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Topic 3: CFP Board s Financial Planning Practice Standards - 9 (3) Appeals must be made within 30 calendar days after notice of the order is sent to the CFP Board designee, or such order shall be nal Staff counsel maintains a central of ce for the ling of requests for the investigation of CFP Board designee conduct, for the coordination of such investigations, for the administration of all disciplinary enforcement proceedings carried out pursuant to these procedures, for the prosecution of charges of wrongdoing against CFP Board designees pursuant to these procedures, and for the performance of such other duties as are designated by the Board or the Chief Executive Of cer of CFP Board Grounds for discipline (1) Any act or omission that violates the provisions of the Code of Ethics (2) Any act or omission that fails to comply with the Practice Standards (3) Any act or omission that violates the criminal laws of any state or of the United States or of any province, territory, or jurisdiction of any other country (4) Any act that is the proper basis for professional suspension (5) Failure to respond to a request by the Board, without good cause shown (6) Any false or misleading statement made to CFP Board Forms of discipline (1) No action In cases where no grounds for discipline have been established, the Board may dismiss the matter either as being without merit or with a cautionary letter (2) Continuing education The Board has the right to require CFP Board designees to complete additional continuing education or other remedial work (3) Private censure The Board may order private censure of a CFP Board designee (ie, an unpublished written reproach mailed by the Board to a censured CFP Board designee) (4) Public Letter of Admonition The Board may order that a Letter of Admonition be ssued against a CFP Board designee (ie, a publishable written reproach of the CFP Board designee s behavior) (5) Suspension The Board may order suspension for a speci ed period of time, not to exceed ve years, for those individuals it deems can be rehabilitated CFP Board designees receiving a suspension may qualify for reinstatement to use the marks (6) Revocation The Board may order permanent revocation of a CFP Board designee s right to use the marks Revocation is permanent Investigation The CFP Board designee shall have 20 calendar days from the date of notice of the investigation to le a written response to the allegations with the Board (1) No response The matter shall be referred to the Hearing Panel (2) Response A report is submitted to the Inquiry Panel.

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Automation can be a friend in sorting out the truth However, automation can propagate damage when it is not managed properly Information technologists will point to the middleware and enterprise services as being different between what we suggest as smart data versus the norm Smart data leverages metadata and open standards and introduces semantic mediation to produce an interoperable mechanism for data exchange that is independent from hard coded and brittle standard interfaces Smart data advances more cost-effective data exchange and business transacting as a result Who would resist change The answer is that most certainly the vendors that have vested interest in the status quo, and they are considerable in size and number Strong customer enterprise executive leadership is essential to free the grip from legacy practices and infrastructure What does a smart data environment look like (Can one tell the difference ) The information systems skill set and infrastructure for a smart data environment is different from the as-is state The differences will appear in the organization chart, job skills, and corresponding spreadsheet as well as the introduction of performance standards that reinforce proactive support for executives A principal analyst function will accompany the support system to provide customized response capability How does it perform differently from other data Smart data strategy enables accurate data exchange and robust actionable data to support executive management t does this in an open and interoperable environment characterized by high collaboration among participants At what does the smart data strategy take aim Otherwise, what is the enemy Can the enemy be the absence of data strategy Can the enemy be de cient data strategy and technically de cient methodologies for data management and exchange Before we direct the ght, we have much more to discuss Our proposed technical solution builds on the IEEE description below; however, leaping to the technical approach requires much greater understanding by senior executives about needs, problems, and requirements as well as the business case Therefore tuck this away as it is intended for executive note and review (but for the exceptional executive in pursuit of technological advantage a deeper understanding may be desired) Observe also that this early description appeared in 1991 There has been much iteration during the 19 years since, which indicates that the approach and smart data strategy required signi cant development and maturity before only now being employed as a practical and much needed solution It is in the search engines that we see rigorous application of semantic mediation, for instance, in what is called natural language processing Google, Lexxe, and Powerset (a Microsoft acquisition) are examples They address unstructured data interpretation problems for which applications are here and now.

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to a lm print held by the producer or distributor or authorization for the customer to order a lm laboratory to make the lm immediately and unconditionally available for the customer s use known as a lab access letter If the lm is complete and available for immediate delivery, the requirement for delivery has been met A licensing arrangement may require a producer or distributor to change the lm signi cantly after it is rst available to a customer If so, revenue should be reported only after those changes are made Signi cant changes are additive to the lm, that is, the producer or distributor is required to create new or additional content, for example, by reshooting a scene or creating additional special effects Insertion or addition of preexisting lm footage, adding dubbing or subtitles, removing offensive language, reformatting to t a broadcaster s screen dimensions, and adjustments to allow for the insertion of commercials are examples of insigni cant changes in this sense Costs incurred for signi cant changes should be added to lm costs (discussed below) and later reported as expense when the related revenue is reported Costs expected to be incurred for insigni cant changes should be accrued and reported as expense if revenue is reported before those costs are incurred (iii) Availability The imposition of a street date, the initial date on which home video products may be sold or rented, de nes the date on which a customer s exploitation rights begin The producer or distributor should report revenue no sooner than that date If con icting agreements place restrictions on the initial exploitation, exhibition, or sale of a lm by a customer in a particular territory or market, the producer or distributor should report revenue no sooner than the date the restrictions lapse (iv) Fixed or Determinable Fee A fee based on a licensing arrangement for a single lm that provides for a at fee is considered xed and determinable, and the producer or distributor should report it as revenue when the other conditions for reporting revenue have been met A at fee payable on multiple lms, including lms not yet completed, should be allocated to each individual lm, by market and territory, based on relative fair values of the rights to exploit each lm under the arrangement Allocations to lms not yet completed should be based on the amounts refundable if the producer or distributor does not complete and deliver the lms The allocations should not be adjusted later The producer or distributor should report as revenue the amount allocated to an individual lm when all of the conditions for reporting revenue have been met for the lm by market and territory If the producer or distributor cannot determine the relative fair values, the fee is not xed or determinable and the producer or distributor should report revenue no sooner than it can determine them Quoted market prices are usually not available to determine fair value for this purpose The producer should estimate the fair value of a lm by using the best information available in the circumstances, with the objective to arrive at an amount it believes it would have received had the arrangement granted the same rights to the lm separately A discounted cash ow model may be used, in conformity with paragraphs 39 71 of FASB Statement of Concepts No 7, which provide guidance on the traditional and expected cash ow approaches The rights granted for the lm under the arrangement, such as the length of the license period and limitations on the method, timing, or frequency of exploitation, should be observed The fee may be based on a percentage of the customer s revenue from exhibition or other exploitation of a lm variable fee The producer or distributor should report revenue as the customer exhibits or exploits the lm if the other conditions for reporting revenue have been met If the customer guarantees and pays or agrees to pay the producer or distributor a nonrefundable minimum amount applied against a variable fee on lms that are not cross-collateralized part of an arrangement in which the exploitation results for multiple lms are aggregated the producer or distributor should report the minimum guaranteed amount as revenue when all the other conditions for revenue reporting have been met If they are cross-collateralized, the minimum guarantee for each lm cannot be objectively determined and should be reported as revenue as the customer exhibits or exploits the lm if all the other conditions for reporting revenue have been met.

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