• Summary of current service performance
  BOA constantly evaluates its service performance through performance measures tied to the agency strategic goals and objectives.
  
  BOA's goal is to maximize the efficiencies available through the use of Information Systems (IS) technology to enhance services to customers and decrease costs in the areas of education and examinations, licensing, and enforcement, and to do so in a secure and efficeint work environment.
  
  Of the objectives reported during the last strategic report period, the Board of Accountancy has completed the following:
  
  • Developed a web enabled interactive application on our website for use by our applicants.
  
  • Automated its license verification program.
  
  • Decreased the time it takes to process license applications.
  
  • Developed an Adjudication Manual to provide uniformity and standardization of adjudication policies and procedures for use by Board members, staff and legal counsel .
  
  • Established a mediation program.
  
  • Created a Continuity of Operations Plan (COOP).
  
  • Assessed the needs of its staff and determined appropriate professional training.
• Summary of current productivity
  BOA has existed as a supervisory board and separate agency since July 1, 2001. BOA's efforts to use IS technology to enhance services to customers and decrease costs has been so effective there has been no increase in the agency's appropriation since July 1, 2001 until July 1, 2006 when the CPA Examination administration was brought in house.
  
  On September 30, 2004, the BOA interactive licensing application went live resulting in maximized efficiencies and expedited services and decreased costs to customers. In an effort to further enhance these efficiences created by the implementation of this application, the Board of Accountancy staff has initiated a reengineering and automation activity that will "overhaul" all existing core business functions in the Peer Review, CPE, Enforcement, and Licensing service areas.
  
  There are many complex facets to the regulatory license process. These include exam and license application tracking, issuance and renewal of licenses, testing, and license type monitoring, enforcement, CPE and Peer Review; each is dependent on the timely receipt and dissemination of information. As the only reasonable, cost and time effecitve solution, BOA has determined that implementeing an existing soultion is the only viable means of reducing the potential negative impacts of possible application (current) failure.
  
  Systems Automation (SA), Inc., (a vendor currently on state contract) offers a regulatory licensing software solution most compatible with the Virginia Board of Accountancy functions and business processes. The SA MyLicense Suite solution has been implemented in several other national State Boards of Accountancy with much success. A Virginia BOA representative has spoken directly with other state representatives employing the solution and has determined their level of confidence in the product. Also, several Virginia state agencies also currently employ the SA product solution and, BOA has determined their level of satisfaction with the product. SA has demonstrated a unique, in-depth understanding of regulatory licensing requirements through extensive delivery of integrated solutions that support regulatory agencies. BOA staff has also determined the compatibility of the solution capabilities with BOA current business function needs. An onsite demonstration of the product has been conducted involving all affected BOA users, and it has been concluded that the solution, as-is (off the shelf), will meet 100% of BOA current functional licensing needs. Implementation of the new application is targeted for mid-November, 2008.
  
  
  Board staff anticipates numerous agency and customer benefits such as increased customer service delivery and staff productivity, decreased processing time, greater performance tracking and heightened traceability, and of course, operational cost savings.
  
  It should be noted that excellent customer service is provided to every customer as evinced by the high ratings BOA receives on its online customer service surveys. As importantly, 99% of the BOA's customers communicate by the Internet by submitting their license applications online.
  
  The BOA also implemented an inexpensive, online, real-time "Flash Chat" to further decrease costs to our customers. From the BOA website, customers can login to our office and "speak" with office personnel without incurring the cost of telephoning into the office to have their questions answered.

• Summary of Major Initiatives and Related Progress
  On July 1, 2001, the Virginia General Assembly enacted law establishing BOA as a supervisory board and separate agency in the Commonwealth. BOA sought statutory authority to require CPAs to complete continuing professional education (CPE) in Ethics each year. The regulatory requirement for Ethics CPE became effective in 2004. In 2004, the new Board of Accountancy Trust Account (Trust Account) was established. The primary goal of the Trust Account is to have monies earmarked for a major enforcement activity in an effort to more effectively protect Virginia's citizens. On July 1, 2004, BOA was granted statutory authority to impose a monetary penalty for violation(s) determined by the Board, not to exceed $100,000 for each violation.
  
  In 2004, BOA Board members began a conceptual discussion to overhaul regulations governing the practice of CPAs and CPA firms in Virginia. By the end of the 2007 General Assembly session, the Board had amendments its statutes—Title 54.1, Chapter 44, of the Code of Virginia—approved that became effective July 1, 2007.
  
  This was a broad-based effort with the Board establishing a working group composed of Board members, the Board’s Executive Director, a representative of the Attorney General’s office, the Deputy Secretary of Commerce and Trade, a representative of the Virginia Society of CPAs, and the Division of Legislative Services—the ones who actually draft the bills that become law. Input of the draft was obtained from individuals in small, medium and large CPA firms, as well as accountants, who are not CPAs.
  
  Definitions for assurance, attest services, compilation, and financial statement, to name a few, are now consistent with the American Institute of Certified Public Accountant’s definitions. Provisions for licensing and substantial equivalency were fragmented making it difficult for Board staff to explain and almost impossible for individuals wanting a license to understand. These definitions are now clarified and placed in their respective sections. For example, the section on substantial equivalency is fairly simple—Virginia does not require a CPA or CPA firm to register, to pay a fee to come into Virginia to provide services, if they do not have an office in Virginia and they are from a substantially equivalent state—period. Those coming into Virginia through substantial equivalency must comply strictly with the requirements in Virginia; the Board will not allow violations against our citizens by CPAs from out of state.
  
  The changes also require CPAs and CPA firms to comply not only with standards but also with related interpretive guidance provided by the various standard setting bodies. Degree of integrity, objectivity and freedom from conflicts of interest are written into the statutes became effective July 1, 2007. For those who do not follow standards, penalties are now clearly written and are enumerated in one place in the statutes.
  
  A major change for licensing firms has also been included. Licensed CPA firms NOT providing public accounting services will no longer have to be licensed became effective July 1, 2007. The rationale for this change is straightforward—the purpose of CPA firm licensing is to have a mechanism for peer review compliance.
  
  Another major change pertained to establishing Confidential Consent Agreements. These agreements have been used by the Department of Health Professions (DHP) for two years, and have reduced the conduct of informal fact-finding conferences (IFFs) by 70%. DHP used these agreements only in cases involving minor violations, where there is no pattern of misconduct and no injury to the client. The Board is required to promulgate regulations before using this new enforcement tool. The regulation will specify the types of allegations on which the Confidential Consent Agreement can be used and when it cannot be used.
  
  The Board’s work has just started—the Board now begins the next phase of re-writing its regulations to conform to the newly enacted statutes.
• Summary of Virginia's Ranking
  The Virginia Board of Accountancy ranks #1 among national state boards of accountancy for providing most online services.
  
  • Virginia Board of Accountancy ranks #5 among national state boards of accountancy in the number of candidates taking the CPA exam.
  
  • Virginia Board of Accountancy ranks #10 among national state boards of accountancy in the number of CPAs licensed.
• Summary of Customer Trends and Coverage
  BOA evaluates education credentials and tests approximately 5000 candidates each year. Approximately 2300 applicants are licensed each year. Approximately 90 complaints are filed with the Board each year. There is a slight upward trend in the three activity areas.
  
  Also, in response to Virginia Code Section 2.2-5510.A.4, By November 15th of each year, the BOA shall report to the Department of Aging, its progress in addressing the impact of the aging of the population, according to guidance established by the Secretary of Health and Human Resources. Based upon information received, the Department of Aging shall prepare a report summarizing the progress mad by the agency and submit such report to the Governor and the General Assembly by the following year.

• Summary of Future Direction and Expectations
  BOA will continue to focus on maximizing efficiencies to enhance services to customers and decrease costs in the areas of education and examinations, licensing, and enforcement, and to do so in a secure and effecient work environment through the use of Information Systems technology.
• Summary of Potential Impediments to Achievement
  Budgetary contraints could impact the Board of Accountancy accomplishing its initiatives in the future.

• Description of the Agency's Products and/or Services:
  BOA Board Operations:
  • The Board promulgates regulations that establish entry requirements, including education, examination, and licensure, which are essential to determine that an individual is minimally competent to practice as a CPA in Virginia. It also establishes requirements for the registration of CPA firms. It develops policy for Board operation.
  
  BOA Board Office Operations:
  • Education/Examination - assesses education and other qualifications for licensure and determines eligibility to take the CPA Examination.
  • Licensing - determines eligibility to be licensed as a CPA or registered as a CPA firm.
  • Enforcement - receives, investigates and adjudicates complaints regarding the professional practice by CPAs and CPA firms. Manages the Alternative Dispute Resolution program (mediation).
  • Administration - prepares budget and monitors financial statements, procures goods and services, and provides personnel/payroll services. Manages IS technology development, board administration, public relations, and management analysis. Manages legislative and regulatory programs.
• Factors Impacting Agency Products and/or Services:
  The Administrative Process Act (APA) has a significant impact on both the adjudication of complaint cases and promulgation of regulations.
  
  The frequent changes in the Information Systems technology area including state policies and operations, hardware and software capabilities and costs could negatively impact services.
  
  The cost for ever increasing security to protect BOA's staff and its IS technology, customer-related programs could also impact services.
• Anticipated Changes in Products or Services:
  Board of Accountancy staff has initiated a reengineering and automation activity that will "overhaul" all existing core business functions in the Peer Review, CPE, Enforcement, and Licensing service areas. As part of this activity, staff intends to establish an automated, historical CPA-database, "warehouse," (SQL application-specific) where all records pertaining to those licensed by the Virginia Board will be available to staff, online, from their desktop versus several independent paper files and inaccessible database applications.
  
  A web-based, online version (the CPA Profile) will be made available to regulant licensee providing them quick access to records (licensee-specific only) maintained by the Board. This online CPA Profile was submitted to the Governor as a performance measure.
  
  Board staff began this activity in the third quarter of FY07 by procuring the necessary hardware (a mid-range production scanner), "intelligent" imaging software, and the needed programming services. Currently, the software has been programmed to capture a portion of existing historical records, and staff has begun scanning. All internal, independent databases will eventually be incorporated into the historical database. However, this is not the activity in its' entirety.
  
  There are many complex facets to the regulatory license process. These include exam and license application tracking, issuance and renewal of licenses, testing, and license type monitoring, enforcement, CPE and Peer Review; each is dependent on the timely receipt and dissemination of information. As the only reasonable, cost and time effecitve solution, BOA has determined that implementeing an existing soultion is the only viable means of reducing the potential negative impacts of possible application (current) failure.
  
  Systems Automation (SA), Inc., (a vendor currently on state contract) offers a regulatory licensing software solution most compatible with the Virginia Board of Accountancy functions and business processes. The SA MyLicense Suite solution has been implemented in several other national State Boards of Accountancy with much success. A Virginia BOA representative has spoken directly with other state representatives employing the solution and has determined their level of confidence in the product. Also, several Virginia state agencies also currently employ the SA product solution and, BOA has determined their level of satisfaction with the product. SA has demonstrated a unique, in-depth understanding of regulatory licensing requirements through extensive delivery of integrated solutions that support regulatory agencies. BOA staff has also determined the compatibility of the solution capabilities with BOA current business function needs. An onsite demonstration of the product has been conducted involving all affected BOA users, and it has been concluded that the solution, as-is (off the shelf), will meet 100% of BOA current functional licensing needs.
  
  Board staff anticipates numerous agency and customer benefits such as increased customer service delivery and staff productivity, decreased processing time, greater performance tracking and heightened traceability, and of course, operational cost savings.

• Financial Overview:
  BOA receives its operating funds from its licensing activities. It receives no general funds and no federal funds. BOA's licensing fees are the lowest among state boards of accountancy while each customer receives a high level of individualized service. BOA imposes monetary penalties in disciplinary cases and those funds are sent to the Virginia Literary Fund.
• Financial Breakdown:

  	FY 2009			FY 2010
  	General Fund	Nongeneral Fund		General Fund	Nongeneral Fund
  Base Budget	$0	$865,626		$0	$865,626
  Change To Base	$0	$52,510		$0	$52,510
  Agency Total	$0	$918,136		$0	$918,136

  This financial summary is computed from information entered in the service area plans.

• Overview
  In 2001, BOA began its operation as a supervisory board with 1 at-will position, 3 classified positions and 1 temporary P-14 position. To date, the agency employees a total of nine (9) employees. Pay for performance is provided appropriately and in accordance with state policy.
• Human Resource Levels

  Effective Date	7/1/2007
  Total Authorized Position level	8
  Vacant Positions	0
  Current Employment Level	8.0
  Non-Classified (Filled)	0
  Full-Time Classified (Filled)	8		breakout of Current Employment Level
  Part-Time Classified (Filled)	0
  Faculty (Filled)	0
  Wage	2
  Contract Employees	0
  Total Human Resource Level	10.0		= Current Employment Level + Wage and Contract Employees

• Factors Impacting HR
  State pay falling behind the private sector is a major factor impacting the human resources.
• Anticipated HR Changes
  During this report period, The Board of Accountancy has filled its remaining two vacant positions.

• Narrative overview of the current state of IT in the agency:
  In December 2006, The BOA underwent a transition under the seat management contract with their IT service provider. At that time, all IT systems and applications residing on the infrastructure were verified to be in compliance with VITA presribed policy and system regulations. During the September 2007, the state-wide seat management contract came to its contractual end. BOA IT services were transfered to the VITA/Northrup Gruman partnership. To ensure system and service continuity, BOA management encouraged continued service by the subcontractor, BelNIS, on the newly initiated service contract with VITA/Northrup Gruman.
• Narrative description of the factors impacting agency IT:
  Current budgetary constraints have the potential of impacting anticipated IT changes.
• Describe any anticipated or desired changes to agency IT:
  Board of Accountancy staff has initiated a reengineering and automation activity that will "overhaul" all existing core business functions in the Peer Review, CPE, Enforcement, and Licensing service areas. As part of this activity, staff intends to establish an automated, historical CPA-database, "warehouse," (SQL application-specific) where all records pertaining to those licensed by the Virginia Board will be available to staff, online, from their desktop versus several independent paper files and inaccessible database applications.
  
  A web-based, online version (the CPA Profile) will be made available to regulant licensee providing them quick access to records (licensee-specific only) maintained by the Board. This online CPA Profile was submitted to the Governor as a performance measure, and is scheduled to be implemented by the end of FY08 (July 2008).
  
  Board staff began this activity in the third quarter of FY07 by procuring the necessary hardware (a mid-range production scanner), "intelligent" imaging software, and the needed programming services. Currently, the software has been programmed to capture a portion of existing historical records, and staff has begun scanning. All internal, independent databases will eventually be incorporated into the historical database. However, this is not the activity in its' entirety.
  
  There are many complex facets to the regulatory license process. These include exam and license application tracking, issuance and renewal of licenses, testing, and license type monitoring, enforcement, CPE and Peer Review; each is dependent on the timely receipt and dissemination of information. As the only reasonable, cost and time effecitve solution, BOA has determined that implementeing an existing soultion is the only viable means of reducing the potential negative impacts of possible application (current) failure.
  
  Systems Automation (SA), Inc., (a vendor currently on state contract) offers a regulatory licensing software solution most compatible with the Virginia Board of Accountancy functions and business processes. The SA MyLicense Suite solution has been implemented in several other national State Boards of Accountancy with much success. A Virginia BOA representative has spoken directly with other state representatives employing the solution and has determined their level of confidence in the product. Also, several Virginia state agencies also currently employ the SA product solution and, BOA has determined their level of satisfaction with the product. SA has demonstrated a unique, in-depth understanding of regulatory licensing requirements through extensive delivery of integrated solutions that support regulatory agencies. BOA staff has also determined the compatibility of the solution capabilities with BOA current business function needs. An onsite demonstration of the product has been conducted involving all affected BOA users, and it has been concluded that the solution, as-is (off the shelf), will meet 100% of BOA current functional licensing needs. Impementation of the new application is targeted for mid-November 2008.
  
  Board staff anticipates numerous agency and customer benefits such as increased customer service delivery and staff productivity, decreased processing time, greater performance tracking and heightened traceability, and of course, operational cost savings.
• IT Current Services:

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Projected FY2010 VITA Service Fees	$0	$0	$0	$0
  Changes (+/-) to VITA Infrastructure	$0	$0	$0	$0
  Estimated VITA Infrastruture	$0	$0	$0	$0
  Specialized Infrastructure	$0	$14,000	$0	$10,000
  Agency IT Staff	$0	$0	$0	$0
  Non-agency IT Staff	$0	$0	$0	$0
  Other Application Costs	$0	$26,000	$0	$20,000
  Agency IT Current Services	$0	$40,000	$0	$30,000

  Comments:
  [Nothing entered]
• Proposed IT Investments

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Major IT Projects	$0	$180,000	$0	$0
  Non-major IT Projects From $100,000 - $1 Milliona Total Cost	$0	$0	$0	$0
  Non-major IT Projects Below $100,000 Total Cost	$0	$0	$0	$0
  Major IT Procurements - Stand-alone	$0	$0	$0	$0
  Non-major IT Procurements - Stand-alone	$0	$0	$0	$0
  Total Proposed IT Investments	$0	$180,000	$0	$0

• Projected Total IT Budget

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Agency IT Current Services	$0	$40,000	$0	$30,000
  Total Proposed IT Investments	$0	$180,000	$0	$0
  Agency Projected Total IT Budget	$0	$220,000	$0	$30,000

• Current State of Capital Investments:
  BOA has no capital investments.
• Factors Impacting Capital Investments:
  [Nothing entered]
• Capital Investments Alignment:
  [Nothing entered]

Maximizing the efficiencies available through the use of Information Systems technology will enhance services to customers and decrease costs in the areas of education and examinations, licensing, and enforcement, and to do so in a safe and effective work environment.

• Be recognized as the best-managed state in the nation.

• Provide each Board of Accountancy regulant with immediate and efficient access to all information (individual Certified Public Accountants and Certified Public Accountant firms) in the Board files.
  Objective Measures

  • Design an online portfolio for each regulant that will permit immediate access to Board files.
    Measure Class:

    Governor's Key

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Down

    Key Summary: We will initiate a reengineering and automation activity to that will "overhaul" all existing core business functions. A web-based, online version (the CPA Profile) will be made available to regulant licensee.

    Measure Baseline Value:

    Date:

    Measure Baseline Description: Access to Board files is currently available within 7 days.

    Measure Target Value:

    0

    Date:

    6/30/2010

    Measure Target Description: Immediate access to Board files by early 2009.

    Data Source and Calculation: Total amount of time for a regulant to contact the Board, make the request for a copy of the records, and have those records copied and faxed, mailed, or emailed.

• To maximize the efficiencies available through the use of information systems technology.
  Objective Measures

  • Reduce completion time for investigation of complaints.
    Measure Class:

    Governor's Key

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Down

    Key Summary: We will reduce the time required to process and complete the investigation of a complaint determined from the date complaint is received by the Board to the date the investigation is completed.

    Frequency Comment: 10% reduction of the average investigation time.

    Measure Baseline Value:

    Date:

    Measure Baseline Description: 3.5 months -established FY06

    Measure Target Value:

    2

    Date:

    6/30/2010

    Measure Target Description: By end of FY09

    Data Source and Calculation: Number of months required to complete the investigation of a complaint determined from the date complaint is received by the Board to the date the investigation is completed. Date received plus the number of days required to complete the investigation -- number of days to complete an investigation for all complaints received in a year divided by the total number of complaints received.

Providing a positive and cost effective experience for candidates taking the Uniform CPA Examination involves in-house administration of the examination. BOA's purpose is to reduce administration costs and elevate the level of customer service to excellent.

• Be recognized as the best-managed state in the nation.

• Maximization of the "work experience" for Board of Accountancy staff.
  Objective Measures

  • Valued classified employee turnover
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    Date:

    Measure Baseline Description: 0 (FY 2005)

    Measure Target Value:

    0

    Date:

    6/30/2010

    Measure Target Description: 0 (FY 2009)

    Data Source and Calculation: Board of Accountancy has a total of 5 valued classified employees. Current number of valued classified employees minus the number of valued classified employees retained.

This ensures ccompliance with federal and state regulations, policies, and procedures for Commonwealth preparedness, as well as guidelines promulgated by the Assistant to the Governor for Commonwealth Preparedness in collaboration with the Governor's Cabinet, the Commonwealth PreparednessWorking Group, the Department of Planning and Budget and the Council on Viriginia's Future. The goal supports achievement of the of the Commonwealth's statewide goal of protecting the public's safety and security, ensuring a fair and effective system of justice, and providing a prepared response to emergencies and disasters of all kinds. We will strengthen the culture of preparedness across state agencies, their employees and customers.

• Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

• The BOA will be prepared to act in the interest of the citezens of the Commonwealth and its infrastructure during emergency situations by actively planning and training both as an agency and as individuals.
  Objective Strategies

  • The agency Emergency Coordination Officer will stay in continuous communication with the Office of Commonwealth Preparedness and the Virginia Department of Emergency Management.

  Objective Measures

  • Agency Continuity of Operations Plan COOP Assesment Score
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Measure Baseline Value:

    Date:

    Measure Baseline Description: 2007 COOP Assessment Results (% out of 100)

    Measure Target Value:

    Date:

    Measure Target Description: Minimum of 75% or, if at 75%, increase the average by 5% each year

    Data Source and Calculation: The COOP Assessment Review is a 24 component assessment tool that helps measure the viability of a COOP plan.

The Virginia Performs Management Scorecard program serves as a common gauge of agency operations.

• Be recognized as the best-managed state in the nation.

• To ensure that resources are used efficiently and programs are managed effectively, and in a manner consistent with applicable state and federal requirements.
  Objective Measures

  • Percent of scorecard categories marked as "meets expectations" for the agency
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    Date:

    Measure Baseline Description: The 2007 score of the agency

    Measure Target Value:

    90

    Date:

    6/30/2010

    Measure Target Description: Score 90% or above on the Management Scorecard

    Data Source and Calculation: The Management Scorecard grades agencies on six criteria. Take the number of cases where your agency scored “Meets Expectations” and divide by six. For example, if your agency “Meets Expectation” in four cases, and “Needs Improvement” in two, divide four by six, to receive a score of 67.7%. This number will serve as your agency’s baseline as we head into the new biennium.

• Factors Impacting the Products and/or Services:
  The Administrative Process Act has a significant impact on both the adjudication of complaint cases and promulgation of regulations.
  
  The frequent changes in the Information Systems technology area including state policy and operations, hardware and software capabilities and increased costs of agency IT transformation could negatively impact services.
  
  Also, the cost of increasing security to ensure the Board's staff and its IS technology customer-related programs could also impact services.
• Anticipated Changes to the Products and/or Services
  Board of Accountancy staff has initiated a reengineering and automation activity that will "overhaul" all existing core business functions in the Peer Review, CPE, Enforcement, and Licensing service areas. As part of this activity, staff intends to establish an automated, historical CPA-database, "warehouse," (SQL application-specific) where all records pertaining to those licensed by the Virginia Board will be available to staff, online, from their desktop versus several independent paper files and inaccessible database applications.
  
  A web-based, online version (the CPA Profile) will be made available to regulant licensee providing them quick access to records (licensee-specific only) maintained by the Board. This online CPA Profile was submitted to the Governor as a performance measure, and is scheduled to be implemented by the end of FY08 (July 2008).
  
  Board staff began this activity in the third quarter of FY07 by procuring the necessary hardware (a mid-range production scanner), "intelligent" imaging software, and the needed programming services. Currently, the software has been programmed to capture a portion of existing historical records, and staff has begun scanning. All internal, independent databases will eventually be incorporated into the historical database. However, this is not the activity in its' entirety.
  
  There are many complex facets to the regulatory license process. These include exam and license application tracking, issuance and renewal of licenses, testing, and license type monitoring, enforcement, CPE and Peer Review; each is dependent on the timely receipt and dissemination of information. As the only reasonable, cost and time effecitve solution, BOA has determined that implementeing an existing soultion is the only viable means of reducing the potential negative impacts of possible application (current) failure.
  
  Systems Automation (SA), Inc., (a vendor currently on state contract) offers a regulatory licensing software solution most compatible with the Virginia Board of Accountancy functions and business processes. The SA MyLicense Suite solution has been implemented in several other national State Boards of Accountancy with much success. A Virginia BOA representative has spoken directly with other state representatives employing the solution and has determined their level of confidence in the product. Also, several Virginia state agencies also currently employ the SA product solution and, BOA has determined their level of satisfaction with the product. SA has demonstrated a unique, in-depth understanding of regulatory licensing requirements through extensive delivery of integrated solutions that support regulatory agencies. BOA staff has also determined the compatibility of the solution capabilities with BOA current business function needs. An onsite demonstration of the product has been conducted involving all affected BOA users, and it has been concluded that the solution, as-is (off the shelf), will meet 100% of BOA current functional licensing needs. Implementation is targeted for mid-November 2008.
  
  Board staff anticipates numerous agency and customer benefits such as increased customer service delivery and staff productivity, decreased processing time, greater performance tracking and heightened traceability, and of course, operational cost savings.
  
  This is proposed in an effort to reduce or stop escalating administrative costs to candidates and to ensure excellent customer service.
• Listing of Products and/or Services
  • BOA Board Operations: • The Board promulgates regulations that establish entry requirements, including education, examination, and licensure, essential to determine that an individual is minimally competent to practice as a CPA in Virginia. It also establishes requirements for registration of CPA firms. It develops policy for Board operation. Board Office Operations: • Education/Examination - assesses education and other qualifications for licensure and determines eligibility to take the CPA Examination. • Licensing - determines eligibility to be licensed as a CPA or registered as a CPA firm. • Enforcement - receives, investigates and adjudicates complaints regarding the professional practice by CPAs and CPA firms. Manage the Alternative Dispute Resolution program (mediation). • Administration - prepares budget and monitors financial statements, procures good and services, and provides personnel/payroll services. Manages IT development, board administration, public relations, and management analysis. Manages legislative and regulatory programs.