40069088

Vol. 38 / No. 3 • FALL 2011

A PUBLICATION OF THE CERTIFIED GENERAL ACCOUNTANTS ASSOCIATION OF BRITISH COLUMBIA

60 Years of Excellencein British Columbia 1951-2011

Our annual review of the latest accounting software

styleCGA

> Meet six CGAs with a winning image for fall

> Fall fashion report

> Casual Fridays: What is appropriate for the office

outlook 03

On-Demand

or On-Premise

ERP

Deployment

Finance/

Accounting

Human

Resources

Supply Chain and

Vendor Management

Customer

Relationship

Management

Projects

and

Services

Rep

ortin

g Workflow

Business Intelligence

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features views spotlight

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contentsCGA style: the pride of oneA Q&A with six stylish CGAs

fall fashion report Catherine Dunwoody profiles the latest

trends in office attire

Casual fridays Your style guide for casual Fridays (hint: leave

the branded t-shirts and yoga pants at home)

profiting from energy efficiency BC Hydro’s Power Smart programs can help

you and your clients save money

emotional intelligence at workThe business case for helping your employees

to feel their best

annual accounting software reviewAlan Salmon summarizes the latest offerings

from Canada’s top eight accounting

software vendors

taxmatters Ed Kroft reviews the tax news from the summer of 2011

techview Know the risks of cloud computing

periscope Employment lawyer Gavin Marshall offers three HR tips for CGAs

ethics in focusEvaluating an ethical dilemma

publicpractice Edifier Minimize workplace conflicts by changing the way you interact with others

keepingTabsCGAs in the news and members on the move

currentAssetsA round-up of all the latest gadgets, technical gear and apps

snapShotsHighlights from the first 60 years of CGA-BC

partingShotA Q&A with Dylan Rickard, CGA, Manager of Perfor-mance Metrics at the City of Vancouver

morethanNumbersLetting the data tell the story

07 49

10 52

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Vol. 38 / No. 3 • FALL 2011

You can follow CGA-BC on Facebook, and on Twitter at www.twitter.com/cgabc

Cover photo by Ron Sangha.

04 outlook

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editor’smessage

It’s fitting that the Association’s first Executive Director, Gerry McKin-non, recently dropped Outlook a line with a few notes about our 60th anniversary. You can read his letter on the facing page.

Gerry was chosen for his posi-tion because he was a marketing professional with 29 years of experience in an Ontario food and manufacturing business. He was the perfect person to help lead the Association in the 1960s, 1970s and the first years of the 80s. Gerry said at the time: “I knew CGA-BC

had a good product – they just need to market it more effectively. But before we could focus on marketing the Association, we had to improve the Association’s view of itself. And at that time, CGAs perceived themselves as second best.”

He told the Outlook of its day that his management philosophy was based on a single principle: PRIDE. The Association’s unof-ficial motto became: stand a quarter-inch taller with pride in yourself, your Association and your profession.

“That motto made all the differ-

ence,” Gerry said.Well, in the spirit of Gerry’s

comments, we are building on all that good work he put in place back then.

In this issue, you’ll read some articles that are sure to make you stand a quarter-inch taller. First, our annual review of what CGAs are wearing and should be wearing is sure to make a sartorial impact. Then, there’s our annual account-ing software review, the only one of its kind, produced by software expert Alan Salmon.

Finally, in the spirit of Gerry’s comments, we are spotlighting a new member pride program that we are calling the ‘Pride of One.’ It is really about profiling our mem-bers and outlining their stories of success and how CGA helped them advance in their careers. We encourage you to take a good read of our profiles and if you know of anyone who should be profiled, be sure to drop us a line.

And as Gerry said, “Stand a quarter-inch taller.” Or should that be “Stand 0.6 cm taller”? On second thought, I like Gerry’s line better.

Introducing the Pride of One

edward Downing is Cga-BC’s Director of Communicationsedowning@cga-bc.org

outlook

executive committeeChair: Bruce Hurst, FCGAPast-Chair/Treasurer: John Pankratz, FCGAFirst Vice-Chair: Cindy Choi, FCGASecond Vice-Chair: Candace Nancke, CGA Chief Executive Officer and Secretary: Gordon Ruth, FCGA

executive staffChief Executive Officer: Gordon Ruth, FCGA Director, Administration, HR & IT: Dan Cheetham, CGA Director of Marketing & Communications: Edward Downing, MA (Journalism)Director of Education & Student Services: W. D. (Bill) Johnson, FCIS, PAdm, FCGADirector of Corporate Affairs: Juliana Laing, BADirector of Public Practice Services & Public Practice Advisor: Tina Peters, BA, CGADirector of Member Services: Pamela Skinner, BSc, CFP, CGA

outlook staffManaging Editor: Edward Downing (604) 730-6208Communications Manager: Patrick Schryburt (604) 730-6238Communications Officer: David Ferman (604) 730-6206Production Co-ordinator: Trevor Hargreaves (604) 730-6226Advertising Co-ordinator: Pardeep Clair (604) 730-6228Graphic Design: Core Associates Communication Design Inc.Regular Contributors: Ed Kroft, QC, LLB, LLM, CGA (Hon.); Dr. Michael McDonald, CGA (Hon.); Alan Salmon.

advertisingFor advertising rates, contact Pardeep Clair at (604) 730-6228 or visit our website at www.cga-bc.org. Outlook is the premier way to contact B.C.’s CGAs.Advertising in Outlook magazine does not indicate an endorsement of any business, organization, service or product by CGA-BC.

Outlook is published four times a year by the Certified General Accountants Association of British Columbia and is sent to nearly 15,000 CGA members and CGA students. Opinions expressed are not necessarily endorsed by CGA-BC. Copyright CGA-BC 2011.

articles, enquiries and lettersArticles, enquiries and letters should be sent to Outlook: CGA-BC, 300-1867 West Broadway, Vancouver, BC, V6J 5L4(604) 732-1211 or (800) 565-1211 ISSN 1488-2337 Outlook - Certified General Accountants Association of British Columbia

CGA on the webMembers and students, you can find all of your most important CGA-BC services online at www.cga-bc.org.

Agreement no. 40069088Return undeliverable Canadian addresses to:CGA-BC, 300-1867 West Broadway, Vancouver, BC, V6J 5L4Printed in Canada

outlook 05

how time flies. we are now in our 60th year of excellence!

When I first became associ-ated with the Certified General Accountants of B.C., we had ap-proximately 600 members and students and owed Montreal Trust $10,000 because someone neglected to include the cost of textbooks in the course costs of the previous year.

I am now in my 91st year, in good health and have many good

memories of persons and occasions with CGA. The last CGA event I was privileged to attend was our 50th anniversary, a most wonderful and happy reunion.

In my first few years with CGA-BC, I was not only Executive Director, Secretary and Treasurer, but also held the same positions with what was then called NCCE, the National Coordinating Council of Education, and the NBE, the National Board of Examiners. The chairmen of these groups were B.C. members, as the B.C. As-sociation, at that time, owned the course of study.

I attended all committee and Board meetings, the more important Chapter meetings and, of course, all chapter annual meetings. What wonderful op-portunities these were to meet and understand the people you worked for!

While reminiscing about my association with CGA-BC, I came across a couple of documents

that might be of interest to our more recent members, students and staff. They recall one of our major growth periods and the adoption of major plans and long-range objectives that, in retrospect, would appear to have been well founded.

One of our more successful public relations programs was our “Placement Service”, oper-ated from my desk. It gave me, almost daily, the opportunity to talk to some senior executive of a corporation or company or those in the profession who were searching for professionals for their clients. Perhaps it was most successful because they were getting well qualified and profes-sional personnel for “free.” My last count indicated more than 450 members and students were placed through this service.

One of the real “selling” factors of our presentation was the

mandatory practical work experi-ence required of all of our people while engaged in their academic studies. This factor was very well received.

My staff in those days consisted of myself, Fran Maynard and two young ladies, one of whom is still a valued member of your present staff: Julie Spankie.

I just thought you might be interested in this bit of our history while celebrating our 60th an-niversary.

Thanks, keep up the good work and congratulations to us all.

gerald f. McKinnon, Cga (hon.)Comox, B.C.

have an opinion?email your “letter” toedowning@cga-bc.org orleave a voice mail at(604) 730-6208.

letters

Suite 1100 1177 West Hastings Street Vancouver, BC, V6E 4T5 Telephone: 604.687.4544 Facsimile: 604.687.4577 www.bmmvaluations.com

Blair Mackay Mynett Valuations Inc.

is the leading independent business

valuation and litigation support practice

in British Columbia. Our practice focus

is on business valuations, mergers

and acquisitions, economic loss claims,

forensic accounting and other litigation

accounting matters. We can be part

of your team, providing you with the

experience your clients require.

Left to Right: Vern Blai r, Cheryl Shearer, Robert D. Mackay,

Kiu Ghanavizchian, Chad Rutquist, Gary M. W. Mynett, Chris Halsey-Brandt,

Andy Shaw, Jeff P. Matthews, Farida Sukhia

G.F. (Gerry) McKinnon served as Executive Director and Secretary-Treasurer of CGA-BC from 1968 to 1981.

>

1

TH

E PRIDE O

F ONE

OF

ONE

1 O F O N

E

outlook 07

Ihope that as you are read-ing this column, you are reflecting on a summer that was filled with fun,

good health and enjoyment. Given that I am writing this article in September, I thought it fitting to write about what has transpired during the past three months in the Canadian income tax world, particularly if you have been busy with tax return compliance or otherwise oc-cupied. I will also be discuss-ing the matters that follow

at the upcoming tax update seminars to be held this fall.

INCOmE TAx lEGISlA-TION IN ThE 2011FEdErAl BudGETSThis has been an interest-ing year with an election intervening between Federal Budgets. The Federal Budget tabled on June 6, 2011 contained the same tax mea-sures that were in the Budget tabled on March 22. There were 41 resolutions and a number of other proposals that were not part of the notice of ways and means motion. Of the 41 resolu-tions, only three have been passed into law. Resolutions 13-15 deal with rules to allow an individual with a short-ened life expectancy to ac-cess funds from a registered disability savings plan and rules to permit a taxpayer to appeal a determination of eligibility for the disability tax credit. The remaining items in the Federal Budget were released in draft legislative

form on August 16. They will ultimately find their way into a bill in Parliament, which returns to sitting in the fall.

The other proposals released include:•Resolution 1, Children’s Arts

Tax Credit, new section 118.031;

•Resolution 2, Volunteer Firefighter Tax Credit, new section 118.06;

•Resolutions 3 to 5, Family Caregiver Tax Credit;

•Resolution 6, Medical Expense Tax Credit for Other

Dependants; •Resolution 7, Child Tax

Credit Eligibility; •Resolution 8, Tuition Tax

Credit; •Resolutions 9 to 11, Educa-

tion Tax Measures – Study Abroad;

•Resolution 12, RESPs – Asset Sharing Among Siblings;

•Resolutions 13 to 15, RDSPs – Shortened Life Expectan-cy – Contained in Bill C-3, R.A. June 26, 2011;

•Resolutions 16 to 21, RRSPs – Anti-Avoidance Rules;

•Resolution 22, Individual Pension Plans;

•Resolution 23, Tax on Split Income;

•Resolution 24, Agri-Québec; •Resolution 25, Mineral

Exploration Tax Credit; •Resolutions 26 to 28, Ad-

ministrative Changes; •Resolutions 29 to 33,

Strengthening the Chari-table Sector;

•Resolution 34, Donations of Publicly Listed Flow-Through Shares;

•Resolutions 35 to 38, Quali-

fying Environmental Trusts; •Resolution 39, Intangible Ex-

penses in Oil Sands Projects; •Resolution 40, Stop-Loss

Rules on the Redemption of a Share; and

•Resolution 41, Partnerships – Deferral of Corporate Tax.

The press release of the Department of Finance on August 16, 2011 provides the following summary of these resolutions:

Support Families and CommunitiesIntroduce a new $2,000 Family Caregiver Tax Credit amount to provide tax relief to caregivers of infirm de-pendent relatives including, for the first time, spouses, common-law partners and minor children.

Introduce a new Children’s Arts Tax Credit on up to $500 per child of eligible fees associated with children’s artistic, cultural, recre-ational and developmental activities.

Introduce a Volunteer Fire-fighters Tax Credit to allow eligible volunteer firefighters to claim a 15-per-cent non-refundable tax credit based on an amount of $3,000.

Eliminate the rule that limits the number of claimants for the Child Tax Credit to one per domestic establishment.

Remove the $10,000 limit on eligible expenses that can be

claimed under the Medical Expense Tax Credit in respect of a dependent relative.

Increase the advance payment threshold for the Canada Child Tax Benefit to $20 per month and for the Goods and Services Tax/Harmonized Sales Tax (GST/HST) Credit to $50 per quarter.

Align the notification re-quirements for an individual who receives the Canada Child Tax Benefit with the notification requirements for the GST/HST Credit.

Invest in Education and TrainingReduce the minimum course duration require-ments for the Tuition, Education and Textbook Tax Credits.

Make all occupational, trade and professional examina-tion fees eligible for tax relief under the Tuition Tax Credit where the examina-tion is required to allow the individual to practise the profession or trade within Canada.

Make it easier to allocate Registered Education Sav-ings Plan assets among siblings without incurring tax penalties or forfeiting Canada Education Savings Grants.

Support Job Creation and EntrepreneurshipExtend to the end of 2013 the temporary acceler-ated capital cost allowance treatment for investment in manufacturing or processing machinery and equipment.

Expand eligibility for the accelerated capital cost allowance for clean energy

taxmattersed Kroft, QC, llB, llM, Cga (hon.)

ed Kroft, QC, llB, llM, Cga (hon.), is a partner with Blake, Cassels & graydon llp. he is a member of the firm’s tax group and leader of its tax Controversy & litiga-tion group.

What happened this Summer?

a review of the noteworthy income tax developments over the past three months

06 outlook

The business world moves quickly and technological change is a fact of life. CGA-BC’s

2011 IT Forum will feature technology workshops that can provide you with practical

IT information, technological expertise and the social media tools you require to take

your career or business to the next level.

For more information or to register, visit: www.cga-bc.org/pd

2011 IT Forum.The future is yesterday. Are you on board?

08 outlook

generation and conserva-tion equipment to include equipment that generates electricity using waste heat from sources such as indus-trial processes.

Extend eligibility for the Min-eral Exploration Tax Credit by one year to flow-through share agreements entered into before March 31, 2012.

Expand the eligibility rules for qualifying environmen-tal trusts to include trusts that are required to be established in the context of pipeline abandonment and to allow a broader range of eligible investments for qualifying environmental trusts.

Better align the deduction rates for intangible capital costs in the oil sands sector with rates in the conven-tional oil and gas sector.

Provide the same income tax treatment to invest-ments made under the Agri-Québec program as is currently provided to invest-ments under the AgriInvest program.

Preserve Canada’s Fiscal IntegrityIntroduce rules to strengthen the tax regime for charitable donations (including the “exclusivity of purpose and function” test for registered Canadian amateur athletic associations, on which a consultation was launched on July 4, 2011).

Introduce anti-avoidance rules for Registered Retirement Savings Plans Introduce rules to limit tax deferral opportunities for individual pension plans by imposing minimum annual withdrawal requirements

similar to those for Regis-tered Retirement Income Funds and by reducing the tax advantages related to making contributions to an individual pension plan in respect of past service.

Introduce rules to limit tax deferral opportunities for corporations with significant interests in partnerships.

Extend the tax on split income to transactions that involve capital gains realized by a minor child.

Extend the dividend stop-loss rules to dividends deemed to be received on the redemption of shares held by certain corporations.

The most controversial and complex rules deal with specific anti-avoidance rules intended to preserve “Canada’s Fiscal Integrity.” These provisions are found in resolutions 16-23 and 40-41.

drAFT INCOmE TAx lEGISlATION On August 19, draft legisla-tion and regulations emerged regarding rules relating to foreign affiliates. Some rules are new and others are revised from an earlier release on February 27, 2004. On August 30, the Department of Finance also issued a press re-lease pertaining to employee profit-sharing plans. It states:

As announced in Budget 2011, the Department of Fi-nance is inviting stakehold-ers to comment on the tax rules that apply to Employee Profit Sharing Plans (EPSPs) to ensure that the rules continue to accommodate the appropriate use of such plans.

EPSPs are an important vehicle that enables busi-ness owners to align the interests of their employees

with those of the business by sharing the profits of their business with their employees.

In recent years, these plans have increasingly been used as a means for some business owners to direct profit participation to members of their families with the intent of reducing or deferring taxes on these profits. Some employers are also using EPSPs to avoid making Canada Pension Plan contributions and to avoid paying Employment Insurance premiums on employee compensation.

To ensure that EPSPs con-tinue to be a useful vehicle for employers that are used for their intended purpose, the Government is reviewing the existing rules for EPSPs to determine whether technical improvements are required in this area.

We have had a tax legisla-tive hangover for many years. Legislation announced in 2000, 2002 and 2003 has sat unpassed yet has been administered at times by the CRA as if it were law. This has caused mass confusion. Proposed legislation dealing with issues such as restric-tive covenants, attribution, foreign trusts and other tech-nical matters was released in July 2010 but has not yet been passed.

On March 16, 2011, the De-partment of Finance released draft income tax legislation in response to decisions in three recent court cases. They are Collins v. The Queen, 2010 FCA 12, regarding contingent amounts; Lehigh Cement Lim-ited v. The Queen, 2010 FCA 124, regarding withholding tax on interest paid to a non-arm’s length non-resident, and The Queen v. National

Life Assurance Company of Canada, 2008 FCA 14, regard-ing a life insurance corpora-tion’s segregated fund policy reserves.

INCOmE TAx CASE lAW rElEASEd durING ThE SummErThe appellate courts do not actively sit throughout the summer but decisions are released. The Tax Court has a reduced number of sittings and some decisions are also released. There were a number of cases that drew commentary upon release in the summer. These were Bastien Estate and Dube. Both were decisions of the Supreme Court of Canada, which favoured the taxpayers who made claims for exempt income under section 87 of the Indian Act. These cases will affect the assessment of income tax payable by mem-bers of First Nations groups.

The most important deci-sion of the past three months is Bozzer, which deals with the interpretation of the 10-year limitations period for making requests to waive interest and penalties under subsection 220(3.1) of the Income Tax Act. The Federal Court of Appeal determined that the 10-year period does not run from the date of assessment or reassessment of the taxpayer but 10 years from the end of each taxation year for which interest is sought to be waived.

FuTurE CASE lAW The Supreme Court of Canada is expected to release its decision in the Copthorne case heard last January. It will deal with a number of aspects of the General Anti- Avoidance Rule (“GAAR”). A number of other GAAR cases are also expected to be

released by the Federal Court of Appeal and the Tax Court of Canada in the coming months. These cases deal with claims for capital losses and claims for other types of deductions and losses.

The Supreme Court of Canada has also agreed to hear a number of other tax cases. The St. Michael Trust Corp. case deals with the ap-propriate tests for determin-ing residence of a trust. The impact of the decision will be huge. CRA is initiating audits of trusts throughout Canada, alleging that the affected trusts are resident in the jurisdiction in which the beneficiary resides, notwith-standing that the trustee is

resident elsewhere. In the international transfer pricing area, the Supreme Court of Canada will hear the GlaxoS-mithKline case. The third case given leave is Craig, which involves a Toronto lawyer who claimed farming losses without the application of the restricted farm loss rules. There will be a re-examina-tion of the rules in section 31 of the Income Tax Act.

CrA AudIT INITIATIvESCRA has been conducting various income tax audit initiatives. One involves “high net worth individuals” and information request letters have been issued to various taxpayers. CRA continues to

audit and reassess taxpayers who have made “leveraged donations” or who bought and sold real estate within a relatively short time frame.

CONCluSIONSome of you may have re-flected long and hard about the thrilling aspects of tax during the summer. Others may have shunned any mention of tax. The contents of my review here may have reaffirmed your actions. The remainder of 2011 should prove interesting, as it seems that income tax law and practice never stays static. May the rest of 2011 bring you health, happiness and prosperity.

outlook 09

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The remainder of

2011 should prove

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tax law and practice

never stays static.

10 outlook

AvAIlABIlITY OF APPlICATIONS ANd dATAA second area of concern surrounding SaaS applications is the availability of hosted applications and related data. Events such as fires, storms, cuts in fibre optic cabling, sunspots and hardware failures can result in unexpected downtime for any computer-ized applications. Providers can go bankrupt, resulting in downtime and possible security breaches of confiden-tial information. Many service contracts allow the provider to disable or delete free accounts and all related data without recourse, so users of those services may want to back up their personal information to local systems as part of their business continuity strategy. Service contracts may be referred to as “End User License Agreements” (or EULAs), “Terms of Service” (or TOS) and “Terms and Conditions.” These risks should be considered and evaluated before deploying SaaS applications.

The infrastructure needed to support SaaS applications may not be available in every loca-tion. Organizations that have unreliable Internet connec-tions, or who cannot get a fast broadband Internet connec-tion, may not be a good fit for SaaS deployments. Companies with significant SaaS de-ployments should strongly consider multiple Internet connections (e.g. cellular, cable, fibre, T-1 or DSL) so staff can access SaaS applications even when one provider is down.

Businesses should also investigate the service level agreement (SLA), uptime guar-antee or terms associated with their Internet service provider. A cable Internet user on a home Internet connection might report an interruption on Monday and have a techni-

cian in their home on “Friday, sometime between 1:00 and 5:00 pm.” If uptime from a home office is a concern, home users should invest in a more expensive business-grade Internet connection, which could have an SLA requiring a much more rapid response to service failures.

Businesses should also have a clear plan for how they will implement the solution, and how they will retrieve their data if they ever discontinue the use of a particular service before they make any commit-ments. Without a well-devel-oped exit strategy, users may have to reperform many tasks on historical data when they transition to a new solution.

Many providers have excel-lent resources to assist in this effort. For example, Google’s website www.dataliberation.org outlines how to import your existing data into Google’s applications, as well as how to download and remove your data if you decide to discon-tinue service.

The legal environment for privacy and identity theft statutes has changed radically in the recent past. Every ac-countant should have a basic knowledge of the laws they are required to follow, and should consult legal counsel if ques-tions arise.

CONCluSIONAlthough SaaS solutions offer

significant opportunities for accounting professionals, users should have a clear under-standing of issues relating to security, privacy, application and data availability, and com-pliance requirements. Users should also have clear plans for how they will transition into and out of the service before they implement it, and should revise their plans continually as service offerings change. While no plan can prevent every possible source of downtime or information breaches, a carefully considered plan, created in consultation with relevant experts, can help users realize the benefits of SaaS while effectively managing the associated risks.

outlook 11

techviewalan salmon with input from Brian Tankersley

The technology indus-try is going through a transformational change. Many futur-

ists predict that, over the next 10 years, the data and ap-plications now stored on our local computers will migrate to massive data centres con-nected to the Internet. The computer hardware used to access these server farms will not store or process data, but will instead act as a terminal into this massive network, or “cloud” of resources.

Applications and data that are hosted online – and rented instead of purchased – are known as “Software as a Service” or “SaaS”, and are often referred to as “cloud computing.” Web and cloud-enabled applications can let you share information with a team of professionals across the globe in real time, while ensuring world-class secu-rity. The leaders in the space include major players such as SalesForce.com, Intacct, NetSuite, Intuit’s ProLine ap-plications, CCH’s ProSystem fx, and Thomson Reuters’ Work-flow and Software Solutions product lines.

While there are many benefits associated with this new mode of computing, there are also many new risks that need to be managed and mitigated. These risks can be classified into three major categories: • security and privacy,• availability of applications

and data, and • compliance with laws and

regulations.Accountants should per-

form adequate due diligence on any web-based or cloud-based software to make sure the offerings, as deployed and implemented, will meet all current and future require-ments for service and data availability, privacy and legal/regulatory compliance. Or-ganizations should continue to prepare and test back-up service plans and alternate providers in the event of seri-ous problems, such as service

interruption, provider shut-down or a privacy breach.

SECurITY ANd PrIvACYWhen most accountants think of cloud computing initiatives, they immediately focus on security and privacy issues, since SaaS involves storing confidential infor-mation on remote servers. However, in many cases, these hosted solutions can offer better security than what is implemented in many small and mid-sized busi-nesses, and often with lower capital and operating costs. Cloud application providers typically host applications in hardened data centres, with multiple layers of physical security, as well as redundant power supplies, Internet connections and hardware. In contrast, many small business server infrastructures are only protected by a door on an unlocked closet in the office, making them vulnerable to theft using “smash and grab” techniques, weather issues

and many other threats.Since most physical secu-

rity concerns are handled by application service providers, end users must focus their ef-forts on ensuring that strong authentication methods are required to gain access to applications and data. The potential for exposure due to a breach of data security is more significant in a SaaS environment, since outsiders can execute malicious inter-nal and external attempts for unauthorized access to data with impunity by guessing usernames and passwords. While the limited physical security of a personal com-puter with locally installed applications in a locked office may somewhat compen-sate for the weak logical security associated with an easily guessable password, the same weak password in a SaaS environment can easily lead to a privacy breach.

SaaS applications also have additional risks associated with the privacy policies established by providers that govern how and where information can be disclosed to third parties. Many of these privacy policies are subject to change by the service provider, without notice to the subscriber. Ask your organization’s legal counsel to review these agreements before storing confidential in-formation on remote systems. End users of SaaS applica-tions may also not have legal standing to quash overly broad subpoenas issued by a plaintiff or governmental agency, and the service pro-viders may be legally prohib-ited from disclosing the event to the end user. Accordingly, users should exercise due professional care and consult relevant experts as part of the evaluation process.

alan salmon is a leading authority on accounting technology. he is the Ceo of K2 enterprises Can-ada, a North american consulting firm providing technology training to accountants. in addition to his work with consul-tants, accountants and software companies in both Canada and the us, he is the chairperson of the accounting technol-ogy seminar series. he can be reached by email at alan@k2e.ca or by visiting www.k2e.ca.

Brian tankersley, Cpa, Citp, is the technical editor of the CPA Practice Advisor (Cpapracticeadvisor.com) and is an associate with K2 enterprises. he can be reached at brian@k2e.com.

Cloud Computing: Proceed with Caution

Know the risks of this important trend in computing

Although SaaS

solutions offer sig-

nificant opportuni-

ties for account-

ing professionals,

users should have

a clear under-

standing of issues

relating to security,

privacy, application

and data availabil-

ity, and compliance

requirements.

outlook 1312 outlook

As an employment lawyer advising businesses, and one who teaches

and advises CGAs who work in industry, I’ve noticed that many CGAs in business assume the responsibility for human resources within their organizations. This is particularly true in smaller or mid-sized businesses, where the human resources “hat” is often worn by the Controller or Financial Operations per-son. The result is often not

enough time, too many re-sponsibilities and, frequently, a human resources knowl-edge gap that increases the frustration level for an already-taxed manager.

So here are three tips to assist CGAs in industry who find themselves wearing that “HR hat” in their organiza-tions. The tips come from legal problems I see on my desk every day.

1.) rOGuE OvErTImEThe right to be paid overtime comes from the Employment Standards Act (“ESA”), the basic employ-ment legislation in British Columbia. Under the ESA, there is no distinction between employees who are “salaried” or “hourly” for the purposes of overtime eligibility. All employees in B.C. are entitled to be paid overtime unless they fall within a very specific excep-tion under the regulations set out in the ESA. Chief

among those exceptions are so-called “managers” as defined by the ESA.

After employment ends (and particularly if it ends on a sour note), former employees make claims for overtime allegedly worked with alarming frequency. Inevitably, the former em-ployee will reveal a personal record of the overtime hours worked, usually without the knowledge or consent of the employer. Because the ESA is clear that the primary

responsibility for regulating hours of work rests with the employer, these records are often taken at face value by the Employment Stan-dards authorities, and the employer is required to pay for overtime that they never demanded or consented to. The reply that a former em-ployee was really an exempt “manager” is often a stretch, and usually falls on deaf ears.

Therefore, if you want to avoid overtime claims by employees (or, worse, former employees), put in place a written workplace rule that overtime must be approved in writing and in advance by a supervisor or a manager. Then, you should actually apply that rule on a day-to-day basis in your organization. Avoiding disputes about overtime is that simple.

2.) PErFOrmANCE APPrAISAlSAs legal counsel for employ-

ers, I am often on the phone with an employer who is “fed up” with “years” of atrocious performance or incompe-tence by a certain employee. After years of paying this employee a salary, they now wish to dismiss for cause, after the latest bumble or gaffe.

To terminate an employee for cause is a serious matter, especially for long-service employees. Courts do not lightly uphold a dismissal for cause. To support such an allegation, a track record of poor performance, regular systematic warnings, efforts to improve performance, and so on, are usually re-quired. The best and critical place to find a track record of poor performance is the past performance evalua-tions of the target employee.

Imagine the frustration of the now-cornered employer, who is told by legal counsel that an allegation of cause is bound to fail because the so-called “atrocious” employee has a consistent record of good-to-great job performance, all neatly accounted for in an annual

evaluation, year after year.It is the job of an employ-

er to manage its employees, and to lead poor employees either up to better perfor-mance or out of the organi-zation. Employees who fail to meet performance stan-dards deserve to know of their sub-par performance. Even employees who are failing in some respect deserve to know that. Noth-ing is more self-defeating in human resources than a false positive evaluation. As one famous consultant once put it, “Choose discomfort over resentment.” Perfor-mance evaluations are the opportunity to have those uncomfortable conversa-tions, and record both the positive and the areas that need improvement.

3.) CONTrACTS OF EmPlOYmENTA written contract of employment, properly drafted, provides security for employers, certainty for employees and comfort for both parties. Contracts can range in sophistication from simple offer letters to com-plex, multi-page documents.

A termination clause in a contract, which sets out an employee’s notice or severance pay if they are dismissed without cause, is an essential part of the security that a contract can provide. But there are tricks to drafting contracts and potential pitfalls to avoid. One example: a termination clause will be unenforceable if it provides for termination pay below the minimum standards set by the Employ-ment Standards Act. Another: employers must ensure that the terms of employment are set out before the job is accepted, to avoid later sug-

gestions that the contract is unenforceable because it does not truly reflect what was originally offered.

In the absence of specific contract wording about termination, the general or common law of employ-ment will prevail. Notice re-quirements under the com-mon law of employment are notoriously uncertain because they depend on the particular circumstances of the employee (age, length of service and the like), and because they are deter-mined on a case-by-case basis, with precedents set by the courts (that is, the discretion of a judge).

If certainty alone is not

enough incentive to create properly drafted employ-ment contracts, keep in mind that common law severance entitlements are far higher than the Employ-ment Standards minimums, and much higher than most employers expect them to be. Severance can measure up to months of compensa-tion for each year of service, even for short service and relatively junior employees. As an employer, it may be counterintuitive to consider how the employment rela-tionship will end, especially at the start of it, when both parties are full of optimism. However, it is better to be certain than surprised.

CONCluSIONThese three key human resources issues can be handled effectively with good human resources management practice and, in some cases, a bit of legal advice, before they become expensive legal hassles that divert attention from the business itself. Template contracts can be drafted in advance; performance man-agement systems can be put in place; and overtime rules or policies can be distribut-ed and enforced. As in most things, a bit of forethought can reduce headaches and save money down the road. Human resources legal is-sues are no different.

periscopegavin Marshall

some simple forethought will eliminate the most common hr issues

Top Three human resources Tips For CGA hr Practitioners

gavin Marshall is a part-ner at the law firm roper greyell llp, a firm of 24 lawyers who specialize in the law of the work-place, acting primarily for employers. his practice includes employment and wrongful dismissal litiga-tion, labour relations and labour arbitration, draft-ing employment-related documents, including contracts and restrictive covenants, and strategic advice for employers of all sizes.

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ethics in focusBy Michael McDonald, phD, Cga (hon.)

THE DILEMMA: Mona Livona is a CGA employed by Kermit & Long Business Services, which focuses on helping start-up companies secure financing. K&L has experienced difficulty in helping companies with their applica-tions for the federal Scientific Research and Ex-perimental Development (SR&ED) program, which provides substantial rebates for development costs. The CEO of K&L, Kevin Kermit, tells Mona that he has read that this area is underaudited by the CRA and that some consultants are claiming 90% success rates for their clients’ applications just by download-ing authentic-sounding jargon from the Internet and incorporating it into their applications. (See www.theglobeandmail.com/report-on-business/flawed-rd-scheme-costs-taxpayers-billions/article1939418/.)

Kevin tells Mona that while he doesn’t want to do anything underhanded, he would like to substantial-ly boost K&L’s performance on SR&ED applications “without spending a pile of money on R&D experts.” Mona expresses concern that it will be hard to do this since K&L lacks in-house R&D expertise. Kevin sug-gests that maybe they will have to bring in someone who worked in audit at the CRA and who knows what will make an application successful. But first Kevin wants Mona to “see what she can do and report to him next week with a plan!”

What should Mona recommend?

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...as a Cga, Mona is sworn to serve the public interest. this involves living up to the trust and duties she has as a reliable and honest information provider and analyst.

and R&D powers that economy. The con-cern with the SR&ED program, however, is that it may represent poorly executed public policy and miss the mark in terms of effectiveness, as outlined in the Globe and Mail article.

MOnA’S AnD K&L’S OpTIOnSGiven all this, what should Mona do per-sonally and what should she recommend to her boss that K&L do? The obvious “low road” option is to enthusiastically recom-mend to Kevin Kermit that they hire whomever they need to cash in on the highly lucrative SR&ED area. The overhead is low (some profitable consulting firms cut and paste scientific-sounding jargon from the Internet to create a plausible application), profits are high and clients are enthusiastic. Perhaps someone with a CRA background would be ideal for this task.

However, as a CGA, Mona is sworn to serve the public interest. This involves living up to the trust and duties she has as a reliable and honest information provider and analyst. This is inconsistent with what could be construed as abusing a defec-

tive system. It is abundantly clear that K&L lacks the internal expertise in R&D to advise and act for clients in making truth-ful and informed SR&ED claims. As such, Mona should advise Kevin to either hire someone with such expertise or, much more plausibly given the complexity and range of expertise needed, to engage ex-pert outside consultants on an as-needed basis. From a business perspective, K&L as a smaller firm would do well to special-ize in a particular niche of R&D, such as forestry or software development.

If Kevin declines to take this “high road” option and proceeds on the “low road”, then for the sake of the profession and for her career Mona should find alternative employment. It is far better to move else-where than to become associated with a shady operator! Finally, Mona should work with like-minded professionals to encour-age government to improve the policy and its execution.

To emphasize the main point, when ethical professionals see a profitable op-portunity created by badly formed policy they will not exploit the opportunity, but do the best they can to change the policy.

nExT ISSuE’S DILEMMA: George Brent is providing a business valuation for a lawyer in a disputed property case. The lawyer’s client alleges that the vendor misrepre-sented the true value of the property. A key part of the alleged misrepresentation was a compila-tion engagement prepared by CGA Fred Harker that was used by the vendor to support the price of the business property.

In reviewing Harker’s compilation engagement, George finds that Harker relied on an unsubstan-tiated report of gasoline taxes paid for one of the properties in question (a gas station) and on a tax return, also prepared by Harker, on the adjacent laundromat (also owned by the same vendor). Most of the expenses for the gas station had been shifted to the laundromat, resulting in a net loss for the year, which overstated the profitability of the gas station.

George has prepared his report for the lawyer, who is his client. He is now wondering what, if anything, he should do about Harker’s conduct.

please email us your thoughts on this ethical dilemma. We accept anonymous submissions provided we can verify that you are a CGA or student. Send your feedback to edowning@cga-bc.org.

SETTInG THE COnTExT In exploring Mona’s options, it is helpful to think about the general context. In the Globe and Mail story that prompted this case, the following facts caught my attention:

“This year, Ottawa and the provinces will dispense $4.7-billion to more than 20,000 Canadian companies under one of the richest R&D tax regimes in the world. But a third or more of that cash is being wasted and paid to consultants as a result of hazy rules on what’s legitimate R&D and limited government auditing resources, according to dozens of interviews with consultants, claimants and government officials.”

While CRA has said that it is taking steps to improve auditing SR&ED claims, the case is an interesting one from three ethical perspectives. The first is the macro-level perspective: Is this good public policy? The second is a meso- or institutional-level question: Could an accounting firm get involved in making SR&ED claims and, if so, in what manner? The third is the micro-level perspective:

What should I as an individual CGA do in this area? Mona is faced with a micro-level or individual decision, but she also has input into the stance that her firm Kermit & Long Business Services adopts in this area.

Before returning to Mona’s micro- and meso-level choices in this case, it is worth going back to the macro or big picture issue. As someone who works closely with researchers that are trying to bring their work to the public in various forms, including commercialization, I see real value in having fiscal policies that support R&D. We live in a knowledge economy

Michael McDonald is professor emeritus of applied ethics at the w. Maurice Young Centre for applied ethics at the university of British Co-lumbia. in 2006, McDonald received an honorary Cga for his extensive work in accounting ethics education. McDonald welcomes suggestions for new cases and solutions for this column.

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Cover

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Meet six Cgas with a winning image for fall

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photography: ed araquel • produced, styled and written by Catherine Dunwoodyhair and makeup: anya ellis for liz Bell agency • fashion assistant, Katherine Mills • photo assistant, shannon Kohli

Shot on location at the Fairmont Pacific Rim, Vancouver, B.C.

styleCga

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angela trif, CgaBusiness ConsultantInterior Health Authority

three questions for angela:

Why was the CGA Program the right choice for you?i liked its flexibility, particu-larly in how it enabled me to continue to work while com-pleting my accounting studies. i was especially attracted to the idea that i could obtain my designation as a long-distance student.

You currently work with a team of eight people. What are the secrets to getting the most out of talented people?You have to motivate them and constantly engage them. the most effective way to do that is to create a work environment where everyone feels they are making a difference and to al-ways encourage them to come up with ideas.

You currently serve as a marker for the PA1 and PA2 courses. What prompted you to dedicate your time to this?i think it’s about giving back to the association. i believe that as members we can all make contributions to our associa-tion and that, in turn, can make a tremendous difference and strengthen our designation in B.C.

oN aNgela:Classics, with a kick. suit and blouse by hugo Boss, jewelry by Jones New York, all avail-able from the Bay.

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2 3gary Choy, Cga studentFinancial OfficerSolus Trust Company Limited

three questions for gary:

When you decided to pursue a professional accounting des-ignation, why did you choose CGA?the Cga program is giving me the technical knowledge and the foundation to be effective in my work. ultimately, i believe having the Cga designation will give me the confidence and opportunities to stand out in the professional world.

What do you like about your current role?i feel like i’m contributing and making a difference. My input is appreciated, encouraged, and taken into account in deci-sion making. i enjoy my diverse roles within the company and having a hands-on experience.

What’s the secret to achieving good work-life balance? lose the BlackBerry! (he says jokingly.) unfortunately it’s not really possible nowadays, in which case i would sug-gest finding a hobby outside of work. for me it’s photography, golf and hockey.

oN garY:a slim-cut suit, french-cuffed shirt, natty tie and sleek shoes makes climbing the corporate ladder a little easier. all from Brooks Brothers.

erica Knutsen, CgaCorporate Controller/FinanceCIS Group of Companies

three questions for erica:

In your current role, how do you ‘see more than numbers’?i see the impact that the economy and developments in industry, business and regulation can have on our business. Most of all, i see business relationships and how they are integral to everything we do. fostering those relationships is the key to our success.

You have received the J.M Macbeth Award and the Ambassador of Distinction Award. Where does the impetus to volunteer come from?i volunteered as a track official for the special olympics in high school as it complemented my running activities. Moving across the country, i joined my Cga Chap-ter to meet people. My interest in giving back to the community and to Cga continues; it’s rewarding and connects me with members, students and my community.

Can you give us a motto that you live by?Don’t buy cheap tools! whether it’s garden tools, sports gear, con-struction materials or accounting software, it’s better to invest in the best quality you can afford. any-thing less will waste your time.

oN eriCa:expectant mothers can still look professional on casual fridays in tonal, soft hues. available at Motherhood Maternity.

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tom senft, MBa, CgaDirector of Finance, CorporateJD Sweid Foods

three questions for tom:

How do you ‘see more than numbers’ in your business?i focus on marketing and sales. i try to understand their concerns and what they perceive as the key drivers for success. when i can marry that to the financial perspective, i think the company can achieve success that is not just about the bottom line.

How do you get the most from today’s young employees?You start by hiring the right people and developing them with work that is challenging, stimulating and takes advantage of their intelligence. this can create a sense of pride in their work.

Do you have a personal mantra?life is too short to worry. Don’t take things too seriously. to me, it’s very important to put things in perspective, look at the glass half full, and maintain a sense of humour despite tough times, a hard workload, or deadlines. i’ve found that developing solid relationships with people in business has furthered my career, but also built stronger teams and organizations that i’ve had the privilege to be part of.

oN toM:Navy pinstripes – the ultimate business classic. from Brooks Brothers.

susan payment, CgaPartnerMNP Management

three questions for susan:

When dealing with clients, how do you contribute beyond just the financial aspect?when you really listen to what a client needs, you can usually identify a pressing issue that is having a material impact on their business. i focus on help-ing with solutions.

What advice can you give to current CGA students?the most important thing is to take the program one step at a time. view each stage as just one more assignment or one more exam and eventually you’ll get there. it’s long and demanding but something that is very manageable if you treat it as your job.

Is accounting a growth industry?absolutely. Beyond the eco-nomic and demographic trends that point to future growth, it’s important to understand that as accountants we can compete with so many people and so many other profes-sions. the growth stems from the simple fact that as a Cga we can be a trusted advisor to people and businesses.

oN susaN:petite and professional. lau-ren by ralph lauren petites, necklace by BCBg, and croco pumps by Nine west, all avail-able from the Bay.

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6larry sawrenko, MBa, CgaDirector, Finance & TreasurerPort Metro Vancouver

three questions for larry:

How do you ‘see more than num-bers’ in your business?i take accounting information and merge it with competitive intel-ligence and economics to help our leadership team, of which i am a part, make smart business decisions that take into account every aspect of the business. i see my role as being more than the production of numbers and in fact being about driving the strategy for the future.

What are the keys to success-fully managing people?hire smart people. i think it’s im-portant to favour intelligence over experience. it’s also important to delegate clearly, and position employees in an environment where they are learning and growing.

What has having a CGA designa-tion meant for your career?Being a Cga has really paved the way for me to take on more re-sponsibility. My personal mantra is ‘make a difference.’ there is no doubt that my Cga designation has helped me do that profes-sionally.

oN larrY:a sports coat in place of a suit? always acceptable when it’s well put together. Complete look avail-able at Brooks Brothers.

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omenswear fashion trends don’t always translate to office attire. For instance, sequins may be hot

on the fashion runways this season, but that doesn’t mean they work in the boardroom.

Business dressing needn’t be dull though – and this fall there are plenty of contem-porary options out there, including a multitude of ways to express your own personal style by wearing suiting with a twist, plus accessories and other add-ons that make a world of difference.

> Vancouver women’s fashion label Jacqueline Conoir cel-ebrates their 25th year with a new collection for Fall/Winter 2011 that’s ideal for a business wardrobe. Designer Rozeme-

rie Cuevas truly understands what the key building-blocks should be, from the classic camel coat to sleek suits and corporate dresses, with an emphasis on tailoring and fabulous style. “Wools from Italy, jerseys and prints from France and hand-painted silks from England make up the majority of the collection and

stylecga

fall fashion reportwhat’s New in the workplace?

By Catherine Dunwoody

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> CHURCHILL men’s briefcase available at the new Betty Hemmings Leathergoods boutique in Vancouver.

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enswear comes into the new fall season with a sophisti-cated swagger and some interesting partnerships.

> Mad Men’s costume designer Janie Bryant has collaborated with retailer Banana Republic this fall for a special collection of men’s and women’s fashion in stores and online. Expect the tailored suiting that Bryant is known for in dressing Don Draper, but made modern and wearable for the smart dressed man.

> H & M tells me they have “updated its Modern Classics line with a focus on suiting, with cuts influenced by Carnaby Street of

the 1960s and an updated take on East Coast preppy dress-ing. Vivid colour also adds a modern touch to fine-gauge knitwear, with contrast elbow patches that look best teamed with a crisp shirt in a Bardot check.” British fashion stylist Tom Stubbs worked with the Swedish brand to create the collection.

> Browns Shoes brings classic oxfords and wingtips into the now with styling and finishes that look modern and still business appropriate. Shoes do make the man, especially if that man wears a handsome suit.

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are key elements to ensuring the styles have the quality and longevity that the Jacqueline Conoir label is known for,” says the team behind the brand.

> Stuart Weitzman fans will love the fact that there are now two freestanding boutiques carrying the iconic women’s footwear label here in Vancouver, at Pacific Centre and Oakridge Centre. This fall consider the new tassled, mannish loafer, and a patent pump in deep

claret with a wearable, substantial heel.

> Check out the new Betty Hemmings Leathergoods boutique in Vancouver. Many of you may know this purveyor of fine leather goods, for both sexes, from its Toronto Yorkville flagship store, and the second location here in B.C. carries every businessperson’s favou-rite labels like Tumi, Longchamp and Belstaff. Think Italian leather briefcases, luggage, laptop cases and business accessories.

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FOR WOMEN: Do wear dressy-casual outfits that still look polished and professional. Just as with men, a jacket that’s like a woman’s ver-sion of the sports jacket is versatile and wardrobe stretching. Choose one in a lightweight tweed, corduroy or twill that’s definitely not part of a suit you already own. Purchase one that has room to layer a shirt or blouse, and a light cardigan or vest, underneath, like Reitmans shows us below.

Do buy a dark, trouser-cut pair of dressy jeans that you save just for work. If you cheat and wear them on weekends, they will start showing their wear and tear fast. Trouser-cut jeans generally have slash side pockets just like your dress pants, a tailored fit and slightly wider leg. They look fantastic paired with boots with a bit of heel, and your blazer or jacket.

Do keep hair, makeup and fragrance professional – and not ‘party.’ Remember it’s the workplace, not the nightclub. Your wardrobe may change from a suit on casual days, but your makeup and hair shouldn’t suddenly have your co-workers and clients asking ‘who’s that?’

Do dress as if your most important client was to pop by unexpect-edly at any given time that day. Would you hide under your desk or

feel dressed appropriately to greet her? Throwing on any old top and pants on casual days doesn’t cut it. Create a complete look with just the right amount of accessories, jewelry and a less-is-more approach to dressing down that day.

Don’t wear plunging necklines. It doesn’t matter if you possess cleavage or not, deep v-necks or anything that shows too much skin aiming south is a no-no. Same goes for push-up bras or lacy cami-soles peeking out. Not for work. Just for play. Never the twain shall meet.

Don’t rule out all the in-between wardrobe possibilities that women have for casual days. Not a suit and not jeans – try a nice blouse with cropped, cuffed trousers and heels. Or a pencil skirt and sweater. Loads of options out there.

Don’t even consider yoga pants for casual days. I’ve seen it. Black, stretchy yoga pants with heels at the bus stop. You’re not fooling anybody; leave those for Bikram on Saturday morning.

Don’t wear logos or sayings on your clothes, just like the guys. Do you really want your boss reading your chest? Test – next time some-one passes you with something printed across his or her shirt, see if you can help yourself from reading it. Bet you can’t.

mFOR MEN: Do wear a sports jacket. It’s the anchor of business casual dressing and is the most versatile piece in a man’s wardrobe. Change up your look easily by pairing that same jacket with a variety of different trousers, shirts and sweaters.

Do wear jeans if they are dark, dressy and you save them just for business casual days – no cheating by wearing them on the weekend. Invest in a pair of luxury jeans for occasionally wearing to work. Pair these jeans with the above sports jacket, a fine-knit cashmere sweater and suede loafers for a pulled-together autumn look. Or wear the same jeans with a button-down oxford shirt, knit tie and that same sports jacket for instant preppy.

Do swap out your shirt and tie for a merino wool, fine-knit turtle-neck with your suit for a little Clooney-charm. Note: cotton mock-neck shirts are not what I mean here. A true turtleneck, as shown above from Le Chateau, rolls down and looks very chic. Mock-necks should be banned indefinitely.

Do wear a shirt and tie underneath a v-neck sweater and nice trousers for casual days. Keep layers sleek and slim, not chunky and bulky.

Don’t wear your old golf-tournament-swag-shirt to work. Same goes for wearing anything with company or brand logos that scream ‘I got this for free’. Nobody should be reading anything on your clothes at the office or in a meeting. Save t-shirts for the weekend, and if you want to wear a golf shirt, make sure it’s new, not faded or pilling, and that the collar lays flat and does not curl. Be ruthless. If in doubt, don’t wear it to work.

Don’t wear ‘old’ anything. Beat-up khakis, baggy cargo pants, faded jeans and dirty sneakers have no place at work. Crisp khakis, dressy dark jeans and nice loafers or boots do.

Don’t be a schlep. Think of casual Fridays as dressy-casual, not like you just rolled off the couch from watching football on Sunday. Pull it together. The same rules apply when it comes to grooming, shav-ing, polishing your shoes and pressing your clothes as during the rest of your suit-wearing week.

Don’t wear too much cologne – it gives off a party-mode vibe that sends the message that you can’t wait ‘til Friday, 5 pm. Save your signature scent for after work and on the weekend. Your co-workers and clients will thank you.

Casual friday Doesn’t Mean what You thinkBy Catherine Dunwoody

fall fashion report

the concept of dressing ‘business casual’ on friday (or any day of the week) is, in theory, a great idea. however, the reality is that most people don’t fully understand what the term means and what is appropriate for the office on ‘casual days.’

one thing for certain is this – ‘dressing down’ for business doesn’t mean starting your weekend early by dressing for work on friday the way you’ll dress on saturday. if you have nothing in your closet to choose from between business suits and sweats, then it’s time to remedy that with a few wardrobe additions, and likely some subtractions. as Cgas – you know it’s all about balance.

here are some do’s and don’ts…

Business casual workplaces do not mean that proper style and appearance should be compromised. follow these tips to ensure the image you present is first-rate.

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Whether your focus is on reducing waste, enhancing the value of a “green” brand or mini-mizing carbon taxes, sustainability makes good business sense.

It makes even more sense when there are significant financial incentives to gain. If you (or your clients) haven’t looked into BC Hydro rebates, you may be missing out, in terms of both financial support for energy-efficient upgrades and the chance to save every month on electricity costs.

Savings from energy efficiency can be surprisingly worthwhile. Norco Bicycles cut $4,000 from its annual electricity bill after upgrading the lighting at its Port Coquitlam headquarters, qualifying for BC Hydro incentives of $13,000. A lighting retrofit in a residential building parkade reduced energy costs by $30,000 per year. And a Vancouver grocery store is saving $11,000 annually through upgraded lighting, refrigeration and ventilation systems. In many cases, incentives can reduce payback periods to less than three years.

“Most businesses have an opportunity to reduce costs through improved energy ef-ficiency,” says Daren Sanders, Senior Manager in BC Hydro’s Finance group. “The Finance team doesn’t usually implement energy-efficiency projects, but they can lead by asking, ‘Do we understand how we’re using our energy?’ Assessing your energy use profile is the first step to becoming strategic about savings. And BC Hydro is there to help.”

If the businesses you work with haven’t considered improving their energy efficiency, it’s worth learning about the financial benefits described below, as well as the many BC Hydro programs and incentives for businesses.

whY eNergY effiCieNCY paYsControl against cost increases Too often, energy is treated as a fixed cost. So not only do companies over-look energy efficiency as a way to im-prove the bottom line, they’re also not strategic when it comes to anticipating future rate increases. “We may not know what future rates will be, but we can be certain they will rise over time,” says Sanders. “So a company that controls its use of energy mitigates the impact of future increases.”

Buffer against downturns“Controlling input costs is always good,” says Sanders. “But it particularly helps you stabilize in bad times because a wider profit margin helps you weather the storm if you have to drop prices, sales are slow, or other costs arise. If you control your costs and your competi-tors don’t, it’s more likely you’ll be the one to prosper.”

Reduce the cost of end-of-life equip-ment replacements “When you’ve got old equipment that needs to be changed out, aim for a more energy-efficient replacement,” says Sanders. “Whether you’re replacing a dishwasher or lighting, or indus-trial equipment such as pumps or air compressors, technology has usually improved such that you can opt for significantly better energy efficiency when you upgrade. Often it pays to buy a more expensive product that’s more energy efficient, because the incre-mental investment will pay itself back. And Power Smart incentives may cover much of the project cost.”

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Profiting from energy efficiency

Don’t miss out on BC Hydro incentives and ongoing energy savingsBy Nina Winham

>

“the finance team doesn’t usually implement energy-efficiency projects, but they can lead by asking, ‘Do we understand how we’re using our energy?’ assessing your energy use profile is the first step to becoming strategic about savings. and BC hydro is there to help.” Daren Sanders, Senior Manager, BC Hydro Finance group

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Tri-M Technologies & SYSPRO ERP

In the space of six short weeks in 2010, Tri-M Technologies Inc. re-conceptualized its business processes, disconnected

from its old, inadequate business software, and implemented, on an accelerated time-line, SYSPRO ERP.

Headquartered in Port Coquitlam, British Columbia, Tri-M’s engineers develop em-bedded power and computer solutions for a wide variety of applications. Tri-M’s products are used in fields as diverse as industrial con-trols and robotics, military and aerospace equipment, medical devices, and advanced security.

“Prior to SYSPRO,” says Tri-M’s John Diack, who assumed the role of President & CEO in June, 2010, “the company was basically fly-ing blind. We were using a web-based ERP that was, quite frankly, a joke. There was no integration across departments, and no abil-ity to accurately control or report on our in-ventory and supply. The company needed to change – quickly. Coincidentally, during the late summer of 2010 we were scheduled to merge two companies together, which pre-sented itself as a natural opportunity to drive the ERP implementation timeline. We knew that the opportunity for change was rich, and we didn’t want to wait.”

Knowing that service would be key to the success of the implementation, Diack care-fully considered the various ERP offerings. “The product we ultimately chose,” says Di-ack, “was competitively priced, but just as important was their regional location, and their reputation for service. Our reference checks proved it out, and the decision was made to go with SYSPRO.”

To help ensure that the implementation went according to schedule, Tri-M hired an outside ERP consultant – Mary-Jane Tessarolo, CGA, MBA. “Having been involved in ERP imple-mentations before,” says Diack, “I knew we didn’t have the internal knowledge, will or experience to do this on our own. Also, be-cause of the accelerated timeline, we needed someone with prior knowledge of the entire process, who could set expectations, work through technical problems rapidly, and un-derstand process issues on the fly.”

“Tri-M hired me to lead the project on their behalf,” says Tessarolo, “both from the sys-tems and technical side, and from the point-of-view of process and integration.” Tessaro-lo first assessed the business’s critical needs, determined the gaps in existing functional-ity, and suggested a roadmap for change. “At Tri-M, everyone has a full-time job,” says Tessarolo. “The fact that I came to the pro-cess with a fresh pair of eyes highlights an important benefit of hiring an outside con-sultant. To go along with that new point-of-view, however, there has to be a willingness to challenge the status quo, and the freedom to drive new processes.”

Much of Tessarolo’s energy goes towards buffering company employees from the complexities of change. “I spend much of my time on process design to optimize system functionality and improve efficiency. Once that’s done, I spend time with employees, showing them, step-by-step, what their new processes will be. Without someone in that role, employees tend to spend a lot of time trying to fit current (and often ineffective) processes into the new system, because they don’t understand yet how the pieces of an ERP fit, and work, together.”

Tessarolo, with many ERP implementations to her credit, knows that part of driving an ERP project is setting attainable expecta-tions. “Over the years I’ve learned the pitfalls, risks, criticals, and – very importantly – what isn’t critical. Understanding a business’s key needs, assessing uncertainty, and ensur-ing early visible results and improvements are all important steps for the success of an ERP implementation. While working within Tri-M’s six-week time frame, knowing what could be put off till later was absolutely cru-cial.”

“There still are functionalities to add,” says Diack, “but the system was implemented on-time, on-budget, and functionally stable. Thanks to our implementation team, and to our outside consultant, we’re already tak-ing advantage of SYSPRO’s effectiveness in reporting and operations management. In short, we are totally pleased with our deci-sion to go with SYSPRO.”

“…the system was implemented on-time, on-budget, and functionally stable. Thanks to our implementation team, and to our outside consultant, we’re already taking advantage of SYSPRO’s effectiveness in reporting and operations management. In short, we are totally pleased with our decision to go with SYSPRO.”

John Diack, President & CEO, Tri-M Technologies

Delivering high-end solutions mid-size companies can afford.

w w w . s y s p r o . c o m

Contact SYSPO today for your free book:

Thinking About ERPAn Executives Guide to Selecting, Implementing and Operating ERP

Written by iPlan Industrial Engineers

Toll-Free in Canada1-888-259-6666 x228 info@ca.syspro.com

Tri-M Technologies & SYSPRO ERP

In the space of six short weeks in 2010, Tri-M Technologies Inc. re-conceptualized its business processes, disconnected

from its old, inadequate business software, and implemented, on an accelerated time-line, SYSPRO ERP.

Headquartered in Port Coquitlam, British Columbia, Tri-M’s engineers develop em-bedded power and computer solutions for a wide variety of applications. Tri-M’s products are used in fields as diverse as industrial con-trols and robotics, military and aerospace equipment, medical devices, and advanced security.

“Prior to SYSPRO,” says Tri-M’s John Diack, who assumed the role of President & CEO in June, 2010, “the company was basically fly-ing blind. We were using a web-based ERP that was, quite frankly, a joke. There was no integration across departments, and no abil-ity to accurately control or report on our in-ventory and supply. The company needed to change – quickly. Coincidentally, during the late summer of 2010 we were scheduled to merge two companies together, which pre-sented itself as a natural opportunity to drive the ERP implementation timeline. We knew that the opportunity for change was rich, and we didn’t want to wait.”

Knowing that service would be key to the success of the implementation, Diack care-fully considered the various ERP offerings. “The product we ultimately chose,” says Di-ack, “was competitively priced, but just as important was their regional location, and their reputation for service. Our reference checks proved it out, and the decision was made to go with SYSPRO.”

To help ensure that the implementation went according to schedule, Tri-M hired an outside ERP consultant – Mary-Jane Tessarolo, CGA, MBA. “Having been involved in ERP imple-mentations before,” says Diack, “I knew we didn’t have the internal knowledge, will or experience to do this on our own. Also, be-cause of the accelerated timeline, we needed someone with prior knowledge of the entire process, who could set expectations, work through technical problems rapidly, and un-derstand process issues on the fly.”

“Tri-M hired me to lead the project on their behalf,” says Tessarolo, “both from the sys-tems and technical side, and from the point-of-view of process and integration.” Tessaro-lo first assessed the business’s critical needs, determined the gaps in existing functional-ity, and suggested a roadmap for change. “At Tri-M, everyone has a full-time job,” says Tessarolo. “The fact that I came to the pro-cess with a fresh pair of eyes highlights an important benefit of hiring an outside con-sultant. To go along with that new point-of-view, however, there has to be a willingness to challenge the status quo, and the freedom to drive new processes.”

Much of Tessarolo’s energy goes towards buffering company employees from the complexities of change. “I spend much of my time on process design to optimize system functionality and improve efficiency. Once that’s done, I spend time with employees, showing them, step-by-step, what their new processes will be. Without someone in that role, employees tend to spend a lot of time trying to fit current (and often ineffective) processes into the new system, because they don’t understand yet how the pieces of an ERP fit, and work, together.”

Tessarolo, with many ERP implementations to her credit, knows that part of driving an ERP project is setting attainable expecta-tions. “Over the years I’ve learned the pitfalls, risks, criticals, and – very importantly – what isn’t critical. Understanding a business’s key needs, assessing uncertainty, and ensur-ing early visible results and improvements are all important steps for the success of an ERP implementation. While working within Tri-M’s six-week time frame, knowing what could be put off till later was absolutely cru-cial.”

“There still are functionalities to add,” says Diack, “but the system was implemented on-time, on-budget, and functionally stable. Thanks to our implementation team, and to our outside consultant, we’re already tak-ing advantage of SYSPRO’s effectiveness in reporting and operations management. In short, we are totally pleased with our deci-sion to go with SYSPRO.”

“…the system was implemented on-time, on-budget, and functionally stable. Thanks to our implementation team, and to our outside consultant, we’re already taking advantage of SYSPRO’s effectiveness in reporting and operations management. In short, we are totally pleased with our decision to go with SYSPRO.”

John Diack, President & CEO, Tri-M Technologies

Minimize maintenance time and costsIn many situations, energy-efficient technologies reduce maintenance costs. Energy-efficient lights, for example, can last up to 10 times as long as traditional choices – mean-ing less time on ladders replacing bulbs.

Benefit from a low-risk investment“Investing in energy efficiency is a very low-risk investment,” says Sanders. “With simple math you can determine the energy-savings advantage of a more efficient piece of equipment. That’s a solid number; you don’t have to consider

whether things like sales volumes or exchange rates will affect your return.”

Leverage intangiblesIn addition to direct financial ben-efits, energy-efficiency projects can be leveraged to improve goodwill by meeting customers’ environmen-

tal concerns and improving your employees’ working environment. These can contribute to improved productivity, customer loyalty and employee engagement.

power sMart: Cut Costs, reDuCe paYBaCK Power Smart offers a wide range of programs and incentives suited to your business. Some specific programs include:•Product Incentive Program (PIP)

– rebates for small and medium-sized businesses that make ener-gy-efficient upgrades to lighting, refrigeration, heating, ventilation, air conditioning and controls.

•Power Smart Partner Program – funding for large commercial cus-tomers to conduct energy studies and access funds for efficiency projects.

•New Construction Program – incentives for building owners, developers and designers to help develop new energy-efficient buildings.

•Power Smart Alliance – registered contractors knowledgeable about energy efficiency and how to qualify for Power Smart incentives.

For more information, visit bchydro.com/business or call 604-522-4713 (Lower Mainland) or toll-free 1-866-522-4713 elsewhere in BC. For industrial companies, visit bchydro.com/industrial or call 1-866-453-6400. And stay up to date with energy efficiency and rebate news through monthly Power Smart e-newsletters – read or subscribe at bchydro.com/newsletters.

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“with simple math you can determine the energy-savings advantage of a more efficient piece of equipment. that’s a solid number; you don’t have to consider whether things like sales volumes or exchange rates will affect your return.” Daren Sanders, Senior Manager, BC Hydro Finance group

Have you ever thought about the amount of effort you put into your work? Have you ever wished your staff, colleagues or even your boss would put a little more effort into theirs? What if you could raise the percentage of effort of your whole organization by 10-20 per cent? Would it be possible? And what would that mean to your organization’s productivity and your bottom line?

There was an interesting study in which a researcher examined the percentage of effort of employees across several different organizations to learn about the effort that employees put into their work. The researcher wanted to determine two performance parameters: the minimum level of effort an employee could work at without getting fired, and the maximum level of effort that was sustainable over time.

For the first parameter, the researcher wanted to determine whether there was a level of effort that you could ‘drop down to’ without getting fired. This level of effort can be described as working to rule or just doing the bare minimum. It’s obviously not what your boss would desire, but it is also not really a matter for discipline or something that could be considered a serious performance issue. It is simply the minimum amount of work that an employee can get away with, and it turns out to be about 30 per cent of a total maximum of 100 per cent effort. This is a surprisingly low level of effort and you can imagine that it would not be possible in every job. For example, you wouldn’t want your surgeon using a 30 per cent effort in the operating room or a firefighter working at 30 per cent of capacity to rescue you from a burning building.

To measure the second parameter, the researcher asked managers in the organizations being studied to identify their top performers. The researcher observed and interviewed

these employees to determine a per-centage for ‘maximum effort.’ This level of effort is not 100 per cent because that would be something like a sprint. You could do it for short periods of time, but you could not sustain 100 per cent work effort day in and day out. The maximum level of sustainable effort of these top performers was determined to be about 80 per cent of total effort.

Let’s imagine that all the employees in your organization are working at somewhere between 30 per cent and 80 per cent of their total possible effort. It’s probably quite easy to picture those employees working at the lower levels and those who are working at the higher levels of effort. It’s worth asking who decides the level of effort at which employees will work. It’s also interesting to think about how employees make the moment-by-moment decisions about how hard to work.

This effort is called “discretionary ef-fort.” And it is decided completely and solely at the discretion of the employee and no one else. If you think that, as the boss, you get to decide the amount of effort that your employees put in, you are sadly mistaken. Just imagine if your boss looked directly at you and said, “Today you will give me 100 per cent of your effort.” You would likely have a few choice thoughts about your boss in that moment, and just to prove that you and not your boss is in control, you might decide to drop down to 60 per cent effort that day, even if you are normally an 80 per cent top performer. Employees decide on their own how hard they will work. And how do they make this moment-by-moment deci-sion? They make this decision based on how they feel.

feature

The Business Case for Emotional Intelligence

Leverage the power of emotions to boost your employees’ discretionary effortBy David Cory, MA

>

if you think that, as the boss, you get to decide the amount of effort that your employees put in, you are sadly mistaken. Just imagine if your boss looked directly at you and said, “today you will give me 100% of your effort.” You would likely have a few choice thoughts about your boss in that moment...

Your employees’ emotions determine the percentage of effort they will put into their work. The effectiveness, productivity, output and results that determine the bottom line of your organization are determined by the feelings of your employees.

The researcher in this study also identified the single most significant factor responsible for how employees feel, a conclusion supported by other similar studies. What is that single biggest factor? The boss.

Everything the boss says and everything the boss does affects an employee’s discretionary effort one way or another. Some manag-

ers are aware of this and act in an ‘emotionally intelligent’ way to affect employees’ emotions in a positive manner; other managers are unaware that their behaviour and actions drive discretionary effort down.

What can you do to improve discretionary effort? Organizations must ensure that managers are aware of how employees are feeling about their work, the workplace and their direct supervisor. This is typically done through employee surveys, but is best accomplished by creating clear and direct com-munication opportunities in the supervisor-employee relationship.

Finally, managers are often cho-

sen because of their technical skills, academic credentials, seniority or relationship with a decision maker – and not because they have the skills to build effective relationships with employees. As an engineer once told me, “The day they made me a manager, they lost a brilliant engineer and gained a terrible

manager.” My guess is he turned out to be at least an adequate manager. What is much more difficult is to be an effective leader.

To become a leader is to develop the knowledge and skills to act with intention – to impact employees positively to improve how they feel about the work, the workplace and the leader-employee relationship. When managers become leaders and act with intention regarding the emotions of their employees, they are engaging their emotional intelligence to enhance business results. The old saying is true: “man-age things, lead people.” This then, is the business case for emotional intelligence.

Even before you start evaluating the products from these vendors, you have some work to do. The first task is to prepare a business case that outlines your business objectives, defines tactics to meet

these objectives and provides a financial forecast. Unfortunately, most business cases overstate the benefits and underesti-mate the risk, especially when predicting how long the project will take to imple-

ment and how much it will cost.Preparing a business case is not an

afternoon assignment. It can take months of arduous research and evaluation. How-ever, if you do the job diligently, you will discover you are developing a panoramic picture of your organization that is far more comprehensive and detailed than you imagined. In the process, you will see how your various business processes interlace, or don’t interlace, with one another. Those insights will provide you with the opportunity to redesign pro-cesses that, in the long run, will make your business more efficient and more profitable.

You’re probably thinking that today’s accounting software should be smart enough to adapt to run any kind of busi-ness.

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everything the boss says and everything the boss does affects an employee’s discretionary effort one way or another. some managers are aware of this and act in an ‘emotionally intelligent’ way to affect employees’ emotions in a positive manner; other managers are unaware that their behaviour and actions drive discretionary effort down.

David Cory, Bed, Ma is a vancouver-based trainer and coach who specializes in leadership development by developing emotional intelli-gence skills.

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softwareaccounting speCial seCtioNoutlook>

U pgrading your accounting software is a challenge at the best of times. If you are a start-up select-ing your first accounting software product, it is an easy decision between Intuit QuickBooks, Sage Simply Accounting or the new cloud solution

from Wave Accounting. However, when you need to move beyond the entry level, the

task becomes much more challenging. In Canada today, eight accounting software vendors provide general accounting solu-tions and each of them has its strengths and weaknesses.

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There is some truth to that statement, but it is not the whole story. Even today’s entry-level software is “smarter” and far less expensive than the most sophisticated packages of a generation ago, whose one and only job was to keep the company’s books. But price notwithstanding, users expect today’s accounting software to do more than just bookkeeping. Loaded into the latest packages are hundreds, if not thousands, of sophisticated solutions capable of fully running a multitude of business processes. Since each software product has its own unique set of solu-tions, in addition to basic bookkeeping – which remains common to all account-ing software – it is not hard to understand why the search for the right product, one that matches solutions to your needs, is so complicated.

Getting a new accounting system up and running properly is expensive and requires many hours of management and IT staff time. If you later learn that the product is not up to the job, you may have to repeat the whole process. So you want to get it right the first time.

In most companies, the account-ing software and the organization tend to accommodate each other – that is, management customizes the product to better suit its needs, while at other times, management may have to re-adjust its business processes to either compensate for the product’s shortcomings or take advantage of the software’s better way of dealing with a business process. At better-run companies that use relatively well-matched software to begin with, most of the adjustments result in streamlined and automated operations. In a less-well-run business with ill-fitting software, adjust-ments to accommodate software deficien-cies result in slower and more manual accounting processes. In effect, the company becomes a slave to the software. Many companies are either fully or partly enslaved by their accounting software, which is why installing a new system is a valuable opportunity to redesign business processes.

Here are the steps to follow to produce a realistic business case:

• define the components of the project, including people, processes and tech-nology,

• define the business benefits to be achieved,

• define the scope of the effort that will be required to implement the project,

• define the user requirements,• analyze the workflow,• establish your budget,• establish a list of possible vendors,• create a short list of three or four,• evaluate the vendors on the short list

and• make your decision.

Again in this year’s review, we have not provided detailed comparative informa-tion, except for pricing. The feature wars are over. Instead, we have identified the key strengths of each of the products we reviewed.

There is a great deal of additional information available at our reference website Accounting Software World (www.accountingsoftwareworld.com). This is not a sales site, but a free source of comparative information. At the end of most of the individual reviews in this article, I include a link to the reference information that is available for that prod-uct on Accounting Software World, or on the vendor’s website.

Accounting Market ChangesIn the past, accounting software focused on basic accounting needs such as general ledger, accounts receivable, ac-counts payable, payroll and, occasionally, inventory. Today, accounting software interoperates with human resource management, customer relationship management (CRM) and supply chain management, dashboards and reporting applications.

The current focus in accounting soft-ware development is workflow, simplifica-tion, customization and cloud computing. With the use of role-based screens and workflow, the software is easy to use. Cus-tomization enables a company to quickly adapt the software to its changing needs.

Cloud computing means using the Inter-net to do some or all of your accounting. (See the separate Techview article in this issue of Outlook for more insights on computing in the cloud.)

In addition, today’s accounting soft-ware has some or all of the following features:• tight integration with Microsoft Office,• better, cleaner and well-thought-out

user interfaces, including a trend to-ward an Outlook/Explorer interface,

• use of technology like .NET,• a tighter integration of workflow and

document management,• improved financials with business

intelligence (analytics),• ability to pay invoices directly from the

accounting software,• ability for your customer to pay you

directly from your invoice,• warehouse management improvements

and integration,• more sophisticated tools to address

supply chain, logistics, RFID, inventory and distribution issues,

• human resources modules are more common,

• improved integration with CRM, • better handling of foreign currency

issues, and• pricing is easier to evaluate since many

products are priced by the named user rather than by the module.

Good accounting software should have high functionality and the func-tions should be included in the software. System-wide functionality should include full web enablement and the capability to operate over the Internet/intranet. It should have workflow capabilities, provide an employee portal, deliver alerts and meet the accounting standards of IFRS. It should be fully integrated or in-tegrate easily with other relevant systems used by the business. It should seamlessly link to other systems such as payroll, lo-gistics, manufacturing and desktop soft-ware. Finally it should have the capacity to grow with the business and be flexible enough to accommodate changing user or business requirements.

Implementation CostsThe actual cost of the accounting solution and the annual maintenance fee is only the beginning. Added to these costs will be the cost of implementation, customiza-tion and training. The reality is that the cost of implementing a mid-market to high-end accounting software system will typically range from 1:1 to 2:1 compared to the cost of the software. In smaller cit-ies and rural areas, the range is typically 1:1. In larger cities, the range is typically 1.5:1. In the largest metropolitan areas, you should expect to pay closer to 2:1.

Accounting SolutionsAccounting solutions target four seg-ments. Entry-level software is the least expensive with the fewest number of features and functions. The middle market is separated into small to medium business (SMB) and small to medium enterprise (SME.) Finally there are the major enterprise resource planning (ERP) solutions that are typically deployed in Fortune 500-size companies. The focus of this article is on small to medium-sized businesses, so I will not deal with ERP solutions.

While many small businesses want a ro-bust and feature-rich accounting solution,

they do not want to spend a lot of money. Hence the dilemma. Entry-level solutions are limited by their range of functionality, number of users, number of transactions the database can effectively hold or all of the above.

There are three significant vendors in the Canadian entry-level market. These include QuickBooks from Intuit Canada and Sage Simply Accounting. Between them, they own over 95 per cent of this market space. The new player in this space this year is Wave Accounting, which already has a base of over 45,000 users worldwide. It has an interesting marketing approach – it is free.

There is a big jump in software costs from the entry level to the mid-market level because the additional features and enhanced functionality come at a signifi-cant cost in development, support and maintenance. Larger databases require more care and grooming, or they become sluggish and overly complex.

However, both of the major entry-level solutions in Canada (QuickBooks and Simply Accounting) have now migrated to more sophisticated databases that provide for greater accessibility, a larger number of stored transaction records and greater flexibility – all at a reasonable cost of ownership.

Middle market solutions tend to pro-vide more “modules,” such as order entry, inventory control, etc. As a result, it takes more time to install these additional mod-ules, train users and keep the code up to date, hence more cost to the end user.

But if you need more functionality, multi-user capability and you process thousands of transactions a day – you have to look upstream, bite the bullet and jump into the middle market.

In the middle market in Canada, the significant players are Adagio

by Softrak, Blue Link, Connected Accounting & ERP by Accoun-

tek, Microsoft Dynamics GP, Microsoft Dynamics NAV,

Microsoft Dynamics SL, Sage ERP Accpac, Sage

BusinessVision and SYSPRO.

Adagio by SoftrakAdagio Accounting is designed for organizations

that manage $2 million to $100 million in sales/revenue, with significant transaction volumes and at least one person responsi-ble for managing those transactions. This modular accounting system combines a batch interface that is easy to under-stand and control with online processing in order entry and inventory. Specific modules are available for job costing and professional time and billing. New in 2011, Adagio ePrint completely automates the creating, filing and retrieval of all accounting reports and forms, providing an accounting office with relief from the masses of paper typically created by ac-counting software without compromising the audit trail.

The best fit for Adagio are organizations who are ready to trade up from an entry-level system such as Simply Accounting or QuickBooks because they require more users, tighter security, better audit trails or more comprehensive, customizable ad-hoc reporting. Other companies, who over-bought their accounting software and now complain about its cost and complexity, can “right size” with Adagio. Companies already running a batch-based accounting system often find they require just a simple orientation, and all the business processes remain in place.

Adagio includes a complete set of financial and operational modules, with specialized applications for job cost-ing, professional time and billing, and industry-specific operational modules provided by an active third-party develop-ment community.

As organizations grow, their need for customized reports becomes more impor-tant. Adagio modules contain a complete and comprehensive set of management reports, listings and audit trails, which may be modified using Crystal Reports for Adagio. Adagio’s SmartFinder has suffi-cient power to act as a simple report writer

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Enterprise Resource Planning

(ERP)Microsoft, Oracle,

Lawson, SAP, Others

Small to Medium Enterprise (SME)

Microsoft Dynamics GP, NAV, SL, Sage Accpac, SySPRO, Others

Small to Medium Business (SMB) Adagio, Connected Accounting, Microsoft Dynamics GP,

QB Enterprise, Sage Accpac, Sage Simply Accounting Enterprise, Others

Entry Level QuickBooks, Simply Accounting, Wave Accounting

tomize the data-entry screens. In addi-tion, all documents may be customized by end users with Crystal Reports.

• The centralized reporting screen provides the usual options to print to printer, screen, PDF, etc., and also offers an export to Excel that preserves the integrity of the report components. A third-party add-on provides advanced financial reporting in Excel that dra-matically enhances the user’s ability to generate meaningful information for management. The optional graphical Executive Dashboard, with drill-downs, provides easy-to-understand key perfor-mance indicators.

For additional information, see www.bluelinkerp.com.

Connected Accounting & ERP by AccountekSince 1991, Accountek,

the developer of Connected Accounting & ERP software, has created accounting solutions for growing small to mid-sized organizations with innovative, cross-platform (Mac and PC users at the same time) accounting solutions. Connected is designed for businesses that are facing one or all of the following challenges:

• they have outgrown their entry-level solution,

• they operate a Mac-based business but need to share between PC users (this frequently includes the external ac-countant) or

• they have a unique set of business requirements that typical off-the-shelf software cannot satisfy.

Connected is available in two versions: Connected Core Accounting or Con-nected Enterprise Accounting & ERP. Connected Core Accounting offers a complete set of tools to manage general ledger, accounts receivable and accounts payable and is ideal for businesses that don’t require inventory management or job costing functionality, yet require ad-vanced features such as multiple curren-cies, profit centre/departmental reporting and purchase order tracking.

The general ledger maintains up to 18 open periods, allowing a flexible closing at year-end. Income statements can be generated by profit centre, department or both. Comparisons of actual to budget and previous year figures are also avail-able. Recurring, reversing and template journals make repetitive journal entries less time-consuming. Connected records a complete electronic audit trail and also retains a complete account history.

Connected’s accounts receivable pro-vides invoicing, credit and debit memos,

and receipts, as well as open item cus-tomer receivables. A real-time collections screen and item sales history window empower organizations to manage their business at maximum efficiency. Cus-tomer invoices, order confirmations and quotations can be easily emailed directly from Connected through your local Mac and PC email client. Connected also provides multi-level taxation, multiple ship-to addresses, service- or part-based invoices, customer-specific pricing and fully customizable general ledger distribu-tion.

Connected’s accounts payable facili-tates effective cash flow management by allowing you to select payments by either due date or user-defined dates. You can also select payments via an analysis code. Other features include cheque writing from multiple banks, recurring purchases and cheque printing or, if you prefer, electronic payments, which can be ac-companied by payment advice sent to your vendors. When cheques are voided, the associated purchases are automatically re-established.

Connected Enterprise builds on the core accounting features to include inven-tory control and job costing features.

Highlights of the Inventory Control module include: • multiple location inventory track-

ing (up to 99), including on hand, on customer order, on purchase order and committed inventory available on one window,

• multi-tiered manufacturing with the ability to customize bill of materials as required,

• lot/serial number control on finished goods and component parts,

• up to five decimal places for quantity and

• seven price levels, with quantity discount breaks and custom discount options.

The ability to work on both Mac and PC platforms simultaneously makes the Job Costing module perfect for compa-nies that have administrative staff using PCs and creative staff using Macs.

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for users needing customer or item lists. Adagio GridView provides a simple way to manage ad hoc inquiries without access-ing the accounting modules themselves or specialized report writer training.

Adagio’s Financial Reporter, included with Adagio Ledger, has its own built-in spreadsheet, with all the computational power of Excel. Financial statements can be edited to create the exact financial document required by management.

Multi-part invoices, credit notes, order confirmations, statements and cheques are easy to create using Adagio’s special forms designer. The MICR font is included in Adagio Payables to allow printing on blank cheque stock. Electronic funds transfer is fully integrated into the module.

The total investment by most Adagio sites, including software licences, instal-lation, consultation, implementation and training, is in the $5,000-$20,000 range, with maintenance plans costing approxi-mately $800-$1200 per year.

Adagio has many key strengths. These include a powerful spreadsheet-based financial reporter with drag-and-drop simplicity, and a simple multi-part form designer for company-specific invoices, statements and other documents. Specific attention has been paid to making sure all data entry and the entire application can be driven from the keyboard.

For additional information, see www.accountingsoftwareworld.com/reviews/accounting/smb/adagio.

Blue Link EliteDeveloped in Canada, Blue Link Elite is targeted at small and medium-sized

wholesale and distribution businesses. It is best suited for businesses with 3 to 50 us-ers. Its industry-specific implementations work particularly well for wholesalers and distributors, food and foodservice distrib-utors, companies involved in healthcare products and supplies, and music industry and apparel distributors.

Blue Link Elite offers two software de-ployment options: on-premise and hosted (cloud-based). These options provide clients with the comfort of deciding which method best suits their business struc-ture. Clients can switch between the two deployment options at any time.

Blue Link Elite runs on Microsoft SQL-Server 2008 (or 2005) and includes a unique “Accounting Integrity” model that ensures control accounts and sub-ledgers remain in balance at all times, even when integrated with external third-party ap-plications.

The user interface resembles the famil-iar look and feel of Microsoft Office, and provides users with all the information they need at the click of a mouse (or the touch of a key). As the system is real-time, all information is completely up to date at all times on all screens and reports.

The accounting modules offer advanced functionality such as flexible financial statements, alternate vendor payments, au-tomated receivables collections and com-prehensive bank management, all in a fully multi-currency environment. The software deals with sales taxes for all jurisdictions. An optional component updates exchange rates automatically on a scheduled basis.

The operational modules include inventory management, order entry and

purchasing, and they offer advanced functionality typically found in higher-end ERP systems. This enables the user to have an exceptional range of functionality that is unmatched in this market segment.

Some of the key strengths of this prod-uct include:• Workflow automation – with user-

configurable review and action screens, workflow management is enabled for managing sales orders, purchase orders, quotes and production lots.

• Lot tracking and costing – for food, pharmaceutical and medical distribu-tors, this advanced component tracks expiry dates and best before dates, and automates product recalls. Lot-tracked products can optionally be valued at specific (actual) cost.

• Warehouse management add-ons include the (optional) use of handheld wireless devices and barcodes for pick-ing and packing.

• A collections module with a unique multi-dimensional screen facilitates all accounts receivable collections in a potentially paper-free environment. Customers have consistently reduced average collection time – by as much as 10 days in some cases – by using this module.

• User-defined fields make it easy to cus-

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Highlights of the Job Costing module include:• job tracking with cost allocations from

purchases, disbursements, inventory, manufacturing, timesheets, purchase orders, expense reports and journal entries,

• work-in-progress management to bill and/or unbill job cost details,

• job estimating, including revisions with job budget update capability, and

• timesheet entry, with the ability to hide costs and billing rates.

Connected Enterprise focuses on key sectors that include distribution, manu-facturing, not-for-profit, medical and food supply, and import/export.

All of Connected’s reports can be

sent to the screen, printer, .PDF, text file, spreadsheet and Mac OS Preview.

Connected is easily scalable from a single user to over 25 concurrent users. Larger businesses can purchase the Con-nected Consolidation Plug-In to easily combine the transactions from multiple company files into a single data file to generate consolidated financial reports.

Customers with unique business requirements get the best of both worlds with Accountek – the company will cus-tomize Connected to suit a client’s specific needs, a benefit not available from most off-the-shelf software. Accountek also provides a free copy of Connected to the external accountant of a registered user so that they can review a client’s data file. Data conversion services and WebEx web-

based training services for new customers are also available.

For additional information, see www.accountek.com.

Microsoft Dynamics GPMicrosoft Dynamics® GP is a broad-based, integrated

solution for financial management, busi-ness analytics, e-commerce, supply chain management, manufacturing, project ac-counting, field service, customer relation-ship management, retail management and human resource management.

It is a best fit for small and medium-sized organizations with 1 to 500 users who have comprehensive general accounting requirements. In vertical markets, it works well for organizations involved in manufacturing, distribution, the public sector, the not-for-profit sec-tor, professional services, and energy and utilities.

Microsoft Dynamics GP provides rich reporting and analysis capabilities, web-based delivery of applications and information, and the flexibility, security features and control needed to maxi-mize operational efficiency. It also offers a high level of integration with other Microsoft products and technologies, efficient customization capabilities and the ability to extend functionality with industry solutions from a vast network of independent software vendors. Just as important, Microsoft Dynamics GP is designed for rapid time to benefit and low cost of ownership.

There are two editions of pre-selected software functionality available for Microsoft Dynamics GP, as well as ad-ditional add-on components. When you select an edition, you license the number of users you need. However, you have the flexibility to add additional modules to each edition.

The Business Essentials Edition provides core financial management features. These include the general ledger, accounts receivable, accounts payable, fixed asset, sales order, purchase order and inventory management modules, plus business intelligence and reporting capabilities.

The Advanced Management Edition includes the functionality of the Business

Essentials Edition, plus cash manage-ment, collections management, advanced business intelligence and reporting, and customer relationship modules.

A key strength for Microsoft Dynam-ics GP 2010 is its direct integration with Microsoft Office SharePoint Server 2007, which provides a collaboration platform using business information, reports and other documents. Microsoft Dynam-ics GP uses remote access through the business portal to provide secure access to employees, partners and customers via an Internet connection. It provides automated notifications and approvals using streamlined workflows. A heavy use of role-based processing maximizes security of sensitive data and tailors what users are authorized to do and see.

Microsoft Dynamics GP 2010 is avail-able in the cloud, on-premise and in a mixed-mode environment integrating with other cloud services such as online credit card processing.

For additional information, see www.microsoft.com/canada/dynamics/dynamics-gp.aspx.

Microsoft Dynamics NAVMicrosoft Dynamics® NAV 2009 is a complete business

management solution for mid-market manufacturing, distribution, professional services and not-for-profit organizations. It was designed from the ground up for companies seeking a single solution to help increase productivity without

disrupting everyday operations. It is highly customizable yet fast to implement, simple to use and easy to maintain.

Microsoft Dynamics NAV is best suited for a mid-sized company of 1 to 500 users with highly specialized, industry-specific business processes that wants to integrate and centrally store financial, manufactur-ing, supply chain, sales and marketing, project management, human resources and services information. Together with its technology partners, Microsoft Dy-namics NAV provides solutions tailored to most industries, including chemical and food manufacturing, wholesale and distribution, specialty retail, construction and public (governmental) administra-tion.

A clear, accurate and timely view of the financial state and performance of a business is the foundation of effective business decision-making. Microsoft Dynamics NAV provides you with up-to-date business and financial information, helping you manage budgets, create and consolidate reports, and look for trends and relationships. What’s more, Microsoft Dynamics NAV is built on industry-stan-dard Microsoft technology and integrates with other Microsoft business intelligence products and technologies.

Microsoft Dynamics NAV leverages an industry-leading role-based user interface that can be tailored to the role of a given user, promoting efficiency and high productivity. The Microsoft Dynam-ics NAV 2009 RoleTailored User Experi-ence hides the 90 per cent of the features a specific role doesn’t need to see and it promotes the actions and information that are needed. Microsoft has identified 53 separate roles with easy to recognize names, such as Sara the CFO, Inga in purchasing, Kevin the account manager, Susan in sales ordering and so on.

Microsoft Dynamics NAV includes 21 of these roles out of the box, which can be easily extended and personalized – without having to ask a member of the IT department or an external programmer to create a customized role for you.

Microsoft Dynamics NAV also pro-vides guided workflow, which makes

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processing more intuitive and efficient. Microsoft’s thinking about roles is defi-nitely more than skin deep. Embedded workflow guides the internal accounting and customer interactions.

A significant benefit of the combina-tion of a roles-based environment and embedded workflow is that the interface contains all of the information relating to a process cycle in one place. A particularly useful “Activities” tab takes advantage of document types recorded in the Microsoft Dynamics NAV database to display, for example, the path of a sales transaction, from inception (quote) to completion (delivery note), with all stages in between. It means that a sales order clerk such as Susan can deal with customer enquiries and disputed transactions quickly and efficiently by re-tracing events and dates, including notes of telephone calls and drilling down into underlying documents where necessary.

Microsoft Dynamics NAV 2009 is available in the cloud, on-premise and in a mixed-mode environment integrating with other cloud services such as online credit card processing.

For additional information, visit www.microsoft.com/canada/dynamics/dynamics-nav.aspx.

Microsoft Dynamics SLMicrosoft Dynamics® SL is ideal for small and mid-

size project-focused or service-centered organizations that need flexible, scalable business management and reporting capabilities at an affordable price.

It is a best fit for small to mid-range organizations with 1 to 200 users that

have advanced accounting and project management needs. Financial and process management is the core of Microsoft Dy-namics SL. Industry-specific implementa-tions include construction, distribution and professional services.

Microsoft Dynamics SL supports unlimited work breakdown structures and budgets, time and expense entry, complex allocations, unlimited billing formats, change order control, contract administration, local and web-based project analysis, employee utilization/realization, proactive alerts and workflow. Executives, project managers, accountants and individual team members can keep projects under control and on track using web-based knowledge management, time and expense entry, and analysis tools.

With Microsoft Dynamics SL, you can create web portals to share information and collaborate via Microsoft Dynamics SL Business Portals. By using Microsoft Dynamics SL and Microsoft Project, you can deliver data to the project manager’s desktop via a web browser, providing the manager with a single access point to review project plans and track project status. The new “Project Controller” helps improve productivity, suggesting optimal allocations of people and resources (such as equipment). The Business Portal in Microsoft Dynamics SL delivers ap-plications, information and processes to

employees, customers and partners across your organization.

You can also deliver project financial status, task assignments, billings, invoices, timesheets, expense reports and other documents through a web browser, reduc-ing the time required to manage these processes and eliminating paperwork and data re-entry.

As with all members of the Microsoft Dynamics family, Microsoft Dynamics SL has a near-seamless interface with Micro-soft Office. For example, accountants often need to extract data from the accounting database. Microsoft Office Excel enables you to turn data into information with powerful tools to analyze, communicate and share results.

Key strengths of Microsoft Dynamics SL include a new Office 2010-like menu interface and configurable, role-relevant menus and home pages. A new business intelligence solution provides dashboards and analysis reporting, and Microsoft Dynamics SL will work with a number of third-party applications. Microsoft Dy-namics SL is strongly integrated with Mi-crosoft Project Server for project manage-ment and project workflow back into your payables, receivables, payroll and general ledger, as well as reporting, budgeting and analysis via Microsoft Dynamics FRx.

For additional information, see www.microsoft.com/canada/dynamics/dynamics-sl.aspx.

Sage ERP Accpac If your company wants

to compete in today’s fast-paced business arena,

you need to control costs to maximize profitability. Sage ERP Accpac is a com-prehensive business management solution designed to keep your total cost of owner-ship low by supporting multiple technolo-gies, databases and operating systems. Available in several editions, Sage ERP Accpac gives you the opportunity to add users and adopt greater functionality as

your business grows. The solution offers built-in support for multiple languages and multi-currency transactions, so your business can comfortably reach around the globe. Sage ERP Accpac contains the power and tools to help you see your business in a new way so you can improve productivity, envision success and acceler-ate growth.

The best fit for Sage ERP Accpac is small to medium-sized businesses (5 to 5,000 employees) with general to advanced accounting and operational requirements. It is suitable for companies

in many industries and sectors, including professional services, manufacturing, wholesale and retail trade, financial services and public administration. The superior architecture gives you the freedom to build

your solution your way and leverage the ability to adapt

quickly as your business require-ments evolve. Sage ERP Accpac is

technically designed to provide your business with more control and flexibility. You can deploy all or part of the functions according to your requirements, one step at a time.

Other features of the software include:• Modular: Choose to add systems that

manage purchasing, quotes-to-orders, payroll, inventory, warehouse, manu-facturing, documents, field services, project accounting, human resources and customer relationships.

• Scalable editions support 1 to 500 users.• Deployment neutral: On-site or on-

demand (hosted) and easily move between the two.

• Technology options: Database choices

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ERPDeployment

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HumanResources

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CustomerRelationship Management

Projectsand

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Repo

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of Pervasive.SQL, Microsoft® SQL or Oracle; run your server on Windows or Linux; add modules and features as you grow.

The included business intelligence and reporting tools enable decision makers to access and analyze data to quickly uncov-er revenue and cost-saving opportunities. Unifying all of your data under one solu-tion creates a true view of your business, which is vital to growth and profitability. Additionally, Sage ERP Accpac provides its customers with customization options so that the system can adapt to how they work, rather than forcing users to change their business processes.

Other key strengths of Sage ERP Accpac include: strong multi-language, multi-location and multi-currency capa-bilities; support for compliance with IFRS, Sarbanes-Oxley and other regulations; the Sage global network of over 40,000 ac-countants and 26,000 solution providers; and specialized solutions from Sage ERP Accpac development partners.

For additional information, see accountingsoftwareworld.com/reviews/accounting/sme/sage-erp-accpac.

Sage BusinessVision 50 AccountingSage BusinessVision Ac-

counting is a complete business manage-ment solution, ideal for growing busi-nesses, especially companies involved in wholesale, retail and light manufacturing. Available in four editions, Sage Business-Vision is affordable and scalable (1 to 100 users), making it perfectly suited for start-ups and growing businesses alike.

With 18 fully integrated modules, Sage BusinessVision provides the tools you need to manage all of your busi-ness activities. Included with every Sage BusinessVision edition are: general ledger, accounts receivable, accounts payable, or-der entry, point of sale, purchase order, in-

ventory, payroll, customer details, vendor details, job cost, account reconciliation, sales analysis, purchase analysis, reporting suite and system manager.

Additionally, Sage BusinessVision Standard Edition and Sage BusinessVi-sion Client/Server Edition include the Bill of Material and Budgets and Forecasts modules.

The Customer Details module makes it easy to manage customer information, including sales orders, sales history and balances. The Vendor Details module makes it easy to manage vendor relation-ships and purchase history, as well as view current balances.

Sage BusinessVision includes powerful inventory management and reporting. The Inventory module allows you to man-age pricing, serial number tracking, units of measure and vendor-specific pricing, and to view sales performance and history as well as purchase performance and his-tory. With over 200 reports, the Reporting Suite module provides the insight you need to better assess performance and manage your business.

The Point of Sale and Order Entry mod-ules allow you to conduct sales activities and serve your onsite and remote customer needs. With the optional eBusinessVision and Multi-Currency Manager add-on modules, you can easily expand your marketplace to a global audience and serve

customers 24 hours a day, 7 days a week.For organizations that require further

customization, the optional CustomPack offers user-defined fields for additional information tracking, customer-specific pricing, document linking, mail merge capabilities and business information streaming. Additionally, organizations can further customize their Sage BusinessVi-sion solution through third-party add-on solutions to meet the needs of their specific market vertical.

Sage BusinessVision is designed to fill the gap between entry-level accounting products and complex high-end systems. Sage BusinessVision includes the front office tools organizations need to manage purchasing, inventory and sales, along with the back office accounting and analy-sis tools that organizations need to man-age their financials and gain insight into their business for better decision making.

Sage BusinessVision 2011 includes a number of enhancements that make the point-of-sale process even easier, simplify payroll reporting and help organizations better manage exemptions to the Harmo-nized Sales Tax (HST). Other enhance-ments enable you to:• complete the checkout process more

quickly and efficiently with the new touch-screen-compatible point-of-sale interface, which includes on-screen keyboards, keypads and quick cash

tender buttons,• easily print gift receipts for custom-

ers and reprint sales receipts when problems occur during the receipt-printing process or when customers lose receipts,

• keep the checkout line moving with the option to put a current sale on hold, define the default quantity of items in normal mode, and increase the number of items included in a single sale,

• speed up point-of-sale processes with the ability to reverse an entire sale, select from multiple “ship to” addresses for customers with more than one loca-tion, and select sales persons during the checkout process for better salesperson commission tracking,

• make annual payroll filling even easier with the option to modify T4 values before printing/electronic filing and the ability to print or electronically file T4 Summary reports,

• better manage the complexities of HST exemptions by defining provincial ex-emption rules for each inventory item and the option to modify tax rates on purchase orders for drop ship orders, and

• easily generate the XML files needed to electronically file Records of Employ-ment with Service Canada and T5018 forms with the Canada Revenue Agency.

For additional information, check out www.sagebusinessvision.com.

SYSPROSYSPRO is a pioneer-ing vendor of business software solutions and

services, with a 33-year heritage of help-ing companies around the world compete and win. Operating in over 60 countries and backed by more than 1,500 accredited channel partners, SYSPRO provides enter-prise resource planning (ERP) software to more than 14,500 licensed customers in industry sectors from manufacturing to

financial services. SYSPRO is fully integrated business

software that provides complete control over the planning and management of all facets of business, including account-ing, manufacturing and distribution operations in a variety of industries. The system’s modular approach allows com-panies to define how best to use SYSPRO technology to meet their exact require-ments, and license only those components they need.

The heart of any business is a solid financial system, and cash flow is its lifeblood. A CFO’s decisions can only be as dependable as the financials at hand. Powerful SYSPRO financials give CFOs confidence and certainty in an evolving marketplace.

SYSPRO accounting modules provide comprehensive financial and cost ac-counting functionality and controls. Over the years, SYSPRO financials have been applauded and certified by many influen-tial accounting software publications and organizations. By providing audit trails, access control, drill-downs and report writer assists, SYSPRO financials also en-able companies to readily address federal compliance guidelines, such as Sarbanes-Oxley. Financial data is always current thanks to real-time integration between the SYSPRO financial, distribution and manufacturing modules.

An executive view provides executives and other decision-making users with real-time snapshots of the company. The executive view is defined per user or role and is created quickly and easily using standard templates of critical business metrics, financial ratios, custom panes, reports, websites, etc. Real-time alerts can be associated with any object in the view, allowing users to be notified immediately when certain conditions are met.

The SYSPRO solution encourages fiscal responsibility through enterprise perfor-mance management in the form of execu-tive dashboards and analytics, boardroom quality reporting, and cash flow reporting and forecasting. These features provide re-al-time, at-a-glance visibility of all aspects of the organization enabling strategic and

proactive decisions. SYSPRO Financial Analysis includes

a set of tools that allow managers to forecast and perform what-if analysis on financial data. The tools include:• cash flow forecasting,• financial ratio analysis and• budgeting and planning functionality.

The key benefit of the SYSPRO Finan-cial Analysis solution is that your primary source of information is no longer Word documents that have no relationship to one another, but interrelated models that: • give you a clear understanding of your

business, processes and systems across the organization,

• move your company’s unique process requirements from the minds of indi-viduals to a central repository,

• speed up understanding of business re-quirements or solutions options, result-ing in a better quality implementation,

• standardize and record processes as they evolve,

• allow for what-if scenario planning in the models before implementation,

• provide you with project control and understanding across your implemen-tations and upgrades,

• define system configuration and in-tegration from the modelled business processes,

• provide you with a central repository for all changes, whether at the business, process or system level,

• allow for the standardization of busi-ness models across different organiza-tional business units,

• provide an audit trail of the collabora-tive business decisions made during the modelling of the processes and

• allow the option of using pre-con-figured models that represent best practice in a particular industry and show upfront what the system can and cannot do.

SYSPRO Financials and SYSPRO Reporting Services give companies comprehensive functionality to support both IFRS and local regulations around the world, enabling them to adhere to

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complex accounting standards, meet the requirements of the capital and financial markets and ensure the reliability and transparency of their financial reporting.

By adopting a single-source approach that does not require external applications to run the business, SYSPRO’s underly-ing structure and processes, as well as the look and feel, have remained the same, making it easy for people to learn new features of the software and to grow and progress with the product over the years.

SYSPRO is compatible with the follow-ing technical and financial standards:• FASB and GAAP accounting standards,• XBRL business reporting language,• Microsoft .NET framework and ASP.

NET,• SQL database format,• XML and COM programming stan-

dards,• XSLT and CSS presentation formats

and• WAPI, MAPI, TAPI speech application

protocols.

For additional information see canada.syspro.com.

Intuit QuickBooks QuickBooks 2012 contin-ues to enhance its reputa-tion as an easy-to-use

financial management software solution with greater ease at start-up, improved importing functionality from Excel and a more robust reporting engine.

QuickBooks 2012 builds upon the significant number of new and improved features added in the previous versions. It delivers an enhanced first-use experience, moving to a four-step set-up system that focuses on speed and ease. It gets users to key jobs (such as invoicing, creating receipts and printing cheques) sooner than ever. The new Collections Centre allows you to see all of your outstanding accounts and, within minutes, contact all or some of those in arrears with auto-populated, personalized blanket emails.

Editing multiple inventory or service items is now done in an Excel-like screen that allows for multiple updates in min-utes. QuickBooks 2012 works with web email providers, such as Gmail, Yahoo and MSN as well as Outlook and Thunderbird.

2012 is also the fourth year for Intuit QuickBooks Enterprise Solutions, a mid-market version serving needs beyond QuickBooks Pro/Premier with more complex, mid-market financial applica-tions. Enterprise retains the ease-of-use and look-and-feel of other QuickBooks products, but includes additional security and permissions controls, and is much more powerful than standard QuickBooks versions, handling up to thirty simulta-neous users, one million customers, one million saleable items and services, and two billion transactions.

QuickBooks Pro 2012Intuit QuickBooks Pro edition saves time for small business owners by automating account management and bookkeeping chores. Using its powerful management and accounting tools, business owners can organize customers, suppliers and fi-nances with ease; know if they are making money; and be ready for tax time.

New this year is the improved Compa-ny Snapshot, which offers a more flexible and customizable view of a customer’s history while still providing a real-time snapshot of the business, all in one cen-tralized and easily accessible location. You can quickly and easily see which custom-ers still owe you money, which bills you need to pay, and what needs to get done by the end of the day.

Also enhanced is an internal search

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feature that allows you to quickly locate any customer, account, report or invoice details within QuickBooks with a simple keyword search.

As in previous years, QuickBooks 2012 supports multiple currencies and automatically handles all international currency accounting. The popular Live Community tool enables you to ask questions and get answers from experts and other small businesses right in QuickBooks (Internet access required).

QuickBooks Premier 2012The Premier edition provides a faster way to choose time and expenses to bill and convert them to an invoice, right from the home page. This means that you will no longer find unbilled hours after sending the invoice to the customer. Premier features expanded foreign sales pricing, as well as many improvements in the multi-user experience. With the 2012 edition, you are now also able to track your balance sheet by class.

QuickBooks Premier Accountant 2012QuickBooks Premier Accountant Edition is the most robust version of Premier. Available to members of the QuickBooks ProAdvisor Program, it is built with specific features that help with the back-and-forth communication and file and data exchange between client and accountant. The improved Accoun-tant’s Copy feature gives accountants more flexibility to review clients’ files remotely.

The Premier Accountant edition includes all of the improvements offered in Pro, plus a number of new enhance-ments. The improved Accountant’s Client Copy Transfer enables faster and more efficient company file-sharing between the accountant and their client. With the new Client Data Review, QuickBooks au-tomatically detects most common client errors and centralizes them in a simple summary so accountants can fix the errors quickly. There is a new Tax Centre that centralizes tax editing and creation for fast and easy tax management.

QuickBooks Enterprise Solutions 12.0 – 2012Intuit QuickBooks Enterprise Solutions is designed for mid-sized companies that want to retain the ease-of-use of QuickBooks, yet require more capacity, functionality and support than is offered by traditional small business account-ing software. QuickBooks Enterprise Solutions delivers greater scalability and capacity. It now supports up to 30 simul-taneous users, one million customers, one million saleable items and services, and two billion transactions. The 2012 Enterprise includes all the new features of QuickBooks as well as the ability to look up items directly from the invoice screen and greater flexibility in the multi-user mode.

QuickBooks Enterprise Solution also includes field-level locking, which will improve the multi-user experience, resulting in fewer “Company file in use” messages. The QuickBooks Coach guides you through the business flows on your home page, and uses spotlights and tips to explain when and why to do each task. It shows you how the different tasks fit together to create the workflows you use in your business.

Finally, with QuickBooks Instant Mes-senger, you can directly chat with remote users and perform actions, such as log-ging them out, even when they are not at their computer.

Intuit Merchant Service for QuickBooksIntuit Merchant Service for QuickBooks is designed for contractors, service businesses, consultants, manufacturers, wholesalers and other back-office proces-sors looking to grow their business and get paid faster by accepting debit and credit cards.

This online application is compat-ible with QuickBooks Pro, Premier and QuickBooks Enterprise Solutions.

Intuit Merchant Service for Quick-Books accepts Visa, MasterCard and American Express payments without a terminal. Interac Direct Payment requires a separate swipe card terminal. The pay-

ments system offers an easy application process, credit review and set-up. Small business owners can typically begin processing credit cards in QuickBooks within four business days of applying. The contract can be cancelled at any time with 10 days’ notice.

For additional information, see quickbooks.intuit.ca/accounting-software/index.jsp.

Sage Simply AccountingA significant number of Sage Simply Accounting

customers process their payroll in-house using Sage’s solutions. A key pain point that customers raised over the years is that completing payroll took up the biggest chunk of their time. As such, a number of improvements in the 2012 release will help users automate the pro-cess, thereby improving their workflow and freeing up their time to concentrate on other business activities. Much work has gone into improving the design and layout of several windows in Sage Simply Accounting so the user can more easily see the details they need.

Most impressive are the improvements made to the payroll journal and payroll cheque run windows that provide users with increased flexibility and efficiency in the way they pay employees. Particularly with the payroll cheque run window, users have more options that not only allow them to select unpaid employees automatically by pay period end date and pay period frequency, but also to switch between paying one and multiple employ-ees on the fly.

Sage continues to be fully committed to the Canadian market as evidenced by the focus on Canadian-specific compliance in the 2012 release. The 2012 version pro-vides users with more functionality than before, and both taxable payroll advances and non-taxable employee loans can be issued and tracked.

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Sage is very committed to Quebec. Recognizing that there are differences in the Quebec market, particularly in terms of compliance, Sage has also improved its functionality to report multiple Quebec employee benefits on pay slips and RL-1 slips, making the process easier for users to remain compliant with both Revenu Quebec and the Canada Revenue Agency.

Remitting employee source deductions and other withheld amounts and employ-er expenses is now easier than ever before. No matter where they are recorded, all transactions that affect remittances are consistently tracked and reported in the remittances journal and on the remittance report. The transactions in the remittanc-es journal can also be adjusted and any errors quickly and properly corrected.

Another highlight of Sage Simply Ac-counting 2012 is the additional improve-ments to Sage Simply Accounting Intel-ligence, which was initially introduced in the 2011 product line. This integrated reporting solution leverages the power of Microsoft® Excel®, allowing SMBs to gain better insight and access to real-time business information.

Traditionally, it has been difficult for businesses to obtain a holistic view of

their operations when data is stored in multiple applications. Sage Simply Ac-counting Intelligence solves this challenge and enables businesses to pull real-time data from Sage Simply Accounting and other databases so they can really drill down and get an accurate, consistent and dynamic report of their operations. The flexibility of Sage Simply Accounting Intelligence allows users to customize any of the existing reports to meet their unique business needs and thereby make more informed, timely and strategic deci-sions.

There are also little tweaks that make day-to-day tasks even easier. The listings on the main window can now easily filter out inactive customers and vendors. This makes it quicker to find and enter invoices and payments from current customers or for current vendors without having to scroll through those that you have not done business with recently. Another improvement allows the omis-sion of accounts with zero balances from financial reports instead of selecting this option for each individual account.

For additional information, see www.simplyaccounting.com.

Wave AccountingWave Accounting is one of the new players on the scene this year, officially

launching their product in November 2010. Developed in Canada and based in Toronto, Wave is well funded and received financial backing from OMERS. The product is 100 per cent web-based, is a true double-entry accounting solution and is ideally suited for small businesses with fewer than five employees. After only nine months on the market, Wave has at-tracted more than 45,000 customers.

As research continues to show, the vast majority of small businesses do not use any accounting software, but default to using Excel or a shoebox. This results in frustrated business owners who lack good visibility into the health of their business and are often making decisions without data. This is the market that Wave is tar-geting – by creating a free and easy-to-use application that helps to eliminate data entry, it makes the transition to using real accounting software painless.

The Wave Accounting user interface is modern and runs within any major browser, allowing users to access the product from any computer connected to the Internet, regardless of operating system or platform. This has proven to be a big hit with younger entrepreneurs who tend to gravitate towards the Mac platform.

The dashboard provides quick access to all major functionality in Wave, but also lets users easily set up multiple businesses that can be toggled between by using the tabs at the top of the page. Furthermore, Wave makes it very easy to separate busi-ness expenses from personal expenses, a constant challenge for new business own-ers who often use one credit card for both business and personal spending.

From a functionality perspective, Wave is focused on core accounting: general ledger, accounts receivable and accounts payable. Payroll is not yet available, but a Canadian payroll module is planned for

later in 2011 and US payroll is planned for mid-2012.

Security is top notch, with data stored in world-class data centres, complete with 24/7 monitoring and multiple physical and electronic security measures. Wave Accounting is certified by TRUSTe and VeriSign, and is required go through rigorous annual security audits.

One of the most interesting elements is the way in which Wave connects to online banking and credit card sites. Wave can automatically import transactions from over 10,000 financial institutions around the world. These automatic bank feeds seamlessly bring all transactions into Wave, allowing the user to quickly scan and approve the transactions while Wave

creates the accounting entries for you. As users categorize transactions to specific general ledger accounts, Wave begins to automate the process as it learns the patterns. The import transactions process also allows the user to split a transaction into multiple categories and automati-cally break out sales taxes. Transactions that match an outstanding receivable or payable are automatically matched and cleared, plus users have the ability to do manual matching to handle partial pay-ments, overpayments, etc.

Users can choose to set up their accountant or bookkeeper as a “guest collaborator,” and Wave will automati-cally send an email to that person with their login credentials. This then allows the accountant to log in to their client’s books (concurrently) at any time to assist with accounting tasks. For accountants that support multiple clients on Wave Ac-counting, they will see all of their clients from the main dashboard as tabs across the top of the page – providing a single sign-on experience and an at-a-glance view of all of their clients’ books. Wave has also created a “Wave Pro Network” for accountants and bookkeepers who wish to be recognized by Wave Accounting. This includes a listing in their online Pro directory so that users can find a local ac-counting professional who is familiar with Wave Accounting.

Lastly, and perhaps most surprising, is the business model. Wave Accounting is completely free. Wave makes money by partnering with suppliers of essential business products and services, such as credit card processing, wireless phone services, web hosting, business cards, etc., to make exclusive offers to Wave custom-ers in a special non-obtrusive “business savings” page within the product. In other words, Wave is leveraging the size of their customer base to negotiate deep discounts with key suppliers. The concept is win-win, as it allows Wave customers to find significant savings opportunities, and allows Wave to get paid.

For additional information, visit waveaccounting.com.

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keepingtabsCGAs in the News

CGA-BC was honoured by the Salvation Army for its many years of supporting the Hope in the City Breakfast. CEO Gordon Ruth, FCGA, and Chair Bruce Hurst, FCGA, were presented with an appreciation gift from

the Salvation Army’s Captain Raelene Russell and Brian Cole, Co-Chair of the Hope in the City Breakfast.

CGA-BC has participated in and completed the Climate Smart program. To success-fully complete the program, organizations must complete a greenhouse gas emissions inventory and submit a list of reduction strategies they

intend to pursue over the coming year. The reduction strategies the Association has committed to pursue include: expanding its recy-cling program; performing an electrical equipment and lighting review; using elec-tronic forms and newsletters; offering public transit sub-sidies to its employees; and establishing a new nightly shutdown protocol for all non-essential electronics and lighting.

members on the move

Dr. Murray Young, CGA, has been appointed Dean of Business at Mount Royal University in Calgary. He previously served as Dean of Business at Thompson Rivers University in Kamloops.

Guy Heywood, who serves as Lay Member of the Board of Governors for CGA-BC, has been appointed Managing Director, Corporate Finance Division for BMO Bank of Montreal. He was previously Vice-President of Magnolia Capital.

Under the banner of mem-bers who are literally on the move, we are pleased to report that Gary Mah, CGA,

captained the CGA-BC run-ning team that raised $7,632 in the 2011 Easter Seals 24-Hour Relay for Kids. The CGA team ran a total of 139.19 miles during the event, which has been a fixture on CGA-BC’s volunteer calen-dar for more than a quarter century.

The CGA-Canada Board of Governors has elected patrick Keller, FCGA, as the Vice-Chair of CGA-Canada. Mr. Keller is an electronic commerce audit specialist with the Canada Revenue

Agency in Penticton. He has also served as president of CGA-BC in 2008.

Harpreet Bhatti, CGA, has been named as a member of the Real Estate Foundation of B.C.’s Board of Governors.

>

>

we appreciate your contributions to ‘Keeping tabs.’ if you would like to submit news or updates concerning yourself or a Cga you know, please email the details to: pschryburt@cga-bc.org.

CGAs are accomplished professionals. In this feature, we highlight members who land major new

positions, get promoted or achieve significant professional success. Please share your news with us.

Green Horwood and Co. LLP is seeking a professional accountant with Public Practice expe-

rience and with specialization in US Income tax preparation.

This position’s primary responsibilities will be to prepare com-plex US and Canadian income tax returns and to review tax

returns prepared by other tax professionals in the firm. A CPA designation is preferred but is not essential.

This is a full time, salaried position with benefits. Please send cover letter and resume to GWong@greenhorwood.com

48 outlook

Pricing: Select Pricing for Eight Core Modules The very first question about ac-counting software is often “how much does it cost?”, yet comparing product pricing between vendors is difficult on the best of days. The adjacent table is intended to quickly, but not necessarily comprehensively, answer that question. I asked the accounting software vendors, whose products are covered in this review, to price the basic cost for eight core modules (general ledger, accounts receivable, accounts payable, payroll, inventory, order entry, job costing and system manager) for various numbers of users.

Even with this approach, there are comparison problems. For example, some products include a report writer in the general ledger while others charge extra. Other products, such as Connected Accounting, Sage Business-Vision, QuickBooks, Simply Account-ing and Wave Accounting, do not have modules. Still, these prices offer a reasonable basis for comparison.

SummaryIn this article, I have offered an overview of the Canadian accounting software products that have wide usage in small and medium-sized businesses. The information in this article should provide you with a clear understand-ing of the market segments and the key product features in the eleven ac-counting software solutions I reviewed. Keep in mind that customization will add to your costs, and typically, there isn’t a ‘one size fits all’ configuration for any of these products, especially the middle market ones. You can obtain more information by visiting the websites of the accounting software vendors.

If you have additional questions, please do not hesitate to contact me at alan@k2e.ca. Understand that I cannot recommend accounting software solu-tions via email.

Entry Level – Companies with revenues up to $5 million Product 1 user 2 users 3 users 5 users QuickBooks EasyStart $80 N/A N/A N/A QuickBooks Pro $200 N/A $600 $1,000 QuickBooks Premier $500 N/A $1,500 $2,500 Sage Simply Accounting First Step $80 N/A N/A N/A Sage Simply Accounting Pro $200 N/A N/A N/A Sage Simply Accounting Premium N/A $400 N/A N/A Sage Simply Accounting Enterprise N/A N/A N/A $2,700 Wave Accounting Free Free Free Free Middle Market (Low) – Companies with revenues up to $100 million Product 1 user 5 users 10 users 25 users Adagio Core Suite $1,250 $2,230 $4,480 $7,700 Adagio $8,125 $8,825 $9,525 $11,625 Blue Link Elite N/A $10,500 $12,000 $16,500 Connected Accounting $399 $1,499 $2,499 N/A Connected Enterprise $899 $2,999 $4,499 $9,449 Microsoft Dynamics GP $3,025 $15,125 $30,250 $68,125 QuickBooks Enterprise N/A $3,000 $5,400 $10,500 Sage BusinessVision 50 $1,574 $6,509 $9,764 $20,369 Sage ERP Accpac 100 $3,975 $7,155 N/A N/A Sage Simply Accounting Enterprise N/A $2,700 $4,200 $8,700 SYSPRO $7,000 $15,500 $30,000 $64,000 Additional pricing for Sage Simply Accounting Enterprise; 15 users: $5,499; 20 users: $6,999 Middle Market (High) – Companies with revenues up to $100 million Product 1 user 5 users 10 users 25 users 100 users Sage ERP Accpac 100 $3,975 $7,155 N/A N/A N/A Sage ERP Accpac 500 $3,495 $17,475 $33,200 $62,920 $125,840 Microsoft Dynamics GP $3,025 $15,125 $30,250 $68,125 $196,500 Microsoft Dynamics NAV $3,025 $15,125 $30,250 $68,125 $196,500 Microsoft Dynamics SL $3,025 $15,125 $30,250 $68,125 $196,500 SYSPRO $7,000 $15,500 $30,000 $64,000 $176,500

Alan Salmon is a leading authority on accounting technology. He is the CEO of K2 Enterprises Canada, a worldwide consult-ing firm providing technology training to accountants. He has written 13 books on accounting technology. In addition to his work with consultants, accountants and software companies in both Canada and the US, he is the chairperson of the Accounting Technology seminar series. He can be reached by email at alan@k2e.ca or by visiting www.k2e.ca.

> Proud members of the CGA-BC running team: CEO Gordon Ruth, FCGA, and Ted Prutton, CGA.

50 outlook

publicpracticeedifierYou’re familiar with the Golden

Rule, right? And no, not the one that says, whoever has the gold makes all the rules. The other

Golden Rule. The one that cross-culturally

has guided human interaction for millen-nia. The one that pops up in most world religions. A philosophy that dates back to our earliest writings. The one that ranges from the formal “Do unto others as you would have them do unto you,” to the more casual “Treat others as you wish to be treated.”

Since the dawn of humankind, that Golden Rule has guided how families, communities and societies interact. It has been the social standard that has allowed us to have whatever peace-ful co-existence we have managed to achieve. So why can’t people follow it at work? Therein lies the secret of my very, very secure job as a workplace improve-ment specialist. From my perspective as an expert in preventing and resolving workplace conflicts, the Golden Rule is wrong.

If I had to identify a single match that sets workplaces ablaze in conflict, a smoking gun in the buckshot mess of unprofessional conduct, the number one culprit of hurt feelings, angry employees, shocked clients, victimized managers,

abused union representatives, disgrun-tled patients (I could go on), it’s not that people are ignoring the Golden Rule, it’s that they are only too willing to follow it.

Imagine Steve is an administrative

assistant in your area. He’s worked in the department for 300 years. He’s a hearty chap. His humour is politely referred to by others as very “of the earth,” and the general consensus – which suits him fine – is that he’s a straight-talking, tell it like it is, shoot from the hip, love me or leave me, my way or the highway, suck it up lollipop kind of guy. Maybe he grew up in a family where everyone shouted and swore at each other and it only meant they loved each other. That’s Steve.

Now meet Trent, the new guy. A some-what reserved and quiet fellow, Trent is in his first few days on the job and is feeling a bit anxious and uncertain. He values careful reflection and diligence in his work and has already made an impres-sion on his colleagues as being a little shy

but generally a good egg, eager to help and sensitive to others. Perhaps he was raised in a family where children were seen and not heard, where you speak when you’re spoken to and where you think before you speak.

There’s tension from the first meeting when Steve throws his arms around Trent in a mock bear hug to welcome him with a hearty, “Hey! How the heck are ya?” Trent’s own mother hasn’t touched him like that since he was a newborn. Trent recoils a bit, laughs nervously and says, “Fine… thanks.” Like a slip in a stream, a subtle but noticeable division arises. Later chatting with his pals, Steve remarks that the new guy seems a bit uptight. Steve’s friends, who share a similar worldview, agree that Trent doesn’t seem to be a real team player. Meanwhile, Trent has found a few colleagues who share his world-view and mentions that Steve seems rather intense. His newfound friends (and later support group) agree that Steve can be a real bully when he gets fired up.

It isn’t long before misunderstandings become conflicts and conflicts become toxic. The workplace grows tense. Ab-senteeism rises as others try to avoid the conflict. Productivity drops. Complaints soar. Management becomes bogged down in investigating countless issues. And all because Steve was just treating Trent the way he wanted to be treated and Trent was doing unto Steve as he’d have others do unto him.

There’s a new rule for modern work-places with increasingly diverse staff and clients: the Platinum Rule. A higher-grade metal. The Platinum Rule states we should treat other people as we’ve learned they need to be treated. That

The New Golden rule an updated version of the golden rule will reduce workplace conflicts

by roy Johnson, Ma, CrC, Chrp

outlook 51

doesn’t mean they simply get what they want. It means that each one of us has the opportunity to notice subtle-ties about how someone else commu-nicates and acts, and to adapt our own approach to somewhat match theirs.

The Platinum Rule succeeds in three simple steps:1. Observe: Notice what the other

person describes as important to them, as well as their preferences and goals. Is it important to them to know all the details or do they just want the big picture? Do they proceed cautiously or do they want to jump in and get it done? Observe their body language and tone. Are they more soft-spoken or outspo-ken? Do they defer in their eye con-tact or hold your eyes directly? Now adapt your approach to match.

2. The Law of the 20/80 Match: Aim to include a minimum of 20% of the

other person’s goals and objectives along with your own, and match up to 80% of their approach. Platinum Rule thinking doesn’t involve being such a chameleon that your own identity gets lost. You just need to be flexible enough to more effectively influence others.

3. Stay Curious: Of course we can’t meet everyone’s needs and goals. Where there is an impasse, put the dilemma back to them with genuine curiosity. Steve may be a Type-A personality, anxious to get going. On the other hand, Trent may be cautious, wanting more data. Rather than steamrolling over Trent, Steve can shift to an approach based on curiosity by asking him, “Given that you’d like to ensure thoroughness and I’m concerned about the dead-line, how can we move this project forward?”

When we leave behind the usually wrong assumption that others want to be treated the way we do, we open up opportunities to learn more about the people around us. And in the process, we can get our own goals met more effectively.

Tax & Financial Strategies Course Begins January 10, 2012This 10-month program uses a real-life case study approach to tax and financial planning for owner-managed businesses. It consists of semi-monthly teleconference discussions and five case study assignments. Participants obtain up to 40 verifiable CPD hours. The course brochure is available in the Public Practice PD area of the CGA-BC website. To obtain the course outline or FAQ list, email Sandra Domeikiene at sdomeikiene@cga-bc.org.

deadline for Public Practice Advisory Group Nominations is October 14Members in Public Practice who would like to volunteer for the 2012 Public Practice Advisory Group (PPAG) are invited to submit their names for consideration by October 14. The PPAG advises the Director of Public Practice on matters relating to the practice of public account-ing and the policies regarding registration and operation of public accounting practices. In addition, this group recommends policies to ensure that the public interest is ad-equately protected. Contact Brigitte Ilk, CGA, at bilk@cga-bc.org for your Advisory Group application form.

resources, courses and tools of the trade

practiceupdate

roy Johnson is principal and Con-sultant of the Neutral Zone Coach-ing & Consulting inc. he is a psycho-therapist, mediator and co-author of Turning Conflict into Profit.

52 outlook

currentassets9ft iPad/iPhone PowerlineThe length of the iPhone/iPad cord has been a long-standing annoyance, as it frequently seems to be just a little shorter than necessary. This item is a quick fix for that problem. This extended iPhone/iPad power line greatly widens how far the phone can rest from the com-puter, increases usability while connected and simply comes in really handy.thinkgeek.com

mug BossWho doesn’t need one of these?! thinkgeek.com

uSB lEd desktop lampThis handy little device is USB powered right off the desktop and provides impressively bright il-lumination to the workspace using cutting-edge LED bulb technology (the latest big thing in lightbulbs). Also of note: You don’t need to over-think this purchase too much as it costs less than a foot-long sandwich at Subway. thinkgeek.com

Cleaning PuttyThis is a really simple and ef-fective way to clean computer keyboards and cell phones.thinkgeek.com

Blood pressure monitorNow this is an interesting gadget. For those with blood-pressure issues, it’s now possible to utilize this app along with the supplied cuff attachment to monitor BP at home, work or anywhere else that suits your fancy. thinkgeek.com

Wireless range ExpanderThis handy little gadget boosts the Wi-Fi range throughout your house, eliminating dead spots in coverage. It supports WEP, WPA and WPA2 security options, and it’s basically a plug and play unit. www.diamondmm.com

Sony Tablet SThe Sony Tablet S might not be excitingly named, but the design is rather unique at least. This Android-operated unit should be shipping early to mid-October with a retail price of $499 for the 16GB model and $600 for the 32GB version. The ergonomic, tapered design of this device is a departure from the standard tem-plate specs currently flooding the market. It goes from 0.3 to 0.79 of an inch, maintaining a sleek, well-tapered appearance. It also weighs just 1.33 lbs, and features a unique ‘wedge’ folding system. This places it somewhere in the middle between a tablet and the

By trevor hargreaves

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$7.99$8.99$4.99 $128.99$59.99 $499 FrEE

$1.99

$16.50

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outlook 53

traditional design of a laptop. One of the main benefits here is that it’s optimized for landscape usage (like a laptop), and features a typing friendly, uniquely designed keyboard. O.S. duties are handled by the powerful Android Honeycomb with a built-in .3 megapixel front camera, and a 5 megapix-el rear one. It’s also equipped with a plethora of ports and jacks that support a variety of add-on, and plug in devices. In a market that has quickly become mired in similar styled gadgets, this tab is a breath of fresh air at a respectable price. store.sony.ca/s1

APPS

Park in SpotEver since a significant number of Vancouver’s public parkades became building sites for condos, this town has experienced a rapid rise in parking fees. If you park in the city frequently, such costs can quickly rise to hundreds of dollars a month. This useful app features an overhead map of the downtown core showing all of the surrounding free parking. It also features parking maps of other cities, including Seattle and Toronto.iTunes.apple.com

Filmic Pro 2.0It’s amazing how quickly the quality of video and camera technology is improving on the iPhone. Video functionality cur-rently borders on professional-grade resolution. This app offers a variety of high-end video features including adjusting screen resolution, frame rates, focus and exposure locks, white balance settings, audio meter-ing, sharing directly to the cloud or Facebook and a whole range of other features. Filmicpro.com

BOOKS

Windows on the Workplace: Technology, Jobs and the Organization of Office WorkThis interesting read by Joan Greenbaum delineates the changes in management policy, office information system design and work organization from the 1950s to the present day. It dis-cusses in detail how computers, the Internet and mobile phones have been utilized by manage-ment to inexorably change the way business is conducted in the modern world. Amazon.ca

>> >

What better way to demarcate the change of seasons than to outfit yourself with a few clever new gadgets. Listed below is the latest technology, gadgetry, apps, tablets and reading material to carry you into the New Year.

$15.99

snapshotsTraditionTop right: In keeping with tradi-tion, a piper will once again lead this year’s graduates to the Con-vocation Ceremony, which will be held on October 15, 2011 at the Vancouver Convention Centre.

All in the familyBottom left: In 1984, Maria Pattison, CGA (retired), graduated and joined her mother, Mary (Life Member, retired), as CGA-BC’s first mother/daughter team.Above right: When Mary Ellen Spry, CGA (deceased), gradu-ated in 1967, she and her husband Jim Spry, CGA (de-ceased), became the Association’s first husband/wife team.

lofty ambitionsOpposite, top left: A fourth-level B.C. student studies 15,000 feet up on Mount Everest.

Celebrating leadershipBottom left: The Chair’s Banquet and Awards Gala at the annual CGA-BC Conference provides an opportunity to recognize the service of the current Chair. In 1990, incoming President Ron Pickerill, CGA (Life Member, retired), presented the Past-President’s Plaque to Tom Kemp, CGA (Life Member, retired).

From silver to diamondTop left: Success and achievement inevitably lead to longevity. With 60 years under CGA-BC’s belt, celebrating milestones is becoming old hat. A look back at the As-sociation’s 25-year celebration suggests that in addition to success and achievement, it seems the other constant to celebrating CGA-BC milestones is cake.

The fastest-growing designation in B.C.Bottom right: In 2011, CGA-BC welcomed its 10,000th CGA into active membership. In 1990, Ron Dillabough, CGA – shown here with Second Vice-President Mau-reen Holloway, CGA (Life Member, retired) – was not only class valedictorian but he also had the distinction of being the 5,000th certified B.C. member.

previous

revised

60 Years of Excellencein British Columbia 1951-2011

60 Years of Excellencein British Columbia 1951-2011

54 outlook outlook 55

In this issue, Outlook’s camera is going back in time and its lens is being focused on a few memories from CGA-BC’s glorious past. The snapshots on these pages were selected to celebrate the Association’s 60 years in B.C.

56 outlook

partingshot

In each issue of Outlook, we profile a member or CGA student who is helping to build the CGA brand. This month we spoke with

Manager, Performance Metrics at the City of Vancouver

By Patrick Schryburt and Trevor Hargreaves

Dylan rickard, Cga

Can you briefly describe your role with the City of Vancouver? I was hired to design and implement a performance measurement and man-agement system for the Engineering Department. I also assist the infrastruc-ture management group with designing improve-ments to the City’s asset management system.

What do you enjoy most about your job? The job is incredibly challenging. In a short pe-riod of time, I had to learn about all the businesses we operate, consult with numerous colleagues to design ways to measure the success of each, and understand and influence the corporate culture. Cor-porate culture is the key. Unless the 1,700 employ-ees involved understand the system and use it to make decisions, the project won’t succeed. We’re start-ing to see some changes in the culture and that is very rewarding.

Why did you make the move from port Metro Vancouver to the City of Vancouver? How dif-ficult was the transition?Both are great organiza-tions with excellent op-

portunities. The decision was difficult, but after five years at the Port I was ready for something new and the City’s offer intrigued me. To plan for the transition, I followed a friend’s great advice. My goals in the first six weeks were to meet as many people as possible, visit as many office locations and job sites as I could, read the business plans and strategic plans, write my project plan and develop an initial system for senior management to start us-ing right away. I felt that accomplishing that in the first few weeks would build a solid foundation for me to move forward.

Do you manage staff? If so, what are the secrets to getting the most out of talented people? While I don’t have any direct reports, I do chair a technology working group for our infrastruc-ture management group. And on the performance metrics side, I rely on the buy-in and help of dozens of people throughout the organization. To get the most out of that network, I focus on building rap-port, demonstrating and sharing successes, and reinforcing accountability.

What is the Canadian Risk Manager (CRM) designa-tion and how does it help your career? The course of study for a CRM designation focuses on techniques for mitigating, transferring or financing risk. At the Port, I was responsible for managing the risk pro-gram, including obtaining insurance, managing claims, reviewing contract terms and designing an enterprise risk management system. In my current role, this comes into play with the infrastruc-ture management group and the choices we make about maintenance and capital funding. The CRM gives me the framework to combine my legal and finance skills and apply them to these types of decisions.

What do you like most about accounting as a career choice?An accounting designation is flexible and useful in vari-ous roles in pretty much any organization. We can work just about anywhere or run our own firms. That leaves us with so many options.

Why did you choose CGA for your professional ac-counting designation? Early in my career, to prog-ress as an analyst, I needed an accounting designation.

outlook 57

I respected the CGA designa-tion and the program was flexible enough that I was able to continue working as an analyst while pursuing the designation.

In addition to a commerce degree from the university of Manitoba, you also have a law degree from uBC. Why did you choose to be an accountant over being a lawyer? I chose to be educated in both areas and yet as you note I don’t currently practice in either. However, having legal, finance and accounting skill sets has shaped my career and given me some terrific and unique opportunities.

You have served as Chapter Chair and now sit on the Association’s Discipline Committee. What moti-vates you to volunteer for the Association? I really enjoy the opportunity to meet fellow CGAs, to learn about and work with the Association and its staff, and to help out where I can. I feel that I bring value to roles like the Discipline Committee and the Bylaws Advisory Group where I get to apply both my legal and accounting knowl-edge. Working previously with the Burnaby/Royal City Chapter and the Conference Committee put me in contact

with so many interesting CGAs and friends. I really encourage people to get out and volun-teer, if they can.

Describe your favourite hobbies.There’s lots. I’m hooked on su-doku puzzles. I enjoy playing touch football, soccer, squash, poker and video games with friends. I read and work out. My son and I have been enjoying wrestling and judo together and are getting more into that as time goes on.

What’s the last good movie you saw? Good book you read? I enjoyed Super 8 in the theatres. I had never heard of it but friends wanted to go and it turned out to be pretty fun. I came across H.G. Wells using my Kindle and read The First Men in the Moon and then The Invisible Man. He has an interesting style of being very imaginative and practical at the same time.

What’s the secret to achieving good work/life balance?For me, balance is about en-joying my work and enjoying my personal life and under-standing which takes priority and when. Consciously setting and communicating clear boundaries is key to maintain-ing that balance.

In a short period of time, I had to learn about all the businesses we operate, consult with numer-ous colleagues to design ways to measure the success of each, and understand and influence the corporate cul-ture.

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58 outlook

CGA-CANADA SOUNDS ALARM ON HOUSEHOLD DEBTEstimated amount a family with two children would owe if household debt was spread evenly across all Canadians, according to a CGA-Canada report: $176,461 Debt-to-income ratio in households during the first quarter of 2011:

146.9%

Proportion of retired households carrying an average debt of $60,000 or more:

1 in 3 HOME, PRICEY HOMEAverage price to buy a detached bungalow in Vancouver during the second quarter of 2011:

$822,300

Year-over-year percent-age increase:

19.4%Qualifying income re-quired to buy a Vancouver bungalow:

$157,800Rank of Vancouver among all major Canadian cities in terms of most expen-sive real estate market:

1

FRIENDS AND FOLLOWERSIncrease in Twitter followers @CGAbc in the two months since June 20:

150%Increase in CGA-BC’s ‘friends’ on Facebook over the same period:

32%

IT’S THE REAL THING…Coca-Cola’s revenues for its most recent fiscal year:

uS$35.1 billion

Where Coca-Cola would rank in a list of the largest economies of the world based on GDP:

84th ( just ahead of Costa Rica)

Time it would take you to try Coca-Cola’s 3,500 dif-ferent beverages – across more than 500 brands – if you drank a different one each day:

9 years

…UNLESS YOU PREFER COFFEENumber of possible drink combinations at Star-bucks:

87,000 Milligrams of caffeine in a Starbucks grande coffee:

320

Milligrams of caffeine in a can of Red Bull:

80Holding capacity of Star-bucks’ Trenta-sized cup in millilitres:

916Holding capacity of the average human stomach in millilitres:

900

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In the beginning, environmentalists and business leaders eyed one another with suspicion. Either tree huggers were forcing crippling changes upon successful business models through restricting access to resources, boycotts and costly legislation, or business was “green washing” dirty industry practices by appropriating the language of environmentalism to deceive consumers without bothering to reduce waste or pollution.

Today we know better. Smart businesses are discovering that going green can find new efficiencies, preserve corporate resources, save money and create a more attractive final product. The trick is learning how. That’s where we come in.

Welcome to CGA-BC’s first Eco Forum, a full-day conference and tradeshow. Together we’ll explore the issues of sustainability and how to strengthen your business through environmentally proven practical measures. Our speakers are industry leaders and conservationists with local knowledge and global experience. Learn how to generate results through energy conservation, avoid potential pitfalls and access funding while safeguarding a sustainable future for us all.

Program: Conference and Trade Show Participants: Open to CGAs, business professionals Date: Thursday, December 1, 2011 Location: Pan Pacific Hotel, Vancouver, B.C.

The Business Case for Conservation

For more information orto register, visitwww.cga-bc.org/pdFor trade show information, contact Pardeep Clair atpclair@cga-bc.org or604-730-6228.

Presenting CGA-BC’s Eco Forum 2011

Sponsored exclusively by:

But it’s who you know that really counts

She came to us.

Shouldn’t you?

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