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FEATURES 8
COLUMNS
2020 ASCPA Accounting Educator of the Year
Congratulations to Ms. Ellen Madden from the University of South Alabama.
CYBERSECURITY
Videoconferencing: 10 Privacy Tips for Your Business 15 From the United States Federal Trade Commission
PIPELINE
New Managers: Cultivate These Core Leaderships Skills 18 Kathy Guitierrez, MSHRD, CPLP, PHR
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After Initial Uncertainty, Practitioners Receive Favorable News Regarding Alabama’s Treatment of the CARES Act Unemployment Compensation Benefit
Considerations for Healthcare Providers Receiving CARES Act Funding
Inside the ASCPA Message from Jeannine................ 4 Message from the Chair................ 5
The Provider Relief Fund was initially created to provide funding to the healthcare service providers impacted by the pandemic, but it could trigger additional reporting requirements.
Member News.............................. 6
Leading Others to Lead
Classifieds................................... 22
Remembering............................... 9 Self-Study CPE............................ 22
How to keep an open mind, set the right tone, and provide the tools to help everyone be their best.
5 Ways CPAs can Help Businesses Recover from COVID-19 From maximizing cash flow to minimizing risk, certified public accountants are providing to be critical strategic business advisors.
We’re @ALsocietyofCPAs on Facebook, Instagram, & Twitter— follow us to see the latest from the ASCPA.
November/December
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MESSAGE FROM JEANNINE
about .CPA, I encourage you to take a few minutes to read about .CPA at domains. cpa. The AICPA and CPA.com rolled out the new domain last month with early application ending October 31st. The domain is a restricted domain for the accounting profession, and we will begin to see it being used more and more in the digital world. .CPA is what is known as a top-level domain, which refers to the letter to the right of the dot on a website URL or email address. For example, the ASCPA domain is the common .org, www.ascpa.org.
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appy holidays ASCPA family!
We had our quarterly Board of Directors meeting, and two words were repeated throughout that day: “grateful” and “ready.” Heading into the holiday season those words are not unfamiliar to us, but after a year like 2020 they carry so much more weight. More than ever, we are grateful for you. We are grateful that you showed up for new CPE offerings, responded more than ever with your need for advocacy through the early stages of the pandemic, and that we are still standing despite the setbacks we have all faced this year. Thank you for continuing to support our profession as a member of the Alabama Society of CPAs. As an update on a couple of CPA ready items, if you have not read or heard anything
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ASCPA Connections
Restricted domains are part of the next, more secure, generation of the Internet. According to the FBI, Internet crime is rising and many instances of phishing or other fraud are tied to look-alike or spoofed domain addresses. To combat this, the use of restricted domains has grown dramatically as businesses and organizations seek to promote visibility and authenticity in their digital operations. Only licensed CPA firms and beginning next year, individual CPAs can sign up for .CPA. Again, I strongly encourage you to take a look at domains.cpa to learn more. By the way, ASCPA has reserved both AL.cpa and Alabama.cpa. We have yet to decide which domain is our favorite, so give us your feedback. On another note, the ASCPA State Taxation Committee is set to meet with leadership from the Alabama Department of Revenue in
early December. We have more than thirty Alabama CPAs on the committee and most would tell me that they learn much from our ADOR conversations as well as having the first opportunity to be in-the-know. Of the highest priority is Alabama taxation of PPP and stimulus dollars. We had hoped for a special session to address the needed fix such that the dollars received would not be taxable under Alabama law (that is the current status). Now, we await the regular session, so please be aware that we are addressing this matter and will inform members about the status as often as we can. As I close, the ASCPA team is ready for many things—the holidays, time to enjoy with our family and friends, and yes, to see more of you in-person when the opportunity arises. Like you, we are also ready for 2021. The new year normally means a fresh start, but this time around the sun feels like we are ready for whatever the new year might have to offer no matter how uncertain it is. Our staff and leadership have proved resilient and willing to look for opportunity in each problem that came with 2020. Happiest of holiday wishes to you and yours.
Jeannine
MESSAGE FROM THE CHAIR
The 2020 holiday season is upon us now and as the leaves are turning and the weather is changing, we start the processes of year end planning. While it seems like we just finished the extended busy season, and we did, we have to start the preparation of the challenges we will face in the upcoming year. This year has brought about more changes and challenges that a normal five-year period might have brought about. This issue of Connections focuses on practice management and with much uncertainty, how we plan is even more critical. While the term “disruption” has been used by the accounting industry leaders and influencers over the past couple of years, I don’t believe the pandemic and all of the disruptions it has caused is what they were talking about. Much of their thought processes revolved around the rapid changes in technology that would be causing disruption within the accounting profession. In a way though, the pandemic caused an even more rapid pace of change in how we use technology. The virtual meetings, the remote engagements and all of the emerging technologies have been pushed to the top of the list of areas that firms have had to put a high priority on. I am glad to say that many of the firms that I’ve been able to have discussions with have adapted to the changes and are thriving. We must be able to maintain this positive attitude to continue to adapt to an ever-changing environment. This year has brought about an abundance of new opportunities for accountants to better serve our clients also. The Coronavirus Aid, Relief, and Economic Security Act, also known
as the CARES Act, is a multi-trillion-dollar economic stimulus bill enacted into law this year in response to the economic fallout of the COVID-19 pandemic. Now more than ever, our clients will look to us as the most trusted advisor when it comes to questions regarding direct payments, unemployment benefits and tax issues. The Paycheck Protection Program has opened up numerous opportunities for us to serve our clients and I believe it will continue to provide future opportunities to firms. Not only does it create opportunities for us to serve our clients better through the services we perform, but through the use of technologies we can provide them with up to the minute educational opportunities in a much more timely manner than we might have in the past. Since this Spring, I do not believe a week has gone by where there have not been a large number of learning opportunities available on how to deal with issues that the pandemic has brought about. The challenge continues though as we plan for what 2021 will bring us. I hope that we will all continue to learn to challenge our thought processes to stay in front of our challenges. As we look to what 2021 holds, let us not forget our greatest resource and that is our people. Technology is great and I am so thankful for it. But I am grateful to be a part of a profession that realizes that people are our greatest resource. I am proud of the talent that is in our profession that when faced with the challenges that have been put upon us all, have not shied away from these challenges. Nope, they have met them head on and are ready to take on what the future holds.
Lastly, as I reflect on what has transpired over the past few months, I am saddened by those who have suffered losses from the pandemic. I know that we have all had friends, family and clients who have been hurt either from a business perspective or from a health perspective and that hurts. Again, this is where people come in and help us through those struggles too and make these challenges bearable. Let us all encourage one another and reach out to those who might need help or just be available to listen. So many to that for me on a daily basis and I know that can help us all!
Michael
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MEMBER NEWS Bern, Butler, Capilouto, & Massey, P.C. is pleased to announce the promotion of Lake Romine to Staff Accountant II. Lake began working for the firm as an intern in early 2019 and was hired full time in June 2019. Lake holds a bachelor’s degree from Huntington College and expects to graduate from AUM with a Master of Accountancy in May of 2021. Lake is scheduled to sit for the Certified Public Accountant examination in October. Lake specializes in preparing individual and business tax returns for the firm and is also a student member of the Alabama Society of CPAs and the American Institute of CPAs.
Borland Benefield P.C. is delighted to announce and present our new President and Managing Director, John Wilson. A graduate of the University of Alabama in Tuscaloosa, Mr. Wilson has been with the Firm since 1994, and has exhibited endless dedication, guidance, and leadership within his roles as Shareholder and Executive Vice President. Mr. Wilson commented, “It is a tremendous honor to be chosen by my fellow partners for this position. For close to 100 years, Borland Benefield has helped thousands of clients achieve their financial objectives. I look forward to continuing that tradition.”
Crow Shields Bailey is pleased to announce that Andrew Bailey, CPA, ABV was promoted to Manager. Andrew is heavily involved in the community, and he specializes in business valuations, litigation support, high net-worth individuals, closely held businesses and family limited partnerships, estate planning, trust planning, and gift tax planning.
Jackson Thornton, a certified public accounting and consulting firm headquartered in Montgomery, AL, is pleased to announce the election of John S. Fendley as the firm’s President & CEO, effective January 1, 2021. Fendley will succeed Ned F. Sheffield, who has held the position since 2009. “I have thoroughly enjoyed leading the firm these last 12 years,” said Sheffield. There have been great days and some challenging days and it has been my privilege to lead our firm through both. John will do a great job and I’m excited about where he will take Jackson Thornton.” Fendley has more than 30 years of experience providing accounting and tax services to both individuals and business clients. He has lead the firm’s Prattville office since 1997. Fendley is a member of the Prattville Kiwanis Club, the Prattville Chamber of Commerce and is an alumnus of Leadership Autauga County. One of his passions is youth sports programs, having served on local YMCA boards for over 15 years and coached more than 100 youth soccer, basketball and baseball teams. Fendley is a graduate of Auburn University and holds professional membership in the American Institute of Certified Public Accountants and the Alabama Society of Certified Public Accountants. 6
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“Jackson Thornton celebrated 100 years in 2019 and I look forward to leading the firm into our second century,” Fendley remarked. “I’m honored that my partners have selected me for this role. The firm’s legacy in the communities we serve is strong and I intend to honor that legacy in all we do.”
Machen McChesney announces the promotion of Joe Janning, Tanner Roberts, Emma Farris and Austin Duran. Joe Janning has been promoted to Manager and has been employed with Machen McChesney since 2017. Joe works in the firm’s business tax and auditing services areas. His areas of specialization include accounting and auditing for governmental and nonprofit entities. Joe received his Master of Business Administration from Auburn University– Montgomery in 2014 and his B.S. in Accounting from Faulkner University in 2012. Tanner Roberts has been promoted to Supervisor and has been employed with Machen McChesney since 2018. Tanner’s areas of specialization include accounting & auditing, as well as business tax. Tanner received his Master of Accountancy in 2015 and his B.S. in Accounting in 2014 from Auburn University. Emma Farris has been promoted to Senior Accountant and has been employed with Machen McChesney since 2018. Emma’s primary areas of practice include business taxation and accounting and auditing for governmental entities. Emma has her B.S. in Accountancy and minors in Economics and Spanish from Auburn University Austin Duran has been promoted to Senior Accountant and has been employed with Machen McChesney since 2018. Austin’s principal areas of practice include business taxation and auditing. Austin received his Master of Accountancy in 2018 and his B.S. in Accounting in 2017 from Auburn University.
Patterson, Prince and Associates, P.C. is very pleased to announce that Joshua Russell and Roger Williams are now partners in the firm. Joshua Russell, CPA, CFE began working for Patterson, Prince and Associates in January 2016. He became the Accounting Manager in January 2018. He is responsible for managing the staff in the areas of accounting, payroll, and tax preparation. Josh graduated from Washburn University in 2013 with a B.B.A. degree, completing both accounting and finance education paths. He began working in the accounting field in 2012. He has experience as a staff accountant with cash, accounts payable, unclaimed property, and withholding tax from working for a private company in Kansas and working as an investment accountant for the State of Kansas Retirement System. He received his CPA certificate from the State of Alabama in 2016 and received his CFE (Certified Fraud Examiner) certificate in September 2018. Josh is a member of NextGen Shoals, serving as treasurer, and serves on the board of Easter Seals of Northwest Alabama. He is involved with the Shoals Chamber of
Commerce and is a graduate of the 2016-2017 Leadership Shoals program through the Shoals Chamber of Commerce. He is also a member of the American Institute of Certified Public Accountants and the Association of Certified Fraud Examiners. He serves on the Young CPA cabinet of the ASCPA and was selected to be one of only thirty CPA’s nationwide to take part in the AICPA’s Leadership Academy in 2020. Josh and his wife, Ashlee, are originally from Topeka, Kansas and moved to Florence, Alabama in late December 2015. They have one daughter, Piper who was born in 2017. Roger Williams, CPA is a native of the Shoals area and graduated from Deshler High School in 2006. He graduated from Birmingham Southern College where he obtained a B.S. in Accounting and a minor in Business in 2010. During college, he was a member of the Birmingham Southern Basketball Team. After graduation, he began working in the audit department of Warren Averett, a large regional firm in Birmingham, Alabama. He worked there for over eight years, progressing to an Audit Manager where his primary responsibilities were to deliver high quality audit and assurance services to a wide portfolio of clients. He was recognized as a “Rising Star of Accounting” by the Birmingham Business Journal. In 2018, he moved back home and joined Patterson, Prince and Associates where he is the Audit Manager, managing all audit and assurance projects, preparing individual and corporate tax returns, engaging in consulting services and tax planning procedures, and organizes project development. Roger is active in the community, serving as a board member on Shoals Habitat for Humanities, the Shoals Chamber of Commerce, the Shoals Economic Development Project Advisory Board, Project Threadways, and Alabama Court Appointed Special Advocate (CASA). He is a graduate of the 2019-2020 Shoals Leadership program through the Shoals Chamber of Commerce. He is also member of the American Institute of Certified Public Accountants. He is married to Briana Williams and they have one daughter named Zoey. Roger and Briana began dating their freshman year in college, as she also attended and graduated from Birmingham Southern College.
Wilkins Miller LLC, an accounting and advisory firm with offices in Mobile and Fairhope, is pleased to announce the following promotions: Trae Catrett to Manager; Simon Fox to Manager; Jack Johnson to Manager; Mandy Parker to Manager; Kristian Reeves to Manager; Jing Yu to Manager; Brandon Bradley to Supervisor; Courtney McGehee to Supervisor; and Katherine Bowen to Consultant.
Each of these team members have demonstrated expertise in their roles, professionalism, leadership and stellar attitudes.
WHAT’S HAPPENING OUT THERE Kassouf & Co., P.C. (Kassouf) was recently named as one of 10 firms nationwide to be named 2020 Best Firms for Women. Accounting Today has partnered with Best Companies Group to identify companies that have excelled in creating one of the ten most female-friendly workplaces in the profession. Kassouf was also recognized as a 2020 Accounting Today’s Best Accounting Firms to Work for and as one of Inside Public Accounting’s Top 300 Firms for 2020.
MSSP Alert, published by After Nines Inc., has named Warren Averett Technology Group to the Top 250 MSSPs list for 2020. The list and research identify and honor the top MSSPs, managed detection and response (MDR) and Security Operations Center as a Service (SOCaaS) providers worldwide. “We are grateful to be recognized in this year’s Top 250 MSSPs list for 2020,” said Emily Jones, Practice Leader & Director of Operations for Warren Averett Technology Group. “Our team is dedicated to providing forward-thinking services and solutions so that our clients can thrive in this ever-evolving world of technology.”
Wilkins Miller, an accounting and advisory firm with offices in Mobile and Fairhope, has been named one of the 2020 “Best Companies to work for in Alabama” by Business Alabama and the Best Companies Group. The Firm earned second place for best companies in Alabama and the only accounting firm recognized. Wilkins Miller was formally recognized in the September edition of Business Alabama magazine. “Being listed as one of best companies in Alabama for the sixth year is an incredible achievement that can be directly attributed to our outstanding team,” Wilkins Miller Managing Partner Allen Carroll said. “We have an exceptional group that is dedicated to the growth and success of not only the firm but each individual team member.”
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2020 ASCPA Accounting Educator of the Year Ms. Ellen Madden, University of South Alabama
Ms. Ellen Madden is the recipient of the ASCPA’s Accounting Educator of the Year Award. Ms. Madden is a Senior Instructor of Accounting who joined the faculty in the Fall of 2007 after teaching part-time for several years. Ms. Madden earned a Bachelor of Arts degree from Birmingham-Southern College and a Master of Business Administration from Spring Hill College. She is a licensed CPA in the state of Alabama as well as a Certified Management Accountant. In addition to teaching Principles of Accounting, she has also taught Auditing at USA. Ms. Madden has four times been named Instructor of the Year for the Mitchell College of Business. Ms. Madden began her career as an auditor with Price Waterhouse, Ltd. serving manufacturing and service clients throughout the Southeast as well as up-state New York. She went to work for one her clients as an internal auditor and remained in the internal audit field for over ten years. Upon
Jeannine P. Birmingham, CPA, CAE, CGMA President and CEO
November 12, 2020 Ms. Ellen Madden University of South Alabama Mitchell College of Business Mobile, Alabama Ms. Ellen Madden On behalf of the Alabama Society of CPAs’ Education Committee, I would like to extend our congratulations on your selection for the Outstanding Educator Award. The recipient of this award is chosen based a multitude of criteria, but most importantly the testimonials of students and colleagues. The testimonials that our committee received from a number of your current and former students were exceptional. The gratitude your students have for your approach and dedication in the classroom are evident within each testimonial. Specifically, a number of your students mentioned how your passion for the field of accounting was discernible inside and outside of the classroom. Many of these students noted they had zero interest in the subject of accounting prior to taking one of your classes. However, after a semester or two within your classroom, they decided to change their major to accounting and have continued into successful careers in the field. Further, this was not just one or two past students, but numerous accountants that credit you with instilling the passion and knowledge within them to be successful in their career. Finally, I would like to note that many of your students were very appreciative regarding the extra time you were willing to invest in them. Even outside of accounting, numerous testimonials noted how you instilled a confidence that pushed them to exceed in other aspects of their lives. This confidence is something these students will hold with them for the remainder of their careers and will only push them to greater accomplishments. Once again, I would like to personally congratulate you on receiving the ASCPA’s Outstanding Educator Award. This award has a history of being presented to amazing educators and this year is without exception. Thank you for being such a great asset to the University of South Alabama, the accounting community, and most importantly, your students! Sincerely, Josh McGowan, CPA Chair of the ASCPA Education Committee Assistant Professor, School of Accountancy Troy University T 334.834.7650 F 334.834.7310
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800.227.1711
P.O. Box 242987, Montgomery, AL 36124
ASCPA Connections
ALABAMA SOCIETY OF CERTIFIED PUBLIC ACCOUNTANTS www.ascpa.org
returning to Mobile, Ms. Madden continues to provide various accounting and consulting services to small business and notfor-profit groups.
REMEMBERING WARNER JOSEPH GALE
JAMES “TERRY” KEMP
February 19, 1934-July 2, 2020 Mobile, AL | Certificate # 733
December 6, 1948 – August 22, 2020 Anniston, AL | Certificate #1367
Warner Gale, 86, born February 19, 1934 in Mobile, AL. passed away on Thursday, July 2, 2020 in Pensacola, FL. Mr. Gale was a retired CPA. He was preceded in death by a son, Joey Gale and his parents, Fournier J. and Clara Belle Gale. Surviving are his loving and devoted wife Judy Gale; son, Jeff (Katie) Gale; daughters, Kathy (Joe) Sims, Tammy (Bill) Stalcup and Sherry (Rob) Chester; siblings, Boots (Louise) Gale and Joanne Gwin; 7 grandchildren; 10 great grandchildren and a host of other relatives and friends.
Terry Kemp lost his battle with cancer surrounded by his family at the age of 71. Terry had been a CPA in Anniston since 1974 and opened his own practice in 1977. He and his wife Gail, own Kemp & Associates, CPA PC in Anniston. Terry attended Oxford High School and got his Bachelor of Science degree in Accounting from Jacksonville State University. Terry was involved in several local organizations over the years and was a strong supporter of high school football and especially University of Alabama football. Terry was a Past President of the North Alabama Red Elephant Club. Terry was a beloved and devoted husband, father, grandfather, and mentor to his employees. He will be greatly missed by all, especially his “Terrible Ten” buddies who remained close from their high school football days.
JOHN ALLEN LYON July 15, 1929-October 15, 2020 Mountain Brook, AL | Certificate # 562R John Lyon, Jr., 91, longtime Mountain Brook resident, passed away peacefully at his Brookdale home Thursday, October 15, 2020. John was born July 15, 1929, in Gadsden, Alabama, and grew up in Attalla, graduating from Etowah High School in 1947. He received his bachelor’s degree in accounting from the University of Alabama in 1951. Upon graduation he served in the United States Air Force as an Office of Special Investigations Officer and was honorably discharged in 1953 with the final rank of First Lieutenant. John spent his professional career as a CPA with Arthur Andersen & Co. from 1953 until retirement in 1986. He opened the Birmingham office of the firm in 1960 and was admitted to Partnership in 1962, serving as Managing Partner for the Birmingham office. John loved the accounting profession while combining knowledge and integrity throughout his career. His professional leadership positions included President of the Alabama Society of CPAs and the Kiwanis Club of Birmingham. He also served as a member of the Board of Visitors of the University of Alabama and the Mountain Brook City Finance Committee. He was a member of Vestavia Country Club and was an avid golfer. He was a member of Sigma Nu fraternity while at Alabama and remained active in the alumni group. He loved Crimson Tide football, holding season tickets for many years and traveling to away games with Belva. One memorable game involved boating up the Tennessee River to Knoxville. John was a lifelong Methodist and was a member of Canterbury Methodist for almost 60 years. In addition to his faith, the most important parts of life were his beloved wife Belva, his children and grandchildren.
GREGORY P. LOGAN October 19, 1961-October 31, 2020 Birmingham, AL | Certificate # 4035 Greg Logan, a lifelong resident of Birmingham, died on October 31, 2020. Greg was born on October 19, 1961 in Birmingham, Alabama. After graduating from Birmingham Southern College, he began his career in 1984 with Arthur Young and Co. and later with Coopers and Lybrand in the tax division. Greg was a tax partner with Sellers, Richardson, Watson, Haley and Logan for 12 years. He joined Arlington Family Offices in July 2007 as a Partner and Director of Tax Services. In his role he led his team and served as a trusted advisor and confidant to many Arlington families. While at Birmingham Southern College, Greg was a member of Alpha Tau Omega Fraternity. Through his work Greg was a member of the American Institute of Certified Public Accountants, Alabama Society of Certified Public Accountants, ASCPA State Tax Committee, the Business Council of Alabama State Tax Committee and a member of the Estate Planning Council of Alabama. He was also a member of the Downtown Rotary Club, the Birmingham Area Chamber of Commerce Finance and Taxation Committee and board member of the Vestavia Country Club. For many years he served on the board of the Friends of Magic Moments, which later became the Tum Tum Tree Foundation, America’s longest running wine auction supporting children’s charities throughout Alabama. Greg valued and embodied integrity, honesty and goodness. He will be remembered as a man of character, someone who had a kind word for all and always saw the good in others. Greg was passionate about serving others, enhancing the lives of those around him and always seeing the best in mankind. To those who knew Greg, he will be remembered as a devoted friend with a bright smile and quick wit. His passion for wine and travel was a joy that he and his wife Kelly enjoyed together and shared with friends. In lieu of flowers, donations may be sent to the Tum Tum Tree Foundation or the Robert E Reed Gastrointestinal Oncology Research Foundation.
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AFTER INITIAL UNCERTAINTY, PRACTITIONERS RECEIVE FAVORABLE NEWS REGARDING ALABAMA’S TREATMENT OF THE CARES ACT UNEMPLOYMENT COMPENSATION BENEFIT One of the key relief provisions of the Coronavirus Aid, Relief, and Economic Security (CARES) Act, which was enacted in March, was the creation of an additional $600 weekly federal benefit for those individuals who experienced weeks of unemployment ending on or before July 31, 2020. Given the numerous differences in the states’ views on the taxation of unemployment compensation benefits, significant attention was quickly focused on the potential inclusion or exclusion of this new benefit in the calculation of state taxable income. Initial uncertainty regarding Alabama’s treatment of the CARES Act unemployment payments Following the enactment of the CARES Act, many CPAs in Alabama were unexpectedly surprised to see the 10
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divergence in the initial evaluations of the CARES Act unemployment benefit provisions, as the three most prominent national tax research databases reached differing conclusions concerning the potential taxation of the $600 additional weekly unemployment benefit in Alabama. It is definitely rare to see such significant disagreement in the conclusions reached by the national tax research databases, and that disagreement prompted a thorough review of the existing Alabama statutory and administrative guidance related to the taxation of unemployment compensation benefits. For federal purposes, the treatment of unemployment compensation is clear, as Internal Revenue Code Section 85(a) requires the recognition in federal gross income
of unemployment compensation received under the laws of the United States or any state. Unlike many states, Alabama does not adopt federal adjusted gross income as the starting point for the calculation of Alabama individual taxable income. Section 40-18-14 of the Code of Alabama instead incorporates a very broad definition of the term “gross income,” noting that “gross income” includes “the income derived from any source whatsoever, including any income not exempted under this chapter.” Based upon a review of the items exempted from income tax under Section 40-1814(3), one of the leading national tax research databases highlighted the omission of unemployment compensation in the list of exempted income, and therefore reached the conclusion that unemployment compensation payments, including the additional $600 unemployment benefit supplement which was included in the CARES Act, would therefore be included in Alabama adjusted gross income. The conclusion was based on the broad definition of gross income outlined in Section 40-18-14 and the lack of a specific exemption for unemployment compensation in that statute. One of the other leading national tax research databases highlighted the provisions in Section 40-18-19.1, which was enacted by the Alabama State Legislature in 1997. Subsection (a) of Section 40-18-19.1, which is effective for 1997 and each taxable year thereafter, provides that: “Effective for the 1997 state income tax year and each year thereafter, an amount up to twenty-five thousand dollars ($25,000) received as severance, unemployment compensation, or termination pay, or as income from a supplemental income plan, or both, by an employee who, as a result of administrative downsizing, is terminated, laid-off, fired, or displaced from his or her employment, shall be exempt from any state, county, or municipal income tax.” Subsection (b) provides an exception to this rule for any employee who is terminated due to misconduct, and subsection (c) authorizes the Department of Revenue to promulgate rules and regulations to administer these provisions. Under that statutory grant of authority, the Alabama Department of Revenue later released Alabama Administrative Code Regulation 810-3-19.1-.01 to provide additional guidance with respect to the application of these provisions. It is the interpretation of this regulation which apparently created the differing views of the national tax research databases with respect to the taxation of unemployment compensation in Alabama. In applying the exemption provisions of Section 40-18-19.1, many practitioners focused on the phrase “as a result of administrative downsizing,” which is used as a qualifier for this exemption. Regulation 810-3-19.1-.01(1)(a) provides the only definition of this term, noting that the phrase includes “a reduction in the employer’s workforce or discontinuance or relocation of the operations of the employer in accordance with a business plan.” Based on that definition, the pandemic-related reductions in the workforce of many employers would appear to meet the criteria for an administrative downsizing. However, the qualification requirements listed in section (2) of the regulation caused many practitioners to become concerned that additional requirements might have to be satisfied for the CARES Act
unemployment compensation payments to be able to qualify for the exemption provided by Section 40-18-19.1. Section (2) outlines four criteria which must be satisfied in order to qualify for the exemption: (a) The payment must be received pursuant to a plan of administrative downsizing which has been submitted to and approved by the Department of Revenue, (b) The payment must be received from the employer as severance pay, unemployment compensation, termination pay, or from a supplemental income plan; (c) The payment must be received by an employee who is terminated, laid off, fired, or displaced from employment; and (d) The payment must be received as a result of administrative downsizing. The interpretation of the first two criteria initially caused concern for many practitioners, as many of the workforce reductions which occurred at small businesses throughout the state during 2020 might not have been submitted to and approved by the Alabama Department of Revenue. Additionally, the CARES Act unemployment compensation payments were not received from the employer, but rather were received from the government through the provisions of the CARES Act. This difference in interpretation resulted in the initially contrasting views of Alabama’s treatment of the CARES Act unemployment compensation payments which were seen in the national tax research databases. Resolution and favorable interpretation for Alabama taxpayers In order to help resolve the questions which were created by the initial differences in the interpretation of the statute and the administrative regulation, the Alabama Society of CPAs contacted the Alabama Department of Revenue to discuss the Department’s view on this issue. Representatives of the Alabama Department of Revenue indicated that the Department’s view is that Section 40-18-19.1(a) does not limit the exemption for unemployment compensation to a specific type of unemployment compensation, and therefore any form of unemployment compensation, including the additional $600 weekly unemployment compensation payment made under the provisions of the CARES Act, would be exempt from taxation in Alabama, up to the maximum limit of $25,000 provided in the statute. Further, the representatives of the Alabama Department of Revenue indicated that the provisions of Regulation Section 810-3-19.1-.01 apply only to the exemption for severance pay and that the requirements of the regulation are not required to be satisfied for any unemployment benefits which are paid by the state. Based on the guidance received from the Alabama Department of Revenue, the initial questions regarding the exemption for unemployment compensation have now been resolved, and practitioners can advise clients and affected Alabama taxpayers who receive any form of unemployment compensation, including the $600 CARES Act weekly unemployment supplement, that unemployment compensation payments in an amount up to $25,000 are excluded from taxation in Alabama. November/December
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How Will You Pay for Home-Health or Nursing Home Care? Announcing an
Medicare DOES NOT pay for these services.
EXCLUSIVE NEW BENEFIT FOR ASCPA FIRMS
Monthly Benefits for Catastrophic Loss. No Requirement for Confinement to Home Health Care, Assisted Living, Or Nursing Home Care to Receive Benefits.
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There is one major expense that can significantly impact your retirement funds and retirement future: Home Health Care and Assisted Living/Nursing Home Care.
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Enrolling is easy! ➜ Loss of 2 of 6 activities of daily living to qualify for benefits.
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➜ Up to $3,000 per month for 36 months in benefits for eligible
firms. No health questions.
➜ Life Insurance included with level rates to age 95.
Assisted living and nursing homes can run from $70,000 to $100,000 per year. Get the care you’ll need and still leave something behind for your family. You now can access thousands of dollars to pay for senior living services instead of using your own money.
For more information contact: Greg Gryska 678.472.9511 • ggryska@natbengroup.com
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Where can an AICPA C redential take your career next? If you have a specialized interest, you can build on the value you offer clients by adding an AICPA advisory service credential: Personal Financial Specialist (PFS ), Accredited in Business Valuation (ABV ), Certified in ®
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11/18/2020 4:20:11 PM
Considerations for Healthcare Providers Receiving CARES Act Funding BY ELIZABETH FINLEY, CPA, WARREN AVERETT The Novel Coronavirus has continued to make major impacts on businesses and individuals as they struggle to recover from the ongoing turmoil resulting from the pandemic. Change and adaptation have been the themes of 2020 as the pandemic continues to spread. The U.S. government has offered support by providing funding through several stimulus programs to aid businesses that have been adversely affected by COVID-19.
The FAQs outline two options of audit requirements for commercial healthcare providers that received a minimum of $750,000 in the CARES Act funding: • •
An audit of the HHS funds awarded according to Government Auditing Standards (GAS audit) or, A Single Audit falling under the requirements of 45 CFR 75 subpart F
Both options will require an audit to be performed by an independent CPA to
Audit Quality Center has summarized a list of reporting requirements to consider for various Coronavirus relief funding provided. For instance, funding received under the Paycheck Protection Program through the Small Business Administration will NOT be subject to Single Audit requirements. Compliance with these requirements may leave you questioning what your next move should be.
One of these programs is the CARES Act Provider Relief Fund. CARES Act Provider Relief Fund Reporting Requirements The Provider Relief Fund was initially created to provide funding to healthcare service providers impacted by the pandemic. While this aid provides some much-needed relief, the funding received could trigger some additional reporting requirements that healthcare providers may not have been subject to in the past. Per the rules of the Office of Management and Budget, if an entity expends $750,000 or more in federal funding in a year, the entity is subject to an audit under the Uniform Guidance, also known as a Single Audit. Single audits are not new to nonprofit entities receiving federally funded grants meeting or exceeding the $750,000 threshold each year. However, if a nonprofit has not had a Single Audit before, these funds will create a new requirement for a Single Audit, which combines a financial statement audit and a compliance audit over the federal funds. These single audits are due nine months after the fiscal year end. Additionally, for-profit healthcare providers will likely have questions concerning their reporting responsibilities and audit requirements as a result of receiving the federal aid. The U.S. Department of Health and Human Services (HHS), which provided the CARES Act funds, has released responses to frequently asked questions to provide clarity on funding requirements and reporting. Specifically, HHS addressed the question as to whether a for-profit healthcare provider is subject to Single Audit requirements.
determine whether the funds were properly expended under the award requirements. Documentation of federal award compliance requires additional time and resources. Our advisors recommend becoming familiar with the award requirements, as well as auditing requirements, to ensure proper reporting. Additional Coronavirus Relief Programs and Reporting Requirements While the CARES Act funds may trigger firsttime audit reporting requirements for many healthcare entities, not all Coronavirus-related relief will result in an audit. The Governmental
Elizabeth Finley is an audit supervisor at Warren Averett, CPAs and Advisors. Elizabeth’s main industry concentrations at Warren Averett are in real estate, manufacturing, and non-profits. Warren Averett’s trusted advisors can guide you through your first GAS or Single Audit with ease, and our advisors are equipped with the expertise needed to meet these reporting requirements. Contact one of Warren Averett’s advisors today to get the conversation started.
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VIDEO CONFERENCING: 10 privacy tips for your business BY JONAH FABRICANT, FEDERAL TRADE COMMISSION Source: United States Federal Trade Commission, www.ftc.gov
Between social distancing and COVID-19 stay-at-home orders, companies are turning to video conferencing services to get down to business. While these services help you connect, they also pose new privacy and data security risks. Here are some tips to keep in mind before hosting or joining a video conference online: 1. Take steps to ensure only invited participants are able to join your meeting. People may call it “zoombombing,” but it’s a consideration across all kinds of platforms: uninvited people showing up on video conferences. What can your company do to reduce the risk? Some services allow hosts to password-protect a meeting. Others limit access by providing unique ID numbers for each meeting or for each participant. These features may not be enabled by default, so look carefully at what settings are available. If you host recurring meetings, most services allow you to create new passwords or ID numbers for each meeting. That method is more secure than reusing old credentials, so establish that as the policy for your employees. 2. Take advantage of other tools to limit access to meetings. Conferencing services may give the host the option to lock the meeting once the expected participants have arrived, preventing others from joining. For the greatest level of control, hosts can enable settings allowing them to approve each participant trying to join in. You also may have the ability to remove individual users from the meeting should the need arise. 3. When you join a meeting, your video camera and microphone may be on by default. Be aware that participants may be able to see and hear you as soon as you join a meeting. If you don’t want to share sound or video, most services allow you to mute yourself or turn off your camera. You may be able to adjust the default settings so your preferences are stored for the next meeting or – depending on the service – you may need to adjust your settings at the beginning of each call.
4. Check to see if your video conference is being recorded. Many services allow the host to record the meeting for future reference. The service should display some indicator you’re being recorded – for example, a bright red circle or the word “recording.” But remember that a meeting may be recorded even if these indicators don’t appear. We’ve heard reports of video conferences that have been shared online without participants’ knowledge. The safest strategy is to assume you might be recorded and, if possible, avoid sharing private information via video conference, 5. Be careful before sharing your screen. Most services have functions to allow you to share with the group what’s on your screen – for example, a slide show. But before sharing your screen, make sure you don’t have open documents, browser windows, or other things on your screen you don’t intend for others to see. Some services have options that allow the host to turn off screen sharing or to limit its use to the host. 6. Don’t open unexpected video conference invitations or click on links. With the upsurge in video conferencing, malicious actors are sending emails mimicking meeting invitations or other communications from conferencing services. To add authenticity, they may copy the logo and look of familiar names in the business. But instead of taking you to a conference, those links may contain viruses or install malware on your computer. The safer practice is to tell your staff or your clients in advance that you have a teleconference planned for a certain time and they should expect an invitation with your name. If they get an invitation they didn’t expect, tell them not to open it and definitely don’t click on any links. Another tip to help foil video conference imposters: If the service you’re using requires you to download an app or desktop application, make sure you download it directly from the service’s website or a platform’s app store.
7. If confidentiality is crucial, video conferencing may not be the best option. No conferencing service can guarantee the security of your information, so consider alternatives if you need to talk about particularly sensitive topics. Evaluate whether an enterprise service would provide greater security for your company and clients, rather than free services available to the general public. If you’re conferencing remotely with a health care provider, ask about dedicated telehealth conferencing services that can include more safeguards to keep information private. 8. Before using a conferencing service, review key provisions in the service’s privacy policy to understand how your information will be handled. What information does the conferencing service collect about you? Does the privacy policy limit the company from using your information for purposes other than providing their conferencing service? Finally, does the conferencing service share your information with advertisers or other third parties? 9. Update your video conferencing software. As security issues arise, many video conferencing companies are updating their software with patches and fixes. That’s why it’s important for your business to use the improved version. Of course, only accept updates directly from the service’s website. 10. Establish preferred video conferencing practices at your business. Your employees are doing their best to maintain productivity during a trying time. But a well-meaning staffer may inadvertently put sensitive data at risk by enabling video conferencing services that don’t meet your company’s privacy or security standards or that could be out-and-out malware. Share these ten tips with your team, establish company-wide video conferencing dos and don’ts, and emphasize the need to select the more secure options when hosting or joining video conferences. November/December
15
LEADING OTHERS TO LEAD BY ALAN D. SOBEL, CPA, CGMA, SOBELCO
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“As a leader, you set the tone for your entire team. Communicate your vision.” — General Colin Powell
Much has been written about “tone at the top.” A great tone brings everyone to a higher level of performance. But the wrong tone may be the first way that success is derailed, especially if that tone doesn’t support the strategic objectives of your organization. In the worst case, the wrong tone could result in colleagues working against the company’s goals. Why would anyone be motivated to ensure an objective is achieved if leadership of an organization doesn’t set the right tone? THE IMPORTANCE OF PEOPLE Throughout my professional career, I have strongly believed that the most important responsibility of any leader is the professional development of the people they lead. It is more important than the organization’s growth. It is more important than delivering excellent client service. It is more important than processes, technology and policies. It is even more important than your own professional development… although one could argue that it’s a leader’s personal development that results in the effective development of others. Leveraging the development of others is the catalyst that allows other key drivers in business to be successful. Regardless of length of service or experience or level of expertise, the development and nurturing of people in any organization is the key to success. Very few company leaders can succeed on their own. Most rely on a motivated, highly skilled team to achieve the company’s tactical and strategic goals. It is the people in an organization that create the capabilities that allow for growth. The bottom line is that no matter how fast a business wants to grow, it is limited without highly competent employees.
SETTING PRIORITIES Unfortunately, fostering the professional development of others is not a top priority for some leaders. This is not usually from a lack of understanding its importance, but rather because it takes a lot of time, effort and commitment. It’s not as simple as just sending people to a CPE program or watching a webinar, although those can be effective tools to help professionals develop. Let’s face it, when a client or customer calls, we drop everything to address their needs. When a deadline is approaching, and we all know there are daily deadlines, we will work overtime to meet those deadlines. But too often the time devoted to coaching our most valuable assets are neglected, or put on hold until the next day, or the next or the next. Another concern is often the cost associated with developing our people. The CEO’s response in the image above is a perfect example of setting the right tone at the top when it comes to cultivating people. Setting the tone starts by recognizing that investing in people is not a cost, but a way to add value to our service delivery models.
But as the CFO points out in the image above, our efforts and investment in our staff don’t always pay off. We can do everything right, and still people leave organizations. Setting the tone means that you keep moving forward, making changes and preparing the business to keep improving. Leaders must always play to the highest common denominator and avoid accepting an “it’s not worth it” mentality. Organizations cannot afford to have leaders with a negative attitude or who project that nurturing the team can lead to wasted efforts. Instead, keep an open mind, set the right tone and provide the tools to help everyone be their best. Who knows, your young associate may grow into the next great executive — or may even be your successor! Alan D. Sobel, CPA, CGMA, is the managing member of SobelCo LLC. He is the 2020/21 president of the New Jersey Society of CPAs and can be reached at alan.sobel@sobelcollc.com. Reprinted with permission of the New Jersey Society of CPAs. njcpa.org.
Although it is important to be a cheerleader and advocate, leading by example sets the tone by doing the things that you are asking others to do. Great leaders work with their teams to encourage professional development and affirm it as a priority. Leaders can demonstrate that they care about their people by constantly reinforcing the business case of how developing others adds incremental value to an organization.
November/December
17
NEW MANAGERS: Cultivate These Core Leadership Skills BY KATHY GUTIERREZ, MSHRD, CPLP, PHR You finally earned a promotion to manager. But after the congratulations from colleagues and new business cards, it’s up to you to maximize this new role and grow into an impactful leader and respected colleague. Here’s the thing about leadership, though: it is a constant evolution. No great leader has ever fully arrived. The things you learn, the different people and situations you manage, and the many decisions and problems you confront are all contributors to your continued growth and success. Many factors go into an individual’s
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success as a manager, but there are several traits that continually work together during your leadership journey. This column shares these important professional and interpersonal skills for growing into your new role.
STRATEGIC THINKING AND PROJECT MANAGEMENT A leader must be able to plan for the future while meeting today’s expectations. This strategic mindset involves setting priorities, supporting organizational goals, and evaluating
progress and success. On a tactical level, diligent project management is important for leaders to keep their teams focused and aligned amidst multiple priorities and responsibilities. An organized leader will stay calm under pressure and keep others on track toward shared goals and objectives.
How do you grow these skills?
Focus on results – Concentrate time and energy on actions needed to move projects forward. Providing and receiving continuous feedback will help improve overall performance. Make
sure to regularly review and assess results to detect gaps, inefficiencies, or roadblocks, as well as areas that are working well. Manage time effectively – Prioritize work based on deadline and significance. Then, manage and set expectations with team members and internal and external clients. When making decisions, evaluate and understand the long- and short-term impacts (more on decision-making to follow). Learn to delegate – Managers who delegate well empower others to grow in confidence and relevance. Delegation increases the amount of client deliverables and teaches team members how to think critically and ask the right questions to complete a task. Giving team members a direct role in successes leads to more engagement and collaboration around future projects and opportunities. What success looks like: Managers who adopt a strategic mindset and develop strong project management skills will be able to evaluate a team’s capabilities, assign the right work to the right members, and keep everyone united around the broader vision of success. As issues or changes arise, the manager will be able to tackle them in a productive and timely manner and keep projects on track with routine updates and progress measurement.
INFLUENCE AND COMMUNICATION The ability to influence others is vital to professional development. As you achieve higher levels of leadership, you will need to motivate others around a common goal and execute on decisions, big and small. This requires clear communication to get others to embrace the vision. Managers who achieve this skill will be able to make a positive impact on others through persuasion and engagement.
How do you grow these skills?
Develop organizational intelligence – There’s the official org chart and then there’s an informal structure. Embrace this multifaceted reality and work within organizational politics to advance initiatives. Strategic networking can help you hone this skill.
Promote yourself – It may seem selfish, but authentic and credible selfpromotion can boost visibility for your team and initiatives, lead to greater collaboration, and enhance recognition of value. Build a foundation of trust – When colleagues trust you, they are more willing to invest fully in a project or goal. Maintaining this trust is a balancing act between toughness and empathy. Push everyone to be their best, but remain sensitive to concerns and feedback. Read the room – There are a number of different ways to influence others, including reason, inspiration, assertion, and collaboration. You may find that one suits you better overall, but you may need to tap into others depending on the personalities you are trying to motivate or situations you find yourself in. What success looks like: Managers who successfully develop the skills of influence are savvy communicators who think strategically before responding and practice active listening while appealing to all team members. This manager is accessible to the team, clients, and prospects, and demonstrates gratitude for the contributions of others. As he or she earns credibility with other team members, they’ll be viewed as a leader and will more easily be able to rally others around organizational goals.
PROBLEM-SOLVING AND DECISION-MAKING Effective problem-solving is a powerful tool for managers. It allows them to lead teams toward success, reduce frustrations, foster collaboration, and encourage continuous improvement. Decisive and focused leaders have the ability to remain even-keeled in times of high stress and pay attention to detail, yet they are not closed off to new ideas or a different take.
How do you grow these skills?
Focus on the solution, not the problem – Not only does this approach reframe a challenge in a positive way, but it also helps leaders keep an open mind. Cultivate a habit of deep probing: think meticulously, take all angles into account, and be relentless in your pursuit of new information. Often, the
solution is right there in front of us, so it’s important that managers recognize patterns in behavior or process that are the crux of the issue. Get out of your own head – Nobody knows it all. That simple statement is not revolutionary, but some don’t heed that truism and too often that is a roadblock to solving problems and making informed decisions. The strongest leaders are receptive to different perspectives and seek out opportunities to test their assumptions. This stems from a basic humility about leadership and a respect for the talents and insights of team members. Stay open-minded, curious, and engaged with your team members and colleagues. This mindset will allow you to stay nimble if circumstances around the problem or decision change unexpectedly. What success looks like: Sometimes problems fly under the radar, so managers must ask substantive questions and keenly listen to responses to detect lower profile issues and isolate the root cause. A decisive leader invests the time to understand everyone’s concerns and welcomes feedback through brainstorming sessions. Keep in mind that being decisive does not mean making snap decisions; instead, strong problem solvers systematically think through facts, analyze the situation, and find an accurate and appropriate solution. As new managers and emerging professionals consider the above skills, here is one final piece of advice: don’t go it alone. It is important to form trusted relationships that support your personal growth. Find a mentor in your firm who can be your sounding board, help you work through challenges, and offer advice and guidance. There’s no need for leadership to be lonely; more engagement and a continued openness to feedback will help you tap into your leadership abilities and fully embrace professional opportunities. Kathy Gutierrez, MSHRD, CPLP, PHR, is director of human resources for RKL LLP in Lancaster. She can be reached at kgutierrez@ rklcpa.com. Reprinted with permission of the Pennsylvania Institute of CPAs.
November/December
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5 Ways CPAs Can Help Businesses Recover From COVID-19 From maximizing cash flow to minimizing risk, certified public accountants are proving to be critical strategic business advisors. BY MIKE MALEE
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The spread of COVID-19 has spurred a trifecta of global crises: health, humanitarian, and economic. In many ways, the events we are living through now are unprecedented— from large-scale quarantines and school closings, to mass layoffs and business shutdowns. Organizations worldwide have accelerated actions to protect employees, customers, suppliers and, yes, financial results. In the first half of the year, numerous companies were forced to cut back, significantly slashing expenses to survive as revenues nose-dived. For many, aggressive costsavings strategies yielded a spike in growth in the third quarter. But there’s reason to be cautious. A recent Wall Street Journal article projects a leveling off as 2020 draws to a close. Amid continued uncertainty, the need for business leaders to surround themselves with trusted, strategic, skilled, and forward-focused advisors is amplified. Finance and accounting staff, particularly those that are certified public accountants (CPAs), directly contribute to a company’s financial health as well as its ongoing resilience. Sure, all finance and accounting employees are smart and capable; they know how to balance budgets, analyze financial statements, and crunch numbers. But CPAs are adept at managing complexity; they have experience with planning and forecasting, and they know how to think—and act—on their feet during emergencies, both internal and external. They track the ever-evolving world of accounting, including embracing new technologies and being fully immersed in data analytics. These are the people every business leader needs on their team. And during times of crisis, CPAs are invaluable. Here are five ways CPAs are putting their experience and expertise to work for businesses now.
1. Shoring up vital supply chains
The global pandemic has restricted the free movement of people, materials, and goods. Because of this, business leaders must figure out new ways to secure their company’s supply chains. CPAs are uniquely qualified to help manage and mitigate the risks that challenge companies’ dependence on complex supply chains. Managing cash and capital is just as important as managing the flow of services, products, and relationships among partners. By combining supply chain, procurement, and financial management capabilities with advanced technology and data, CPAs can both streamline and optimize the flow of financial information between buyers and suppliers, minimizing disruption and improving decision-making. CPAs are also able to help do the hard work of digitizing and automating core processes to reduce exposure to risk and create resilience.
2. Reevaluating budgets and investments
As companies around the world plan for 2021, the budgetary ramifications of COVID-19 loom large. The pandemic is far from over, so the future remains unpredictable. When it comes to uncertainties and changing economies, CPAs know how to adapt and flex, and help their clients and organizations do the same. CPAs have strong skills in budgeting and forecasting and are capable in accelerating and updating both so that business leaders have access to real-time data and metrics to guide operations- and investment-related decisions over the next year. It’s likely some decisions will change
month-to-month as market conditions spurred by the pandemic continue to also change.
3. Maintaining cash flow
Cash flow remains top of mind for business leaders, and rightfully so. As available cash in addition to accessible, incremental capital is qualified, CPAs are well positioned to combine those numbers with forecasting models associated with up-to-date sales projections and reporting metrics that track real-time liquidity. This depth of insight enables executives to spot opportunities to curb spending throughout the organization while also prioritizing payments. In times of crisis, such as now, when conditions are changing constantly and a cash shortage remains a possibility, CPAs are essential to helping establish a framework that executives can use to monitor conditions and make cash decisions that ultimately impact the company’s ability to survive in the short-term and then thrive as demand returns.
4. Minimizing risk
The COVID-19 pandemic has forced industry leaders to accelerate digital technology adoption to safeguard and advance their businesses. But with such rapid transformation comes significant risks. Having a sophisticated, strategic advisor to help minimize financial and security risks has never been more critical than now. CPAs, who have largely built their reputations on trust and ethics, are uniquely positioned to help drive strategic planning processes, act as cross-functional business partners, and establish ethical and legal compliance. In fact, a CPA may be the best person to lead your risk management operations during a crisis.
5. Planning for the future
While the COVID-19 crisis is unprecedented, it won’t last forever, and it won’t be the last crisis we face. CPAs can be relied on to guide their clients and organizations through both times of calm and crisis. They continually hone their skills and strengthen their expertise through experience but also through continuing professional education, which is a requirement for maintaining licensure compliance, and many invest in ongoing learning to amplify their knowledge—and their value. For example, as COVID-19 rattled the economy, it spurred tax changes, new reporting requirements, and new loan programs. CPAs were deemed essential in both learning about these changes and helping clients and companies navigate them. As we look beyond the short-term and begin to balance market activity with economic reality, CPAs are empowering executives with the information critical to making informed, strategic decisions and ensuring their clients and organizations not only make it through this crisis but are prepared to survive the next and thrive in each new normal that follows. If you need a CPA to partner with, visit the Alabama Society of CPA’s Find a CPA Directory at www.ascpa.org/ find-a-cpa. Mike Malee is president and managing director of Becker Professional Education. This article was reprinted with permission from the Illinois CPA Society. November/December
21
SELF-STUDY CPE SCHEDULE BUNDLE40 ASCPA’s Build Your Own 40-Hour Bundle ASCPA | Self Study | Other: 40
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