Partner's Report for CPA Firm Owners
Provides actionable information that firm owners can use to enhance their profits as well as their leadership of the firm. Offers practical guidance on compensation and benefits and distributions, retirement plan alternatives, partnership agreements, professional liability coverage, "rainmaking," profit and operating ratios, and other management/leadership issues. Each issue also includes digests of pertinent management articles from scores of publications.
June 2008 - Table of Contents
Agreeing to disagree can be a useful strategy at times. But when it comes to CPA firm owners’ creating successful change, there are certain issues on which partner buy-in is a must if firms are to make decisions, pursue their strategies, and grow.
In good times or bad, it is wise for owners to make sure clients know how well you and your staff are taking care of client needs. When those needs intensify or even approach a crisis, that strategy becomes even more important, so that you and your firm can parlay your role as trusted adviser into an even more vital relationship.
Now is a great time to expand your financial planning and investment advisory practice.
Considering a merger?
Economic doom and gloom aside, the top 100 CPA firms enjoyed an overall growth rate of 11.31 percent in the past year.
How other CPA firms are getting ready to weather the slowdown.
Are you keeping data and client information safe?
More than three-quarters of audit committee members rate overall audit quality "very good" or "excellent," and 82 percent say it has improved in recent years. These are the findings of a recent survey commissioned by the Center for Audit Quality (Washington, D.C.). The results show that many audit committee members believe Sarbanes-Oxley has indeed brought better audit quality.
Difficult times call for strong leadership.
Advice for partners slated to speak at an industry conference or seminar this summer.
How CPA firms share files and other client information.
Do you know what your staff really think about your firm? Find out with a survey. Not just any survey, though—a survey that is targeted and for which the firm’s owners will report and follow up. This is a necessary step so that staff know you are paying attention and value their opinion.
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