MACPA "Strategic Plan on a Page" developed using BLI's i2a: Insights to Action Strategic Planning Process. This helps capture the critical elements of the strategic plan in a way that people can easily grasp.
It is used for engagement and alignment throughout the organization and ultimately inspires action!
This is what differentiates our i2a: Strategic Planning process - our process starts where strategic planning ends. In the "Inspire to Act" phase, we work to design ways to engage the entire organization with powerful communication tools designed to get buy-in and understanding. The result is more discretionary effort in executing the strategic plan.
Finding and keeping skilled staff can be a challenge, especially for rural organizations. A panel of experts will share career development tools, succession planning, self-help and coaching, tapping into the existing talent in your community, and providing learning opportunities for current staff members. Panelists will also share information on dynamics of successful staffing and nurturing the next generation of rural housing and economic development leaders.
Finding and keeping skilled staff can be a challenge, especially for rural organizations. A panel of experts will share career development tools, succession planning, self-help and coaching, tapping into the existing talent in your community, and providing learning opportunities for current staff members. Panelists will also share information on dynamics of successful staffing and nurturing the next generation of rural housing and economic development leaders.
Imagine a vision for the future of an entire Profession? That is what the AICPA did with the CPA Horizons 2025 Project. The Business Learning Institute designed and facilitated future forums with over 1,000 grassroots CPAs that was combined with an e-survey that captured close to 75,000 comments form CPAs about the future. This one-page format was designed to communicate the Vision, Values, Competencies, Career Path and trends and issues from the CPA Horizons 2025 Project.
See our website http://www.blionline.org
Contact BLI for information on strategic planning, creating a curriculum for your firm based on the competencies for the future and more info@blionline.org
Imagine a vision for the future of an entire Profession? That is what the AICPA did with the CPA Horizons 2025 Project. The Business Learning Institute designed and facilitated future forums with over 1,000 grassroots CPAs that was combined with an e-survey that captured close to 75,000 comments form CPAs about the future. This one-page format was designed to communicate the Vision, Values, Competencies, Career Path and trends and issues from the CPA Horizons 2025 Project.
See our website http://www.blionline.org
Contact BLI for information on strategic planning, creating a curriculum for your firm based on the competencies for the future and more info@blionline.org
Presentation on the Future of Supply Chain TechnologiesLora Cecere
Presentation given at the WTG group in Miami and the Eyeon conference in Rotterdam. By 2020, demand error will increase, corporate social responsibility becomes more important, and slow/steaming/larger ships undermine much of the manufacturing productivity gains of the last century. What should companies do? Embrace new forms of analytics, redesign based on the confluence of new technologies, and
build a network of networks.
The Chartered Institute for Management of Assessment Practitioners (CIMAP) is focused on creating a voice for these critical players in education, training, and development in South Africa. This professional body is dedicated to supporting the needs of everyone involved in assessment, moderation, facilitation, and materials development.
This is the deck used by BDPA Chicago chapter when they walk through their corporate sales opportunities with any company. You can contact us on corpsales@bdpa.org if you have questions or wish to discuss further.
North East Safety Health and Environmental Partnership Members Handbook - Take a look and join this rapidly expanding group of like-minded HSE professionals...
Network Fundraising - Biz Mastermind GroupsLaura Miller
Increase and diversify your revenue stream - a sample proposal to raise funds through biz mastermid groups - prepared for an American Red Cross Chapter. Raises funds NOW + plants seeds for major legacy gifts.
“The Management Academy has gained an excellent reputation. Our experience is that it is well managed and structured and that it quickly develops and enhances the skills of those on the programme”.
Alan Delmonte, Operations Director of the Horserace Betting Levy Board
With talent recruitment and retention topping the list of issues facing CPA Firms along with partner alignment and succession planning issues, the stakes have never been higher for CPA Firms in their recruitment and retention strategies. BLI just announced the 'magnetic firm' framework and the 'big four' ways for firms to become talent magnets.
This presentation has the latest scores on the magnetic firm index which is averaging 67% or a D+ across CPA Firms.
The four categories for a magnetic firm are:
1) Purpose driven workplace
2) Culture of growth (Career Development)
3) Inspiring workplace – flexible and inclusive
4) Great leadership – trust & transparent
Visit us at www.blionline.org
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Tom Hood, CPA,CITP,CGMA
This is the first accelerated learning system for accounting and finance professionals featuring nano-learning and rapid application tools. The Business Learning Institute and the Maryland Association of CPAs customized the learning system with a co-creation group working with Daniel Burrus. Accounting Today Magazine recognized this learning system as a 2016 Top Product in Learning.
This presentation covers the experience of firm-wide adoption of the Anticipatory Organization: Accounting and Finance Edition at several major organizations with focus on the first firm to adopt this for their entire firm. Joey Havens, Executive Partner of HORNE, LLP a Top 50 CPA Firm outlines the reasons he made the AOAF learning system a cornerstone of his Growth Mindset and implemented it across his entire workforce of almost 400 people. he also explains why he thinks an "anticipatory skill set is essential for today's accounting and finance professionals.
The Anticipatory Organization™ Model, created and developed by Daniel Burrus of Burrus Research, Inc., has changed how many of the world’s most successful businesses plan their future and accelerate growth. Now, Daniel Burrus is bringing what he calls the greatest missing competency – the ability to anticipate change – to CPAs, CFOs, controllers and management accountants. This model represents a new way of thinking, planning, and acting – a paradigm shift that’s required in a world of accelerating change, competition, and uncertainty.
This innovative learning system will jump start your ability to anticipate and learn critical competencies like strategic thinking, external awareness, vision, continuous learning, innovation, creativity, problem solving, prioritization, business acumen, decisiveness, influencing/persuading, emotional intelligence, consensus building, collaboration, inspiration, risk management, and immediately apply it to your own situation at work.
For more information visit our website http://www.blionline.org/ao
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
What is the accounting professionals' role in creating a culture of innovation? How are CPA Firms innovating? Reinventing themselves? Creating magnetic cultures?
Studies are showing a growing expectation for accounting professionals to lead these initiatives. In this session we will discuss tactics to foster innovation in your firms, technology's role and advising clients to do the same through tools you provide.
This session covers the latest research from the Business Learning Institute (BLI) about what it takes to create a magnetic firm culture and scores the latest issues facing CPA firms, top skills needed, and an innovation index.
From a session at the CPAFMA National Practice Management Conference in Baltimore in 2016.
For more information see www.blionline.org
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
The CPA Vision 2011 is the report from the AICPA from a project to create a comprehensive grassroots vision for the future of the CPA Profession. The first profession to ever create a vision for itself. Using a volunteer team of CPAs and State CPA Society executives aided by a team from the AICPA and led by Jeannie Patton in 1997-1998.
MACPA Spring 2016 Professional Issues Update - Business & Industry EditionTom Hood, CPA,CITP,CGMA
What are the latest trends and issues facing the CPA profession? What is the future of finance and accounting in an age of exponential change? What is the future of the profession and what is the MACPA doing about it?
Tom Hood, the second most influential person in the CPA Profession and CEO of the Maryland Association of CPAs attempts to answer these questions and offer his perspective in this special update for MACPA members only focusing on CPAs in business industry, government and NFP.
Keynote for Beta Alpha Psi Atlantic Coast Regional Meeting
on March 18, 2016 in Towson, Maryland
What are the latest trends and issues facing accounting and business? What are the outlooks for careers in accounting, finance, information systems and business majors?
Tom Hood, CEO of the MACPA and Business Learning Institute covers this and career advice for accounting students in this inspirational keynote.
State of Accounting for Linked-in Influencer Series #MyIndustry
Big Waves of Change, Oceans of Opportunity
These big waves of change are the result of a “perfect storm” of sorts -- the convergence of three “hard trends” of exponential technological innovation, the demographic shift as baby boomers retire, and globalization. Key challenges facing accounting and finance professionals are automation and digital transformation, succession and talent shortages, a “brain drain” as experienced people retire, business model changes, and the increasingly VUCA world (that’s volatility, uncertainty, complexity and ambiguity) in which we find ourselves.
Several recent studies (from WEF, Oxford, McKinsey and MIT) report that accounting, auditing and tax are among the occupations most at risk for complete automation within the next 20 years.
As a result, the accounting and finance profession is rapidly approaching what Andy Grove, retired CEO of Intel Corporation, described as a “strategic inflection point,” -- “a time in the life of a business when its fundamentals are about to change. That change can mean an opportunity to rise to new heights. But it may just as likely signal the beginning of the end.” This is where there are two major pathways: doing business as usual, or embracing and adapting to the new. At the moment these are fairly close together, but they will soon diverge into a growing gap between growth and success, or entropy and decline.
“You can’t stop the waves, but you can learn how to surf.” - Jon Kabat-Zinn
To take advantage of these oceans of opportunity, accounting and finance professionals will need to learn how to ride these big waves or risk being crushed by their frequency and force. The critical thing to know is that what got you here, won’t get you there. Business as usual simply won’t work.
Here are six ways to learn how to ride these big waves of change now and in the future:
1. Embrace digital: Learn how to elevate and accelerate your job using technology and to race with the machines, not against them.
2. Anticipate: Learn the critical competency of anticipation. Only those who constantly try to anticipate change will survive when change happens.
3. Collaborate: The collaboration curve is quickly replacing the experience curve. Who you know is replacing what you know.
4. Learning is the next competitive advantage: As Fast Company editor Robert Safian wrote, “the most important skill is the ability to acquire new skills.”
5. Protect the core: When everything is changing, it is important to know what should not change. Purpose and values for individuals and organizations should serve as that anchor or grounding.
6. Make time for the future. Your time and those of your people will be your number one challenge, and nothing will change if you are overwhelmed and too busy.
The hard trends are forming these big waves of disruption and change. Surf's Up - Are you ready?
What are the Top Competencies (Knowledge, Skills and Abilities) needed by CPAs, Accounting and Finance Professionals today?
The Business Learning Institute shares its latest research and correlates it with other leading global research (Conference Board, AICPA, CGMA, IFAC, CPA Canada, Burrus Research, Bersin by Deloitte). These skills were identified and then surveyed across over 1,000 finance and accounting professionals to identify the top five skills needed today.
In our survey work at the Business Learning Institute (http://www.blionline.org) we found that the top five skills ranked by survey respondents covered 75% or everyone's top five list, providing a great starting point for skills development and targeting in talent development.
1. Strategic and Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
BLI also developed a framework, called The Bounce to describe the career trajectory of today's finance and accounting professional. The Bounce is the natural career trajectory for accounting and finance professionals. It talks about the process of acquiring technical mastery in the early career and beginning to supplement wit the critical skills (competencies) needed for long-term success. BLI has been leading the training and development of accounting and finance with these ‘success skills’ for eighteen years.
The Business Learning Institute (BLI) is the largest talent development and and learning provider to CPAs, accounting and finance professionals in the US. We bring our leading approach to ‘success skills’ and competency-based curriculums to the leading organizations, public companies and CPA firms all over North America.
We tend to think of “innovation” in terms of new technology – gadgets, hardware, new apps, and software. But true innovation more often comes in the form of new business models, workflows, service offerings, and office and staffing patterns. This session will center on those innovations that are significantly impacting our firms and our clients. You never know where innovation might sprout!
This session was produced for the DCPA15 Conference in Las Vegas.
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
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Business Valuation Principles for EntrepreneursBen Wann
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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MACPA Strategy on a Page
1. Our vision:
The MACPA will be the most recognized professional organization for CPAs in Maryland. All CPAs will look to us as the primary professional resource for technical assistance,
business development opportunities, continuing education and general business information. Through our customized programs and services, the MACPA will create a highly valued
professional network that will help members compete and survive in a changing environment. Our success will be measured by the retention and growth in membership, positive
legislative changes, increased participation in programs and enthusiastic advocacy for the association among our members.
Our Purpose Our Promise: The MACPA recognizes the diversity in the Our Value Statement: Our Mission:
The MACPA is a progressive, professional CPA profession and will provide the necessary resources and services
to help its members maintain the highest level of integrity, professional The MACPA is a dedicated team that: MACPA will…
association dedicated to serving CPAs in
the Maryland region, enabling them to grow, ethics and knowledge for the benefit of the public and the good of the • is dedicated to serving members, the public and the profession;
profession. To that end, MACPA will... • protect and further the interest of
prosper and remain viable in a dynamic, rapidly • is knowledgeable about the organization and the profession; our members;
changing environment. Connect members to their Profession, the Community, and to each other • works with professionalism, enthusiasm, courtesy and mutual
• enhance the image of certified
Protect & Promote the CPA license and brand respect; public accountants;
Achieve success for our members by sharing knowledge and education • is committed to excellence and high ethical standards;
• enable our members to conform
• seeks to identify and anticipate members’ needs and wants by
“active listening”; to high standards of professional
• is committed to enhancing the image of the CPA and the MAC-
service;
Our Core Values TM
PA; • provide the necessary resources
Objectivity & Integrity • expects each staff member to “own” every member’s problem for members to thrive in a dynamic,
Openess & Member Involvement Our Communities and efficiently direct every member inquiry until it is resolved; rapidly changing environment.
Professional Foresight Our Brands • seeks to provide win-win solutions to problems;
• utilizes technology to the fullest; and
Responsiveness • appreciates every opportunity to learn.
Protect the Public Interest
Our strategy: How we are going to get there
Mobilize the Drive the Market Enable Our Members Protect the Public Innovation & New Operational & Financial
Strategic Focus Areas
Membership to Our Members to Deliver Interest & CPA License Product Development Excellence
MACPA is the membership, and we are A simple definition of a brand is an identity In 1997, the CPA Vision was devel- The high standards of the CPA Profession and The central reality of the new normal is The MACPA will develop an organizational
building a community of value. There is in the market that is familiar, well under- oped with the input of several thousand the core values of integrity and competence go change, so we have built responsibility structure and allocate resources to maximize
strength in numbers and it is the collec- stood, and preferred. MACPA is commit- members. It identified Core Services hand in hand with the public interest. These two for change into our organization. Innova- the combined talents, skills and knowledge of
tive strength of more than 9,000 members ted to building the CPA brand so that the and Core Competencies that would be vital elements are at the heart of virtually every tion & new product development--and the members, staff and other strategic alliances to
as much as the merits of arguments that market moves to our members as we adjust critical in the future. MACPA‘s value to legislative and regulatory initiative supported by commitment to retire ineffective or out- provide the highest level of member service
can influence legislators and regulators and to the market. We are no longer satisfied members depends on our ability to help MACPA. They are at the heart of the steps we dated programming--are central to the new at a reasonable cost. The MACPA will utilize
maximize our impact in the community. to react and respond. We know we can members gain those competencies and take to monitor ourselves and our profession, organization. To be member- and market- technology and other tools to help identify and
Communication and connections, gover- increase market understanding and demand deliver those services. This has everth- and they are at the core of the new peer review driven means interpreting and anticipating, deliver the services and information members
nance, leadership, chapters and committees, for integrity and insight of CPAs. This ing to do with keeping our members requirement, mandatory ethics training, tort not merely responding, to the market. This want and need. MACPA leaders and staff will
member-service center, on-line communities value stream includes student recruitment, ahead of the rapid changes in the profes- reform, and so much more. With integrity and includes our new products team and our actively listen and consistently identify and
and social networks are the core of our com- financial literacy programs, public relations, sion and the business environment. competence at the center of the CPA brand, it is strategic portfolio of projects aimed at keep- meet members’ needs in a culture of excel-
munity initiatives. and other market-focused initiatives. critical to protect them in every way we can. ing us and our members ahead of change. lence, professionalism and good will.
• Deliver WOW member service at • Continue our Financial Literacy efforts to • Deliver comprehensive professional • Develop & execute our State legislative/ • Implement new CPA2Biz (LearnLive • Proactively monitor our financial results
every opportunity make a difference in the community and development program (seminars & regulatory advocacy plan engine) webcast platform for e-delivery against budget and support growth in rev-
• Grow our membership to increase show CPAs care Webcasts) to keep members on top of • Coordinate and execute our Federal legislative • Successfully run the pilots of the CPA- enue / services
our strength in numbers • Continue student recruitment efforts to changes in profession agenda 2Biz Learning & Compliance system • Work with our Board of Directors and
Strategic Initiatives
• Enhance communications with mem- • Provide tax resource center (books, (LMS)
bers to inform, educate, and inspire ensure supply of future CPAs in Mary- • Maintain the quality of the Profession and volunteer leadership to continue success in
land fed tax podcasts, self study, etc.) protect the public interest • Continue developing & increasing the strategy development and partnership with
action • Plan and run successful MACPA Con-
• Increase participation of MACPA • Increase public awareness and involve- • Develop and implement a strategy to address portfolio of new products for members MACPA team
ment in Swearing-in Ceremony at ference programming on major topic non-CPAs using SSARS language (safe har- • Implement BLI 3.0 strategic plan • Work on our culture and environment to
members in our community (listen,
learn, and respond) and meet our MACPA member summit areas of the Profession identified by bor in Maryland Statute) • Implement e-Strategy priorities support growth & adaptability of our team
members wherever they are physical • Expand and grow sponsorship programs our volunteer leaders • Advocate for CPE standards • Successful launch of BLI/SBI (Sound-
& virtual • Expand on-site training programs/ ing Board Inc) leadership development
and member awareness
• Execute our major member events services programs M2M: Mind to Matter &
for mobilizing members • Add new conferences to meet changes
I2A:Insights to Action
• Implement Board / Volunteer strat- in Profession & member needs
egy to drive and focus our volunteers • Increase our communication &
to make the maximum impact in the marketing effectiveness to increase
community and for our members member awareness & attendance at
MACPA programs
2. FOCUS AREA: Mobilize Membership
• Deliver WOW member service at every opportunity •
• • •
Research and share best practices in customer/member service (e.g. Zappos) Create positive environment at every event
Find a way to “exceed expectations” in every member interaction (that little extra) Staff empowered to “fix” member
•
issues and complaints
• Grow our membership to increase our strength in numbers Develop recruitment and retention plans to grow our membership (students, candidates, full members, and 100% membership
STRATEGIC INITIATIVES
organizations)
• Enhance communications with members to inform, educate, and •
•
Develop new approaches and methods to communicate the MACPA story to our members
•
inspire action Find a way to engage members in creating buzz at and around major events/initiatives
Evaluate new e-messaging platform and e-Statement options
• • •
• • •
Increase participation of MACPA members in our community Continue successful town hall programs with our members Support Chapter programs for networking and professional
•
(listen, learn, and respond) and meet our members wherever they development geographically Implement new MACPA community platform iMACPA Engage members with social media
are physical & virtual and track progress Implement new automated member subscribe/unsubscribe services Create communities from interest
based events, ie conferences, Beach Retreat
• Execute our major member events for mobilizing members • CPA day in Annapolis (see Protect) – 1/19/2011
• MACPA Member Summit & Swearing-in Ceremony (see Drive)
• Implement Board / Volunteer strategy to drive and focus our •
• •
Review of Volunteer Structure by creating a conceptual framework of the committees, task forces, and volunteer activities
•
Leverage our past leaders (Chairs & Board members) CPAs in the community – see Financial Literacy (under Drive)
Drive & focus volunteerism; • Town hall meetings to inform and involve • Create new member orientation • Increase
volunteers to make the maximum impact in the community and
for our members recognition & reward for volunteers
FOCUS AREA: Drive Market to Members
• Continue our Financial Literacy efforts to make a difference in • •
Create a board level task force to develop strategy and oversee our efforts
• •
Support legislative efforts to increase financial
STRATEGIC INITIATIVES
the community and show CPAs care literacy education Mobilize MACPA member volunteers to help in these efforts (NYPN, etc) Work with other organiza-
tions to implement financial literacy programs; • Central Scholarship Bureau • Junior Achievement • Maryland Coalition •
National Guard
• Continue student recruitment efforts to ensure supply of future
CPAs in Maryland
• Continue student recruitment activities
candidates • Expand Facebook and social networking presence
• Continue to build CPA
• Increase public awareness and involvement in Swearing-in
Ceremony at MACPA member summit • Develop P/R campaign for 2011 program
• Recruit partners-in-the –profession sponsors
• Expand and grow sponsorship programs and member awareness • •
Increase sponsorship and grow revenue from satisfied sponsor/exhibitors
•
Build and strengthen relationships with
sponsors/exhibitors Increase communication to sponsors and members by using video and other communications to more
effectively tell our story
FOCUS AREA: Enable Members to Deliver
• Deliver comprehensive professional development program
(seminars & webcasts) to keep members on top of changes in
•
grams & meet budget
•
Plan & develop PD/CPE schedule including AICPA programs, BLI programs and webcasts
• •
Fulfill our portfolio of pro-
Review and implement new programs and approaches – clusters, 4 hour programs Provide tax
profession resource center (books, fed tax podcasts, self study, etc.)
STRATEGIC INITIATIVES
• Plan and run successful MACPA Conference programming on
major topic areas of the Profession identified by our volunteer • ATI, Adv PFP, Gov’t Contractors, Chesapeake Tax, Technology, Practitioners
leaders
• Expand our on-site training programs and services • •
Grow sales by reaching out to members in firms, corporations (B&I), and government by designing curriculum and offering
• •
programs that fit their needs Increase involvement with other organizations (AAA, AIM, FEI, Bersin, EDMAX, local &
national) Build strong relationships with our partners & providers and promote them to our members Grow sales of
strategic planning services and increase our bandwidth or qualified facilitators
• Add new conferences to meet changes in Profession & member
needs • Develop start-up conferences and manage risk; • Employee Benefit Conference • International Conference (w/ GWSCPA
& VSCPA • AccountingWeb Live Conference
• Increase our communication & marketing effectiveness to in-
crease member awareness & attendance at MACPA programs
•
web stats for mapping initiatives and events to member interests
•
Create editorial calendar for events on web and for internal coordination and marketing purposes
•
Review & report on
Create photo and video clips for pre-event marketing and
post-even community building
FOCUS AREA: Protect the Public Interest and CPA License
• Develop & execute our State legislative/ regulatory advocacy
• Develop & execute agenda with State Tax Committee & Legislative Executive Committee; • Pass 120/150 legislation •
Stop Sales Tax on Services • Respond to combined reporting • Stop “credit counseling” legislation
•
•
plan Support and work
STRATEGIC INITIATIVES
•
with Chamber of Commerce on tax study – proactive approach Develop whitepapers with State tax Committee on tax
policy Prepare for Maryland Sunset Review of Accountancy Law
• Coordinate and execute our Federal legislative agenda
• Create new Federal Tax Policy Task Force and respond to federal tax issues
issue • Sub S – employment tax • 1099 issue from health care bill • Advocate for current issues; • IRS PTIN
• Maintain the quality of the Profession and protect the public
interest • Continue implementing mandatory Peer review program with the State
• Support our Ethics Committee and the JEEP
•
program
Develop and implement a strategy to address non-CPAs using
SSARS language (safe harbor in Maryland Statute) • •
Develop whitepaper on Attorney General Opinion and latest developments from NASBA
try standards and other approaches Meet with State Board of Accountancy to share findings •
Survey other states for indus-
• Advocate for CPE standards
• Serve on NASBA CPE Standards Committee
• Work with State Board of Accountancy on CPE tracking program
FOCUS AREA: Innovation & New Product Development
• Implement new CPA2Biz (LearnLive engine) Webcast platform
for e-delivery • Develop & convert portfolio of BLI programs to new system
• Obtain NASBA approval for on-demand CPE
• Successfully run the pilots of the CPA2Biz Learning & Compli-
ance system (LMS) • Recruit and implement Reznick or equal large firm pilot (national)
ware local firm pilots • •
Recruit and run local firm pilots Support Dela-
• Continue developing & increasing the portfolio of new products
• • Content creation (podcasts, blogs, webcasts) to increase pipeline of programs • Innovation program with Aris Melissara-
tos Emmanuel Gobillot – Leadershift • Re-Set business Webcast
• •
STRATEGIC INITIATIVES
for members Evernote and other tools for productivity Develop
product demo videos for member education and awareness (SSLLC programs, etc)
• • Build strategic planning practice and increase bandwidth of facilitators; • AICPA Major Firms Group • CPA firms •
• • • •
Implement BLI 3.0 strategic plan
•
State CPA Societies Execute contract with AICPA as preferred softs skills provider Develop state society channel for
BLI programs Train AICPA on-site team on BLI products & services Develop community focused on strategic learning
(AAA, HR, CFOs, etc) Create & use content (blog/podcast/social media) to increase strategic relationships with potential
• •
BLI partners and as marketing/communication tools
• Implement e-Strategy priorities Evaluate mobile technology option to better serve members Continue “Second Life” strategy to differentiate MACPA,
create buzz, and develop new relationships; • Update the island • Develop and implement SL PD/CPE session for upcoming
year • The Billy Mapp show • Build 3-D learning programs (M2M, I2A, CPA Vision, AICPA) • Work with FEI Canada,
help expand our reach
•
CPA Australia, and CMA Canada on international efforts
•
Continue our social media efforts and add new team members to
Continue to offer AICPA CPE Express to members
• Successful launch of BLI/SBI (Sounding Board Inc) leadership
• •
Run successful pilots of programs for AICPA Leadership Academy (done)
•
Deliver BLI’s M2M/I2A to AICPA Leader-
•
•
development programs M2M: Mind to Matter & I2A:Insights to ship Academy (October, 2010) Develop & deliver partner leadership development program to Reznick (pilot) Market
•
Action through major keynote conferences (CCH, Accounting Today) Develop business model and package programs and services
•
for licensing and distribution as demand builds Increase bandwidth of speakers and strategic plan facilitators (in MACPA)
Hold CPA “Culture Tour” at Zappos headquarters in November
FOCUS AREA: Operational & Financial Excellence
• Proactively monitor our financial results against budget and
• • Proactive financial reporting & analysis
• Develop retention plan to beat prior year
•
Increase 100% CPA membership
•
STRATEGIC INITIATIVES
support growth in revenue / services in firms Develop a risk management plan
• Work with Board and volunteer leadership to develop strategies Support Board task forces – Dues (???), Standards Convergence, Financial Literacy, etc.
• •
and partnership with MACPA team
•
• •
Work on our culture and environment to support growth & Train our team on our Personal Leadership system Mind to Matter (M2M) and Insights to Action (I2A) Create internal
•
team to develop and implement “next practices” in culture Evaluate programs like library/reading club, lunch & learns,
•
adaptability of our team
wellness, idea wall, etc. and make recommendations Implement selected programs and systematize (see LMS project)
• • •
Ongoing support for team by COO Upgrade technology to Windows 7 and Office 2010 and train MACPA team
• Develop our team through implementing the CPA2Biz Learning
& Compliance System (Learning Management System)
Understand skills, talents and aspirations of our people
and link learning programs and activities
Develop a strengths-based pipeline using the LMS Setup
• Implement “next practices” projects for sustainability and
transparency as showcase for the CPA Profession • •
Implementation of Green Plus sustainability program
tation and analysis • Implementation of XBRL for MACPA financial statement presen-
Implementation of financial dashboard analytics and presentation
3. Aligning to the MACPA Strategic Plan
1
STEP
List the priorities of your job, i.e., where
you are investing your time, talent, and
treasure. 2
STEP
Draw a line between your priority and to
the MACPA’s Strategy it most likely aligns.
* Note that an activity can support
more than one strategy.
Mobilize the Membership
Drive the Market to Members
Enable Members to Deliver
Protect the Public Interest
and CPA License
Innovation & New Product
Development
Operational & Financial
Experience