How Flexible is Your Technology Budget?

We’ve all become a lot more flexible in business over the past couple of years. We’ve had no choice, right?

But while you and your team have become used to different working arrangements, has that flexibility moved over to your budget?

Here’s a great quote: “Budgets tell us what we can’t afford, but they don’t keep us from buying it.”

As you create your IT budget for 2022 – if that’s something you do in your business at this time of year – you may fall into the trap of trying to keep your expenses low.

But the sad fact is that, whether budgeted for or not, a ransomware attack or another critical incident will cost you a lot of money. As you may know, cyberattacks are rising at a rapid rate. And this year, we’ve seen some of the most significant incidents ever.

It’s crucial for you to do whatever you can to avoid an attack on your business and plan for what happens if you are attacked—having a solid plan in place can reduce the financial and reputational impact of a breach.

If you’re working with an IT support partner, getting them involved in your IT budgeting is a good idea. They’ll be able to give you an expert view on the right things to consider and include in your budget.

Information used in this article was provided by our partners at MSP Marketing Edge.

I’ve heard I can voice type on websites. Is that true?

Yes, if you’re using Microsoft Edge in Windows 10 or 11. Turn it on by pressing the Windows logo key + H.

How do I schedule appointments by email?

In Outlook, you can select Reply with Meeting in the Ribbon. This creates a new meeting request, with your email in the body of the meeting request.

I deal with clients in different countries. Is there an easy way to deal with time zones?

You can add multiple time zones in your Outlook calendar. Go to File > Options, click the Calendar tab and Time zones, tick ‘Show a different time zone’ and give it a name. Repeat as necessary.

Information used in this article was provided by our partners at MSP Marketing Edge.

Many employees — from retail workers to sales staffers involved in complex business-to-business transactions — receive part of their compensation from sales-related commissions. To attract and retain top talent, some companies even allow employees to earn unlimited commissions.

Unfortunately, some commission-compensated employees may be tempted to abuse this system by falsifying sales or rates. Fraud methods vary depending on an unethical salesperson’s employer and role. But companies need to be aware of the possibility of commission fraud and take steps to prevent it.

3 forms

Generally, commission fraud takes one of three forms:

Invention of sales. A retail employee enters a fake purchase at the point of sale (POS) to generate a commission. Or an employee involved in selling business services creates a fraudulent sales contract.
Overstatement of sales. Here, a worker alters internal sales reports or invoices or inflates sales captured via the company’s POS.
Inflation of commission rates. An employee changes a company’s commission records to reflect a higher pay rate. Employees who don’t have access to such records might collude with someone who does (such as an accounting staffer) to alter compensation rates.

More sophisticated schemes can involve collusion with customers and other outside parties.

Data-driven approach to detection

Regardless of the method used to commit commission fraud, these schemes create data and a document trail your business can use to detect abuse. For example, to uncover commission fraud in progress, you should regularly analyze commission expenses relative to your company’s sales. After accounting for timing differences, the volume of commission payments should correlate to sales revenue.

Also pay close attention to the total commission paid to each employee. Focus on outliers whose commission levels are significantly higher and analyze sales activity and the associated commission rates to ensure consistency. By creating benchmarks — based on commission sales by employee type, location and seniority — you can more easily detect fraud in subsequent periods. Randomly sampling sales associated with commissions and ensuring relevant documentation exists for each payment can be effective, too. You can contact individual customers to verify sales transactions by disguising your calls as customer satisfaction checks.

Commission schemes sometimes require cooperation with other employees and customers, which usually leaves an email trail. Consistent with your company’s policies and procedures, monitor employee email communications for evidence of wrongdoing.

Prevention processes

There are other processes your business can follow to prevent fraud from occurring in the first place. For example:

Formalize policies prohibiting it. State the consequences (for instance, termination and criminal charges) of committing commission fraud in your employee handbook. Also routinely stress your company’s commitment to detecting commission fraud and explain that management will regularly scrutinize individual payments for signs of malfeasance.

Minimize the potential for record tampering. To help prevent salespeople from accessing accounting records, rotate accounting staff assigned to recording commission payments. Segregation of all accounting duties is important to help prevent other fraud schemes from flourishing in your organization.

Set realistic sales goals. Although some employees commit fraud for personal enrichment, others cheat to meet their employer’s overly aggressive sales targets. Periodically solicit feedback from sales staff about their ability to meet objectives and pay close attention when salespeople complain or leave your company. If you encounter excessive frustration in meeting targets, make them more achievable.

Making manipulation difficult

When structured and managed correctly, a commission program can boost employee compensation and morale — and add to your company’s bottom line. But schemes to manipulate a company’s compensation structure often are all too simple for shady salespeople to commit. To make fraud much harder to perpetrate, you may need to step up data analysis and revamp your internal controls.

Many companies don’t have the internal resources to conduct this type of analysis and don’t know how to fix controls that aren’t working. That’s where a CPA or forensic accounting specialist can help. Contact us.

Do you want to sell commercial or investment real estate that has appreciated significantly? One way to defer a tax bill on the gain is with a Section 1031 “like-kind” exchange where you exchange the property rather than sell it. With real estate prices up in some markets (and higher resulting tax bills), the like-kind exchange strategy may be attractive.

A like-kind exchange is any exchange of real property held for investment or for productive use in your trade or business (relinquished property) for like-kind investment, trade or business real property (replacement property).

For these purposes, like-kind is broadly defined, and most real property is considered to be like-kind with other real property. However, neither the relinquished property nor the replacement property can be real property held primarily for sale.

Important change

Under the Tax Cuts and Jobs Act, tax-deferred Section 1031 treatment is no longer allowed for exchanges of personal property — such as equipment and certain personal property building components — that are completed after December 31, 2017.

If you’re unsure if the property involved in your exchange is eligible for like-kind treatment, please contact us to discuss the matter.

Assuming the exchange qualifies, here’s how the tax rules work. If it’s a straight asset-for-asset exchange, you won’t have to recognize any gain from the exchange. You’ll take the same “basis” (your cost for tax purposes) in the replacement property that you had in the relinquished property. Even if you don’t have to recognize any gain on the exchange, you still must report it on Form 8824, “Like-Kind Exchanges.”

Frequently, however, the properties aren’t equal in value, so some cash or other property is tossed into the deal. This cash or other property is known as “boot.” If boot is involved, you’ll have to recognize your gain, but only up to the amount of boot you receive in the exchange. In these situations, the basis you get in the like-kind replacement property you receive is equal to the basis you had in the relinquished property you gave up reduced by the amount of boot you received but increased by the amount of any gain recognized.

An example to illustrate

Let’s say you exchange land (business property) with a basis of $100,000 for a building (business property) valued at $120,000 plus $15,000 in cash. Your realized gain on the exchange is $35,000: You received $135,000 in value for an asset with a basis of $100,000. However, since it’s a like-kind exchange, you only have to recognize $15,000 of your gain. That’s the amount of cash (boot) you received. Your basis in your new building (the replacement property) will be $100,000: your original basis in the relinquished property you gave up ($100,000) plus the $15,000 gain recognized, minus the $15,000 boot received.

Note that no matter how much boot is received, you’ll never recognize more than your actual (“realized”) gain on the exchange.

If the property you’re exchanging is subject to debt from which you’re being relieved, the amount of the debt is treated as boot. The theory is that if someone takes over your debt, it’s equivalent to the person giving you cash. Of course, if the replacement property is also subject to debt, then you’re only treated as receiving boot to the extent of your “net debt relief” (the amount by which the debt you become free of exceeds the debt you pick up).

Great tax-deferral vehicle

Like-kind exchanges can be a great tax-deferred way to dispose of investment, trade or business real property. Contact us if you have questions or would like to discuss the strategy further.

Management needs timely, accurate feedback to guide operating decisions, anticipate problems and take advantage of emerging opportunities. Unfortunately, comprehensive financial statements take a long time to generate. Reporting key performance indicators (KPIs) on a monthly or weekly basis is a simplified alternative to gauge performance in real time.

Popular financial metrics

KPIs measure an organization’s progress toward its objectives. However, with so many metrics to choose from, data overload can easily happen. That’s why your KPI report should be customized and streamlined to cover the metrics that are the most critical to your success.

KPIs differ from one company to the next based on the industry and the company’s objectives. Common examples include:

Operating cash flow. This helps management evaluate how much cash is available for immediate spending needs. Poor cash flow, not slow sales or lagging profits, is one of the leading causes of business bankruptcy.

Return on assets. This metric equals net income divided by total assets. It measures how effectively your company is managing its assets to generate earnings.

Inventory turnover. The number of times inventory is converted into sales is usually computed by dividing cost of goods sold by the average inventory balance. This tells you how efficiently you’re “selling through” inventory. Many companies waste valuable cash by allowing slow-moving inventory to sit idle on their shelves for too long.

KPIs can also be industry specific. To illustrate, auto dealers might compare new vehicle sales to used vehicle sales; contractors might focus on the bid-hit ratio; and hospitals might want to know the average wait time in the emergency room or the bed occupancy rate in the intensive care unit.

Beyond the numbers

Many companies also include nonfinancial metrics in the areas of customer service, sales, marketing and manufacturing. However, nonfinancial KPIs must be both specific and measurable.

For instance, just saying that your company wants to “provide better customer service” doesn’t produce a sound KPI. Instead, if your goal is to improve response time to customer complaints, a relevant KPI might be to provide an initial response to complaints within 24 hours, and to eventually resolve at least 80% of complaints to the customer’s satisfaction.

Benchmarking results

A basis of comparison is important when reviewing KPIs. Benchmarks will provide a standard against which you can compare to see how your KPIs stack up. You can benchmark your current KPIs against historical results or averages published in trade publications.

This will help you spot trends and identify potential problems, allowing you to deal with them before they worsen. For example, if your accounts receivable days are lengthening, it might indicate that your collections are lagging and a cash flow crunch is looming.

Unlocking the keys to success

During the pandemic and the ensuing economic turmoil, tracking relevant performance metrics is more important than ever. Threats and opportunities abound — and new ones seem to arise quickly. We can help you tailor your KPI report to meet your business needs, as well as find meaningful benchmarks based on current market conditions.

Business owners, year end is officially here. It may even be over by the time you read this. (If so, Happy New Year!) In any case, the end of one year and the beginning of another is always an optimal time to look back on the preceding 12 calendar months and ask a deceptively simple question: How’d we do?

Large companies tend to have thoroughly documented strategic plans in place, some stretching years into the future, that include various metrics for measuring whether they’ve achieved the growth intended. For them, reviewing a calendar year’s success in terms of strategic planning is relatively easy. They mostly just crunch the numbers.

For small to midsize businesses, the strategic planning process may be a little more informal and less precise. Yet even if your strategic plan isn’t a detailed document replete with spreadsheets and pie charts, you can still review actual performance against it and use this assessment to look ahead to 2022.

Areas that inform

Generally, there are three areas of most businesses that inform the success of a strategic plan. They are:

HR. Your people are your most valuable asset. So, how does your employee turnover rate for 2021 compare with previous years? High employee turnover could be a sign of underlying problems, such as poor training, lax management or low employee morale.

Much has been written this year about “the Great Resignation,” the trend of employees leaving their jobs for various reasons. How has it affected your company? Has it stymied your efforts to meet strategic goals? You may need to make hiring and retention efforts a focal point of your 2022 strategic plan.

Sales and marketing. Did you meet your monthly goals for new sales, in terms of both revenue and number of new customers? Did you generate an adequate return on investment (ROI) for your marketing dollars?

If you can’t clearly answer the latter question, enhance your tracking of existing marketing efforts so you can better gauge ROI going forward. And set reasonable but growth-oriented sales goals for 2022 that will make or keep your business a competitive force to be reckoned with.

Production. If you manufacture products, what was your unit reject rate over the past year? Or, if yours is a service business, how satisfied were your customers with the level of service provided?

Again, if you’re not sure, you may need to establish or enhance your methods of tracking product quality or measuring customer satisfaction to meet this year’s strategic goals. Many companies now use customer satisfaction scores or a customer satisfaction index to establish objectives and benchmark their success.

Flexibility and the right adjustments

By now, you should probably have at least the framework of a 2022 strategic plan in place. However, if you’re not that far along, don’t worry. Strategic plans are best when they’re flexible and open to adjustment as economic conditions and buying trends change.

This is particularly true when the year ahead looks as uncertain as this one, given the continuing impact of the pandemic. We can help you review your 2021 financials and use the right metrics to develop a cohesive, realistic strategic plan for the next 12 months.

Welcome to Everyday Business, Yeo & Yeo’s podcast. We’ve had the privilege of advising Michigan businesses for more than 95 years, and we want to share our knowledge with you.

Covering tax, accounting, technology, financial and advisory topics relevant to you and your business, Yeo & Yeo’s podcast is hosted by industry and subject matter professionals, where we go beyond the beans.

On episode 15 of Everyday Business, host Taylor Bartosiewicz, marketing associate, is joined by Dave Youngstrom, Yeo & Yeo’s new President & CEO. Listen in as Taylor talks to Dave about his career and his vision for the future of Yeo & Yeo. Dave, a principal and shareholder, serves on Yeo & Yeo’s board of directors, is a member of the firm’s strategic planning team and has led Yeo & Yeo’s Assurance Service Line since 2015. He has very successfully directed the firm-wide audit practice, streamlining and growing the firm’s assurance solutions.

Thank you for tuning in to Yeo & Yeo’s Everyday Business Podcast. Yeo & Yeo’s podcast can be heard on Apple Podcasts, PodBean and, of course, our website. Please subscribe, rate and review.

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DISCLAIMER
The information provided in this podcast is believed to be valid and accurate on the date it was first published. The views, information, or opinions expressed during the podcast reflect the views of the speakers. This podcast does not constitute tax, accounting, legal or other business advice, or an advisor-client relationship. Before making any decision or taking action, consult with a professional regarding your specific circumstances.

Yeo & Yeo CPAs & Business Consultants is pleased to announce that Marisa Ahrens, CPA, Michael Evrard, CPA, Jessica Rolfe, CPA, and Jennifer Tobias, CPA, have been promoted to principal.

Dave Youngstrom, President & CEO, says, Our four new principals are talented individuals who are committed to helping Yeo & Yeo’s clients and young professionals succeed. They are strong leaders, serving clients in their respective industries with energy and enthusiasm. We are proud to welcome Marisa, Michael, Jessica and Jennifer to the principal group.”

Marisa Ahrens leads the firm’s Employee Benefit Plan Audit Services Group. She specializes in employee benefit plan audits and advisory services, including 401(k) and 403(b) plan audits, defined benefit plan audits, employee stock ownership plan (ESOP) audits, internal controls, and efficiency consulting. She is based in the firm’s Saginaw office. Ahrens has more than 13 years of experience providing audits for nonprofits, healthcare organizations and for-profit companies. In the community, she serves as treasurer of the Mid-Michigan Children’s Museum and as board secretary for the Yeo & Yeo Foundation.

Michael Evrard is a member of the firm’s Nonprofit Services Group, the Audit Services Group and the Education Services Group. He joined Yeo & Yeo in 2010 and is based in the firm’s Kalamazoo office. He assisted in the development of the firm’s award-winning YeoLEAN audit process and provides audit services for school districts, construction companies and nonprofit organizations. Evrard is a frequent contributor to Yeo & Yeo’s blog and the firm’s Nonprofit Advisor eNewsletter. He holds the AICPA Advanced Single Audit Certification and is a Leadership Genesee graduate.

Jessica Rolfe leads the firm’s Nonprofit Services Group and is a member of the Audit Services Group and Education Services Group. She specializes in audits for government entities, school districts, nonprofit organizations and healthcare organizations. She joined the firm in 2009 and is based in the firm’s Saginaw office. In the community, Rolfe serves as treasurer of the Tri-County Community Adjudication Program and volunteers as an allocation panel member for United Way of Midland County. She is a frequent contributor to Yeo & Yeo’s blog and is a presenter for Yeo & Yeo’s nonprofit board trainings.

Jennifer Tobias leads the firm’s Construction Services Group, is co-leader of the Death Care Services Group and is a member of the Agribusiness Services Group. She joined Yeo & Yeo in 2006 and is based in the firm’s Kalamazoo office. Her areas of expertise include agribusiness taxation and credits, and examination and preparation of Prepaid Funeral and Cemetery Sales Act annual reports. In the community, Tobias serves as the Barry County Small Animal Sale Committee treasurer and 4-H Advisory Council co-treasurer. She is a graduate of the Upstream Academy’s three-year leadership development program, the Emerging Leaders Academy.

The number of people engaged in the “gig” or sharing economy has grown in recent years. In an August 2021 survey, the Pew Research Center found that 16% of Americans have earned money at some time through online gig platforms. This includes providing car rides, shopping for groceries, walking dogs, performing household tasks, running errands and making deliveries from a restaurant or store.

There are tax consequences for the people who perform these jobs. Basically, if you receive income from an online platform offering goods and services, it’s generally taxable. That’s true even if the income comes from a side job and even if you don’t receive an income statement reporting the amount of money you made.

Traits of gig workers

Gig workers are those who are independent contractors and conduct their jobs through online platforms. Examples include Uber, Lyft, Airbnb, Angi, Instacart and DoorDash.

Unlike traditional employees, independent contractors don’t receive benefits associated with employment or employer-sponsored health insurance. They also aren’t covered by the minimum wage or other protections of federal laws, aren’t part of states’ unemployment insurance systems, and are on their own when it comes to training, retirement savings and taxes.

Tax obligations

If you’re part of the gig or sharing economy, here are some considerations.

You may need to make quarterly estimated tax payments because your income isn’t subject to withholding. These payments are generally due on April 15, June 15, September 15 and January 15 of the following year. (If a deadline falls on a Saturday or Sunday, the deadline is extended to the next business day.)
You should receive a Form 1099-NEC, Nonemployee Compensation, a Form 1099-K or other income statement from the online platform.
Some or all of your business expenses may be deductible on your tax return, subject to the normal tax limitations and rules. For example, if you provide rides with your own car, you may be able to deduct depreciation for wear and tear and deterioration of the vehicle. Be aware that if you rent a room in your main home or vacation home, the rules for deducting expenses can be complex.

Diligent recordkeeping

It’s critical to keep good records tracking income and expenses in case you are audited by the IRS or a state/local tax authority. Contact us if you have questions about your tax obligations as a gig worker or the deductions you can claim. You don’t want to get an expensive surprise when you file your tax return next year.

Yeo & Yeo, a leading Michigan CPA and advisory firm, announces the election of Jacob Sopczynski, CPA, and re-election of Michael Georges, CPA, to Yeo & Yeo’s Board of Directors, and the appointment of Brian Dixon and David Jewell to Managing Principals effective January 1, 2022.

“It’s a privilege to have such talented and accomplished leaders who are committed to our firm’s people, clients and communities,” says Dave Youngstrom, CPA, CEO-elect. “I thank our outgoing board members and managing principals who have been instrumental to our firm’s success.”

Jacob Sopczynski, CPA, principal , is a member of the firm’s Manufacturing Services Group. He provides audit services for businesses, nonprofits and governments, as well as tax planning and consulting services. In the community, he serves on the Board of Trustees as Treasurer for the International Academy of Flint and is Treasurer of Pinconning Plays, Inc. He is based in the firm’s Flint office.

Michael Georges, CPA, principal, will serve his third two-year term. He is a member of the firm’s Nonprofit Services Group. His areas of expertise include audit services for nonprofits, government entities and school districts, and tax planning and preparation. He has 35 years of public accounting experience and is based in the firm’s Ann Arbor office. In the community, he serves as a board member for the Grosse Ile Education Foundation.

David Jewell, CPA, managing principal in Yeo & Yeo’s Kalamazoo office, and Tammy Moncrief, CPA, managing principal in the Auburn Hills office, will continue to serve year two of their two-year term on the board.

Brian Dixon, CPA, assumes the role as managing principal of Yeo & Yeo’s Saginaw office, succeeding Peter Bender, CPA, who will focus on expanding the firm’s Wealth Management services. Dixon joined Yeo & Yeo in 1998 and was named principal in 2012. He leads the firm’s Education Services Group and is a member of the firm’s Health Care Services Group. He specializes in audit services for school districts, healthcare organizations, government entities and small businesses. In the community, he serves as board treasurer for the Frankenmuth Credit Union, Carrollton Education Foundation, United Way of Saginaw County and Saginaw Area Jaycees Foundation.

Jewell will serve as managing principal of Yeo & Yeo’s Kalamazoo office, succeeding Carol Patridge, who will begin transitioning toward retirement after 33 years with the firm. Jewell leads the firm’s Tax Service Line overseeing the firm’s tax processes, technologies, staff expertise and service innovation across the firm’s eight offices. He joined Yeo & Yeo in 2008 and has more than 19 years of experience in public accounting. In the community, he serves as Treasurer and Finance Committee Chair for the Boys and Girls Club of Greater Kalamazoo.

Yeo & Yeo’s Managing principals handle the day-to-day office operations, deliver on client experience at the office level, support staff development, and promote visibility and involvement in the community.

After two years of no increases, the optional standard mileage rate used to calculate the deductible cost of operating an automobile for business will be going up in 2022 by 2.5 cents per mile. The IRS recently announced that the cents-per-mile rate for the business use of a car, van, pickup or panel truck will be 58.5 cents (up from 56 cents for 2021).

The increased tax deduction partly reflects the price of gasoline. On December 21, 2021, the national average price of a gallon of regular gas was $3.29, compared with $2.22 a year earlier, according to AAA Gas Prices.

Don’t want to keep track of actual expenses?

Businesses can generally deduct the actual expenses attributable to business use of vehicles. This includes gas, oil, tires, insurance, repairs, licenses and vehicle registration fees. In addition, you can claim a depreciation allowance for the vehicle. However, in many cases, certain limits apply to depreciation write-offs on vehicles that don’t apply to other types of business assets.

The cents-per-mile rate is beneficial if you don’t want to keep track of actual vehicle-related expenses. With this method, you don’t have to account for all your actual expenses. However, you still must record certain information, such as the mileage for each business trip, the date and the destination.

Using the cents-per-mile rate is also popular with businesses that reimburse employees for business use of their personal vehicles. These reimbursements can help attract and retain employees who drive their personal vehicles a great deal for business purposes. Why? Under current law, employees can’t deduct unreimbursed employee business expenses, such as business mileage, on their own income tax returns.

If you do use the cents-per-mile rate, keep in mind that you must comply with various rules. If you don’t comply, the reimbursements could be considered taxable wages to the employees.

How is the rate calculated?

The business cents-per-mile rate is adjusted annually. It’s based on an annual study commissioned by the IRS about the fixed and variable costs of operating a vehicle, such as gas, maintenance, repair and depreciation. Occasionally, if there’s a substantial change in average gas prices, the IRS will change the cents-per-mile rate midyear.

When can the cents-per-mile method not be used?

There are some cases when you can’t use the cents-per-mile rate. It partly depends on how you’ve claimed deductions for the same vehicle in the past. In other situations, it depends on if the vehicle is new to your business this year or whether you want to take advantage of certain first-year depreciation tax breaks on it.

As you can see, there are many factors to consider in deciding whether to use the standard mileage rate to deduct vehicle expenses. We can help if you have questions about tracking and claiming such expenses in 2022 — or claiming 2021 expenses on your 2021 income tax return.

Last-minute changes to contracts can be frustrating. But, if managed properly, they can sometimes provide an opportunity to boost profits. Here are ways construction companies, engineering firms, software developers and other businesses that enter into long-term contracts with customers can better track change orders, account for them properly on their financial statements and use them to enhance the bottom line.

Common mistakes

Customers can sometimes change their minds after signing a contract, but before work is completed. To keep projects on schedule, it’s not unusual for contractors to begin out-of-scope work before a change order is approved. But failure to properly track and account for the costs and revenue associated with this work can have a negative impact on a business’s financial statements.

Suppose, for example, that a contractor records costs attributable to a change order in total incurred job costs to date, without making a corresponding adjustment to the total contract price and total estimated contract costs. To a lender or surety, this may indicate excessive underbillings.

On the other hand, profit fade can occur if contractors are overly optimistic about their chances of receiving change order revenue. If a contractor increases the total contract price based on out-of-scope work but is unable to secure change order approval, profits may fade as the job progresses. This can also shake the confidence of financial statement users.

3 categories

Without proper tracking procedures, contractors may inadvertently forget to charge customers for change orders in accordance with the terms of agreement. Change orders generally fall into these three categories:

1. Approved. For this category, it’s appropriate to adjust incurred costs, total estimated costs and the total contract price. Depending on the contract’s change-order provisions, this may increase the business’s estimated gross profits.

2. Unpriced. If the parties agree on the scope of work but leave negotiations on price for later, the accounting treatment depends on the probability that the contractor will recover its costs. If it’s not probable, change order costs are treated as costs of contract performance in the period during which they’re incurred, and the contract price is not adjusted. As a result, the contractor’s estimated gross profit decreases.

If it’s probable that the costs will be recovered through a contract price adjustment, the contractor can either:

Defer the costs until the parties have agreed on the change in contract price, or
Treat them as costs of contract performance in the period incurred and increase the contract price to the extent of the costs incurred (resulting in no change in estimated gross profit).

To determine whether recovery is probable, a contractor should consider its past experience in negotiating change orders and other factors. If it’s probable that the contract price will be increased by an amount that exceeds the costs incurred (increasing estimated gross profit), the contractor may recognize increased revenue — provided realization of that revenue is “assured beyond a reasonable doubt.”

3. Unapproved. These should be treated as claims. It’s appropriate to recognize additional contract revenue only if, under guidance provided in the accounting rules, it’s probable that a claim will generate such revenue and the amount can be reliably estimated.

We can help

Accounting for change orders under the percentage-of-completion method of accounting can sometimes be confusing. Contact us for help managing your company’s change order procedures and improving the accuracy and transparency of your financial statements.

As the new year approaches, the future of the Build Back Better Act (BBBA) — and the strength of the economic recovery — remains uncertain. One thing that’s not uncertain when it comes to your business is the impending deadline to apply for COVID-19 Economic Injury Disaster Loan (EIDL) funding, some of which needn’t be repaid.

The U.S. Small Business Administration (SBA) expanded eligibility in September 2021. While you may not have qualified or considered EIDL funding necessary previously, you might want to reconsider in light of yet another wave of COVID infections. But you’ll have to do so quickly, as the application deadline is December 31, 2021.

Shaky economic ground ahead?

Sen. Joe Manchin (D-WV) released a statement on December 19 announcing that he “cannot vote to move forward” on the BBBA. The $2.1 billion bill that passed in the U.S. House of Representatives includes numerous provisions related to healthcare, energy initiatives, immigration, education, social programs and taxes.

The Democrats lack the votes to pass the proposed legislation in the Senate without Manchin’s support. Yet Senate Majority Leader Chuck Schumer (D-NY) indicated on December 20 that he nonetheless intends to hold a vote on the bill in early 2022. Schumer’s announcement came hours after Goldman Sachs reduced its predictions for U.S. economic growth in 2022 based on Manchin’s statement.

Types of EIDL relief available

The COVID-19 EIDL program was created to make low-interest fixed-rate long-term loans to provide small businesses (including sole proprietorships and independent contractors) the working capital they need to withstand the effects of the pandemic. Three types of funding are available:

Loans. This funding type features a 30-year term and fixed interest rate of 3.75%. The proceeds can be used for any normal operating expense, including payroll, rent or mortgage, utilities, and other ordinary businesses expenses. Since the recent program expansion (see below), funds also can be used to pay or pre-pay business debt incurred at any time, including after submitting the application, and regularly scheduled payments of federal debt.

Targeted advances. Businesses located in low-income communities, have no more than 300 employees and have suffered more than a 30% reduction in revenue may qualify for a targeted advance up to $10,000. These advances don’t have to be repaid.

Supplemental targeted advances. Businesses in low-income communities that have no more than 10 employees and saw revenue declines of more than 50% may be eligible for an additional $5,000. Supplemental advances also don’t require repayment.

The recent expansion

The SBA has implemented several changes to make it easier for small businesses to access the COVID-19 EIDL loans. Among other things, the SBA:

Expanded eligibility from organizations with no more than 500 employees (including affiliates) to encompass businesses in the hardest hit industries with no more than 500 employees per physical location, as long as the business (with affiliates) has no more than 20 locations,
Increased the maximum loan amount from $500,000 to $2 million,
Extended the payment deferment period to two years after the loan origination date for all loans (interest will accrue during that period, and principal and interest payments must be made over the remaining 28 years of the loan term), and
Simplified the affiliation requirements.

The SBA has also limited entities that are part of a single corporate group to a combined total of no more than $10 million in COVID-19 EIDL loans.

Additional eligibility requirements

Applicants must be physically located in the United States or a designated territory and have suffered working capital losses due to the COVID-19 pandemic. In addition, the businesses must have been in operation on or before January 31, 2020.

Businesses (other than sole proprietorships) must have a valid tax identification number. Each owner, member, partner or shareholder of 20% or more must be a U.S. citizen, non-citizen national or qualified alien with a valid Social Security number.

For loans of $500,000 or less, you must have a credit score of at least 570. For larger loans, the credit score must be at least 625. Personal guaranty and collateral requirements may apply, too, depending on the amount of the loan.

The looming deadline

The SBA will accept applications for loans and targeted advances until December 31, 2021. It will continue to process applications after that date, until the funds are exhausted. While the SBA earlier advised businesses seeking supplemental targeted advances to submit applications by December 10, 2021, it later announced it will accept applications until year end. It can’t process applications after the deadline, though, so applications submitted near the deadline might not be processed.

Note that borrowers can request increases, up to their maximum loan eligibility amount, for up to two years after loan origination or until the program funds are exhausted. In addition, the SBA will accept reconsideration and appeal requests received before December 31, 2021, if received on a timely basis. For reconsiderations, that means within six months from the date the application was declined. Appeals must be received within 30 days from the date the reconsideration was declined.

Don’t dawdle

You can apply online for COVID-19 EIDL relief, but the clock is ticking. We can help you determine if you should go this route and help you collect the necessary documentation.

On December 20, Governor Whitmer signed Michigan House Bill 5376 into law. The “SALT Cap Workaround” will allow Michigan income tax to be calculated and paid at the entity level for flow-through entities (i.e., partnerships and S corporations), if an election is made. The flow-through entity tax rate will be the same as the Michigan individual income tax rate, 4.25%. Business owners of a flow-through entity who make this election will be able to claim a tax credit equal to their allocated share of the tax paid by the flow-through entity.

The Tax Cuts & Jobs Act of 2017 capped the deduction for state and local taxes at $10,000. This bill is a response to help Michigan business owners impacted by that limitation. Business owners would benefit on the federal level by being able to deduct state tax paid in full on the entity’s federal return, thereby realizing that full deduction instead of being subject to the 10% cap if they paid at the individual level.

For tax years beginning January 1, 2021, flow-through entities will have until April 15, 2022, to make the election. Once selected, the election will be irrevocable for the next two tax years.

The Michigan Department of Treasury will administer the flow-through entity tax. Forms to make the election and remit the tax are not yet available.

Businesses should evaluate their tax situations when electing a flow-through entity tax for any SALT (State And Local Tax) cap workaround. Michigan is now one of several states that have enacted legislation in response to the SALT cap. If you have questions about the Michigan House Bill 5376 or flow-through entity tax elections for other states, please contact your Yeo & Yeo tax professional.

Here are some of the key tax-related deadlines affecting businesses and other employers during the first quarter of 2022. Keep in mind that this list isn’t all-inclusive, so there may be additional deadlines that apply to you. Contact us to ensure you’re meeting all applicable deadlines and to learn more about the filing requirements.

January 17 (The usual deadline of January 15 is a Saturday)

Pay the final installment of 2021 estimated tax.
Farmers and fishermen: Pay estimated tax for 2021.

January 31

File 2021 Forms W-2, “Wage and Tax Statement,” with the Social Security Administration and provide copies to your employees.
Provide copies of 2021 Forms 1099-MISC, “Miscellaneous Income,” to recipients of income from your business where required.
File 2021 Forms 1099-NEC, “Nonemployee Compensation” with the IRS and provide copes to recipients.
File Form 940, “Employer’s Annual Federal Unemployment (FUTA) Tax Return,” for 2021. If your undeposited tax is $500 or less, you can either pay it with your return or deposit it. If it’s more than $500, you must deposit it. However, if you deposited the tax for the year in full and on time, you have until February 10 to file the return.
File Form 941, “Employer’s Quarterly Federal Tax Return,” to report Medicare, Social Security and income taxes withheld in the fourth quarter of 2021. If your tax liability is less than $2,500, you can pay it in full with a timely filed return. If you deposited the tax for the quarter in full and on time, you have until February 10 to file the return. (Employers that have an estimated annual employment tax liability of $1,000 or less may be eligible to file Form 944, “Employer’s Annual Federal Tax Return.”)
File Form 945, “Annual Return of Withheld Federal Income Tax,” for 2021 to report income tax withheld on all nonpayroll items, including backup withholding and withholding on accounts such as pensions, annuities and IRAs. If your tax liability is less than $2,500, you can pay it in full with a timely filed return. If you deposited the tax for the year in full and on time, you have until February 10 to file the return.

February 28

File 2021 Forms 1099-MISC with the IRS if: 1) they’re not required to be filed earlier and 2) you’re filing paper copies. (Otherwise, the filing deadline is March 31.)

March 15

If a calendar-year partnership or S corporation, file or extend your 2021 tax return and pay any tax due. If the return isn’t extended, this is also the last day to make 2021 contributions to pension and profit-sharing plans.

As the year winds down, business owners have many calendar months to look back on to determine how successfully their products or services have sold. While reviewing the numbers, think about your people, too.

To achieve success in 2022, you’ll need a strong sales team in place. However, it’s a difficult time to hire skilled salespeople. So, you don’t want to be too quick with the walking papers for anyone who’s currently struggling. Rather, take a moment to consider whether each member of your staff has the fundamentals of a solid salesperson and, if not, how you can help them build those skills.

The right personality and skill set

One point to think about is whether someone is a natural to the role or needs additional or specialized training to become better at it. People who struggle to form relationships, have no tolerance for rejection or failure, and desire a routine workday may not belong in sales. Or maybe they can grow into it.

Using a sales aptitude test both during the hiring process and as a performance management tool can help you identify those most likely to struggle. Training and coaching of employees who lack a natural aptitude for sales could help them develop into adequate or even strong performers. However, in some cases, you might need to choose between moving a salesperson into another area of the business or letting the person go.

A successful approach

There are a multitude of sales tactics — such as the hard sell, the soft sell, upselling, storytelling and problem solving. At the end of the day, customers buy from people whom they like and trust and who can deliver what they promise.

Doing the little things separates those at the top of the sales profession from everyone else. It helps them build lasting and fruitful relationships with customers. Identify the most valuable tactics of your top sellers and share those approaches with the rest of the staff through ongoing training and upskilling.

Meaningful metrics

Some may say you shouldn’t judge salespeople only on their numbers, but sales metrics are nonetheless a significant factor. After all, it’s a results-oriented profession. If someone isn’t putting up the numbers, you need to decide whether that salesperson shows enough promise to bring those results up, or, once again, if you should consider changing their role or even terminating their employment.

The question and challenge for you as a business owner, and your sales managers if you have them, is how to measure results accurately and fairly — and ultimately define success. There are many sales metrics to consider. Which ones you should track and use to evaluate the performance of your salespeople depends on your strategic priorities.

For example, if you’re looking to speed up the sales cycle, you could look at average days to close. Or, if you’re concerned that your sales department just isn’t bringing in enough revenue, you could calculate average deal size.

Barrel ahead

As your business barrels ahead into 2022, make sure your sales staff is up to the challenge of fulfilling the strategic objectives you have set for yourself. We can help you establish reasonable goals, choose the right metrics for measuring progress, and regularly track and assess the numbers.

If you’re paying back college loans for yourself or your children, you may wonder if you can deduct the interest you pay on the loans. The answer is yes, subject to certain limits. The maximum amount of student loan interest you can deduct each year is $2,500. Unfortunately, the deduction is phased out if your adjusted gross income (AGI) exceeds certain levels, and as explained below, the levels aren’t very high.

The interest must be for a “qualified education loan,” which means a debt incurred to pay tuition, room and board, and related expenses to attend a post-high school educational institution, including certain vocational schools. Certain postgraduate programs also qualify. Therefore, an internship or residency program leading to a degree or certificate awarded by an institution of higher education, hospital or health care facility offering postgraduate training can qualify.

It doesn’t matter when the loan was taken out or whether interest payments made in earlier years on the loan were deductible or not.

Phase-out amounts

For 2021, the deduction is phased out for taxpayers who are married filing jointly with AGI between $140,000 and $170,000 ($70,000 and $85,000 for single filers). Thus, the deduction is unavailable for taxpayers with AGI of $170,000 ($85,000 for single filers) or more.

For 2022, the deduction will be phased out for taxpayers who are married filing jointly with AGI between $145,000 and $175,000 ($70,000 and $85,000 for single filers). That means the deduction is unavailable for taxpayers with AGI of $175,000 ($85,000 for single filers) or more.

Married taxpayers must file jointly to claim this deduction.

No deduction is allowed to a taxpayer who can be claimed as a dependent on another’s return. For example, let’s say parents are paying for the college education of a child whom the parents are claiming as a dependent on their tax return. The interest deduction is only available for interest the parent pays on a qualifying loan, not for any interest the child-student may pay on a loan he or she may have taken out. The child will be able to deduct interest that is paid in a later year when he or she is no longer a dependent.

The deduction is taken “above the line.” In other words, it’s subtracted from gross income to determine AGI. Thus, it’s available even to taxpayers who don’t itemize deductions.

Other requirements

The interest must be on funds borrowed to cover qualified education costs of the taxpayer or his or her spouse or dependent. The student must be a degree candidate carrying at least half the normal full-time workload. Also, the education expenses must be paid or incurred within a reasonable time before or after the loan is taken out.

Taxpayers should keep records to verify qualifying expenditures. Documenting a tuition expense isn’t likely to pose a problem. However, care should be taken to document other qualifying education-related expenditures such as for books, equipment, fees and transportation.

Documenting room and board expenses should be straightforward for students living and dining on campus. Students who live off campus should maintain records of room and board expenses, especially when there are complicating factors such as roommates.

We can help determine whether you qualify for this deduction or answer any questions you may have about it.

While digitalization continues to take hold of the business world, the billing and collections functions for many organizations remain largely paper based. Businesses that automate the accounts receivable process may accomplish several operational and financial goals. Here are five key benefits that organizations can unlock when they “go digital.”

1. Manual processing is minimized; efficiency is maximized

Generating a paper invoice is a laborious process, especially when there’s a digital alternative. Instead of creating, printing and mailing an invoice, organizations can autogenerate electronic invoices and e-reminders for overdue payments.

This reduces the administrative burden considerably. Plus, e-billing saves on office supplies such as paper, envelopes and stamps.

2. The payment process is faster

Digitalization streamlines the cash conversion cycle. The accounting department doesn’t need to spend time mailing paper invoices and late notices. Instead, staff can be reassigned from administrative tasks to value-added ones, such as budgeting, forecasting and cash management.

On the flipside, customers that pay electronically — or set up an autopay option — don’t need to waste time cutting a check. Plus, the recipient of an e-invoice may be more likely to pay quickly to capture discounts or merely remove the payment from their to-do list.

3. Customers can use their preferred payment method

Instead of forcing customers to issue paper checks, they can make payments using digital payment options, including credit cards, ACH or wire transfers. Businesses that sell directly to consumers may also accept payment via PayPal, Venmo or other digital payment apps. These alternatives may incur lower fees than those charged by credit card companies.

4. Customer loyalty may grow

Organizations that facilitate digital payment are easier to do business with. Reducing customers’ administrative burdens can, in turn, increase customer loyalty. It can also remove the potential for conflict that may result when payments go missing or arrive late.

5. The potential for fraud decreases

Paper checks may be susceptible to fraud. Digitalization removes the need to store and mail paper checks, mitigating the potential for employee fraud. And because there’s no longer a need to mail checks, it prevents the interception of checks by a third party.

We can help

Contact us for help in looking at internal controls and areas that you can gain efficiencies throughout your accounts receivable process.

Once a revolutionary breakthrough in communications technology, email is now an afterthought for many people. But that can cause problems for businesses: Servers get filled up, messages get lost, and employees’ productivity isn’t quite what it could be.

Although doing so may seem superfluous or antiquated, providing employees with some retraining or upskilling on proper email usage can improve efficiency and morale. Obviously, you don’t want to spend a lot of time or money on this, but a “lunch-and-learn” seminar or a series of quick meetings could prove effective and affordable.

Here are some email management tips that you might want to consider:

Set up project-specific folders. Too many users still store emails in one of three places: the in-box, the “Sent” folder or the “Deleted Items” folder. Creating job-specific folders allows employees to more easily find what they need and to periodically purge unneeded emails once a project or period ends.

Regularly check junk mail folders and adjust filters as necessary. Like many companies, yours has probably set up junk mail folders to cut down on the number of useless and potentially dangerous emails launched at your staff.

Bear in mind that you may need to periodically adjust the filter settings to ensure employees aren’t inadvertently blocking legitimate messages. Ask staffers to check their junk folders and see whether anything important is in them. Once an acceptable sensitivity level is set, establish an automatic archiving process to systematically purge junk emails.

Encourage employees to hit the unsubscribe button. They’re technically not spam but eventually end up that way. The e-newsletters, bulletins and other regular messages that employees signed up for years ago, but no longer use, can clutter up in-boxes and distract workers from their current job duties. Ask every employee to review their subscriptions and get rid of any they’re no longer using.

Refine distribution lists. Most businesses long ago established companywide and departmental email distribution lists. But, again, project-specific lists can greatly benefit the work groups that spring up in the normal course of operations. Remind users how to create their own distribution lists and, equally important, establish a policy for deleting these lists and the emails associated with them at the appropriate time.

Set daily times to check email. In the old days, employees might have hovered over their in-boxes, anxiously awaiting new messages and replying to nearly everything that came in. Now the problem may be the opposite.

With the popularity of texting and instant messaging, not to mention video calls and meetings, staff members may ignore their email for long periods. Recommend that they check their in-boxes at several specified times during the workday. This way, email won’t be a distraction, but it also won’t be a source of missed communications.

Discuss timely email responsiveness. How quickly one should respond to an email depends on various factors. However, if employees are too lax in their response times, it can have a negative impact on the company.

Customers, of course, won’t appreciate a business that takes too long to answer questions or address issues. Employees may also grow frustrated with each other when internal emails are left unread or not replied to.

If necessary, set company policies regarding responsiveness. Generally, business-related emails should be replied to within 24 to 48 hours, but you may want to tighten up that time frame for customer-facing staff.

An external audit is less stressful and less intrusive if you anticipate your auditor’s document requests. Auditors typically ask clients to provide similar documents year after year. They’ll accept copies or client-prepared schedules for certain items, such as bank reconciliations and fixed asset ledgers. To verify other items, such as leases, invoices and bank statements, they’ll want to see original source documents.

What does change annually is the sample of transactions that auditors randomly select to test your account balances. The element of surprise is important because it keeps bookkeepers honest.

Anticipate questions

Accounting personnel can also prepare for audit inquiries by comparing last year’s financial statements to the current ones. Auditors generally ask about any line items that have changed materially. A “materiality” rule of thumb for small businesses might be an inquiry about items that change by more than, say, 10% or $10,000.

For example, if advertising fees (or sales commissions) increased by 20% in 2021, it may raise a red flag, especially if it didn’t correlate with an increase in revenue. Be ready to explain why the cost went up and provide invoices (or payroll records) for auditors to review.

In addition, auditors may start asking unexpected questions when a new accounting rule is scheduled to go into effect. For example, private companies and nonprofits must implement new rules for reporting long-term lease contracts starting in 2022. So companies that provide comparative financial statements should start gathering additional information about their leases in 2021 to meet the disclosure requirements for next year.

Minimize audit adjustments

Ideally, management should learn from the adjusting journal entries auditors make at the end of audit fieldwork each year. These adjustments correct for accounting errors, unrealistic estimates and omissions. Often internally prepared financial statements need similar adjustments, year after year, to comply with U.S. Generally Accepted Accounting Principles (GAAP).

For example, auditors may need to prompt clients to write off bad debts, evaluate repair and supply accounts for capitalizable items, and record depreciation expense and accruals. Making routine adjustments before the auditor arrives may save time and reduce discrepancies between the preliminary and final financial statements.

You can also reduce audit adjustments by asking your auditor about any major transactions or complicated accounting rules before the start of fieldwork. For instance, you might be uncertain how to account for a recent acquisition or classify a shareholder advance.

Plan ahead

An external audit doesn’t have to be time-consuming or disruptive. The key is to prepare, so that audit fieldwork will run smoothly. Contact us to discuss any concerns as you prepare your preliminary year-end statements.