Professional Development and Event Catalog

The annual budgeting process is often criticized as an accounting exercise that is obsolete soon after it is published, prone to gamesmanship, cumbersome, not volume sensitive, and disconnected from the organization's strategy and risk management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: Avoiding Budget People Issues:  Managing Budgeting’s Soft Side •    Financial plans have a technical component and human component.  We can resolve some of our budget issues by exploring the process’ human aspect.  This session includes a case study that measures an individual’s personality type and then explores how to use our strengths and weaknesses to create to a better plan.  

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.  

This course will provide a general understanding of the new reporting and disclosure requirements for employee benefit plans under the now effective SAS 136, the AICPA's new employee benefit plan auditing standard. Participants will be provided with an insight into the common errors and mistakes made by auditors and plan administrators, as well as the new requirements of both groups under the new SAS. The course will discuss the results from the Department of Labor's ("DOL") Criminal Enforcement initiative and audit quality study, and focus on the causes of the recent increase in the number of deficient engagements identified by the peer review process. This course will provide auditors and plan administrators with up-to-date information regarding defined contribution plans auditing, reporting and disclosure requirements, including those related to the new ERISA Section 103(A)(3)(c) audits under SAS 136.

The Internal Revenue Service has targeted complex partnerships it believes are not in compliance with the tax law for audit. One of the abuses the IRS has attacked is transfers of interests in partnerships which result in an increase in the basis of a partner who is subject to a high marginal income tax rate. This perceived abuse results in lower income tax and/or a higher basis in partnership property for the higher marginal income tax partner. The final regulations basically characterize certain partnership-related basis adjustments as transactions of interest on the part of the IRS. In a practical sense, this means that property transfers in a partnership with related party partners may run the risk of IRS scrutiny if audited. It is common for certain types of partnerships, such as real estate limited partnerships, to have related-partner partnerships. The IRS may decide to scrutinize partnerships with related party transfers. Since these final regulations presume an understanding of the rules for partnership distributions and Section 754 elections, the program begins with coverage of those two topics, with time devoted to adjustments under both Section 743(b) and Section 734(b). It would be hard to understand the IRS's claim of abuse without a working knowledge of these transactions.

Many consider taxation of construction contractors to be the most complex area of the Internal Revenue Code. Probably no other industry has so many elections and considerations that need to be considered and made in order to reduce or defer amounts owed. In this course, we will highlight these areas and discuss potential opportunities for practitioners and their clients. We will also discuss the impact of more recent legislation on construction taxation, including changes to net operating losses and the AMT rules. This is a critical presentation "tailor-made" for CPAs who either work for or represent construction contractors.

Whether you are responsible for managing 1 employee or 20, your leadership can make or break your team. Learn practical leadership strategies that you can implement when you return to your office. In today’s competitive market, it’s more imperative than ever that as leaders we are inspiring and motivating our teams to success.  

This course is a continuation of our series on preparing to become a forensic accountant. Within this segment we focus on elements of computer forensics. This session is designed to delve into further investigative procedures used in computer forensics.  

Many partnerships and S corporations are now required to complete the voluminous Schedules K-2 and K-3 to report foreign-related tax information. Updated for the 2024 tax year, this course is an essential guide for tax preparers on how to identify which entities need to complete these schedules and how to identify which parts are applicable to a given taxpayer. The filing requirements are broad and often not very intuitive, catching many practitioners unaware that more schedules and parts are applicable to more taxpayers than anticipated. This course includes a deep dive into the domestic filing exception, a discussion of filing requirements of each part of Schedule K-2, and numerous examples of common taxpayer scenarios. Please note: Surgent also offers a companion course, "Schedules K-2 and K-3: Preparation of Forms" (KPF2).

The webcast explores the challenges of the current economic trends and analyzes their impact on you as the financial executive in areas of human resource management; credit markets and banking; risk management and pandemic style disruptions; cash flow planning strategies; debt and equity mix impacts in uncertain markets; globalization of the market in times of uncertainty; retirement planning and social security funding; and acquiring distressed companies and assets. Specific recommendations and insights will be offered to you to deal with the challenges.

With new accounting standards, the economic landscape and evolving technology, accounting, financial reporting and finance continue to grow in complexity. FASB has tried to address the growing complexity, by working towards making GAAP less convoluted.  The struggle to stay on top of accounting financial reporting requirements and finance changes due to the economy continues for several reasons. Lack of in-house SMEs, managing high volumes of transactions, and data and evolving information technology systems. In the future, executives must consider the challenges they will face in future years that will bring their own nuances and complexities. Budgeting is certainly one of those processes that must be evaluated and re-evaluated for efficiency. This session delves into the corporate budgeting process and discusses methods used and which methods may or may not allow for the organization’s to properly plan for a volatile future.

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.  

This is the beginning of a series that will cover major aspects of the Controllership function. Controllers are essential to the day-to-day accounting for organizations. Yet, the role is not often readily understood. In today’s world of acronyms such as CFO, CEO, COO, CAO, etc., the Controller function may get lost in the shuffle. However, they are a critical group of professionals who ensure the adequacy and transparency of accounting and financial reporting information. A Controller is an individual who has responsibility for all accounting-related activities including high-level accounting, managerial counting, and finance activities within a company. The duties of a Controller include assisting with the preparation of the operating budgets, overseeing financial reporting, and performing essential duties relating to payroll. However, in today’s evolving world, the Controller function can provide much more in-depth value to their organizations. This series is dedicated to exploring the traditional Controller role and stepping out of the box to identify areas where the Controller can add strategic value to their organizations. In this first course we focus on the typical Controller function and begin to identify ways to elevate the function.  

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?

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. 

With over 4.3 employees leaving their jobs as of early 2022, The Great Resignation presents a huge challenge for companies as they attract and retain talent. During this course, you'll learn practical strategies you can implement immediately to ensure you have the right tools in your toolbox to win the war on talent. 

Understanding the complexities of estate and gift taxation can be challenging for many financial professionals, especially those who lack direct experience in this area. In this comprehensive course, participants will gain a solid foundation in Federal estate and gift tax law, providing them with the necessary tools to confidently handle tax compliance issues related to Forms 706 and 709. By exploring the details of the Internal Revenue Code sections pertinent to estate and gift taxation, attendees will gain a thorough understanding of key concepts, including deductions, valuations, and tax credits. This practical knowledge will not only enhance their expertise but also empower them to provide effective tax planning strategies for their clients. Throughout the course, participants will investigate essential topics such as the valuation of assets, deductions for funeral and administrative expenses, charitable and marital deductions, and the calculation of tax credits. By mastering these critical areas, financial professionals will be better equipped to navigate the challenges of estate and gift taxation, ultimately enabling them to provide comprehensive and effective tax planning services for their clients. Whether you're looking to expand your expertise or deepen your understanding of tax compliance issues, this course offers invaluable insights and practical knowledge that can immediately be applied in your practice. **Please Note:  If you need credit reported to the IRS for this IRS approved program, please download the IRS CE request form on the Course Materials Tab and submit to kori.herrera@acpen.com.

In forensic accounting, interviewing is used to obtain important information from witnesses and suspects. An important aspect is the ability of investigators to obtain accurate and reliable information from victims, witnesses and the suspects or any interviewee. The interview process is an essential part of information gathering for any investigation. The importance of improving the quality of the interviewing with the potential for visual recording of all interviews should be placed high on the agenda of all organizations across the globe. A properly conducted forensic interview can result in an extreme benefit regarding collection of information. The interviewer’s role is to develop a full understanding of the facts. There is a distinct difference between a forensic interview and a criminal interrogation. Typically, forensic auditors will not be involved in interrogations. The Canadian or U.S. forensic accounting profession does not have a standardized interview model to truly equip its professionals with the interview tools required to elicit confessions ethically. Majority of their skills are developed through experience, and not through a standardized model of training.  This session focuses on various interview concepts and methods.