Professional Development and Event Catalog

This  session provides HR Professionals with scripts for and tactics for coaching leaders in handling an array of employee relations situations with sensitivity, good judgment, and high confidence.  Topics include employee complaints, personality & attitude problems,  performance counseling, personal hygiene problems, disability-related performance issues, misconduct due to mental conditions. You will learn how to use a unique process, “Reset the Clock,” that prevents attorneys from taking something leaders did wrong or did not do in the past and using it to support legal challenges in the future.  Liability is replaced with credibility. Lawsuits are then avoided rather than won.  Financial assets are protected, morale stays high, and bad publicity is averted. HR Professionals avoid hearing from senior leaders:  “You should have anticipated this” after an avoidable legal claim.

Our session will include a discussion regarding indirect rate strategies for cost recovery.  We will cover negotiating indirect rates with pass-through entities and alternative indirect cost recovery methods. A look at applying the PPP Loan Forgiveness credit.  Understanding the definition of sub-awards and the MTDC allocation base, and where best  to allocate bonus expense.  Included in this session will be a selected review of the Uniform Guidance FAQs regarding indirect rates for States and Municipalities, as well as recently issued FAQs that impact indirect rates and cost recovery.  

In 2020, 96% of the world’s largest 250 companies published reports on their sustainability performance in accordance with national and international standards.   Now many more companies are committing to sustainability, and Net Zero emissions in particular.   This creates a new responsibility and opportunity for HR leaders.   Staff must be trained in new policies, goals and procedures.  Executives need help as leaders in this new approach.  This one-hour course summarizes SHRM research into HR and sustainability, plus other expert sources and the instructor's own 30-year journey helping companies become more sustainable.   The course presents key concepts, tools and sources to help HR find its role.

The annual budgeting process is often criticized as an accounting exercise that is obsolete soon after it is published, prone to gamesmanship, cumbersome, not volume sensitive, and disconnected from the organization's strategy and risk management processes. You can resolve these deficiencies using capacity-sensitive driver-based projections. Driver-based budgeting allows for quick scenario planning and far easier analysis of a growing organization whose future may look nothing like today. The driver-based budgets can be periodically refreshed to create rolling financial forecasts extending well beyond the fiscal year end. Learn how managerial accounting can become managerial economics.

The budgeting process can be a time consuming and frustrating process for accountants.  The constraints and pressures can lead to poor decisions in both the technical and human components.  This session will cover: Budgeting:  Presenting and Communicating your Numbers •    Now that the budget is complete, how we communicate our plan is critical.  this session reveals some key guidelines in budget presentation and will identify key problems in how people often communicate financial plans. 

Two seemingly similar products can have very different costs, yet many companies are completely oblivious to these differences causing them to lose money or competitive bids.  When companies compete, those with good information win the “gravy” contracts and those with bad information lose money on “dog” jobs.  Attend this session to gain insights on how to win bids for the best opportunities and give the money-losers to your competitors.  Achieve your target profitability in the process.  

In this session, we will underscore the significance of adopting a growth mindset, as conceptualized by Dr. Carol Dweck, as a cornerstone for achieving success in Diversity, Equity, and Inclusion (DEI) initiatives. A common stumbling block in DEI efforts is the resistance to altering mindsets concerning the goals and objectives of DEI. Through interactive discussions, we will concentrate on dispelling fixed mindsets and cultivating an outlook of continuous growth in the realm of DEI. Achieving success in Diversity, Equity, and Inclusion (DEI) requires a blend of motivation, synergy, and energy. This session aims to dissect the often-overlooked role of motivation in the DEI landscape, demonstrating how it serves as a catalyst for individuals and leaders to surmount obstacles and attain success. Our model disrupts the conventional discourse by placing motivation at the forefront of DEI considerations, emphasizing the importance of understanding the underlying purpose as the true north. The ultimate aim of Diversity, Equity, and Inclusion (DEI) is cultural integration. In the context of our 3M framework, the final "Memorization" component is strategically designed to imprint the necessity of prioritizing DEI and seamlessly weaving it into the organizational culture. This element is pivotal in fortifying our DEI endeavors.

Ethical behavior continues to be a problem in society and even in the CPA ranks. "Ethics - A Line in the Sand" looks at the behavioral issues that influence how CPA's act. The course will address why individuals make ethical blunders, the state of ethical conduct in business organizations, the relationship between strong cultures, policy and procedures and successful ethical work environments. In addition, the course will highlight the one behavior to watch for as an indicator of potential ethical violations.

Over the next decade, the area of “Advisory Services” has the greatest potential for growth in your practice.  Complexities within your clients’ financial, estate, and asset protection plans coupled with the ever-changing Internal Revenue Code has created an opportunity for the CPA, the EA, and other advisors to expand their client offerings. This course provides the practitioner with the framework for practice expansion as well as an understanding of a variety of necessary issues and techniques.  

Employees, now more than ever, are experiencing stress, anxiety and other mental health challenges and all of those come with them each day to the workplace. In order to ensure the safety and security of their workplace, employers need to address these issues and support their employees. Join us to discuss the challenges to providing mental health support to employees, the potential risks of deprioritizing mental health, and tangible actions employers can take to support the mental health of their work group. The cost of providing mental health resources and support pales in comparison to the cost of NOT providing it. Make a plan. Be ProActive.

Have you ever found yourself wondering why people won't just listen to you? Or maybe you have found yourself surrounded by people that make your jaw clench...you know the people...the challenging people.  HR Professionals walk a tight rope of being strong, but not aggressive, polite, but not a push over. It is exhausting! In this session, you will uncover the secrets to working with (and overcoming) challenging people derived from the decades of experience Summer brings from her time on the frontlines and as an HR Professional working with companies such as Walt Disney World, H-E-B and even a dude ranch.  

Appreciation affects your bottom line and your workplace culture. Don’t think so? Think again! Your customers, clients, and co-workers want and need to know they are appreciated. How do you show them appreciation? You show them in their preferred appreciation style.  You have a bias for how you like to receive appreciation, and so do the people with whom you work. In this program, we will build on the research of Gary Chapman and Paul White on appreciation languages – words, time, service, and gifts.  Appreciation is a skill and practice that promises to influence your work life positively. You will experience strategies you can employ in your day-to-day lives to improve your team culture and manage work relationships.

The budgeting process can be a time consuming and frustrating process for accountants.  The constraints and pressures can lead to poor decisions in both the technical and human components.  This session will cover: Understanding and Preventing Budget Calamities •    Most of us lead or participate in the budget process at least annually.  Inherent flaws exist in the standard budget building process that you can solved by recognizing them and committing to solutions.  

Critics have claimed that traditional managerial accounting is at best useless and at worst dysfunctional and misleading. Most line managers do not trust their management accounting data. 21st Century management accounting develops cost/unit metrics that are useful for budgeting, cost analysis and control. Activity-based costing (ABC) brings truly accurate fact-based costing visibility. ABC does not broadly allocate overhead, but traces costs by identifying cause-and-effect relationships. Such information can provide the ability to reveal true profit margins for products, service-lines, specific sales channels and customers. The same information also helps reduce costs and improve productivity by reporting unit costs that you can use to monitor cost trends and benchmark against your competition. Removing the barriers caused by your current management accounting techniques can provide huge rewards.

Volatility and complexity are the new normal. Most organizations are drowning in data, but starving for information. The finance and accounting function has the opportunity to leverage Big Data and the continuum of analytics – descriptive, diagnostic, predictive, and prescriptive. All are useful for better decision making. Collecting, validating, and reporting data is not the same thing as analyzing information where we can glean valuable, actionable insights. In some ways the finance function is many years behind other disciplines such as marketing, sales, and supply chain managers, in applying analytics. How can the CFO’s function catch up?

When asked the question, “What would you like to improve about your leadership and communication style?” more than 65% of leaders say they want to be more confident and assertive in their communication. Confidence and clarity communicates leadership. If you are responsible for growing a profitable company or a productive team, you want team members who have the ability to reach goals, make sales, finish projects, and serve customers. Being a confident compelling leader helps to inspire better relationships, promotes trust and reduces stress in the workplace.

By now, we should all understand the ethical obligations we have as CPAs.  So, theoretically, if we just all agree to remain ethical, we should not have CPA ethical violations.  But, of course, our professional ethics committees still have plenty of cases to investigate.  This session will examine several ethical frameworks, including the AICPA’s Code of Professional Conduct’s and the GAO Yellow Book’s Threats and Safeguards approach to remaining ethical and resolving ethical dilemmas.  The session will present several ethical case studies that illustrate the complexities of and challenges to staying ethical. By exercising our “ethical muscles”, we should be better positioned to effectively deal with the ethical dilemmas that we will inevitably encounter.

Many practitioners dealing with government and not-for-profit issues are asked to serve as expert witnesses in courts of law or other adjudicatory venues.  This session will discuss key issues you need to know when you are asked to serve in this capacity, including: Applicable standards and other engagement acceptance considerations. Preparation requirements and techniques. Dos and don'ts of testifying. Avoiding commons traps and tricks designed to undermine your effectiveness. The session will conclude with a “mock cross-examination” with participants serving as the jury to identify what our witness does right and what he does wrong.

Breaking the Wall of blind acceptance; avoiding habitual complacency and Yoking the dots between cause and effect.

Valuation techniques and cash management activities are two other tool categories that can round out your analytical toolbox. In this course we will initially discuss how to turn your financial plan into a powerful valuation engine.  We then will discuss the formation of an efficient cash management program based on solid banker relationships.  Finally, we will review Ten Steps for keeping your financial toolbox full.