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X-WR-CALDESC:Events for ICPAK
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TZID:Europe/Moscow
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TZOFFSETFROM:+0300
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DTSTART:20260101T000000
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BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260415T160000
DTEND;TZID=Europe/Moscow:20260415T180000
DTSTAMP:20260924T050209
CREATED:20260102T172148Z
LAST-MODIFIED:20260408T080901Z
UID:10003300-1776268800-1776276000@www.icpak.com
SUMMARY:Evening Networking Forum-Mental Health (Physical Option)
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under the Accountants Act\, Laws of Kenya) \nEvening Networking Forum- Mental Health\nTheme- Strengthening Wellbeing\, Resilience\, and Professional Performance Through Mental Health Awareness\nTime: 04pm-06pm\nDate: 15th April 2026\nVenue- ICPAK Auditorium\, CPA Centre \nOverview: \nMental health has emerged as a central pillar of professional effectiveness\, resilience\, and sustainable performance. For accountants\, auditors\, finance professionals\, and business leaders\, mental health awareness is critical in navigating high-pressure environments\, tight deadlines\, regulatory scrutiny\, and stakeholder expectations. It encompasses the ability to recognize\, understand\, and manage one’s own mental and emotional wellbeing\, while also fostering supportive relationships and healthy work environments. \nA strong foundation in mental health awareness enhances self-care\, stress management\, emotional regulation\, and resilience. Professionals equipped with these skills are better able to maintain focus\, make sound decisions under pressure\, manage work-related stress\, and engage constructively with colleagues\, clients\, and stakeholders. Recognizing early warning signs\, developing coping strategies\, and accessing support are vital competencies that enable individuals and teams to thrive\, even in high-stakes professional contexts. \nOrganizations and professional environments that prioritize mental health see tangible benefits in performance\, collaboration\, and innovation. Teams with mentally healthy work cultures demonstrate higher engagement\, psychological safety\, accountability\, and adaptive capacity. Leaders who model and promote mental wellbeing create environments where individuals feel supported\, empowered\, and motivated to contribute meaningfully. As professional workplaces contend with long hours\, complex client demands\, and remote or hybrid work dynamics\, mental health awareness has become essential for sustainable professional growth and organizational resilience. \nThis Evening Networking Forum offers participants an opportunity to deepen their understanding of mental health while engaging in a physical\, interactive setting. Through guided discussions\, scenario-based activities\, and practical exercises\, participants will explore strategies to manage stress\, maintain resilience\, and support colleagues’ mental wellbeing. The session blends learning with networking\, allowing participants to practice insights in real interpersonal interactions in a supportive environment. \nA practical component\, The Mental Health Mirror\, enables participants to reflect on personal stress triggers\, coping mechanisms\, and behavioral patterns that affect wellbeing. Peer-based exercises reinforce understanding\, encourage empathy\, and provide a safe space to practice stress management and self-care strategies while receiving constructive feedback. \nIn recognition of the importance of mental health in professional performance and leadership effectiveness\, the Institute of Certified Public Accountants of Kenya (ICPAK) has organized this Evening Networking Forum. The session is designed to inspire self-awareness\, promote resilience\, and empower participants to integrate mental health strategies into their professional and personal lives. \nThe forum is designed to cover the following areas: \n\nFoundations of Mental Health for Professionals\nMental Health and Professional Effectiveness\nThe Mental Health Mirror: Guided Self-Reflection and Practical Application\nApplying Mental Health Awareness in Real Workplace Scenarios\nNetworking with Mental Health Awareness\n\nTarget Audience: \nThis forum is designed for professionals from all industries and experience levels who are looking to improve their ability to manage stress and build resilience in their careers \nContinuous Professional Development Units (CPD Units): \nMembers of ICPAK and reciprocating professional bodies will be awarded 2 CPD Units upon successfully attending and participating in the forum. \nFinancial Commitment: \nThe workshop charges are Kes. 2\,000. Charges will cater for the forum fees\, learning materials\, and e-certificates of attendance \nOnline Booking: \nWe call on Webinar participants to note that booking is available only online at www.icpak.com/events and will close two hours before the training session.  Delegates are reminded to note that online booking for training sessions is MANDATORY.   This is available either online at www.icpak.com/events  or on the ICPAK Live – A smart phone-based application that is available from google store. \nNational Industrial Training Authority (NITA) Reimbursement: \nThe Institute is registered as a trainer with National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website (www.nita.go.ke) \nFurther requests can be channeled to us via telephone calls on +254 719 074 100\,  or via email to marketing@icpak.com. \nWe encourage members to regularly visit our website https://www.icpak.com for updates.
URL:https://www.icpak.com/event/evening-networking-forum-mental-health/
LOCATION:ICPAK Auditorium\, CPA Centre\, Nairobi
CATEGORIES:Local Seminars
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260413T090000
DTEND;TZID=Europe/Moscow:20260417T153000
DTSTAMP:20260924T050209
CREATED:20251226T102232Z
LAST-MODIFIED:20251226T105935Z
UID:10003276-1776070800-1776439800@www.icpak.com
SUMMARY:PRACTICAL ETHICS AND COMPLIANCE SEMINAR 2026 Mandatory training
DESCRIPTION:THE INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under the Accountant Act\, Laws of Kenya) \nPRACTICAL ETHICS AND COMPLIANCE SEMINAR\nTheme: Enhancing professionalism and personal values for professional accountants\nDate: 13th – 17th April 2026\nTime: 9 am – 4 pm\nVenue: Enashipai\, Naivasha. \nThis is one of the mandatory trainings for Practicing Certificate consideration \nOVERVIEW \nAt its simplest\, ethics is a system of moral principles or rules that say what is and what is not acceptable. Ethics are largely described as the principles that guide a person’s behaviour while undertaking day to day activities. Occasionally\, in certain jurisdictions some ethical values get enacted as laws. Governing laws are structured rules utilized to govern a society whereas ethics are a set of moral values an individual establishes. Ethical behaviours apply to any employee\, team leader or supervisor. They should display a behaviour that is honest and fair in their relationship with their co-workers and clients. A culture of ethical businesses is vital to the success of any business. \nA leader who personifies ethical behaviour will be fair in all situations. In turn\, employees will trust their leadership team and aid in achievement of the organizational goals. Ethical behaviour includes honesty\, integrity\, fairness and a host of other positive traits. Businesses are expected to act in an ethically responsible manner\, carrying out its activities in a legal manner even when the business has nothing to benefit from being ethical. Professional ethics provides a means to solve certain ethical problems related to a particular profession. Professional ethics contain the ideals that govern the conduct of a professional or a group of them. This means that an ethical business will act in a socially responsible way\, doing what is right even if it is not required to do so by legislation or regulation\, and regardless of the impact it might have on profits. Professionals are required to practice reasonable\, responsible and transparent behaviour that consciously avoids harmful actions by embodying high ethical standards. \nProfessional ethics in business is paramount and more so in the accounting profession where the end user of information and services has to place trust in the professionals. Professional accountants are constantly faced with ethical dilemmas such as lack of independence in practice\, conflict of interest\, falsified financial reports\, and facilitating or receiving bribes etc however they are required to carry out their roles in a rational\, accountable and transparent manner by upholding high ethical standards to avoid unethical actions. \nConsequently\, the rise in ethical issues all over the world means that all professionals contribute to at least a percentage and even the most properly regulated professional bodies globally have developed a set of standards that have to be adhered to by the members. This explains the need for professional ethics and their application for members. It is in this context Institute has organized a two-day virtual workshop to explore the ethical considerations which are practically applicable in the workplace and as expected professionally. \nThe International Ethics Standards Board for Accountants (IESBA) develops and promotes the International Code of Ethics for Professional Accountants (including International Independence Standards). The IESBA also supports debate on issues related to accounting ethics and auditor independence. In 2018\, the IESBA issued a revised and restructured Code which came into effect in June 2019. The revised and restructured Code includes many substantive revisions\, including in relation to non-compliance with laws and regulations (NOCLAR). The 2018 version of the Code makes it clear that professional accountant\, in whatever capacity they are engaged\, cannot turn a blind eye to NOCLAR. The provisions in the Code\, including NOCLAR guide ethical behavior and help professional accountants uphold their responsibility to act in the public interest. The IESBA Code also includes a principles-based definition of what constitutes a network. The definition covers the way a group of companies operate and present themselves and is consistent with the Statutory Audit Directive. \nAll accountants are expected to subscribe to this code of ethics. With the growing necessity for patriotic and nationalistic individuals to step up to lead the country in every sector that they are involved in\, it is in this recognition that the Institute has organized for the Practical Ethics and Compliance Seminar to address: \nTOPICS \n\nOverview of the Code of Ethics for Professional Accountants-Practical Application of International Code of Ethics for Professional Accountants\nImportant ethical requirements that professional accountants should keep in mind:\n\n\nResponsibilities\nPublic Interest\nIntegrity\nObjectivity and Independence\nDue Care\nScope and Nature of Services\n\n\nEthical dilemmas for professional accountants in public and private sectors\nProfessional Ethics in Practice – Considerations for the Accountant\, personal values and ethical conduct for the professional accountant\nThe Corruption Challenge in Kenya and Ethical Perspectives-Lessons from the EACC on ethics for professionals and the fight against corruption\nAssessing the true cost of corruption and unethical behavior to the business\nPersonal values and ethical conduct for the professional accountant\nProfessional Misconduct and the Ethical Link – Insights from the ICPAK Disciplinary Committee\nBuilding an Ethical Organization and Capability Among Professionals\nRole of the accountant in sustainable governance\nEthical issues in the workplace/business\nEmerging issues and trends on ethics\, risk\, and reporting\nBroader view of board diversity to include ethnicity and race\nSetting up an effective internal controls’ framework in support of organizational ethics and integrity\nOrganisational Culture and its impact on ethics for professionals: Effective tone at the top in setting the right culture\nEthics and Leadership\n\n\nAccounting Professionals as an ethical role model and guardian of integrity\nIntegrating integrity into business strategy and corporate culture\nMobilizing people to make a positive change in the world and promote public values\nPractical approaches of reducing corporate failures\n\n\nDeveloping resilience- Mental health for professionals\n\nFINANCIAL COMMITMENT: \n\n\n\nCategory\nCharges Physical \n\n\nAssociate Members\nKes 54\,000 per Delegate\n\n\nFull Members\nKes. 59\,000 per Delegate\n\n\nNon-Member\nKes. 64\,000 per Delegate\n\n\nAccommodation\nDelegates are advised to make own travel and accommodation arrangements\n\n\n\n**Charges will cater for daytime meals\, conference giveaways\, learning materials\, and certificates of attendance.  \nCONTINUOUS PROFESSIONAL DEVELOPMENT UNITS \nMembers of ICPAK and other reciprocating professional bodies will earn 20 Structured CPD points upon successfully attending the 2026 Practical Ethics & Compliance Seminar. \nNATIONAL INDUSTRIAL TRAINING AUTHORITY (NITA) REIMBURSEMENT \nThe Institute is registered as a trainer with National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website (www.nita.go.ke). \nFurther requests can be channeled to us via telephone calls on\, +254 719 074 100\,  or via email to marketing@icpak.com \nWe encourage members to regularly visit our website https://www.icpak.com for updates.
URL:https://www.icpak.com/event/practical-ethics-and-compliance-seminar-2026-mandatory-training/
LOCATION:Enashipai Resort & Spa\, Naivasha\, 00100\, Kenya
CATEGORIES:Local Seminars,Mandatory Trainings
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260413T090000
DTEND;TZID=Europe/Moscow:20260417T153000
DTSTAMP:20260924T050209
CREATED:20251222T193250Z
LAST-MODIFIED:20251222T194053Z
UID:10003258-1776070800-1776439800@www.icpak.com
SUMMARY:THE 9TH BOARD MASTERCLASS
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under Accountants Act\, Laws of Kenya) \nTHE 9TH BOARD MASTERCLASS\nTheme: Agile and Future-Ready Boards: Driving Value\, Resilience\, and Strategic Leadership\nDATE: 13TH – 17TH APRIL 2026\nTIME: 09.00AM-03.30PM\nVENUE: SAROVA WHITESANDS BEACH RESORT & SPA\, MOMBASA \nOVERVIEW \nBoards of directors are the ultimate custodians of an organization’s purpose\, mission\, and long-term value creation. They carry the responsibility of guiding institutions through complex and often unpredictable environments while ensuring that stakeholder trust\, public accountability\, and organizational integrity are upheld. In today’s fast-evolving landscape\, boards are confronted with unprecedented pressures that range from technological disruption\, rapid digitization\, and market volatility to regulatory shifts\, ESG imperatives\, climate-related risks\, geopolitical instability\, and heightened expectations from investors\, regulators\, and the public for transparency\, accountability\, and sustainable impact. \nThe ability to respond effectively to these multidimensional pressures requires more than technical expertise; it calls for strategic foresight\, adaptive leadership\, emotional intelligence\, and a profound understanding of governance dynamics. Board members must make informed\, forward-looking decisions while simultaneously fostering alignment\, collaboration\, and cohesion among diverse stakeholders within and outside the boardroom. \nThe role of the board chair has never been more critical. Chairs are tasked with orchestrating the board’s overall effectiveness\, navigating the interplay of diverse personalities\, resolving conflicts\, and ensuring that governance processes are executed efficiently and transparently. They must cultivate strong\, productive relationships with the CEO\, Board Secretary\, and management team while ensuring that directors collectively exercise their fiduciary duties to the highest standard. The effectiveness of the chair in balancing the contributions of both first-time and experienced directors can significantly influence board culture\, decision-making quality\, and organizational performance. Similarly\, boards must actively work to establish a culture of trust\, accountability\, and continuous learning\, while ensuring that strategic priorities are translated into actionable outcomes for the organization. \nThe 21st-century boardroom is no longer a ceremonial space reserved for quarterly reviews or compliance reporting. It has evolved into a dynamic and strategic arena where governance\, strategy\, risk management\, and stakeholder engagement converge. Directors are expected to cultivate agility\, enabling them to anticipate change\, respond effectively in real time\, and make decisions under uncertainty. Agile boards are characterized by their ability to embrace diversity of thought\, encourage psychological safety\, promote constructive dissent\, and challenge entrenched assumptions. They are courageous and innovative\, willing to rethink strategy\, disrupt legacy processes\, and lead organizational transformation while maintaining focus on long-term sustainability. In this environment\, boards that fail to adapt risk falling behind\, as stakeholders increasingly demand evidence of proactive leadership\, ethical decision-making\, and measurable organizational impact. \nSustainability and ESG considerations have transitioned from peripheral topics to central elements of board responsibility. Directors are expected to oversee climate action\, social initiatives\, ethical conduct\, and integrated reporting with the same rigor traditionally applied to financial oversight. Boards must ensure that ESG strategies are aligned with organizational objectives\, embedded into decision-making frameworks\, and communicated transparently to stakeholders. In parallel\, the rapid advancement of technology has transformed how boards operate. Digital intelligence—including AI\, data governance\, cybersecurity\, and emerging tech—requires directors to be well-versed in tech-driven risks and opportunities\, enabling them to provide strategic oversight of digital transformation initiatives. The convergence of ESG\, technological innovation\, and governance demands that boards operate with both strategic acumen and operational insight to safeguard the organization’s long-term viability. \nThe 9th Board Masterclass is designed to equip both new and experienced directors with the mindset\, knowledge\, and practical tools necessary to lead high-performing\, resilient\, and future-ready boards. Over five days\, participants will engage in expert-led sessions\, case studies\, interactive simulations\, and peer learning\, exploring contemporary topics including board leadership\, culture\, performance\, risk governance\, sustainability\, digital transformation\, and strategic foresight. Beyond technical and strategic competencies\, the Masterclass emphasizes the human dimensions of governance—interpersonal dynamics\, leadership styles\, conflict resolution\, and cultural factors that influence boardroom effectiveness. Participants will also gain insights into practical approaches for fostering inclusive\, adaptive\, and agile boards capable of responding to change while maintaining ethical standards and public trust. \nBy the conclusion of this Masterclass\, participants will have developed the knowledge\, skills\, and confidence to make informed strategic decisions\, foster board cohesion\, champion ESG and digital initiatives\, and lead with integrity\, foresight\, and resilience. The program serves not only as a comprehensive learning experience but also as a leadership retreat and strategic reset. It challenges boards to reflect on their current practices\, anticipate emerging trends\, and adopt governance approaches that maximize value\, enhance organizational resilience\, and ensure sustainable impact in an increasingly complex and interconnected world. \nLEARNING OBJECTIVES: \nThis program is divided into the following five modules covering the various aspects of Board Competence: \n\n\n\nDAY\nMODULE\nTOPICS\nKEY AREAS TO BE COVERED\n\n\n\n\nDAY 1\nA.   Strategic Board Leadership\n1. Purpose-Driven Governance\n2. Board Chair Roles and Responsibilities\n3. Board and CEO/Management Dynamics\n4. Board Decision-Making Styles\n5. Case Studies & Lessons from Exemplary Boards\n1. Attributes of an effective board chair\n2. Leading with purpose\, values\, and strategic clarity\n3. Navigating complex boardroom dynamics and interpersonal tensions\n4. Role of the CEO and Board Secretary in supporting governance\n5. Common pitfalls and lessons from successful board leadership\n6. Board decision-making frameworks\, consensus-building\, and collaborative governance\n7. Applying lessons from real-life case studies to enhance leadership effectiveness\n\n\nDAY 2\nB.   ESG\, Ethics & Stakeholder Engagement\n1. ESG Integration and Oversight\n2. Ethical Governance and Compliance\n3. Stakeholder Mapping and Engagement\n4. Sustainability Reporting\n5. Social Responsibility & Impact Measurement\n1. ESG as a board-level strategic imperative\n2. Ethics\, integrity\, and regulatory alignment in board decisions\n3. Engaging diverse stakeholders for long-term value\n4. Board responsibility in sustainability disclosures and impact measurement\n5. Evaluating social impact and ethical outcomes of board decisions\n6. Setting frameworks for transparent ESG reporting and monitoring performance\n7. Linking ESG initiatives to organizational strategy and long-term sustainability\n\n\nDAY 3\nC.   Digital Intelligence & Risk Governance\n1. AI\, Data & Digital Governance\n2. Cybersecurity Oversight\n3. Risk Appetite and Resilience Planning\n4. Scenario-Based Risk Simulation\n5. Emerging Technology & Innovation Oversight\n1. Board oversight of digital transformation and innovation\n2. Cyber risk\, data ethics\, and digital literacy for directors\n3. Defining and monitoring organizational risk appetite\n4. Building risk-aware cultures and resilience frameworks\n5. Scenario planning and crisis response strategies\n6. Monitoring emerging technologies and understanding their strategic implications\n7. Leveraging data-driven insights to inform board decisions and future readiness\n\n\nDAY 4 \nD.   Board Diversity\, Inclusion & Performance\n1. Inclusive Governance Practices\n2. Board Evaluation and Performance Metrics\n3. Talent Development and Succession Planning\n4. Boardroom Capital\n5. Team Dynamics and Conflict Resolution\n1. Fostering diversity of thought\, background\, and experience\n2. Conducting effective board evaluations and culture health checks\n3. Director development\, onboarding\, and succession strategies\n4. Building boardroom capital and collective accountability\n5. Managing intergenerational and cross-functional board dynamics\n6. Conflict resolution and constructive dissent\n7. Promoting collaboration\, psychological safety\, and team cohesion in the boardroom\n\n\nDAY 5\nE.   Future-Proofing Boards: Strategy\, Innovation & Renewal\n1. The Future-Ready Board\n2. Strategic Foresight and Innovation\n3. Governance Trends and Global Shifts\n4. Continuous Learning and Board Readiness\n5. Scenario Planning & Adaptive Governance\n1. Anticipating emerging governance trends and stakeholder expectations\n2. Embedding innovation and agility into board practices\n3. Aligning board strategy with long-term institutional resilience\n4. Personal development and continuous learning for directors\n5. Applying adaptive governance frameworks for boards to respond to change\n6. Leading transformation initiatives with foresight\n7. Enhancing board adaptability and strategic decision-making for sustainable impact\n\n\n\nTARGET AUDIENCE: \nBoard Members\, Board Chairpersons\, Board Committee Members and Committee Chairpersons\, Board Secretaries\, CEOs\, Senior Management supporting boards and committees\, Aspiring Board Members\, Business Owners\, Academia and Entrepreneurs. \nYOUR INVESTMENT: \nThis Masterclass shall be provided at a cost of KSh.95\,000. \nCONTINUOUS PROFESSIONAL DEVELOPMENT UNITS: \nMembers of ICPAK and other reciprocating professional bodies will earn 20 CPD points upon successfully attending the Master Class. \nONLINE BOOKING: \nWe call on all participants to note that booking is available only online at www.icpak.com/events and will close 24 hours before the training session.  Delegates are reminded to note that online booking for training sessions is MANDATORY and available online at www.icpak.com/events \, you can also reach us through 0719074100 or email us through marketing@icpak.com \nNATIONAL INDUSTRIAL TRAINING AUTHORITY (NITA) REIMBURSEMENT: \nThe Institute is registered as a trainer with National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website  www.nita.go.ke
URL:https://www.icpak.com/event/the-9th-board-masterclass/
LOCATION:Sarova Whitesands Beach Resort and Spa\, Mombasa\, Kenya
CATEGORIES:Local Seminars
GEO:-4.0434771;39.6682065
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260330T090000
DTEND;TZID=Europe/Moscow:20260402T153000
DTSTAMP:20260924T050209
CREATED:20251221T173306Z
LAST-MODIFIED:20260209T090644Z
UID:10003237-1774861200-1775143800@www.icpak.com
SUMMARY:GRANTS MANAGEMENT\, COMPLIANCE AND FINANCIAL REPORTING SEMINAR 2026
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under the Accountants Act\, Laws of Kenya) \nGRANTS MANAGEMENT\, COMPLIANCE & FINANCIAL REPORTING SEMINAR\nDate: 30th March – 2nd April 2026 \nVenue: SAROVA WOODLADS HOTEL\, NAKURU\nTheme: “Strengthening Grants Management and Financial Reporting to Safeguard Donor Confidence” \nOVERVIEW \nThe operational and accountability landscape for Non-Profit Organizations (NPOs) and grant-funded entities is becoming increasingly complex and demanding. Stakeholders\, including donors\, regulators\, beneficiaries\, and the public\, require enhanced transparency\, rigorous compliance\, and comprehensive reporting that goes beyond mere financial numbers to demonstrate impact and sustainability. \nA pivotal development in this environment is the gradual adoption and transition to the International Non-Profit Accounting Standards (INPAS). These standards provide a globally accepted accounting framework tailored specifically for the unique characteristics of not-for-profit entities. Transitioning to INPAS requires NPOs to strengthen their financial management systems\, adopt accrual accounting principles\, improve recognition of assets and liabilities\, and enhance the accuracy and consistency of financial reporting. This transition poses significant challenges\, including revising accounting policies\, training finance teams\, and aligning donor reporting with new standards\, all while maintaining operational continuity and compliance with varying donor requirements. \nIn parallel\, there is growing recognition of the importance of narrative reporting in the nonprofit sector. Donors and stakeholders increasingly seek richer contextual information that links financial inputs to programme outcomes and social impact. Narrative reporting complements financial statements by providing qualitative insights into how funds are utilized to achieve mission objectives\, thereby fostering trust\, accountability\, and informed decision-making. \nEffective budgeting is another cornerstone of sound grants management. Accurate and realistic budgets enable NPOs to allocate resources efficiently\, respond to dynamic programme needs\, and comply with donor restrictions and cost recovery policies. However\, many organizations face challenges in preparing budgets that balance operational realities with donor expectations\, including handling multi-year grants\, exchange rate volatility\, and overhead allocations. \nAdditionally\, the rising global emphasis on Environmental\, Social\, and Governance (ESG) considerations is reshaping how NPOs operate and report. Stakeholders now expect nonprofits to embed ESG principles into their governance\, operational practices\, and reporting frameworks. This includes managing environmental impacts\, promoting social inclusion and equity\, and demonstrating good governance and ethical practices. Integrating ESG into financial and narrative reporting enhances organizational resilience\, donor confidence\, and the overall sustainability of programmes. \nThis seminar aims to equip grants managers\, finance professionals\, programme officers\, and compliance personnel with the knowledge\, skills\, and practical tools to effectively manage grants through the entire lifecycle\, ensure compliance with donor and regulatory requirements\, prepare robust financial and narrative reports\, and integrate ESG considerations into their operations. By addressing the challenges and opportunities presented by INPAS transition\, narrative reporting\, effective budgeting\, and ESG integration\, the seminar supports NPOs to strengthen accountability\, improve audit readiness\, and demonstrate their commitment to transparent\, impactful stewardship of resources. \nAdditionally\, the following topics will be discussed during the sessions: \n\n\n\nDAY\nMODULE\nTOPICS\n\n\nDAY 1\nGrants Landscape & the Grant Lifecycle \n \n·         Fundamentals of Grants Management \n·         Types of grants \n·         Key stages \n·         Roles & responsibilities\n\n\nGrant Agreements\, Terms & Conditions\, and Compliance Obligations\n·         Relationship between actuarial valuation reports and financial statements \n·         Interpreting grant agreements\, annexes and budget lines. \n·         Common restrictive clauses (eligibility\, branding\, procurement rules\, currencies). \n·         Compliance calendars and performance indicators.\n\n\nBudgeting for Grants: From Proposal to Approved Budget\n·         Types of costs: direct vs indirect\, capital vs recurrent\, allocable vs unallowable. \n·         Cost principles\, allocation methods and overheads/indirect cost rates. \n·         Budget revisions and re-forecasting \n \n\n\nDAY 2\nProcurement\, Asset Management & Eligible Costs\n·         Donor procurement rules vs procurement best practice. \n·         Tendering\, supplier selection\, contract management and conflict-of-interest controls. \n·         Capitalisation\, fixed assets register and disposals under donors’ rules. \n \n\n\nINPAS: Purpose\, Scope and Strategic Implications for Kenyan NPOs\n·         Why INPAS was developed and its principal objectives (transparency\, comparability\, credibility). \n·         INPAS’ scope\, relationship to IFRS for SMEs / IFRS / IPSAS and when NPOs should use it. \n·         High-level differences NPOs must anticipate (fund accounting\, narrative reporting\, grant treatment). \n·         Strategic implications for boards\, funders and auditors; setting a sectoral adoption roadmap. \n \n\n\nTransition to INPAS: Practical Steps & Required Disclosures\n·         Transition mechanics: retrospective application\, reconciliation requirements and required narratives. \n·         Preparing the reconciliation of net assets and surplus/deficit to prior framework (checklist). \n·         Handling impracticability and undue cost/effort exemptions (disclosure expectations). \n·         Project plan template: stakeholder map\, data gaps\, timetable and governance for transition \n \n\n\nDAY 3\nFund Accounting & Restricted Funds under INPAS\n·         Core concepts: restricted vs unrestricted funds and fund presentation requirements. \n·         Recognition and measurement of donor-restricted grants and endowments. \n·         Designing fund ledgers\, chart of accounts and disclosures aligned to B8 Fund Accounting. \n·         Practical ledgers and reclassification examples. \n \n\n\nNarrative Reporting: Making Financials Decision-Useful\n·         Minimum narrative components required by INPAS (management commentary / narrative reporting). \n·         Linking narrative reporting to financial statements and programme outcomes. \n·         Materiality\, non-financial KPIs and the user-focus principle in INPAS narrative guidance. \n·         Practical template for an NPO narrative report. \n \n\n\nCompliance and Regulatory Reporting (PBORA focus)\n·         PBO Act\, 2024 & upcoming regulations \n·         Interplay between INPAS financial statements and regulatory returns; common differences. \n·         PBORA reporting obligations\, registration\, and compliance checkpoints. \n·         Reconciling INPAS financial statements to statutory submissions and donor reports. \n·         Practical checklist for avoiding regulatory penalties and improving PBORA liaison.\n\n\nDAY 4\nEffective Budgeting for Non-Profit Organisations\n·         Purpose of budgeting in the NPO context \n·         Types of budgets used by NPOs \n·         Key budgeting challenges in NPOs \n·         Budget preparation best practices \n·         Budget monitoring and control \n·         Role of budgets in donor and regulatory reporting \n \n\n\nESG Considerations for NPOs – Applying IFRS Sustainability Disclosure Concepts\n\n\nWhy ESG and IFRS Sustainability concepts matter for NPOs\nApplying IFRS S1 (General Sustainability-Related Disclosures) in the NPO context\nApplying IFRS S2 (Climate-Related Disclosures) in the NPO context\n\n \n\n\n\n  \nTARGET AUDIENCE \nThe sessions will be beneficial to professional Accountants\, Heads of Finance\, strategy consultants\, academia and other professionals working in the NGO\, NPO sectors and organizations that receive grants.  \nCONTINUOUS PROFESSIONAL DEVELOPMENT UNITS (CPD UNITS): \nMembers of ICPAK and reciprocating professional bodies will be awarded 20 Structured CPD Units upon successful completion of the Seminar. \nFINANCIAL COMMITMENT: \n\n\n\nCategory\nCharges Physical \n\n\nAssociate Members\nKes 40\,000 per Delegate\n\n\nFull Members\nKes. 45\,000 per Delegate\n\n\nNon-Member\nKes. 50\,000 per Delegate\n\n\nAccommodation\nDelegates are advised to make own travel and accommodation arrangements\n\n\n\n**Charges will cater for daytime meals\, conference giveaways\, learning materials\, and certificates of attendance. \nONLINE BOOKING \nRegistration: Delegates are reminded to note that online booking for seminar is mandatory on https://www.icpak.com/event-registration/Online Booking \nWe call on interested participants to note that booking for the event is available online at www.icpak.com  and will close two hours before the training session. Delegates are reminded to note that online booking for training sessions is mandatory. \nNATIONAL INDUSTRIAL TRAINING AUTHORITY (NITA) REIMBURSEMENT \nThe Institute is registered as a trainer with National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the seminar. Further details can be obtained from their website (www.nita.go.ke) \nFurther requests can be channeled to us via telephone calls on +254 719 074 000\,  or via email to marketing@icpak.com
URL:https://www.icpak.com/event/grants-management-compliance-and-financial-reporting-seminar-2026/
LOCATION:Sarova Woodlands Hotel\, Nakuru
CATEGORIES:Local Seminars
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260323T090000
DTEND;TZID=Europe/Moscow:20260327T153000
DTSTAMP:20260924T050209
CREATED:20251221T180110Z
LAST-MODIFIED:20260226T102524Z
UID:10003238-1774256400-1774625400@www.icpak.com
SUMMARY:FINANCIAL REPORTING FOR COUNTY GOVERNMENTS AND OTHER PUBLIC-SECTOR ENTITIES 2026
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under the Accountants Act\, Laws of Kenya) \nFINANCIAL REPORTING FOR COUNTY GOVERNMENTS & OTHER PUBLIC-SECTOR ENTITIES 2026\nDate: 23rd -27th March 2026 \nVenue: Sarova Whitesands Beach Resort\, Mombasa\nTheme: Strengthening Public Sector Accountability through Enhanced Financial Reporting Practices \nOVERVIEW \nHigh-quality financial reporting remains a cornerstone of good governance\, prudent resource management\, and public accountability across County Governments and public-sector institutions. In a context where citizens increasingly demand transparency and evidence-based decision-making\, financial reports must provide a clear\, accurate\, and comprehensive reflection of how public resources have been planned\, allocated\, and utilized. Robust reporting enhances credibility\, supports better oversight\, and enables institutions to demonstrate stewardship over assets\, liabilities\, and public funds. As governance evolves\, financial reporting is no longer a routine administrative function but a strategic tool that directly influences trust\, service delivery\, and institutional legitimacy. \nEffective financial reporting requires more than compiling figures at year-end. It is built on well-structured processes\, a strong internal control environment\, and adherence to established standards such as those issued by the Public Sector Accounting Standards Board (PSASB)\, which align with the International Public Sector Accounting Standards (IPSAS). This includes consistent application of recognition\, measurement\, and disclosure principles; maintenance of reliable asset registers; regular reconciliations; and preparation of budgets that clearly articulate strategic priorities. When executed properly\, these standards enhance comparability across public institutions and strengthen compliance with statutory requirements under the Public Finance Management (PFM) Act and its associated regulations. \nDespite advancements in public financial management reforms\, County Governments and public-sector entities continue to face persistent challenges that undermine the quality of financial statements. These include incomplete asset valuation exercises\, pending bills\, irregular expenditure\, weak documentation\, limited automation\, skills gaps\, and inconsistencies in applying IPSAS-compliant templates. Such challenges contribute to recurring audit queries\, delay in reporting\, reduced fiscal discipline\, and diminished public trust. Addressing these issues requires targeted interventions\, capacity building\, and leadership commitment to improving financial management systems and practices. \nThe public sector now operates in a dynamic environment shaped by evolving regulations\, heightened audit expectations\, technological disruption\, and increased scrutiny from citizens and oversight bodies. Complex issues such as climate-related disclosures\, budget execution pressures\, stalled development projects\, and governance risks demand robust and forward-looking reporting frameworks. County Governments must adopt modern approaches that integrate financial data with risk\, performance\, and service delivery information. Strengthening these linkages ensures that financial reports are not only compliant but also relevant\, insightful\, and aligned with national development agendas. \nFurthermore\, dependence on traditional manual processes exposes entities to errors\, inefficiencies\, and compliance challenges. Emerging digital solutions—including integrated financial management systems (such as IFMIS)\, digital asset registers\, automated reconciliations\, and analytics tools—offer opportunities to enhance accuracy\, timeliness\, and transparency. The adoption of these tools\, supported by trained professionals and sound internal controls\, enables institutions to transition from reactive financial reporting to proactive\, data-driven decision-making. This transformation strengthens accountability\, supports evidence-based budgeting\, and ensures that public resources are managed responsibly. \nIn response to these developments\, the Institute of Certified Public Accountants of Kenya (ICPAK) has organized this comprehensive program to build the technical and practical competencies required for preparing high-quality financial statements in line with PSASB and reporting requirements. The training provides an in-depth exploration of reporting standards\, budgeting frameworks\, audit processes\, internal controls\, asset management\, and emerging trends in public-sector reporting. Through expert-led sessions\, case studies\, and peer learning\, participants will gain practical insights into common pitfalls\, receive updated templates and tools\, and develop actionable strategies to strengthen financial reporting\, enhance governance\, and improve service delivery within their respective institutions. \nDuring the workshop the following areas will be covered: – \n\nPublic Sector Budgeting: Feedback from the Office of the Controller of Budget\nCashflow Management and financial planning for counties\n\n\nLong-term financial sustainability analysis\nRevenue forecasting and modeling\nFiscal strategy development\nBudget-performance linkage\nFinancial scenario planning\n\n\nDeferred Income & Taxation in the Public Sector\n\n\nRecognition & measurement of deferred income under IPSAS 23\nTreatment of conditional vs unconditional grants\nPAYE\, VAT & Withholding tax compliance for counties\nTax implications of county revenue streams\n\n4. Leases (IPSAS 43)\n\nTransition from IPSAS 13 to IPSAS 43 (IFRS 16 equivalent)\nRecognition of Right-of-Use (ROU) assets & lease liabilities\nLease disclosures and presentation\nPractical county examples\n\n\nMental Health & Wellness for Finance Professionals\nStrengthening Internal Audit Functions in Public Sector Entities\nRisk Management:\n\n\nInternal Controls\, Risk Management & Audit Readiness\nEnterprise Risk Management (ERM) frameworks for public sector entities\nIdentifying and assessing financial risks\nInternal controls & risk mitigation\nFraud risk and integrity management\nDeveloping risk registers and heat maps\n\n\nIPSAS Accrual: Milestones achieved so far\nIn depth discussions on:\n\n\nIPSAS 1 – Presentation of Financial Statements\nIPSAS 31 – Intangible Assets\nIPSAS 41 – Financial Instruments\n\n\nAsset Management & Reporting-IPSAS45\n\n\nAsset registers creation & verification\nValuation and revaluation of county assets\nDepreciation under IPSAS 45\nDisposal procedures & audit trails\n\n\nInventory management and stock taking\n\n\nFeedback from FiRe Award for Public Sector Entities\nUpdates from the Auditor General on Common Reporting Gaps\, Errors & How to Resolve Them\n\nTARGET AUDIENCE \nICPAK Members \,Accountants in public sector \,Members of Boards in public corporations\, Chief Finance Officers\, Finance Directors and Managers\, Private and Public Audit Practitioners\, Public Sector Accountants\, Transaction Advisors\, Engagement Partners and Key Audit staff\, Banking\, Financial services sector Accountants\, Internal Auditors\, Professionals working in Government and private sectors\, Accountants in Academia\, current and potential members of ICPAK\, members of other professional associations. \nYOUR FINANCIAL COMMITMENT \nFINANCIAL COMMITMENT: \n\n\n\nCategory\nCharges Physical \n\n\nAssociate Members\nKes 54\,000 per Delegate\n\n\nFull Members\nKes. 59\,000 per Delegate\n\n\nNon-Member\nKes. 64\,000 per Delegate\n\n\nAccommodation\nDelegates are advised to make own travel and accommodation arrangements\n\n\n\n**Charges will cater for daytime meals\, conference giveaways\, learning materials\, and certificates of attendance.  \nCPD UNITS \nMembers of ICPAK and reciprocating professional bodies will be awarded 20 CPD Units upon successfully attending all seminar sessions. \nNITA REIMBURSEMENT  \nThe Institute is registered as a trainer with the National Industrial Training Authority (NITA) The Institute’s registration number is DIT/TRN/47.  Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only. To qualify you should apply to NITA for approval prior to the date of the seminar. \nFurther requests can be channeled to us via telephone calls on +254 719 074 000\,  or via email to marketing@icpak.com
URL:https://www.icpak.com/event/financial-reporting-for-county-governments-and-other-public-sector-entities-2026/
LOCATION:Sarova Whitesands Beach Resort & Spa Mombasa\, Mombasa
CATEGORIES:Local Seminars
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260316T090000
DTEND;TZID=Europe/Moscow:20260320T153000
DTSTAMP:20260924T050209
CREATED:20251226T095853Z
LAST-MODIFIED:20251226T101605Z
UID:10003275-1773651600-1774020600@www.icpak.com
SUMMARY:CORPORATE GOVERNANCE AND LEADERSHIP CONFERENCE 2026
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under Accountants Act\, Laws of Kenya) \nCORPORATE GOVERNANCE & LEADERSHIP CONFERENCE\nTheme: Integrating Principles of Corporate Governance into The Values System of Leaders in Kenya\nDate: 16th to 20th March 2026\nTime: 09.00am-03.30pm\nVenue: Sarova Whitesands Beach Hotel & Spa Mombasa \nINTRODUCTION \nCorporate governance is a system of rules\, policies\, and practices that dictate how a company’s board of directors manages and oversees the operations of a company. Corporate governance includes principles of transparency\, accountability\, and security. Poor corporate governance\, at best\, leads to a company failing to achieve its stated goals\, and\, at worst\, can lead to the collapse of the company and significant financial losses for shareholders. \nPerhaps one of the most important principles of corporate governance is the recognition of shareholders. The recognition is two-fold. First\, there is the basic recognition of the importance of shareholders to any company – people who buy the company’s stock fund its operations. Equity is one of the major sources of funding for businesses. Second\, from the basic recognition of shareholder importance follows the principle of responsibility to shareholders. The policy of allowing shareholders to elect a board of directors is critical. This means that shareholders\, effectively\, have a direct say in how a company is run. \nShareholder interest is a major part of corporate governance. Shareholders may reach out to the members of the community who don’t necessarily hold an interest in the company but who can nonetheless benefit from its goods or services. Reaching out to the members of the community encourages lines of communication that promote company transparency. It means that all members of the community – those who are directly or indirectly affected by the company – and members of the press get a clear sense of the company’s goals\, tactics\, and how it is doing in general. Transparency means that anyone\, whether inside or outside the company\, can choose to review and verify the company’s actions. This fosters trust and is likely to encourage more individuals to patronize the company and possibly become shareholders as well. \nAn increasingly important aspect of corporate governance is security. Shareholders and customers/clients need to feel confident that their personal information is not being leaked or accessed by unauthorized users. It’s equally important to ensure that the company’s proprietary processes and trade secrets are secure. A data breach is not just very expensive. It also weakens public trust in the company\, which can have a drastically negative effect on its stock price. Losing investor trust means losing access to capital that is necessary for corporate growth. Everyone in a company\, from entry-level staffers to members of the board\, needs to be well-versed in corporate security procedures such as passwords and authentication methods. \nLeadership\, both as a research area and as a practical skill\, encompasses the ability of an individual\, group or organization to lead\, influence or guide other individuals\, teams\, or entire organizations. Throughout history\, great leaders have emerged with leadership styles in providing direction\, implementing plans and motivating people. These can be broadly grouped into 5 different categories such as Authoritarian Leadership\, Participative Leadership\, Delegative Leadership\, Transactional Leadership and Transformational Leadership. Despite these definitions\, most leaders still struggle with the meaning of each leadership style mentioned above\, the difference between each leadership approach as well as the advantages and disadvantages of each style. This conference will explore each of these styles and provide an avenue for leaders to discuss on the best approach to take in leading their teams. \nAll leadership styles serve a purpose depending on the situation\, type of organization or industry\, and the personalities of the leadership and employees involved. The best approach is to become familiar with all leadership styles and understand the applications of each style. You will likely have a default style of leadership that you naturally exhibit or turn to. However\, it is important that you are flexible in how you lead others. To understand when to employ each type of leadership style it is essential to develop your ability to diagnose needs\, communicate effectively\, and be flexible in how you make decisions and interact with others. \nLeadership in business is the capacity of a company’s management to set and achieve challenging goals\, take fast and decisive action when needed\, outperform the competition\, and inspire others to perform at their highest levels. Leadership also speaks to a more holistic approach\, such as the tone of an organization or the culture that management establishes. Individuals with strong leadership skills in the business world often rise to executive positions. \nEffective leadership includes exhibiting a strong character. Leaders exhibit honesty\, integrity\, trustworthiness\, and ethics. Leaders act in line with how they speak and earn the right to be responsible for others’ success in the organization. Strong leadership involves clear communication skills. Leaders speak with and listen to staff members\, respond to questions and concerns\, and are empathetic. Leaders use effective communication skills for moving the company forward and achieving new levels of success. \nValues refer to beliefs or ideals shared by the members of a culture about what is good or bad\, desirable or undesirable. They are standards of conduct\, efficiency or worth which a society endorses\, maintains and even transmits to her members. Principles of Governance are normative principles that guide the state to perform its functions in a manner that promotes the general wellbeing of its people. \nNational Values and Principles of Governance are fundamental beliefs or ideals that guide the choices\, actions and behaviour of a nation. They are critical in building national identity and national character that guides the realization of national development. In addition\, National Values exert influence on the way individuals relate with one another\, how communities engage one another and how citizens and government interact to promote peace\, national unity and cohesion. \nNational Values and Principles of Governance are key in managing diversity and building national social capital that surpasses ethnic\, religious\, class and racial limitations. They cultivate internal social and cultural coherence which are based on national norms and interests that govern interactions focused on achieving national common good. It is because of the central role of values in organising\, inspiring\, transforming\, and guiding Kenyans that they are enshrined in Article 10 of the Constitution. The National Values and Principles of Governance facilitate the building of bridges among communities\, ethnic\, religious\, and racial traditions and establish constitutionalism that binds and integrates Kenyans into a unitary nation-state. They provide opportunities to individuals and groups to pursue freedoms and happiness in a diverse society and a firmly united nation. \nThis Conference will provide delegates with the opportunity to discuss issues and challenges as well as dwell on topical areas such as: \n\nAn overview of King IV Code of Corporate Governance\nImplementation of the Mwongozo code of Corporate Governance in Kenya\nEffective management of shareholder activism\nLegal\, Institutional Policy Frameworks and Administrative Actions for the promotion of national values and principles of governance\nCorporate governance principles: An overview of the book G20/OECD- Principles of Corporate Governance\nEmerging trends in Board and executive compensation schemes\nFailures of corporate governance on both international and local landscape: A review of various case studies\nMainstreaming national values for behaviour change in Kenya\nEnhancing public trust through strengthening of corporate data security systems and processes\nChallenges that weaken the drive towards a cohesive united\, peaceful\, and prosperous nation\nEnhancing transparency through improved Corporate Governance reporting and disclosures\nSustaining ethical leadership under high pressure environments and turbulent times\nAn overview of different leadership styles:\n\n\nAuthoritarian Leadership\nParticipative Leadership\nDelegative Leadership\nTransactional Leadership\nTransformational Leadership\n\n\nModern day leadership: Leading inter- generational teams\nThe place of leadership in managing productivity & time management: A look at the tools and technology for use by leaders in modern times\nThe role of transformational leadership in leading and managing change\nEffective communication styles and tips for leaders: Enhancing presentation skills and influence in engagements\n\n FINANCIAL COMMITMENT: \n\n\n\nCategory\nCharges Physical \n\n\nAssociate Members\nKes 54\,000 per Delegate\n\n\nFull Members\nKes. 59\,000 per Delegate\n\n\nNon-Member\nKes. 64\,000 per Delegate\n\n\nAccommodation\nDelegates are advised to make own travel and accommodation arrangements\n\n\n\n**Charges will cater for daytime meals\, conference giveaways\, learning materials\, and certificates of attendance. \nCONTINUOUS PROFESSIONAL DEVELOPMENT UNITS \nMembers of ICPAK and other reciprocating professional bodies will earn 20 Structured CPD points upon successfully attending the Governance and Leadership Conference. \nNATIONAL INDUSTRIAL TRAINING AUTHORITY (NITA) REIMBURSEMENT \nThe Institute is registered as a trainer with National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website (www.nita.go.ke). \nSPONSORSHIP OPPORTUNITIES & ADDITIONAL INFORMATION  \nThe Governance and Leadership Conference attracts over 200 participants drawn from both the public and private sectors presenting a rare chance for exhibitors and sponsors. Those interested in sponsoring this event can reach us through raphael.nguli@icpak.com. Other requests for information can be channelled to us via telephone on +254 719 074 100/129. \nFurther requests can be channeled to us via telephone calls on\, +254 719 074 100\,  or via email to marketing@icpak.com \nWe encourage you to regularly visit our website www.icpak.com for updates on the Conference.
URL:https://www.icpak.com/event/corporate-governance-and-leadership-conference-2026/
LOCATION:Sarova Whitesands Beach Resort and Spa\, Mombasa\, Kenya
CATEGORIES:Local Seminars
GEO:-4.0434771;39.6682065
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260309T090000
DTEND;TZID=Europe/Moscow:20260313T153000
DTSTAMP:20260924T050209
CREATED:20251221T180942Z
LAST-MODIFIED:20251221T202507Z
UID:10003239-1773046800-1773415800@www.icpak.com
SUMMARY:THE MANAGEMENT ACCOUNTING AND STRATEGY CONFERENCE 2026
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under the Accountants Act\, Laws of Kenya) \nTHE MANAGEMENT ACCOUNTING AND STRATEGY CONFERENCE\nDate: 9th – 13th March 2026 \nTime: 09.00am-03.30pm \nVenue: Travellers Beach Hotel and Club\, Mombasa\nTheme: Strategic Management Accounting for Value Creation\, Performance Excellence & Sustainable Growth \nOVERVIEW \nManagement accounting has transformed significantly from its traditional role of cost tracking and financial control to a strategic function that supports organizational value creation\, performance excellence\, and long-term sustainability. In an increasingly volatile business environment\, management accountants are now required to provide forward-looking insights\, integrate financial intelligence with strategic planning\, and enhance decision-making through robust analytical tools. This shift reflects the growing recognition of management accounting as a cornerstone of competitive advantage and institutional resilience. \nA strong management accounting framework brings together financial analysis\, risk management\, budgeting\, forecasting\, and performance monitoring into a cohesive system that drives strategic clarity. Through techniques such as scenario analysis\, cost optimization\, and strategic performance measurement\, management accountants help organizations align strategic objectives with daily operations. These functions empower leaders to anticipate emerging risks\, deploy resources efficiently\, and strengthen operational discipline in a way that enhances organizational agility and sustainability. \nOrganizations are also experiencing heightened expectations around accountability\, performance\, and resource stewardship. Management accounting plays an indispensable role in supporting these demands by offering structured tools such as variance analysis\, performance reviews\, and value-for-money assessments. These tools enable institutions to detect inefficiencies\, measure progress against strategic goals\, and ensure that financial decisions are aligned with long-term priorities. In environments where public trust\, governance\, and cost efficiency are critical\, the role of management accountants becomes even more central. \nDigital transformation is reshaping management accounting by introducing advanced tools such as automation\, predictive analytics\, digital dashboards\, and integrated reporting systems. These technologies enable real-time monitoring of performance\, more accurate forecasting\, and deeper insights into organizational dynamics. As organizations adopt these innovations\, management accountants are increasingly stepping into strategic leadership roles—driving transformation\, facilitating data-driven decisions\, and integrating financial and non-financial metrics to create a holistic performance landscape. \nIt is in response to these evolving demands that the Institute of Certified Public Accountants of Kenya (ICPAK) has organized the Management Accounting & Strategy Conference. This program brings together accountants\, finance managers\, strategy professionals\, auditors\, public-sector leaders\, and governance practitioners to explore modern tools\, strategic frameworks\, and best practices in management accounting. Through expert-led sessions\, case studies\, and interactive discussions\, delegates will gain practical skills to strengthen value creation\, improve decision-making\, support strategy execution\, and enhance organizational performance. \n\nBasic understanding of accounting terminology\, general ledgers\, and charts of accounts\nKey techniques in Management Accounting:\n\n\nMargin analysis\nConstraint analysis\nCapital budgeting\nInventory valuation and product costing\nTrend analysis and forecasting\n\n\nManagerial decision-making using accounting reports and financial statements\, including balance sheet\, income\, and cash flow statements\nAutomation of budgeting process and the related internal controls processes: An overview of key functionalities from various ERPs and IFMIS\nFinancial Analysis: Business health and performance assessment via financial ratio analysis.\nHorizontal and vertical financial analysis: Performance\, profitability\, investment\, capital gearing\, liquidity\, and solvency Ratios\nKey accounting concepts and formulas: Accounting costs\, Expenses\, Revenues\, Profit and Loss (P&L)\, Break-even Analysis (BEA)\, Assets and Liabilities\, Stocks\, Shares\, Bonds\, Earnings\, Dividends\, Shareholder’s Equity.\nKey accounting concepts and formulas: Cash Flow\, Debt\, Debt Collection Period\, Earnings per Share (EPS)\, EBITDA\, Depreciation\, and amortization.\nOverview of the strategic planning process\, milestones\, and key stakeholders\nUnderstanding the 5 key elements of strategic planning:\n\n\nDefining of vision\nCrafting of values\nDetermination of desired outcomes\nDeclaration of explicit accountability\nEstablishment of leading KPIs\n\n\nReview of different strategic planning templates\nIncorporating external factors\, environmental analysis\, and risk assessment to the strategic plan\nDiscission of the most common strategic planning pitfalls\nSustainability considerations during the strategic planning process for organisations during a crisis: The case for or against long term strategic plans\nUsing analytics to monitor performance & strengthening strategic decision-making through data\nSustainability reporting using IFRS S1 & S2– Key metrics for Management Accounting Professionals\nEmbracing technology in Management Accounting:\n\n\nHow AI can be used to support Management accounting beginners and advanced\nApplication of advanced excel in decision making\nEthical considerations in AI use\n\n\nNavigating office politics and developing resilience as professionals\n\nTARGET AUDIENCE \nManagement accountants\, Chief Finance Officers\, Finance Directors and Managers\, Private and Public Audit Practitioners\, Public Sector Accountants\, Transaction Advisors\, Engagement Partners and Key Audit staff\, Banking\, Financial services sector Accountants\, Internal Auditors\, Tax Practitioners\, Professionals working in Government and private sectors\, Accountants in Academia\, current and potential members of ICPAK\, members of other professional associations. \nYOUR FINANCIAL COMMITMENT: \n\n\n\nCategory\nCharges Physical \n\n\nAssociate Members\nKes 54\,000 per Delegate\n\n\nFull Members\nKes. 59\,000 per Delegate\n\n\nNon-Member\nKes. 64\,000 per Delegate\n\n\n\n** Delegates to make their travel and accommodation arrangements \nCPD UNITS \nMembers of ICPAK and reciprocating professional bodies will be awarded 20 CPD Units upon successfully attending all seminar sessions. \nNITA REIMBURSEMENT  \nThe Institute is registered as a trainer with the National Industrial Training Authority (NITA) The Institute’s registration number is DIT/TRN/47.  Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only. To qualify you should apply to NITA for approval prior to the date of the seminar. Further details can be obtained from their website (www.nita.go.ke) \nFurther requests can be channeled to us via telephone calls on +254 719 074 000\, or via email to marketing@icpak.com .
URL:https://www.icpak.com/event/the-management-accounting-and-strategy-conference-2026/
LOCATION:Travellers Beach Hotel & Club\, Mombasa\, Mombasa\, Kenya
CATEGORIES:Local Seminars
END:VEVENT
END:VCALENDAR