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Choosing a successor.


The search for a suitable person to take over your practice may not be easy. It takes time to find a practitioner practitioner /prac·ti·tion·er/ (prak-tish´un-er) one who has met the requirements of and is engaged in the practice of medicine, dentistry, or nursing.

nurse practitioner  see under nurse.
 or firm whose operating philosophy and general management style are compatible with your own, and it is best that the successor 1. SuccessoR - A language for distributed computing derived from SR.

["SuccessoR: Refinements to SR", R.A. Olsson et al, TR 84-3, U Arizona 1984].
2. successor - daughter
 have a sound reputation, be competent Possessing the necessary reasoning abilities or legal qualifications; qualified; capable; sufficient.

A court is competent if it has been given jurisdiction, by statute or constitution, to hear particular types of lawsuits.
, ethical eth·i·cal
adj.
1. Of, relating to, or dealing with ethics.

2. Being in accordance with the accepted principles of right and wrong that govern the conduct of a profession.
 and can buy your practice without becoming overburdened o·ver·bur·den  
tr.v. o·ver·bur·dened, o·ver·bur·den·ing, o·ver·bur·dens
1. To burden with too much weight; overload.

2. To subject to an excessive burden or strain; overtax.

n.
1.
. Here are some very important qualifications you should look for in the person or firm with whom you choose to enter into a practice continuation continuation - continuation passing style  agreement.

PERSONAL QUALIFICATIONS

* Has organizational and planning skills.

* Properly monitors and controls engagements.

* Is technology minded.

* Has a good client satisfaction record.

* Can train and develop staff.

* Can generate fees and has knowledge of the value of the firm's services.

* Maintains professional responsibility.

* Shows leadership within the firm.

* Has good oral and written presentation skills.

* Has good relationships with colleagues and clients.

FIRM QUALIFICATIONS

* Recently underwent a peer review.

* Ensures firm personnel maintain a professional appearance.

* Has a good firm image.

* Exhibits good growth potential.

* Staff exhibits mixture of personality-types and various levels of expertise.

* Fees are billed and collected on a timely basis.

* Principals and staff are recognized as community leaders.

* New clients are brought in from personal contacts.

* Staff shows professional participation and leadership.
COPYRIGHT 1998 American Institute of CPA's
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 1998, Gale Group. All rights reserved. Gale Group is a Thomson Corporation Company.

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Title Annotation:checklist
Publication:Journal of Accountancy
Article Type:Brief Article
Date:Jan 1, 1998
Words:209
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