS YOUR ORGANIZATION DONE A GOOD JOB PROVIDING EDUCATIONAL PROGRAMS THAT PROMOTE DIVERSITY, EQUITY AND INCLUSION IN YOUR WORKPLACE?

“We have a diversity and inclusion day, forums throughout the year, formal training, teams channels and committees.”

“We are a small group. Everyone has the same advancement plan laid out so there are no special tracks. We are willing to work with individuals who have different life circumstances so they are not left out.”

“Women’s group and mentoring in place. ‘Returnship’ offered to enhance representation from part-time, underrepresented populations.”

“We have annual training on respect in the workplace. We will be doing an extra six-week education program on diversity.”

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FEATURE

LATEST TRENDS TO INCLUDE IN YOUR DEI STRATEGY SM ALL STEPS TO HELP IN CREATING A DIVERSE AND INCLUSIVE ORGANIZ ATION.

BY PRIYANKARA SILVA, CPA

D

iversity, equity, and inclusion (DEI) are not just buzzwords. Making DEI a core piece of your organization’s culture is not just good but crucial in recruitment and retention initiatives, now and in the future.

The importance of DEI spans the entirety of your business, from hiring the best talent to retaining employees by consistently evaluating and improving organizational culture. Employees and other stakeholder groups are increasingly looking for companies that prioritize a safe, welcoming, and inclusive environment.

In a recent DEI survey, McKinsey found that the companies with greater racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians, and companies with the greater gender diversity are 15% more likely to have financial returns above their respective national industry medians. Therefore, DEI doesn’t just make stakeholders happy, but also improves the financial performance of the organization.

To help your organization, the following sections highlight some of the emerging trends you’ll want to include in your DEI strategy.

Use of Artificial Intelligence (AI) Powered Solutions to Support DEI in the Workplace With the economy strained by COVID-19, and high inflation thinning margins and tightening up operations, the need to source large volumes of candidates and hire top talent is at an all-time high.

When evaluating potential employers, many job seekers value workplace diversity. Thus, you should create a more diverse mix of employees by accessing, searching and reducing biases in the selection process.

Recruiters who are currently using AI in recruiting have found that it can be helpful with sourcing, screening, and nurturing candidates. AI tools can automatically rank candidates based on how well their skills match your job requirements, review the job descriptions to remove potential biases before posting, and provide blind candidate screening by redacting things like ethnicity, gender, age, education, and other identifying factors that don’t relate to qualification. In addition, learning and development teams can use AI to create custom training experiences and offer hyper-personalized development programs.

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Recruit Women Who Have Been Out of The Workforce Since the beginning of the COVID-19 pandemic, almost three million women have exited the labor force in the U.S. alone. Between layoffs and responsibilities for caring for family members, women left the workforce in droves, and many still have not returned. As a result, one of 2022’s biggest DEI trends includes bringing women back into the workforce. However, after being out of the workforce for nearly two years, women, might be hesitant to leave families or reenter an office environment. In addition, their priorities and must-haves for jobs could have changed.

To help your organization attract women reentering the workforce, providing a safe and flexible environment is important and below are some of the steps you can take.

• • • • •

Offer flexible work hours to accommodate child transportation and care Continue COVID-19 office safety protocols (support health concerns of spreading the virus to family members) Provide paid sick leave, vacation, and personal paid time off Allow remote work, or at least part time, to accommodate for family responsibilities and shorten commute Offer other employee perks that increase employee satisfaction (e.g., health and fitness credit, travelling and parking expense reimbursement, professional development budget, etc.)

Use DEI to Attract Candidates More than ever before, job seekers are looking for an employer that values DEI. Whether they belong to a marginalized group or not, candidates want to work for a welcoming and safe workplace. To show potential employees that DEI is a top priority for your organization, start by posting a well-crafted DEI statement on your website and in job postings. Rather than writing a statement full of legalese, use language that matches your branding, mission, and values. It should also be brief, positive, and specific.

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For example, Amazon’s DEI statement reads “We are a company of builders who bring varying backgrounds, ideas, and points of view to inventing on behalf of our customers. Our diverse perspectives come from many sources including gender, race, age, national origin, sexual orientation, culture, education, and professional and life experience. We are committed to diversity and inclusion and always look for ways to scale our impact as we grow.”

Further, in order to attract the best candidates, provide real examples of DEI initiatives. Your organization’s website, marketing materials, advertisements, social media platforms and annual DEI transparency reports can be used to communicate DEI initiatives to potential candidates.

Retain Employees Better by Prioritizing DEI Create and communicate initiatives that make your current employees want to stick around. A survey recently conducted by CNBC about Workforce Happiness found that the majority of the workforce (78%) say it is important to them to work at an organization that prioritizes diversity and inclusion, and, in fact, more than half (53%) consider it to be “very important” to them.

As many HR specialists highlight, equity in compensation is also extremely important. If employees don’t feel they’re receiving equal pay for equal work, they’re likely to look for a position elsewhere. Also, there is a risk of reputation and financial damages due to lawsuits from employees.

In addition, creating equity and inclusion in professional development (PD) opportunities should be a focus area.

Without equal chances to upskill, employees could fall behind, missing out on promotions or even lower productivity.

To understand whether your approach to PD is equitable and inclusive, ask yourself

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• •

Do we choose the same employees to go to every conference or trade show?

Do we allocate training and PD budget equally

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•

among employees?

Do some employees have to miss out on training or conferences because of finances/family responsibilities/health conditions/gender?

If employees don’t have equal access to PD opportunities, they might leave your organization for an employer that’s more equitable in this area.

Consider DEI Initiatives in Incentive Programs The link between compensation and DEI is still a relatively infrequent practice. Mercer estimates that only 15% – 20% of S&P 500 companies include DEI metrics in their executive incentive plans. Only about 5% – 10% of those companies have an objective, quantitative DEI metric, while many other companies include DEI goals and accomplishments as part of subjective individual or strategic performance metrics. Several companies including Nike and Starbucks have already recently announced that they will be tying executive pay to DEI metrics for the first time. By tying DEI to compensation, you can strengthen accountability for progress and send a clear signal about the organization’s priorities.

Rethink Hiring for Differently Abled Candidates Since 1990, the Americans with Disabilities Act has allowed employees to request accommodations to make their workplaces and jobs accessible to them. However, in 2022, employers shouldn’t be limited to the bare minimum required to comply with this law.

Organizational performance expert Dr. Raman K. Attri suggests going beyond accommodations and nondiscrimination to creating “customized position[s] or role[s] based on the profile of a PWD [person with a disability] who applied.”

Hiring managers and recruitment managers should jointly make a genuine effort to find (or design) the correct job role where success is accelerated due to their prior skills or

experience. When you do so, disability does not become a hindrance but rather an asset.

When you receive an application from a differently abled candidate, you can take the following steps to make your hiring process more inclusive: • Assess the resume and cover letter for relevant skill sets • Consider how their work experiences could be applied to your organization • Interview the candidate to uncover talents that were not mentioned in their application • If their skills and experience would be an asset to your organization, tailor a role to their strengths, rather than changing an existing role to accommodate them PWDs are not employees who are a burden or a potential compliance lapse or lawsuit waiting to happen. They bring unique perspectives and strengths to the table. Focusing on their inclusion is a benefit to your organization.

Scrutinize Remote Work Through a DEI Lens In 2020, most organizations were forced to quickly embrace remote work to protect their employees during the COVID-19 pandemic. Now, organizations have chosen a wide variety of approaches to the workplace, including return to the office, full-time remote work, and hybrid models.

If your organization has embraced a remote-first work model, consider if everyone in your team can work from home. Having access to technology to complete work, electronic devices, and a quiet, ergonomic workspace are factors employees or candidates could consider important in a remote working environment.

On the other hand, a hybrid or office-first model can promote inequity in different ways. Employees with caregiving responsibilities or who have moved away from the office for financial reasons might not be able to come into the workplace as often. Therefore, it is very important to analyze your oranization’s work model for DEI issues. Consider

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• • • • •

Does coming into the office set up a path to promotions, higher pay, or more praise?

Are employees discouraged from working remotely by their managers, even though it’s an option by policy?

Do managers ask their employees to come into the office last-minute (which could conflict with caregiving responsibilities)?

Are employees of a certain gender or ethnic group monitored more closely when working remotely (using technology) than others?

Do employees feel safer when working remotely because they experience less harassment or discrimination?

Focus on DEI Training DEI training will continue to be one of the top DEI trends because it’s the easiest way to communicate what to do (and not do) in the workplace. You can model real-life scenarios for employees to help them understand their biases, learn how to step in when they see harassing behavior, and see the value in diversity.

How do you ensure your DEI training program is successful?

You can consider the following when developing or revamping your training modules:

• • • • •

Incorporate different approaches to teaching the material to accommodate various learning styles, education levels, and job functions Gather ideas for training from employees in different departments Initiate multiple touch-points beyond annual training, such as webinars, newsletters, and in-office programming related to DEI topics Encourage employees to contribute ideas and personal stories to inspire or include in the training and other DEI initiatives Evaluate the training annual basis and rework with new ideas and best practices

Make Communications Inclusive Using inclusive language in your internal communication means avoiding words, phrases, or tones that reflect prejudiced views of particular groups. The diversity-attuned dictionary is expanding every day, and it’s important to stay on top of emerging standards.

You can start doing this by • Striving towards gender-neutrality, for example, avoid referring to a group of people as “guys.”

Despite the cultural normality of the term, replace it with “team.”

• Having employees add their pronouns to their email signatures or social media profiles is another easy way to avoid gender assumptions. It can encourage the normalization of the identification process for everyone • Showing people of a variety of races, genders, and abilities on your website, social media channels, and sales collateral Making these changes to internal documents shows employees that you care about them as individuals. It also shows that your organization values every person and doesn’t discriminate or consider one group better than another. Externally, potential customers and clients will see that your company appreciates and celebrates differences.

When they know they’re welcome, they’ll be more likely to work with you or engage with you. n Priyankara Silva, CPA, is an audit senior manager in EY’s Financial Services Organization (FSO). He has more than 14 years of experience in the financial services industry, specializing in providing assurance services to global, regional, and offshore banks, domestic and offshore hedge funds, private equity funds, venture capital firms, and various other asset management firms.

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CONTACT US 801-972-4800 HaynieCPAs.com THE JOURNAL ENTRY |

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DEI TRAINING

SUPPORT FOR INITIATIVES IN UTAH

DR. SIDNI LLOYD-SHORTER LEADS THE UTAH BL ACK CH AMBER OF COMMERCE

BY VALERIE BUSHELL, CPA

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had the opportunity to interview Dr. Sidni Lloyd-Shorter, the new president and CEO of the Utah Black Chamber of Commerce. She is currently the CEO of ExecuteNow!, a finance and accounting firm that focuses on helping non-profits, small and mid-sized organizations get access to affordable capital and financial management. Dr. Lloyd-Shorter saw that there are “insulting inequalities” in the financial industry for minority-owned businesses and, through ExecuteNow!, she has been able to help narrow the gap.

Dr. Lloyd-Shorter has many goals for the Black Chamber, one of them being that they “will invest and attract resources to address capacity deficits and issues around diversity, equity and inclusion in the workforce through access to effective training programs and needed resources.” We, as members of the UACPA, can learn from Dr. Lloyd-Shorter and the Black Chamber on how we can build our businesses to be more inclusive of the greater community, which in return will help us become more successful accounting professionals.

Dr. Lloyd-Shorter started her path as a DEI leader by recognizing not everyone has the support and opportunities she was fortunate enough to have received when she was beginning her career. She had mentors who recognized her potential.

They encouraged her to make decisions that aligned her passions with the ability to achieve professional success. This evolved into Dr. Lloyd-Shorter looking for opportunities to help others reach their potential as well. Helping others succeed became her passion. This may have been the beginning of her role as a DEI leader, but according to Dr. Lloyd-Shorter, being an ambassador of DEI began when she entered the workforce. She stated that members of minority groups have been advocating for DEI initiatives before the acronym DEI was created and adds that by being a minority in the workplace, your mere existence is a push for DEI. My own experience in the accounting profession supports this. I am a Black woman who has faced prejudices from other professionals in our industry. I have been told I am a good hire, not because of my experience or qualifications, but because I check a lot of boxes for companies. When I objected to inappropriate and biased comments made by others, I was told I was difficult. I expressed my opinion on social injustices that went against the office norm and was told I should work somewhere else that might be a better fit for me. These are just a few of my experiences. I know there are others in our industry who have had similar experiences. When I began my career, there were no DEI committees or inclusion initiatives.

The workplace can be a daunting arena for an employee to

walk into, and biases employees perceive hinders their work and affects loyalty to the company.

According to Dr. Lloyd-Shorter, DEI in the workplace can be as ineffective or effective as management chooses. Creating a DEI committee within an organization does not mean that change is actively happening. She posed these questions: Is your company just checking the DEI box and moving on or are you invested in integrating DEI initiatives? Are you hiring employees for DEI positions that are bringing value to the company? Do you compensate your employees to think, discuss problems and find viable solutions? Are you being responsive to initiatives brought to you by the employees you have tasked with this responsibility?

For companies to succeed with DEI, Dr. Lloyd-Shorter believes it is important to accept that employees have their own professional agendas within the company. Companies and their employees can move in the same direction towards success, while accepting that others may be moving forward in a different way. Diversity of ideas and work styles can bring about great success. We must be mindful and embrace the differences to see this success. If we strip away the acronyms and categories, we are all just people. We all have biases and bring them to the workplace with us. It is what we are doing with these biases that is important. Dr. Llyod-Shorter asked, “Are we using the workplace as an excuse to forget about respect and kindness? Do we see each other as people? Employees share a workspace and environment. This is where the conversation and seeking to understand each other should begin.”

Dr. Lloyd-Shorter says that diversity is a fact. We live and work in diverse communities. Equity is a choice. We must choose that equity is important and choose to have equity in our companies. Inclusion is a verb. It is the actions we take. We need to seek to include others we work in the same space with and begin the conversation. We can all be DEI advocates in the workplace. Dr. Lloyd-Shorter stated, “Do something, take action and get involved!” n

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Valerie Bushell, CPA, is the North American Controller for Black Diamond Equipment, a manufacturer of climbing, skiing and mountain equipment. She is an alum of the University of Utah. Valerie is currently serving as Vice Chair for the UACPA’s DEI Committee and as a member of Black Diamond’s DEI Committee.

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The Kem C. Gardner Policy Institute specializes in Utah demographics and the Utah economy. These numbers come from the “Diversity in Utah” report published May 6, 2021.

BY THE

NUMBERS DIVERSITY IN UTAH

PERCENTAGE OF THE STATE IDENTIFYING AS OTHER, 14% OF THAT GROUP IS REPRESENTED BY THE HISPANIC OR LATINO POPULATION

22%

PERCENTAGE OF AGE GROUP IDENTIFYING AS MINORITY IN UTAH, 2020 AND 2060

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WHERE UTAH RANKS AS THE MOST RACIALLY AND ETHNICALLY DIVERSE STATE IN THE NATION

29%

PERCENTAGE OF UTAH POPULATION WHO WERE AGES 18 OR YOUNGER IN 2019 14

Age Group

2020

2060

Preschool

28.7%

44.6%

School

26.4%

41.7%

College

25.8%

40.5%

Working

22.2%

35.6%

Retirement

10.8%

23.1%

All Ages

22.7%

34.8%

Note: Minority includes those identifying as something other than Non-Hispanic White Alone. Age groups: Preschool (0 - 4 years); School (5 - 17 years); College (18 - 24 years); Working (18 - 64 years); Retirement (65 years and older).

2060

THE YEAR THAT UTAH’S MINORITY SHARE OF THE POPULATION IS EXPECTED TO INCREASE TO ONE IN THREE

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Help Your Clients Get the Credit They Deserve 61%

Business owners who said they were unaware of the Employee Retention Tax Credit (ERTC) in a recent Paychex survey.

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DIVERSITY, EQUITY AND INCLUSION

BUILD TRUST IN DEI COMMITMENTS

SINCERE COMMITMENT AND COLLABORATIVE ACTION ADVANCE SUCCESSFUL DEI EFFORTS IN THE WORKPLACE — AND STRENGTHEN THE BOND WITH YOUR WORKFORCE

BY KAVITHA PRABHAKAR, CHRISTINA BRODZIK, DARREN M. GEST, NICOLE NODI, MICHAEL CHERNY

This article was originally published by Deloitte Insights

S

ince the spring of 2020, many organizations have made public commitments to address societal disparity and injustice, and established or expanded diversity, equity, and inclusion (DEI) initiatives for their current and future workforce. After more than a year of accelerated efforts, the questions arise: Do workers trust their organizations’ commitment and efforts thus far? And how might this change going forward?

Trust can be a critical factor in the relationship between a worker’s performance and operational success. Prior research indicates that if employees cannot trust their employers to fulfill the commitments they have made, their levels of engagement could decrease, and they might become more likely to withhold their best efforts.¹ Alternatively, if employees trust their employer’s commitments, their engagement level can increase up to 20%, and the likelihood they will leave their organization decreases by

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87%.² Additionally, amid the “Great Resignation,”³ there have been notable shifts in workers’ feelings about the role of work in their lives4 and increasing expectations that employers share and reflect their workers’ values, including commitments to DEI.5 To understand whether organizational DEI commitments and efforts are improving workers’ trust in their organizations, we surveyed 1,543 workers, mainly respondents who identified as Black, Hispanic/Latinx, Asian, female, and LGBTQIA+. This research looks at these questions from the worker’s perspective, providing insights into how much workers currently trust their organizations’ DEI efforts — their commitment, objectives, and progress — and examines the implications for organizations as they plan their DEI strategies.

What we’ve found in our research is encouraging. Workers, including those who, as part of our survey demographic questions, self-identified as members of diverse populations, currently trust their employers’ DEI efforts. But our research also shows that it would be a mistake to take this trust for granted, and that organizations may already be at risk of drifting off course from the commitments they made.

Understanding these twin risks — of failing to meet DEI commitments and the damage this can cause to worker trust — and developing strategies to combat them can help organizations create long-lasting, successful DEI programs, contributing to trust within their workforce.

THE GOOD NEWS Over the past year and a half, many studies have noted workers’ concerns about their organizations’ DEI commitments. Some believe that their employers haven’t set their ambitions high enough;6 and, perhaps more troubling, others noted that their employers had made promises they weren’t keeping.7 Trust begins with making and demonstrating effort. When stakeholders, including workers, perceive an organization as lacking the ability to execute its DEI strategy, or the accountability to fulfill its commitments, their trust in the organization can dwindle. When promises are not kept, perceptions of

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organizational integrity can erode.8 This can lead an organization to develop a reputation for performative activism: the perception among stakeholders that the organization is involved in activism primarily for image enhancement without genuine commitment to back it up.9 Despite these pitfalls, however, our survey results (figure 2) indicate that some organizations are learning how to earn their workers’ trust, and that, by and large, workers do currently trust their organizations’ and leaders’ commitments to DEI and their ability to execute successful DEI programs.10 Significantly, these results are consistent across demographic groups.

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THE CONSEQUENCES OF NOT FOLLOWING THROUGH While many organizations appear to be making strides in assuring workers of their sincere intent and their capability to deliver on their commitments, history suggests continued trust is not guaranteed.11 The work should be ongoing to maintain trust levels.

Organizations that allow “commitment drift” — defined by Elizabeth Doty and Maryam Kouchaki as “perceived systematic breakdowns in keeping an organization’s most important commitments to its stakeholders”— are likely to erode stakeholder trust and eventually the benefits that trust creates.12 Falling prey to the pressure of shortterm business imperatives can cause leaders to back out of even the most well-intentioned commitments.13 Organizations that have already enacted DEI commitments (and those that are preparing to) should view their DEI program as part of their long-term strategy. This can help them to avoid diminishing or squandering their hard-earned trust by not completely institutionalizing DEI or making it a foundational element of the organization’s purpose and strategy.

Results from our research indicate the potential for regression is real. More than 40% of respondents in upper management roles (board members, C-suite/executive, and VP or director) say their organizations are too focused on DEI. Furthermore, more than 60% of this upper management group believe that their organizations’ commitment to DEI will likely subside as different competitive threats emerge. This is

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reflected in worker perception: Nearly 40% of total respondents—including 41% of ethnically or racially diverse respondents and 50% of LGBTQIA+ respondents—also believe that this commitment drift is likely to happen.

Another challenge organizations can face in maintaining DEI progress and trust is losing leaders and staff who promote, drive, or enforce accountability for DEI efforts.14 Chief diversity officers, in particular, have been actively recruited, tenures have in some cases been quite short. That has been largely attributed to burnout due to high expectations with inadequate resources, and a disconnect between DEI efforts, business objectives, and support from other executives.15 A short tenure of a chief diversity officer can signal to workers that their organization is either not prioritizing DEI or not sufficiently supporting it.

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Losing the trust workers have in organizational DEI programs can have bottom-line consequences for organizations (figure 3). If these sentiments become reality, the damage to employer brands could be a turn too far on the vice grip on organizations in an already-tight talent market.

These results can serve as a warning about the potential damage to organizations’ employer brands in a challenging talent market. When workers don’t trust organizational commitments to DEI, they are more likely to consider quitting and not referring others, and prospective hires are more likely to not apply for open roles.16 Beyond the workforce, breaches in DEI-related trust can trigger actions that impact relationships with other stakeholders and firm performance.

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to tell us what their organizations could do to directly increase their employees’ trust in their organization’s commitment to meaningful DEI outcomes. We found that more than 20% of those surveyed believe their organization is on the right path and mainly needs to keep pushing on current efforts, and 70% of respondents identify several different opportunities for their companies and leaders to consider. We then categorized the suggestions under the broader elements of trust: competence and intent.

COMPETENCE For example, consumers often make decisions about whether to purchase a product based on their perceptions of employee treatment and DEI commitments. One recent study notes that 28% of respondents would stop doing business with a company that treats its employees poorly, and 25% would stop if the company didn’t commit to DEI.17 Investors are also paying attention to organizational corporate social responsibility programs, which often include DEI. A growing body of research acknowledges that investment risk is lower for organizations that adhere to ethical principles.18

ADOPT A HOLISTIC, COLLABORATIVE APPROACH THAT WILL STAND THE TEST OF TIME Leaders responsible for building a DEI strategy and delivering on its commitments know the work and

resources that have gone into the journey so far, and they’ve shown they can build considerable trust with their workers. But how can organizations maintain that trust―not dropping the ball, reducing attention to DEI efforts in the face of other emerging issues, or extending their promises past the point that they can deliver?

We asked respondents to offer ideas on how their organizations can build trusted DEI programs over time, and who within the organization should be accountable for different elements of a successful program. Their perspectives and recommendations include the below points.

INCREASE AND MAINTAIN WORKER TRUST BY DEMONSTRATING COMPETENCE AND INTENT

Nearly half of workers who participated in our research want to see their organizations take more focused action to build greater trust in organizational DEI efforts. Some of the most frequent recommendations on competence were: •

Solicit input and involvement from all employees throughout program phases and cycles

•

Set clear, well-researched goals, especially those that address challenges faced by diverse groups within the organization

•

Commit funding for expertise, personnel, and programs that demonstrate and reflect the strategic importance of this work

•

Increase accountability and demonstrate this by regularly communicating evidence of progress

•

Stay committed in the long term to hiring, training, and promoting from diverse groups, including for leadership roles

We gave respondents a blank slate

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INTENT Nearly a quarter of respondents in our survey are looking for organizations and their leaders to demonstrate a genuine commitment to DEI initiatives. Some of the most frequent recommendations were: •

Be honest and sincere about what you are doing and why

•

Always be transparent when communicating motivations, progress, momentum, and even mistakes

•

Support and model DEI goals and outcomes at the leadership level

•

Create a psychologically safe environment in which people can speak freely about their experiences and thoughts

•

Maintain focus on DEI even as other business imperatives arise, and show that you are doing so

CONSIDER EVERYONE’S ROLE IN MOVING FROM VISION TO RESULTS Whether they are executive leaders, HR managers, functional or line managers, or staff, everyone has a role to play in supporting their organization’s DEI programs. Even the board plays a role — more than 90% of respondents agree. Our respondents categorized the different roles that leaders and workers have in DEI effort deployment.

Some of these roles are particularly crucial in certain stages, whether it is sponsoring and setting the vision,

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providing expertise to further success, driving accountability for results, or participating and engaging with DEI initiatives. We see opportunities for people in these roles, during these key stages, to augment worker trust.

We also think it’s important to note that each of these leaders or groups need not attempt to drive progress in a vacuum—nor should they. DEI programs with goals and metrics that

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are shared across business leaders and departments, outside the potential silos of the HR or DEI units, are often more successful.19

COLLABORATE AT EVERY STAGE Figure 4 shows opportunities suggested by our analysis for how different stakeholders within the organization can play a part in DEI programs to enhance trust.

SUMMER 2022

EMBRACE A JOURNEY WITHOUT A FINISH LINE Our research indicates there is trust today among the workforce in their organizations’ DEI commitments, and that is encouraging. Yet, there is no finish line to DEI: There’s always room to grow and improve. Companies can continue to learn from their experiences, successes, and failures as they seek to make their workplaces more inclusive and equitable for all.

They have it within their power to demonstrate that they are genuinely committed to and will make ongoing progress against their organizations’ current and future DEI vision and goals.

Delivering on DEI commitments and fueling worker trust can help demonstrate that an organization’s values align with those of its stakeholders. Organizations that collaborate with their workers on DEI initiatives continue to fuel their DEI journey, which can help them avoid lapsing into commitment drift or other challenges. It is typically through collaboration and trust that an organization and its workers will achieve the purpose and goals of the business, generating value for all stakeholders. n

SOURCES

Tony Simons, “The high cost of lost trust ,” Harvard Business Review, September 2002.

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1.

Elizabeth Doty and Maryam Kouchaki, “Commitments, disrupted: Understanding and addressing commitment drift in for-profit enterprises,” Edmond J. Safra Working Papers, no. 64, May 21, 2015.

Stephanie N. Downey et al., “The role of diversity practices and inclusion in promoting trust and employee engagement,” Journal of Applied Social Psychology 45, no.

1 (2015): pp. 35–44.

2.

Juliana Kaplan, “The psychologist who coined the phrase ‘Great Resignation’ reveals how he saw it coming and where he sees it going. ‘Who we are as an employee and as a worker is very central to who we are,’” Business Insider, October 2, 2021.

3.

Cal Newport, “Why are so many knowledge workers quitting?,” New Yorker, August 16, 2021.

4.

Natalie Baumgartner, “Build a culture that aligns with people’s values,” Harvard Business Review, April 8, 2020.

5.

6.

Jennifer Tonti and Jill Mizell, “95% of Black Americans agree that it’s important for companies to promote racial equity. 80% believe they can do more,” Just Capital, April 1, 2021.

Weber Shandwick, “Nearly 2/3 of US workers plan a professional change due to COVID-19,” October 28, 2020.

7.

8.

Elizabeth Doty, “Does your company keep its promises? Revealing and addressing commitment drift in business,” Edmond J. Safra Center for Ethics, July 21, 2014.

Brittany Levine Beckman, “How performative became the most searing callout in 2020,” Mashable, January 4, 2021.

9.

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Rohini Anand and Mary-Frances Winters, “A retrospective view of corporate diversity training from 1964 to the present,” Academy of Management Learning & Education 7, no.

3 (2008): pp. 356–72.

11.

Doty and Kouchaki, “Commitments disrupted.”

12.

Colin Mayer, Firm Commitment: Why the Corporation is Failing Us and How to Restore Trust in It (Oxford University Press, 2013), pp. 117–56.

13.

Brittany J. Harris, “Managing the toll of DEI work: The [diversity] struggle is real,” The Inclusion Solution, January 16, 2020.

14.

Chip Cutter and Lauren Weber, “Demand for chief diversity officers is high. So is turnover,” Wall Street Journal, July 13, 2020.

15.

Deloitte, “The Deloitte Global 2021 Millennial and Gen Z Survey,” 2021; Glassdoor, “Diversity & Inclusion Workplace Survey ,” September 30, 2020; Cindi Howson, “To make real progress on D&I, move past vanity metrics,” Harvard Business Review, May 21, 2021.

16.

Weber Shandwick, “Nearly 2/3 of US workers plan a professional change due to COVID-19.”

17.

Aflac, Everyone has the power to do good: 2016 corporate social responsibility report , accessed December 9, 2021.

18.

Harvard Business Review, Creating a culture of diversity, equity, and inclusion: Real progress requires sustained commitment, 2021.

19.

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DIVERSITY, EQUITY AND INCLUSION

ACCESSIBILITY FOR ALL IDENTIFYING OTHER BARRIERS TH AT M AKE ORGANIZ ATIONS MORE INCLUSIVE

BY GAVIN HUTCHINSON, CPA

I

want to introduce you to Stretch. His real name is David, but he prefers being called Stretch. This is a nickname that he has had most of his life. This is a nickname he was called in high school and college and one that carried over with him when he began working at ATK Thiokol after graduating from college. Stretch worked as an engineer and assisted on the space shuttle projects. Life was good for Stretch; he had a job he loved and a loving wife and children. Stretch loves the outdoors, especially skiing. One winter day, while Stretch was skiing, he had an accident and suffered a traumatic brain injury, which significantly changed his life.

He could no longer work at ATK; he struggled to remember things. He spent many years attempting to find permanent employment but has been unable to do so. Today, one of his primary motivators is earning enough money to treat his wife to a weekly date night.

Another person I would like to introduce you to is Hannah.

Hannah was born with detached retinas. Hannah attended elementary school and transitioned to the Utah School for the Deaf and Blind, where she was taught how to navigate the world. After graduation, Hannah tried to find employment but has been repeatedly passed over due to her inability to see. Hannah lives by herself and maintains her own apartment with funding she receives from the Social Security Administration. Hannah can hear and comprehend spoken text at a playback speed of over 5X and has learned to navigate a computer by employing the speech-over functions. Recently Hannah was notified by the SSA that their determination is that she is not blind, only that she has

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detached retinas and therefore is not allowed to earn as much money as if she is considered blind.

The diversity, equity, and inclusion (DEI) movement has received significant attention over the past few years.

Tuskegee University defines diversity, equity, and inclusion as: 





Diversity is the presence of differences that may include race, gender, religion, sexual orientation, ethnicity, nationality, socioeconomic status, language (dis)ability, age, religious commitment, or political perspective. It includes populations that have been — and remain — underrepresented among practitioners in the field and marginalized in the broader society.

Equity is promoting justice, impartiality and fairness with the procedures, processes, and distribution of resources by institutions or systems. Tackling equity issues requires an understanding of the root cause of outcome disparities within our society.

Inclusion is an outcome to ensure those that are diverse actually feel and/or are welcome. Inclusion outcomes are met when you, your institution, and your program are genuinely inviting to all and that where diverse individuals can participate fully in decisionmaking and development opportunities within an organization or group.

Disabled individuals are another marginalized group deserving of us to advocate for them. Not only has this

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Gavin Hutchinson, CPA, is the

group been ignored or hidden from society, they have also been through the days of eugenics to “breed out” disabled people, forced sterilization, and institutionalization. Now is the time to embrace the person and overlook the disability.

president of EnableUtah, a nonprofit organization in Ogden. EnableUtah provides training and job experience to people with special needs to help them

Hiring an individual with a disability has proven to be economically beneficial to companies. One company that EnableUtah works with shared that since hiring a person with a disability, all employees seem happier, the use of sick days has decreased, and employees are more productive.

This company has been able to better serve their customers with disabilites. With the Utah unemployment rate at an all-time low and the need to find willing workers becoming burdensome, I encourage everyone to think about hiring practices differently and consider employing an individual with a disability. It will be a life-changing experience for you and your entire company. n

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achieve greater independence and a higher standard of living.

SUMMER 2022

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DIVERSITY, EQUITY AND INCLUSION

NOTEABLE WOMEN IN UACPA HISTORY

Years before diversity, equity and inclusion became part of our workplace initiatives, some UACPA members were already dedicated to overcoming barriers into the profession. Meet CPAs Claire Haines and Dr. Larzette Hale, women who made their mark on the profession not just in Utah.

CLAIRE HAINES: UTAH’S FIRST FEMALE CPA “I am walking on air this morning,” Claire Haines wrote to her parents in 1923. “I just got word that I passed my examination and am now an honest to gosh CPA in Utah. Oh, I am so happy, happy, happy.” Haines’ next line was a little more telling: “The first woman to try it in Utah and to pass the first time when so few get through it at all. Now I hope I’ll get some recognition from the firm that has been so long in coming.”1 Haines was the first woman to become a Certified Public Accountant in Utah; and as the letter to her parents attests, her professional path was filled both with success and plenty of genderbased discrimination. In the fall 2022 issue of Utah Historical Quarterly, David Hales and Alison McNeal tell Haines’ story, using her personal papers as the basis of their work.

In 1923, Claire Haines — seen here at a mid-point in her career — became the first woman in Utah to become a CPA. Haines remained the only female CPA in the state until 1957, when Tayeko Okino passed the exam.

Courtesy of Giovale Library, Westminster College.

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Throughout her career, which stretched from the 1910s to the 1970s, Haines doggedly pursued her professional goals. After earning a nursing degree in 1912, she changed her focus and enrolled in correspondence and extension courses in accounting. The real challenge came, however, when she tried to find work as an accountant — rather than a lower-level bookkeeper, a job often filled by women. Haines was, of course, able to become a CPA in 1923. In later years, she would go on to have her own successful practice, to serve as the director of Salt Lake City’s Union Bank and Trust Company, and to establish a scholarship fund at Westminster College to support striving students. To learn more about Claire Haines and the place of women in public accounting, check out Hales and McNeal’s forthcoming article in Utah Historical Quarterly at history.utah.gov.

— Article provided by Holly George, PhD, Utah Division of State History

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DR. LARZETTE HALE: FIRST AFRICAN-AMERICAN CPA TO EARN PHD

The American Institue of CPAs called Larzette Hales one of the most influential CPAs of all time.

Dr. Larzette Hale served as the head of the School of Accountancy for more than 13 years of the 18 years she was a faculty member at Utah State University. Former Deloitte Global CEO Jim Quigley, one of the hundreds of students Dr. Hale influenced in her long career at USU, noted that it was in her accounting class that he learned what excellence and putting in a full effort really meant. Those were lessons he carried throughout his life. Larzette Hale lived an incredible life, filled with many firsts. She was the first African-American woman to become a CPA in Georgia, the first AfricanAmerican woman CPA to earn a PhD in accounting in the U.S., first African-American female department head of accounting in the U.S., first African-American to serve as national president for Beta Alpha Psi, and first African-American appointed to the Utah Board of Regents. She also served as the president of the American Woman’s Society of CPAs. All this from a woman who was placed in an Oklahoma orphanage at age 11, where, during her teenage years, she was mentored by the orphanage’s accountant, who inspired her to choose accounting as a profession. She graduated from Langston University when Black people were not allowed to enroll in Oklahoma’s state universities.

She graduated summa cum laude with her B.S. degree in business administration and secondary education in 1937. When she sat for the CPA exam in 1951, she was told to sit in the back of the room and was not allowed to use the lunchroom. But none of that held her back from becoming a celebrated CPA. — Article provided by Teri Rasmussen, Utah State University

MEMBERS SAVE 25%

Exclusive Savings for Utah Association of CPAs Invest and expand your expertise with exclusive offers from Wolters Kluwer. Get access to expertlywritten content and continuing professional education that meets requirements and works with your busy schedule.

Visit CCHCPELink.com/UACPA

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MEMBERSHIP

NEW MEMBERS

Congratulations to the following individuals who were approved for membership in the UACPA as of May 31, 2022.

Kirk Bragdon PricewaterhouseCoopers

Mitch Horne CBIZ MHM, LLC

Errol Morrison SynergySuite, Inc

Benjamin Sorensen PricewaterhouseCoopers

Edwin Eschler Davis Technical College

Aedan Jex Tanner LLC

Genna Mugleston

Zachary Sterbens Ernst & Young US LLP

Lyle Parry PricewaterhouseCoopers

Keith Garner Tanner LLC

Kayle Karzen PricewaterhouseCoopers

Tara Hansen Taxes by Tara PC

William Labrum Tanner LLC

Paul Smee

Gregory Hardester

Joshua Liechty Cook Martin Poulson, PC

Malissa Snow Tanner LLC

Matthew Trump Tanner LLC

Tabitha Single John Wright

STUDENT AFFILIATES LDS Business College Kateryna Pavlenko Kristina Tycksen Park University Rachel Royse Southern Utah University Celeste Taylor University of Utah Sam Rex Carly smith Madilyn Wallace

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Utah Valley University Anungoo Bayarkhuu Arianna Espinoza Casas Colton Gourley Madison Hirase Justin Mills Tallie Mortensen MaryLynne Robinson Hannah Rosell Danielle Sowers Jade Thigpen Weber State University Alex Carlos Jaylee Grotegut Crysta Herman

Western Governors University - Utah Joni Anderson Sarah Breedlove Bennie Bowers Tonna Chikukwa Terrance Clark Elijah Coles Kate Coleman Kyle Farmer Suzanne Gaines Wendi Hathorn Alyssa Herrman Joseph Huffman Mary Immel Laila Jasani Kimberly Jaster Anna Kelsey

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Janis Lewis Katie Lovejoy Helen Martinez Teri Masterson Andrew Payne Erica Peebles Douglas Rinderknecht Lisa Ryan Micah Shaw Nathan Wallace Jennifer Wiggins Bria Williams Jessica Wilson

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PHOTOS

LEADERSHIP COUNCIL

Spring Leadership Council was held Thursday, June 2, at Little America. Attendees heard from Kimberly Ellison-Taylor, chair of the the AICPA’s National Commission on Diversity and Inclusion Committee. Leadership Council is held twice a year and is open to UACPA committee leaders, past presidents, chapter leadership, Leadership Academy alumni, educators and campus ambassadors.

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DISCOVER COLLABORATION AND DISCUSSION ON UACPA CONNECT

Get Started!

UACPA CONNECT WILL HELP YOU

1. Log into Connect

Get to UACPA Connect from our website at uacpa.org and select it from the drop down menu at “My UACPA” or directly at connect.uacpa.org.

• Send messages to other UACPA members

2. Find groups and start or participate in discussions • Go to My Group Pages > My Groups to see any committees or groups you are currently a member of.

• Ask questions and learn from other CPAs • Collaborate and share ideas with like-minded professionals • Find discussions or create a new one

• Use Find Group to Join to find and join in group discussions.

• Visit any group page to read updates, reply, or Post a New Discussion.

3. Set your profile and notification settings • Click on My Account > My Profile in the gray navigation bar on the left side of the page.

• From here you can upload a photo, add bio information, and select your notification settings.

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2022 TOURNAMENT

CEDAR HILLS GOLF CLUB

The UACPA’s annual golf tournament supports the accounting professionals of the future through the Utah CPA Foundation. This fundraising event includes a lunch buffet and features exclusive giveaways and prizes.

About Cedar Hills Golf Club: The Cedar Hills Golf Club is a 6,600 yard, 18-hole, par 72 championship golf course nestled at the mouth of picturesque American Fork Canyon in North-Central Utah County. Far from the average hard-edged, manicured golf course, Cedar Hills lets nature do the talking.

AUG. 11

EVENT DETAILS Date: Thursday, Aug. 11 Location: Cedar Hills Golf Club, 10640 Clubhouse Dr. Fees: $500 per foursome; $150 per individual 7:00 a.m. – Registration Opens 8:00 a.m. – Shotgun Start 12:30 p.m. – Lunch Buffet & Awards

REGISTER: UACPA.ORG/GOLF

For more info, contact Amy Spencer, as@uacpa.org or 801.834.6633 30

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SUMMER 2022

MEMBERSHIP

MEMBERS IN THE NEWS

Do you or your firm have news to share? Send the details to Amy Spencer, as@uacpa.org.

D IN MEMORIAM Roy Gene Rasmussen July 13, 1954 – March 5, 2022 Member since 1987

The Salt Lake firm BKD has merged into a new firm FORVIS. The name FORVIS combines the words “forward” and “vision” and represents more than 5,400 partners and team members. BKD, along with the firm DHG, came together on June 1 to form a firm of a combined $1.4 billion in revenue with offices across the U.S. and internationally.

Rex Talmage Williams June 7, 1955 – April 16, 2022 Member since 1986

CliftonLarsonAllen LLP (CLA), the 8th largest accounting firm in the U.S., and Evelyn Partners, the UK’s leading integrated wealth management and professional services group have formed CLA Global. The new multinational organization firm will provide services to more than 10,000 international clients operating in more than 100 countries.

BOARD BRIEF

A LOOK AT THE LATEST ACTIVITIES WITH THE UACPA BOARD

AICPA Award nominations were voted on and submitted to the AICPA for Outstanding Members in Government.

•

The operations plan FYE 2023 was approved.

•

Structure of Leadership Council was set as we continue to weave DEI opportunities into operations and help members

Francie was the first full-time executive director at the UACPA. She led the association from 1974 till 1978.

D

•

Francie Cowley Crus June 21, 1947 - April 24, 2022

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BOARD QUESTION

WHAT HAS HELPED SHAPE YOUR UNDERSTANDING OF DEI? Ray Langhaim, CPA

Dustin Wood, CPA

“In learning more about what DEI means, I have progressed from tolerances to open mindedness to inclusion and opportunity.

We all need equal opportunity, and it starts with inclusion. It is not about what training we have done, but actions. Reaching out and helping others no matter what race, gender, or religious belief.”

“Presentations by Kimberly Ellison-Taylor at UACPA Leadership Council have shaped my understanding of DEI. I wasn’t familiar with the acronym and awareness of how it impacts us within the accounting profession and in other day-to-day interactions and settings. My eyes have been opened.”

Stacy Weight, CPA

Jason Tomlinson, CPA

“I have gained much from listening to a YouTube series called ‘Uncomfortable Conversations with a Black Man’ by Emmanuel Acho. These conversations are truly enlightening and have assisted me in forming a new perspective of some of the issues around eiversity, equity and inclusion.”

“We have a monthly Zoom call covering a different DEI topic. We bring in an expert, share stories, and discuss how to be inclusive and compassionate for a person’s circumstances. As part of a global firm, we use employees from our various offices to learn from their stories and experiences.”

Annette Anderson, CPA

Paul Skeen, CPA

“Kimberly Ellison-Taylor shared her experience of teaching her sons to not put their hoodies up, hands in their pockets, and if a police officer addresses them, don’t look down but look them in the eyes.

Teaching children to prevent people from wrongfully misjudging you because of your skin color.”

“There are so many options right now, but my favorite is ‘Uncomfortable Conversations with a Black Man’ by Emmanuel Acho. He produced a series of YouTube videos that became his book. There are some great conversation starters and points for selfreflection in each.”

Find UACPA Members online at www.connect.uacpa.org

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STAFF CHAT

WHAT HAS HELPED SHAPE YOUR UNDERSTANDING OF DEI? Amy Spencer “Some of my top picks: In books, ‘Women, Race & Class’ by Angela Davis and in documentaries, ‘13th.’ I’ve also enjoyed documentaries about Stacy Abrams and John Lewis. The YWCA’s 21-day Racial Equity and Social Justice Challenge was also an amazing learning tool.”

April Deneault “I have read ‘Uncomfortable Conversations With a Black Man’ and have listened to Kimberly Ellison-Taylor speak about DEI for the UACPA several times. I’m also part of the UACPA’s DEI Committee.”

Tom Horn, CPA “I became good friends with Reverend France Davis, former Pastor of Salt Lake City’s Calvary Baptist Church. He was a tax client. The civil rights leader is one of the most rounded, knowledgeable, and kind individuals I have ever met.”

Susan Speirs, CPA “Taking time to understand others views and backgrounds and reconciling with my own experiences in the arena of inclusiveness or pay inequalities.“

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BUS INESS + INDU STRY (VIRTUAL) CONFE RENCE SEPT. 16 SUMMER 2022

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IF YOU ARE READInG THIS...

So Is Your Buyer!

CONNECTING MORE SELLERS AND BUYERS

Ryan Pannell Ryan@APS.net

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800-397-0249 www.APS.net

SUMMER 2022

MEET A MEMBER

PRIYANKARA SILVA, CPA can be accomplished through a combination of policy, educational & awareness campaigns, and monitoring tools.

What led you to become a CPA? I wanted to become a lecturer in the accounting or finance field. However, while studying for my undergraduate degree, my grandmother pushed me to take a professional course in accounting. Hence, I took the Chartered Accountancy Exam in Sri Lanka, which is based on international accounting and auditing standards and equivalent to U.S. CPA. When I decided to move to the U.S., I also completed the U.S. CPA as I wanted to be in public accounting longer.

What do you like to do outside of work? Answering my son’s “why” questions, calling friends and family in Sri Lanka, and traveling.

P

riyankara Silva, CPA, is a senior audit manager in EY’s financial services audit practice. He started his career as an assurance

intern in the EY office in Colombo, Sri Lanka, and from the beginning of his career was focused on serving financial service sector clients.

Global integration of EY’s financial service audit practice helped him work in Singapore and The Cayman Islands, and he finally moved to Utah in 2018. Between moves, Priyankara got married in The Cayman Islands and had a baby boy in 2018. “As a family, we enjoy traveling to national parks,” he says. “Our favorite activities are hiking trails (easy ones only), observing viewpoints, driving through winding roads at elevations of thousands of feet, watching wildlife.”

Priyankara lives in Murray, Utah, and has served as the UACPA’s DEI Committee chair since September 2021.

What would surprise people to know about you? One of the fundamental questions of human existence is whether there is life after death. I love reading and watching anything relating to theories of life after death.

What is your favorite book? ‘Masterman Ready’ by Captain Frederick Marryat. This book is a classic adventure story. I borrowed a copy of this book from a friend when I was in grade seven. The story inspired me to explore the world to learn about the different ways people live around the globe.

What are some of your goals both personally and professionally?

I want to be an excellent husband and father. Professionally I want

What are your goals for the DEI Committee? As CPAs, we should strive to develop a business culture that welcomes difference,

to help my clients and the team members to make a better working world.

holds people accountable for equity, and challenges preconceived

What advice do you live by? Luck happens when hard work, timing

notions and misconceptions. Our committee strives to create a

and talent intersect.

n

more diverse, equitable, and inclusive business environment, which

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UACPA Virtual Courses CPECourseSchedule

Register online at uacpa.org, or call the UACPA office at 801-466-8022.

DATE

CPE

COURSE TITLE

INSTRUCTOR

VENDOR

NONMEMBER MEMBER FEE FEE*

september 9/19/22

8

CFO Series Preparing for Change

Don Minges

The Knowledge Institute

$309

$259

9/20/22

8

FASB Update for Small and Medium-sized Business: A Practical Implementation Guide

Curtis Quickel

Surgent

$309

$259

9/22/22

8

Advanced Income Tax Accounting

Robert Bedwell

AICPA

$209

$229

9/23/22 9/27/22

8

Advanced Taxation LLCs & Partnerships

William Harden

AICPA

$209

$229

4

Reviewing Individual Tax Returns: What Are You Missing?

Donald Cooley

AICPA

$183

$133

9/27/22

4

Reviewing Partnership Tax Returns: What Are You MIssing?

Donald Cooley

AICPA

$183

$133

10/17/22

2

Working Paper Documentation

Charles Borek

AICPA

$94

$79

10/17/22

8

CFO Series 360 Degree Budgeting

Bob Mims

The Knowledge Institute

$309

$259

10/18/22

4

Project Management: Tips, Tricks, and Traps

Arthur Pulis

Surgent

$189

$164

10/18/22

4

Project Management for Small and Medium-Sized Enterprises

Arthur Pulis

Surgent

$189

$164

10/19/22

4

Performing an Effective Audit Risk Assessment

Michael J Morgan

Surgent

$189

$164

10/20/22

8

Annual Tax Update: Corporations and Pass-Through Entities

Bruce Nelson

AICPA

$309

$229

10/21/22

8

Form 990: Best Practices for Accurate Preparation

Thomas Sheets

AICPA

$309

$229

10/25/22

4

Section 199A: Applications and Challenges

Michael E Reilly

Surgent

$189

$164

10/26/22

8

Creative Strategies for Buying, Selling, or Gifting a Busines

Arthur Werner

Werner-Rocca Seminars, Ltd.

$309

$229

October

10/27/22

8

International Taxation

Adnan Islam

AICPA

$309

$229

10/28/22

4

Social Security and Medicare: Maximizing Retirement Benefits

William Taylor

AICPA

$183

$133

10/31/22

8

Surgent’s Handbook for Mastering Basis, Distributions, and Loss Limitation Issues for S Corporations, LLCs and Partnerships

John Sherrick

Surgent

$309

$259

11/1/22

4

The Most Critical Challenges in Governmental Accounting Today

Michael Morgan

Surgent

$189

$164

11/1/22

4

The Most Critical Challenges in Not-for-Profit Accounting Today

Michael Morgan

Surgent

$189

$164

11/2/22

8

CFO Series Fine Tune Your Finances

Don Minges

The Knowledge Institute

$309

$259

11/3/22

8

Accounting and Auditing Update for Small Businesses

Kurt Oestricher

AICPA

$309

$259

11/7/22

2

Performing Preparation, Compilation, and Review Engagements

Joann Cross

AICPA

$94

$79

11/7/22

2

Revenue Recognition: Determining and Allocating the Transaction Price

Joann Cross

AICPA

$94

$79

11/7/22

8

Integrated Estate, Financial, and ASset Protection Planning - A Breathrough Approach

Arthur Werner

Werner-Rocca Seminars, Ltd.

$309

$259

11/8/22

8

K2’s Excel Best Practices

TBD

K2 Enterprises

$309

$259

november

36

THE JOURNAL ENTRY |

SUMMER 2022

DATE

CPE

COURSE TITLE

INSTRUCTOR

VENDOR

NONMEMBER MEMBER FEE FEE*

november 11/8/22

8

The Best Estate and Financial Planning Topics of 2022

Arthur Werner

Werner-Rocca Seminars, Ltd.

$309

$259

11/9/22

4

Employer’s Handbook: Health Care, Retirement, and Fringe Benefit Tax Issues

Jason W. Carney

Surgent

$189

$164

11/14/22

8

U.S. GAAP: Review of New Guidance and Hot Topics

Taylor Summer

AICPA

$183

$128

11/14/22

8

K2’s 2022 Technology Seminar

11/16/22

4

Guide to Payroll Taxes and 1099 Issues

Deborah A. Phillips

K2 Enterprises

$309

$259

Surgent

$189

$164

11/16/22

4

IRS Tax Examinations and Hot Issues

Deborah A. Phillips

Surgent

$189

$164

11/21/22

8

CFO Series Creating Competitive Advantage

John Daly

Executive Education Inc.

$309

$259

11/28/22

16

S Corporations: Hot Issues of 2022 Webcast

Robert Jamison

Robert W. Jamison CPA

$500

$450

11/30/22

4

Common Deficiencies in SSARS Engagement

Melisa Galasso

Galasso Learning Solutions

$183

$158

12/1/22

8

Annual Update for Controllers

James Lindell

AICPA

$183

$ 128

12/2/22

4

IRS Disputes

Arthur Auerbach

AICPA

$183

$133

12/2/22

8

S Corporations: Advanced Workshop

Robert Jamison

Robert W. Jamison CPA

$309

$259

12/6/22

4

Choice and Formation of Entity

Brian Greentein

AICPA

$183

$133

12/6/22

8

CFO Series: Financial Communications

Brian Maturi

The Knowledge Institute

$309

$259

12/6/22

4

Accounting & Auditing Update for Small Businesses

Melisa Galasso

Galasso Learning Solutions

$183

$158

12/7/22

2

Government GAAP Update

Melissa Galasso

Galasso Learning Solutions

$94

$79

12/7/22

8

Preparing Individual Tax Returns for New Staff and Paraprofessionals

Don P. Cochran

Surgent

$309

$259

12/8/22

8

Multistate Tax Update

Don P. Cochran

Surgent

$309

$259

December

12/9/22

4

K2’s An Accountant’s Guide to Blockchain and Cryptocurrency

TBD

K2 Enterprises

$183

$158

12/9/22

4

K2’s 2022’s Biggest Security and Privacy Concerns

TBD

K2 Enterprises

$183

$158

12/13/22

8

Hottest Tax Topics for 2022

Nicole Derosa

AICPA

$309

$229

12/14/22

8

Compilations, Reviews, and Preparations: Engagement Performance and Annual Update

Joann Cross

Joann Cross

$309

$259

12/15/22

8

Revenue Recognition: Mastering the New FASB Requirements

Joann Cross

Joann Cross

$309

$259

12/16/22

8

Leases: Mastering the New FASB Requirements

12/27/22

8

Making the Best of Bad Situations

Joann Cross

Joann Cross

$309

$259

Arthur Werner

Werner-Rocca Seminars, Ltd.

$309

$259

AICPA members receive an additional $30 off the price of each 8-hour course where the AICPA is listed as the vendor.

THE JOURNAL ENTRY |

SUMMER 2022

37

Leadership Academy NOVEMBER 9 – 11

The Emerging Professionals Leadership Academy helps new CPAs develop leadership skills with an exclusive group of professionals.

at this intensive and rewarding retreat. You will learn how to make your ideas clear and how to inspire others throughout your network.

The Academy will help you keep pace in the profession and excel as a leader. CPAs will gain the tools and training to propel them into the future

Attendees receive 21+ hours of CPE while building leadership foundations and relationships with their colleagues.

APPLY BY AUGUST 1 uacpa.org/leadershipacademy

UACPA MISSION MISSION

CONGRATULATIONS

100% FIRMS Congratulations to the firms and businesses currently participating

The UACPA leadership supports and challenges members through advocacy, professional education, leadership development, networking, and community service to help them succeed in a

in the UACPA’s 100% membership program. This demonstrates their commitment to the profession, to the association’s high ethical standards and lifelong learning.

competitive and changing world.

PUBLIC PRACTICE • FORVIS • CBIZ • Cook Martin Poulson • Davis & Bott • Eide Bailly • Haynie & Company • HBME • HintonBurdick • Jones Simkins • PricewaterhouseCoopers • Savage Esplin & Radmall • Squire • Tanner LLC • WSRP

VISION

At the UACPA, our vision is to be a world-class professional association essential to our members.

We unite a vibrant community of CPAs to enhance the success of our members and champion the values of the profession; integrity, competency, and objectivity.

VALUES Advocacy The UACPA represents the profession at the legislature and other

INDUSTRY • LDS Church Auditing Department

regulatory bodies and promotes the value of the CPA to employers, the business community, and the public at large.

Firms with 10 or more full-time CPAs are eligible to be a part of the 100% membership program.

Leadership & Service

Call our membership team to

The UACPA provides leadership and service within the profession,

sign up, 801.466.8022.

within the UACPA, and within the community.

Professional Development The UACPA supports and encourages continuing education and leadership development.

Professional Community The UACPA reinforces peer accountability to encourage members to maintain integrity and high ethical standards. ​​It provides member-tomember networking opportunities and networking opportunities with other professions. It values belonging to a distinguished organization and believes that we serve as the primary resource and point of contact for Utah CPAs.

Diverse Population Outreach The UACPA believes in reaching out to under-represented populations, those returning to the profession or choosing it as a

CLASSIFIEDS Utah Practice For Sale: Gross Revenues Shown: Taylorsville-Murray, UT Area $200K; New listings coming soon! For more information, please call 1-800-397-0249 or visit www.AccountingPracticeSales.com to see listing details and register for free email updates to be notified first of new/ upcoming listings.

THINKING OF SELLING YOUR PRACTICE? Accounting Practice Sales is the leading marketer of accounting and tax practices in North America. We have a large pool of buyers, both individuals and firms, looking for practices now. We also have the experience to help you find the right fit for your firm, negotiate the best price and terms and get the deal done. For more information, please visit our website at www. accountingpracticesales.com Interested in Buying a Practice? See local and nationwide listings at www.AccountingPracticeSales.com and register for free email updates.

second career, and other professions.

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SUMMER 2022

39

Nonprofit Org. U.S. Postage

PAID

Salt Lake City, UT Permit No. 1996 UTAH ASSOCIATION OF CPAS 15 W. SOUTH TEMPLE, STE 1625 SALT LAKE CITY, UT 84101

SAVE THE DATE

2022

INAUGURATION + AWARDS

SEPT. 22

AWAKEN EVENTS CENTER 322 W. 11000 SOUTH SOUTH JORDAN uacpa.org/awards22

40

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SUMMER 2022