March 2004 - Journal of Accountancy

or most people a preventive visit to the doctor for an annual checkup has become routine. Similarly, each year drivers have their cars inspected to ensure safe and reliable transportation. But too often, small business owners—including CPAs—don’t take similar measures to ensure the financial health of their organizations by conducting

Key to Instructions To help readers follow the instructions in this article, we use two different typefaces. Boldface type is used to identify the names of icons, agendas and URLs. Sans serif type indicates commands and instructions that users should type into the computer and the names of files. ou’re

EXECUTIVE SUMMARY THE AICPA HAS RECEIVED A NUMBER of inquiries regarding practitioners’ responsibilities in outsourcing engagements. The applicable guidance is found in the AICPA’s Code of Professional Conduct, the Gramm-Leach-Bliley Act and certain Internal Revenue Code provisions. THE CODE OF PROFESSIONAL CONDUCT STATES that a member remains responsible for ensuring

Key to Instructions To help readers follow the instructions in this article, we use two different typefaces. Boldface type is used to identify the names of icons, agendas and URLs. Sans serif type indicates commands and instructions that users should type into the computer and the names of files. ne

stablishing a solid antifraud practice is not the same as building a typical CPA firm,” says Karen J. Tierney, CPA, of Glastonbury, Connecticut, “but for CPAs with the right background, training and expertise, I believe the antifraud profession offers great opportunities.” Craig L. Greene, CPA, a partner in the accounting

fter finding out how small firm members define success , I want to learn how the AICPA can help them achieve it,” James C. Metzler, CPA, said in August 2003 when he became the AICPA’s first vice-president of small firm interests. In the months since then, Metzler has used his

EXECUTIVE SUMMARY RECENT CORPORATE FAILURES HAVE CALLED INTO question the value of the financial statement audit. One of the results was the Sarbanes-Oxley Act of 2002, which has the potential to change corporate culture by mandating additional governance responsibilities and reporting requirements for top management. A SURVEY OF FINANCIAL EXECUTIVES