About Shelley & Shelley, CPA, PA
Principals
Shelley & Shelley, CPA, PA is comprised of two Principals; Rose P. and John A. Shelley, both graduates of The Florida State University “College of Business” in 1979. Rose went on to obtain her Post Baccalaureate Education Requirement from Stetson University. After acquiring accounting experience in both regional and international accounting firms, they opened their office in 1987. The office location of Shelley & Shelley CPA PA was originally in downtown Daytona Beach, Florida and in 2005 later relocated to the nearby City of Port Orange. The Firm is a member of AICPA, the American Institute of Certified Public Accountants, and FICPA, the Florida Institute of Certified Public Accountants. The Firm follows applicable peer review guidelines and utilizes the information resources provided by these organizations.
Effective January 2013 the accounting practices of Hewitt J. Dupont, CPA, PL and Shelley & Shelley, CPA, PA merged. Hewitt is a 1972 graduate of The Florida State University College of Business. His tax and accounting experience began in 1970 with a local Tallahassee CPA Firm. In 1975 he relocated to Volusia County, Florida to join a CPA firm in Daytona Beach, subsequently founding his own accounting firm in 1982. In addition to membership in the American and Florida Institute of Certified Public Accountants, Hewitt is member in the Private Company Practice Section (PCPS) of the AICPA.
Expertise
We offer accounting and reporting services to a wide variety of entity types including: Estate, Trusts, Businesses, Individuals and Not-for-Profits. The type services include Tax Planning, Tax Preparation, Payroll Services, Business Consultation and Accounting.
Your CPA News
by Brenda Morris, CPA
Managing people is not a science. Not everything can be learned from a book, and sometimes, you just have to find what works for you and your staff. I have managed a large number of people over the years and I have learned - mostly through trial and error - what not to do as a supervisor. Below are five things I've learned you should never do when managing.. I hope they can serve as guidance to help you become a better supervisor.
Five Things a Boss Should Never Do
Micro-manage.
You hired your employees because you felt they were competent enough to do their job, so let them do it. Do not tell your team how to do their work over and over again. Trust them, and only step in when you see the task or project is in jeopardy.
Constantly re-prioritize.
Assigning different priority levels to projects too often can make you look as if you can't manage what is important. Doing this can also cause lots of frustration among staff. Be sure you and your team are managing projects using a status report. Every item on the report should be discussed and well thought out before being prioritized.
Lose your temper.
No matter how angry or frustrated you are, do not lose your temper. It demonstrates immature behavior and can cost you your staff's respect. Instead, take some deep breaths―remove yourself from the situation if needed - until you can regain your composure. Then, sit down and discuss the problem. If your frustration stemmed from the behavior of a member of your team, when possible, take the opportunity to create a teaching moment. Don't put yourself in a position to look back with regret because you lost your temper.
Set unreasonable expectations.
I tend to forget the effort it used to take me to do certain projects or tasks that I haven't performed in years. To make sure I don't set unrealistic expectations, I meet with my team routinely. We set priorities and discuss project timelines, so everyone understands and agrees on the milestones. Good communication upfront will help everyone manage expectations.
Avoid making decisions.
Addressing a performance issue, reevaluating a project that has become unnecessary, or has lost its luster, making an important decision or admitting you were wrong; all of these situations require a decision. You're the boss, but you're not perfect. You will make mistakes and you will make poor decisions, but you need to make them.
by Bill Smith
Creating a tax plan for your future is important. You should seek out the advice of a licensed tax professional, such as a Certified Public Accountant or an Enrolled Agent.
Find an accountant who specializes in your tax or business issues. Special circumstances include living outside the United States, day trading in the stock market, or owning a small business.
You should take some time to focus on exactly what you need your CPA to do. Here are some common situations:
1. Your tax situation is pretty complex, and you need specialized advice and tips.
2. You would like to pay as little taxes as possible, and need detailed planning and advice.
3. You are facing a tax problem, such as filing back taxes, paying off a tax debt, or fighting an IRS audit.
4. You run a business, invest in the stock market, own rental property, or live outside the United States.
Local, independent accounting firms specialize in the tax needs of individuals and small businesses in their neighborhood, and are usually well versed in local, state and national tax regulations.
