14
Bring SPF. Take CPE. JULY 6, 7, & 8 Ocean City, MD | Clarion Resort Fontainebleau Hotel
Bring SPF. Take CPE.JULY 6, 7, & 8
Ocean City, MD | Clarion Resort Fontainebleau Hotel
QuarterlyFinancialLeaders Series
'16-'17 SERIES
A M E E T I N G of the
MINDSthat lead firms and organizationsMINDS
Quarterly, CFOs, Controllers, and other senior-level CPAs in business and industry meet to share with and learn from each other at the Quarterly Financial Leaders Series. Gain four hours of CPE and enjoy the facilitated discussion that will happen during the provided lunch.
FINANCIAL STORYTELLING: THE KEY IN GROWING YOUR ORGANIZATION TO THE NEXT LEVEL9/22/16 | Columbia | Event ID: 171020
BUILDING A HIGH PERFORMANCE CULTURE: HUMAN CAPITAL AS A COMPETITIVE ADVANTAGE
12/1/16 | Columbia | Event ID: 171021
GET READY FOR THE FAST FUTURE: THE ANTICIPATORY CPA3/23/17 | Columbia | Event ID: 171022
CRITICAL THINKING FOR FINANCE5/18/17 | Columbia | Event ID: 171023
2016-2017 QUARTERLY FINANCIAL LEADERS SERIES
Join the CommunityRegister for the 2016-2017 series now and save at BLIONLINE.ORG/QFLS.
STRATEGIC LEARNING POWERED BY
LEADERSHIP ACADEMYFostering CPAs’ leadership and strategic
skills to move careers forward, faster.
It’s not about climbing the ladder.
It’s about serving your team, your organization, and yourself.
It’s about being a CPA who can lead well.
AUGUST 24-26 2016
In the fast-approaching future, successful CPAs must be leaders. Leadership Academy is the starting point for unlocking the full potential in the profession’s best and brightest young CPAs. This three-day event is cited by past participants as a transformative boost to their careers.
Event ID: 371001 • Towson • Sheraton Baltimore NorthUP TO 20 CPE CREDITS
BLIonline.org/LeadershipAcademy
888-481-3500 http://www.bizlearning.net
Risk Management: Anticipating Disasters to Save Your Company
A Custom Designed BLI Public Seminar
Presented by Jennifer Elder, CPA Business Learning Institute Provider
July 7th, 2016 – Clarion Resort Fontainebleau Hotel
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
Failing to plan is planning to fail!
What is a disaster?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Disaster Recovery or Business Continuity Planning?
Disaster Recovery
o narrow focus that includes plans for addressing the immediate response to natural
disasters and major emergencies
Business Continuity Planning (BCP)
o an ongoing process to improve an entity’s chances of long-term survival by developing a
comprehensive response plan to any unplanned interruption to their business operations
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
The Disaster Recovery Cycle
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
1. Normal
Business Operations
2. Disaster
Event Occurs
3. Operations
are disrupted
4. Emergency Response
5. Business continuity
plan restores operations
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
F-A-S-T-E-R Disaster Recovery
F – Form a disaster recovery team
o The business continuity planning team must address all major functional areas of
the organization and include members from all levels of responsibility
o Consider including members from:
C-Suite
Finance
IT
Human Resources
Facilities and/or Maintenance
Health and Safety (if separate from HR)
Security
Community relations
Legal
Purchasing
Labor representative
Key customers
Key suppliers
__________________________________________________________________
__________________________________________________________________
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
A – Assess your operations
o Evaluate each area of the organization for both capabilities and weaknesses
o Understand what is mission critical and where it could break down
o A mission critical function is one that must continue to occur even without access to
the normal equipment, data, facilities, or staff
o Identify what resources are absolutely necessary to perform your mission critical
functions:
People
Supplies
Services
Cash
Review insurance policies
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
o Collect key information
Insurance policies
Banking information
Finance information
IT inventory – software, hardware, and data
Master vendor list
Equipment inventory
Temporary location information
Remote access instructions
Key usernames and passwords
Building owner or manager
Utility providers
Telephone and internet provider
Contact information:
Employee contact information
Professional contacts – CPA, lawyer, insurance agent, bank
Key customers and vendors
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
S – Survey risks
o Surveying risks is a 2-step process:
1. Identify all of the various risks and threats that might impact your organization’s
operations
2. Evaluate threats for probability, severity, and impact
o Eight types of risks:
1. Environmental – hurricane, tornado, flood, snow, extreme temperature
2. Biological – epidemic, flu, infestation
3. Deliberate Disruption – workplace violence, bomb threat, fraud, sabotage
4. Utilities – loss of power, telecomm, or internet services
5. Equipment – breakdown or inability to obtain spare parts, A/C or heating failure
6. Information Technology – hardware and software failure, data loss, cyber crime
7. Economic – new laws and regulations, recession, healthcare, interest rates
8. Other – labor disputes, road closures, loss of key personnel, change in market
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
o Evaluate and prioritize risks
o Consider: extent, timing, location, probability, warning, duration, human impact,
physical impact, restoration time
o Tools:
o Probability/impact scale
o Heat map
o Risk analysis worksheet
__________________________________________________________
__________________________________________________________
__________________________________________________________
T – Tailor your response strategies
o Four response strategies
1. Prevent - high probability, high impact events
2. Accept - low probability, low impact events
3. Contain - high probability, low impact events
4. Plan - low probability, high impact events
__________________________________________________________
__________________________________________________________
__________________________________________________________
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
E – Establish two plans – Disaster Recovery and Business Continuity
o The written plans become living documents representing a step-by-step how-to manual
to respond to and recover from a disaster situation.
o Disaster recovery plan = Incident response plan
Lockdown, evacuation, shelter in place
Incident management
Emergency communications
Employee assistance
o Business continuity plan = Get back to work plan
Critical personnel - What employees need to get back to work soonest? .
Workspace – Where can you work in the event of a disaster?
Equipment - What equipment will be necessary to operate your business?
Forms and Documents - What forms, documents, and information could not be
replaced - such as contracts or patents?
Special Supplies – Do you have any unique supplies you use? Do you have
alternate vendors?
Critical information - What information and data do you store, and where? How
will you recover or access the data after a disaster?
__________________________________________________________
__________________________________________________________
__________________________________________________________
Jennifer H. Elder, CPA, CMA, CIA, CFF, CGMA [email protected] 410-231-1881
R – Review your plan regularly
o Review, test, and update CONTINUALLY!
o Communicate and share with EVERYONE!
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
WHAT IS BLI?
THE BLI CURRICULA
Strategic conversation reflects the dynamics
between the organization and its environment. The
closer the language reflects current and potential
customer dynamics, the higher the company’s profit
potential.
BLI is the training affiliate of the MACPA. BLI’s mission is to deliver competency-based courses, content and community that enhance learning and foster organizational and executive leadership.
BLI has grown into the largest provider of on-site training in the country. Pam and the Customized Learning Solutions team have grown the business in three core segments – Corporate, Firm and Government.
Today’s business environment demands the need to gain competencies and share strategic knowledge. BLI delivers competency-based curriculum, courses, content, and community to enhance learning and grow intellectual capital for organizational and executive leadership.
These soft skills are essentially people skills – the non-technical, intangible, performance skills that determine your strengths as a leader, manager, and team member.
Great leadership is one of the most valued of all human
activities. Modern myth holds that “leaders are born
not made,” but leadership is a set of observable and
learnable practices - it is the process people use when
they bring out the best in others and themselves.
As the business world moves at an incredible pace,
keeping up is a key to success. Today’s financial
managers must be able to translate strategy to
operational and corporate growth.
Executives and managers must effectively transform
their firms or companies into high performance
organizations and progressively identify and develop
the appropriate core competencies and link them to
their business strategies.
Many people in the business field cannot communicate
effectively and, even more damaging, don’t realize it.
Success is not defined solely by a product line or service - it
relies on relationships formed and maintained through skillful
communications. Your competitors know this. Do you?
Keeping up with technical competencies is a core
business requirement for financial professionals.
Staying attuned to the latest changes, updates, and
regulations are necessary components to staying
competitive in an ever-changing business environment.
Harness the technology you use every day to make
your business life easier and allow you to work smarter.
STRATEGIC MANAGEMENT
LEADERSHIP DEVELOPMENT
BUSINESS MANAGEMENT
PERFORMANCE MEASUREMENT MANAGEMENT
COMMUNICATION SKILLS
TECHNICAL EXPERTISE
TECHNOLOGY AND COMPUTER SKILLS
Please note that many programs in this catalog are available in Webcast format. Contact a BLI Customized Learning consultant if you are interested in a Webcast. 888-481-3500
